DVHA Performance Accountability Scorecard

Transparency is essential to good public management.  DVHA operates a public health plan that serves approximately a third of all Vermonters.  This Scorecard is designed to let Vermonters know what strategic goals are important in operating our health plan and how DVHA is doing in striving for success.  DVHA is committed to continually reviewing these priorities with our partners and stakeholders to ensure that we are delivering the best service possible for Vermonters.

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Why Is This Important?
Enroll Members
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What We Do

The Health Access Eligibility and Enrollment Unit (HAEEU) consists of five teams that each fulfill a specific function in helping Vermonters down the path from learning about health programs to applying, enrolling, and understanding their rights and responsibilities.

Eligibility & Enrollment Team works directly with members and is responsible for managing documents sent in by applicants, determining eligibility, assisting in enrollment, providing customer support through the call center, and resolving escalated cases.

Maintenance & Operations Team ensures that the Unit’s systems are well maintained and tested. They monitor the integrity, accuracy, and timeliness of transactions and are accountable for the overall success and delivery of Open Enrollment. They document policies and procedures, streamline business processes, and provide member facing staff with the training and knowledge needed to be operationally ready.  

Data Team reconciles file transactions between Vermont Health Connect’s case management system, billing system, health insurance issuers, and the State’s legacy ACCESS system. They maintain the Unit’s data and provide operational reports and dashboards.

Assistant Operations Team serves as the policy liaison for HAEEU, providing guidance, direction, and interpretation on federal regulations and state rules and how those policies are implemented technically and operationally.

Customer Experience Team works to ensure that current members understand their benefits and responsibilities and that potential applicants understand health care programs and the application process. They manage member notices, a contracted call center, and a network of nearly 300 In-person Assisters. They manage health insurance literacy efforts – helping Vermonters understand health insurance terms, compare options, and get the most out of their health coverage – and focus on groups of Vermonters likely to lack access to health insurance, including farmers, justice-involved individuals, new Vermont residents, and those in the 26-34 age group. They collaborate with community partners, including hospitals, clinics, agricultural organizations, libraries, pharmacies, and other stakeholders.

Who We Serve

HAEEU serves the more than 200,000 Vermonters who receive health benefits through Medicaid programs and/or the State's health insurance marketplace. Medicaid program members include those Vermonters who receive health coverage through Medicaid for Children and Adults (MCA), Dr. Dynasaur, Medicaid for the Aged, Blind and Disabled, VPharm, and the Medicare Savings Programs. The health insurance marketplace enrolls members in qualified health plans (QHP) and administers federal and state-based financial assistance, while also providing resources to Vermonters who buy unsubsidized health coverage on their own or through a small business.

How We Impact

Quality health coverage is a key ingredient of health and well-being. Vermont has one of the lowest uninsured rates in the nation and its health care system is consistently ranked one of the best, with one of the narrowest gaps in access between rich and poor residents. For many Vermonters, HAEEU is the doorway into this healthcare system.

Action Plan
  • Operational performance improvement as an on-going effort to continually improve processes, products, and the services we provide with DVHA and DCF staff acting as one unit that strives towards operational excellence and sustainability and continues its focus on technical development work with different IT platforms, leveraging different vendors, creation and restructuring positions, and an aggressive approach to minimizing the financial footprint created by contractors and large staffing numbers in the current fiscal year.
  • Advance several Integrated Eligibility and Enrollment products, including an online application, a customer portal that will allow Vermonters to apply online for benefits electronically, and reconfiguring and developing our systems to return premium billing to the carriers.
PM
Aug 2020
88%
75%
1
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Aug 2020
100%
100%
35
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What We Do

Vermont's Long-Term Care (LTC) Medicaid Program is called Choices for Care. Vermont’s LTC staff assist eligible Vermonters with accessing services in their chosen setting. This could be in the client’s home, an approved residential care home, assisted living facility or an approved nursing home.

There are two parts to determining Vermont LTC eligibility:

  1. Clinical eligibility which is performed by the Department of Disabilities, Aging and Independent Living (DAIL)
  2. Financial eligibility performed by the Long Term Care Unit in the Department for Vermont Health Access (DVHA)

The LTC application is usually submitted to the DVHA Long Term Care Unit and a copy is forwarded to DAIL for the clinical assessment. In addition, upon receipt of the LTC application, DVHA workers begin the financial eligibility determination process. Many applicants have complex financial histories and have hired elder law attorneys to assist them with planning and sheltering their assets. The more complicated applications take a significant amount of staff time to analyze before making a final financial eligibility determination.

Who We Serve

LTC Medicaid serves eligible Vermonters who are over 65, blind or disabled and who are in need of access to long term supports and services at home, in an enhanced residential treatment center (ERC) or nursing facility.  When Vermont Medicaid covers services for these Vermonters, the families of those Vermonters experience relief from concerns about their family member’s long-term care needs.

How We Impact

Many Vermonters cannot afford to self-pay for their long-term care (LTC) supports and services and depend upon Vermont Medicaid to enable eligible Vermonters to access necessary LTC services.  Often when family members apply for Vermont LTC Medicaid for their relative, family caregivers are struggling to meet the needs of the applicant while maintaining all of their other work and family responsibilities.  LTC staff often hear from family members who are relieved when Vermont Medicaid begins providing LTC services for the applicant.

Action Plan

The top priorities/initiatives for the LTC Unit in SFY20 are:

  • Focus on updating entire LTC Desk Procedures/Training Manual.
  • Add full time benefited positions to replace long term temporary employees
  • Deliver updated LTC eligibility training (rules, policies & business processes) to all staff.
  • Investigate if there is a software which would enable LTC to capture case data necessary for useful statistical reporting, LTC forms generation and annual ex parte review.
Pay for Care
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What We Do

The Clinical Operations Unit (COU) monitors the quality, appropriateness, and effectiveness of healthcare services requested by providers for members.

The COU ensures that:

  • requests for services are reviewed and processed efficiently and within the timeframes outlined in Medicaid Rule;
  • over-and-under utilization of healthcare services is identified through the prior authorization (PA) review process and case tracking;
  • clinical criteria for certain established clinical services, new technologies and medical treatments are developed and/or adopted;
  • medical benefits are correctly coded;
  • provider appeals are reviewed;
  • provider education is offered related to specific Medicaid policies and procedures;
  • quality improvement activities are performed to enhance medical benefits for members.
Who We Serve

One of the main roles of the COU is reviewing prior authorization requests for medical necessity. These requests are for services or goods (examples: durable medical equipment, elective inpatient admissions, out of network office visits) for our beneficiaries.

The COU also serves our provider community, as we help support them by providing education around our processes, so we can better serve our beneficiaries.

How We Impact

The COU processed almost 20,000 prior authorization requests in calendar year 2017.  Decisions are based on Vermont Medicaid Rule 7102 – this in brief is medical necessity and least expensive, appropriate health service.  COU's priority is that our beneficiaries get what is medically appropriate while being fiscally responsible.

Action Plan

The top priorities/initiatives for the COU in SFY20 are:

  • CURRENT

Value Based Care: Clinical Scenarios, Clinical Audit

IT: OnBase, EQ Health

Performance Outcomes: COU Scorecard, PIP, Strategic Goals, Mission, Priorities

  •  FUTURE

Value Based Care: Payer Collaboration, ACO Attribution & Clinical Intersection

IT: ADT Feeds, Work Bench

Performance Outcomes: Revision of COU Scorecard Measures, Clinical Project Results, & Clinical/Payment reform initiatives r/t ACO transition & attribution

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What We Do

The Coordination of Benefits (COB) Unit works to coordinate benefit and collection practices with providers, members, and other insurance companies to ensure that Medicaid is the payer of last resort. COB is responsible for Medicare Part D casework including claims processing assistance, coverage verification, and issue resolution. The unit also works diligently to recover funds from third parties where Medicaid should not have been solely responsible. Those efforts include estate recovery, absent parent medical support recovery, casualty recovery, patient liability recovery, Medicare recovery, Medicare prescription recovery, special needs recovery, and trust recovery. The unit has been able to increase Third Party Liability (TPL) cost avoidance dollars, a direct result of ensuring that correct TPL insurance information is in the payment systems and being used appropriately.

Who We Serve

The COB Unit works with providers, beneficiaries, probate courts, attorneys, estate executors, health insurers, liability insurance companies, employers, third party administrators (tpa) and Medicare A, B, C & D plans to ensure that Medicaid is the payer of last resort and that all possible types of recovery are pursued as required by federal law.   

How We Impact

The COB Unit recovers monies that Medicaid has paid as the primary insurer in error, that Medicaid has paid for the care of a beneficiary 55 years of age of older, who received long term care services or that Medicaid has paid for care for a beneficiary with another liable third party.  The collections from the recovery processes are utilized to offset program costs in the yearly Medicaid budget. 

The COB Unit assists Medicare beneficiaries with state health/pharmacy assistance obtain their prescription medications at the pharmacy, eligibility for pharmacy assistance, premium assistance, Low Income Subsidy (LIS), Medicare buy-in, and Medicare Open Enrollment.   The assistance given by this unit saves beneficiaries monies and allows them to access necessary pharmacy medications at a reasonable cost, while at the same time it saves the State of Vermont millions.  Ensuring that beneficiaries are receiving all of the federal programs (Medicare Buy-in, LIS PART D Coverage) for which they are eligible, means the State of Vermont will not be responsible for the costs of the services/items in the Medicaid budget. 

The updates done to systems to ensure correct claims processing properly, prevents Medicaid from being the primary payer in error, saving the program hundreds of millions of dollars annually.

Action Plan

The top 2 priorities/initiatives for the COB Unit in SFY20 are: 

  • Create a sustainable process to establish a data-matching relationship with insurers and onboard two insurers.
  •  Cross-train all COB staff in all the applicable processes done by each of the respective units.
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What We Do

The MMIS Maintenance & Operations (M&O) Unit supports DVHA’s priority to effectively manage IT projects by establishing consistent practices and standards to monitor MMIS modules once they are operational. The unit also supports DVHA’s priority to improve operational performance by providing compliance oversight of IT vendors, a consistent DVHA-wide approach to IT change management, and by promoting adherence to national correct coding standards.

Who We Serve

The MMIS M&O Unit supports DVHA leadership, other DVHA units whose work is supported by MMIS modules, other AHS departments that interact with the MMIS, and providers and beneficiaries who rely on the MMIS to process claims for Medicaid services.

How We Impact

The MMIS M&O Unit supports business units in managing MMIS operations, applies consistent methods and standards to IT vendor performance management, and ensures DVHA follows a consistent and transparent approach to IT change management that is aligned with state policies.

Action Plan

The MMIS M&O Unit’s priorities for SFY20 include:

 

  • Procure Technical Assistance (TA) vendor to provide procurement support for the program
  • DXC contract extension to allow runway to procure Operations Management Module (OMM)
  • Receive Final CMS Certification approval for Care Management and Provider Management
  • Issue RFP for Medicaid Data Warehouse (MDW) and data analytic tools
  • Continued implementation activities associated with Electronic Visit Verification (EVV)
  • Continue MMIS system modifications to support payment reform initiatives
Payment Reform
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The Payment Reform Unit seeks to transition Vermont Medicaid’s health care revenue model from Fee-for-Service payments to value-based payments with the goal of providing better, more efficient, coordinated care for Vermonters. In support of this goal, the Payment Reform Unit partners with internal and external stakeholders in taking incremental steps toward the integrated healthcare system envisioned by the Vermont All-Payer Accountable Care Organization Model agreement with the Centers for Medicare and Medicaid Services. The Payment Reform Unit also works with providers and provider organizations in testing models, and ensures the models encourage higher quality of care and are supported by robust monitoring and evaluation plans.

Who We Serve

The Payment Reform Unit is available as a resource to DVHA and to other departments within the Agency of Human Services in the consideration of potential payment reform options. The unit is also responsible for the implementation and oversight of the Vermont Medicaid Next Generation (VMNG) Accountable Care Organization (ACO) program, a financial model designed to support and empower the clinical and operational capabilities of the ACO provider network in support of the Triple Aim of better care, better health and lower costs.

How We Impact

By designing and testing new payment models both for DVHA and other departments within the Agency of Human Services, the Payment Reform unit plays a crucial role in support of DVHA’s goal of transitioning to more value-based payment structures which in turn supports Vermont’s overall health reform efforts. All models being developed ultimately support the Triple Aim in healthcare, which will ensure better care, better health, and lower costs for Vermonters.

Action Plan

THE TOP PRIORITIES/INITIATIVES IN SFY20 are:

  • To continue to oversee the implementation, evaluation, and evolution of the Vermont Medicaid Next Generation (VMNG) program, as well as the Mental Health, Residential Substance Use Disorder, and Applied Behavior Analysis payment reform initiatives.
  • To provide support to Departmental and Agency leadership in considering and planning for any additional value-based payment reform models to support continued advancement toward an integrated healthcare system in Vermont.
  • To understand and engage in the unique internal and external stakeholder landscape for each Payment Reform initiative, emphasizing respectful, transparent, and collaborative interactions.

 

 

PM
May 2020
121,023
110,000
2
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2018
85.0%
100.0%
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What We Do

The DVHA Pharmacy Unit is responsible for managing all aspects of Vermont’s publicly funded pharmacy benefits programs. The pharmacy unit oversees the contract with DVHA’s pharmacy benefits manager (PBM) Change Healthcare. Together with its PBM, the Pharmacy Unit is responsible for: working with pharmacies, prescribers and members and resolving all drug-related issues; processing over 2 million pharmacy claims annually, facilitating appeals related to prescription drug coverage within the pharmacy benefit; making drug coverage determinations for pharmacy claims and physician-administered drugs; assisting with drug appeals and exception requests; overseeing federal, state, and supplemental drug rebate programs ; overseeing and managing the Drug Utilization Review Board; managing DVHA’s preferred drug list (PDL); and conducting pharmacy utilization management programs and drug utilization review activities focused on promoting rational prescribing practices and alignment with evidence-based clinical guidelines. The Pharmacy Unit enforces coverage rules in compliance with federal and state laws and implements legislative and operational changes to the pharmacy benefit programs as needed.  The Pharmacy unit also implements new programs and policies that support value-based payments and pharmacist clinical services. For example, the Unit implemented a payment structure for pharmacists performing Medication Therapy Management (MTM) activities, and also policies and procedures to support COVID testing by pharmacists during the Public Health Emergency.

Who We Serve

The Pharmacy Unit's primary stakeholders are Vermont Medicaid enrolled members, prescribers, and pharmacies. The unit also interacts with many other internal and external stakeholders such as other units within DVHA, other departments within the Agency of Human Services, various legislative committees, pharmaceutical manufacturers, and others.

How We Impact

The Pharmacy Unit established and actively manages a pharmacy best practice and cost control program designed to ensure that members receive high-quality, clinically appropriate, evidence-based medications in the most efficient and cost-effective manner possible.

Action Plan

The Pharmacy Unit's top priorities/initiatives in SFY20 are:

  • Coordinating management of drugs available through both medical benefit and pharmacy benefit
  • Developing new strategies for “extremely high cost” drugs (in excess of $500,000 per treatment)
  • Promoting value-based pharmacist clinical services to reduce adverse medication-related events and improve health outcomes.
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The Provider and Member Relations Unit (PMR) ensures members have access to appropriate healthcare for their medical, dental, and mental health needs. The unit monitors the adequacy of the Green Mountain Care (GMC) network of providers and ensures that members are served in accordance with managed care requirements. The Green Mountain Care Member Support Center contractor is the point of initial contact for members’ questions and concerns.  PMR oversees the Non-Emergency Medical Transportation (NEMT) for covered service for members enrolled in Medicaid and Dr. Dynasaur programs. PMR oversees and monitors NEMT, issuing policies and procedures to coincide with changing circumstances and federal and state directives.  NEMT is a statewide service for providing transports for eligible people to and from necessary, non-emergency medical services. It is provided through a Personal Services Contract between the State of Vermont, Department of Vermont Health Access (DVHA) and the Vermont Public Transportation Association (VPTA).

Who We Serve

The Provider and Member Relations Unit (PMR) serves members enrolled in Medicaid and Dr. Dynasaur programs as well as all Providers enrolled with Vermont Medicaid.

How We Impact

The Provider and Member Relations Unit (PMR) works with all members of Vermont Medicaid to ensure that they have access to covered services as well as ensuring that the provider community is actively engaged with DVHA.

Action Plan

The top priorities/initiatives for the PMR Unit in SFY20 are:

 

  • Issue an RFP for Non-Emergency Transportation to ensure our members have safe, reliable transportation for medical appointment and PMR has contract oversight to ensure quality results.
  • Engage Member community on a more proactive real time approach to help them understand the program.
  • Engage with Provider Community to increase access by working with provider that currently do not participate or have very low utilization of participation
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What We Do

The Division of Rate Setting (DRS) establishes and certifies Medicaid rates for residential services provided to Vermonters by 35 Vermont nursing homes, out-of-state nursing homes, 15 residential facilities for youth called Private Non-Medical Institutions (PNMIs), the Intermediate Care Facility for the Developmentally Disabled (ICF/DD), and hospital swing bed rates.  The Division’s rules govern the processes for setting the Medicaid rates of each different type of facility.

Who We Serve

The Division of Rate Setting serves the providers for which it sets rates as well as the approximately 1,700 nursing home and ICF/DD Medicaid residents and 140 PNMI residents.  DRS is also a resource to DVHA and other departments within the Agency of Human Services, State of Vermont, and external stakeholders, providing census and financial data as well as analysis used to formulate budgets, establish policy and examine trends within the industry.

How We Impact

The Division plays a crucial role in supporting a stable system of long-term care in Vermont by setting cost-based rates, pursuant to the Division’s rules, that allow for a high degree of predictability to providers while ensuring the resources necessary to supply high quality care Vermonters.  The Division’s work removing unallowable cost reimbursements from Medicaid rates has saved the State millions of dollars over the years.  The Division also works with the Attorney General’s Office to recoup fraudulent payments.

Strategy

The top 2 priorities for the DRS in SFY2020 are:

  • To update the nursing home and PNMI rules, policies and procedures to ensure that they reflect current CMS regulations and align with current priorities.
  • To work towards transitioning nursing facilities from a prospective case mix reimbursement system known as RUG-IV to the recently adopted CMS patient-driven payment model (PDPM).   
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What We Do

The DVHA Medicaid Reimbursement Unit oversees rate setting, pricing, participate in quarterly code changes, provider payments, and reimbursement methodologies for a large array of services provided under Vermont Medicaid. The Reimbursement Unit is primarily responsible for implementing and managing prospective payment reimbursement methodologies developed to align with CMS Medicare methodologies for outpatient and inpatient services.

In addition, the Reimbursement Unit oversees a complementary set of specialty fee schedules including, but not limited to:  RBRVS (professional services), durable medical equipment, ambulance and transportation, clinical laboratory, physician administered drugs, dental, and home health. The unit also manages the FQHC and RHC payment process as well as supplemental payment administration such as the DSH and GME programs.

Who We Serve

Through our work with Medicaid providers and their stakeholders in implementing payment pricing and policy DVHA Reimbursement has an impact on and serve all Vermont Medicaid recipients.  

How We Impact

The unit works with Medicaid providers and other stakeholders to support equitable, transparent, and predictable payment policy to ensure efficient and appropriate use of Medicaid resources. The unit is involved with addressing the individual and special circumstantial needs of members by working closely with clinical staff from within DVHA and partner agencies to ensure that needed services are provided in an efficient and timely manner. We work closely and collaboratively on reimbursement policies for specialized programs with AHS sister departments, including Disabilities, Aging and Independent Living (DAIL), the Vermont Department of Health (VDH), the Vermont Department of Mental Health (DMH), and the Department for Children and Families (DCF). 

Action Plan

The top priorities/initiatives for the Reimbursement Unit in SFY20 are:

  • Continue working with suppliers and stakeholders on the update to the Durable Medical Equipment, Prosthetics, Orthotics, and Supplies fee schedule.  

  • Continue efforts to work with stakeholders to support equitable, transparent, and predictable payment policy to ensure efficient and appropriate use of Medicaid resources.

  • Continued focus on resolution of timely filing requests.

Improve Health
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What We Do

The Vermont Blueprint for Health is a state-led, nationally-recognized initiative that helps health care providers meet the medical and social needs of people in their communities. The Blueprint’s aim is constant: better care, better health, and better control of health care costs.

The Blueprint encourages initiatives to support and improve health care delivery. It promotes innovative initiatives aimed at improving health outcomes, increasing preventive health approaches, addressing quality of life concerns, and increasing access to quality care through patient-centered medical homes and community health teams.

Who We Serve

The Blueprint for Health serves all Vermonters.

How We Impact

The activities of the Blueprint serve as the foundation for strengthening primary care and expanding the ACO programs. This initiative is especially focused on building the links between community and medical services, so that patients have better coordinated care across the spectrum of services.

Together the following performance measures focus on whether Vermonters are better off as a result of this program. They do so by looking at the quality and efficiency of these programs and services.

Action Plan

The top 3 priorities/initiatives for the Blueprint in SFY20 are:

  • Strategic planning to align with All Payer Model Health Reform
  • Full implementation of the Women’s Health Initiative
  • Developing data/analytics services that include using and linking state data sets in service AHS and DVHA priorities
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What We Do

The Quality Improvement & Clinical Integrity Unit (QICIU) includes the Quality Team and the Clinical Utilization Review Team. The Quality Team collaborates with AHS partners to develop a culture of continuous quality improvement, maintains the Vermont Medicaid Quality Plan and Work Plan, coordinates quality initiatives including formal performance improvement projects, coordinates the production of standard performance measures, and is the DVHA lead unit for the Results Based Accountability (RBA) methodology & produces the DVHA RBA Scorecards.

The Clinical Utilization Review Team (UR) is responsible for the utilization management of mental health and substance use disorder services. The team works toward the integration and coordination of services provided to Vermont Medicaid members with substance use disorders and mental health needs. The team performs utilization management activities including concurrent review and authorization of mental health and substance use disorder services. The UR Team also administers the Team Care program, which locks a member to a single prescriber and a single pharmacy. In addition, the Autism Specialist authorizes applied behavior analysis (ABA) services for children.

Who We Serve

The QICIU serves Vermonters enrolled in Medicaid who require behavioral health inpatient, residential, and ABA services.


How We Impact

The Quality Team supports the Department in creating a culture of quality improvement; supporting units to strive for and demonstrate improvement.

The Clinical Utilization Review Team ensures that our members get the services needed for the appropriate length of time.

Action Plan

The top priorities/initiatives for the QICIU in SFY20 are:

  • Continue to strengthen and increase our provider network.
  • Modify utilization management activities to align with payment reform initiatives.
  • Help address social determinants of health including housing and recovery services post discharge.
  • Continue the work of the Substance Use Disorder Treatment PIP (telehealth and alcohol treatment interventions). Key metric = HEDIS IET Initiation Rate (in the GC Core Measure Set)
  • Plan to maximize the use of available resources, including the potential use of the Vermont Clinical Registry and contracted ACO-attributed hybrid measure rates, to comply with Quality Measure reporting requirements. Key metric = % of CMS Adult/Child/Behavioral Health Quality Core Measures reported by DVHA.
  • Collaborate with other units and Departments to reduce duplication of efforts and promote a culture of continuous quality improvement.
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What We Do

The Vermont Chronic Care Initiative (VCCI) provides holistic, intensive, and short-term case management services to Vermont residents enrolled in Medicaid, including dually eligible members. VCCI works with members referred for complex case management through healthcare and human services providers, state colleagues and partners, as well as through our care management system predictive modeling methodology.  VCCI case managers and outreach coordinators are also welcoming new members to Medicaid, by outreaching and asking questions about primary and dental care provider access, health conditions and other supports that would assist them in maintaining or improving their health as well as housing, food and safety. The VCCI team works to connect members with medical homes, community-based self- management programs, local care management teams and help to navigate the system of health and health related care.

 

The VCCI utilizes common tools and processes adopted by the local community care teams as part of the complex care model to include eco mapping, identification of lead care coordinator, facilitating care teams, and shared care plan development.

 

Who We Serve

VCCI serves Medicaid members except members:

  • receiving CMS funded case management
  • receiving services through Department of Aging & Independent Living (DAIL) or Department of Mental Health (DMH) 
How We Impact

The VCCI case managers are community based; and are stationed within the communities they live in. They work closely with their community health care and social service providers; collaboratively working with each other and the member on the member identified priorities. The case managers are closely linked with their AHS Field Directors – which has proven vital when working with members that may be involved with DCF, DOC, DMH, DAIL, and VDH. VCCI case managers meet with members in varied locations- homes, PCP offices, homeless camps, hospitals, shelters- successfully engaging members that have been historically hard to find and difficult to engage.

Action Plan

THE TOP PRIORITIES/INITIATIVES FOR the VCCI unit IN SFY20 ARE:

  • Align with health care reform efforts and formal adoption of complex care model and team-based care; utilization of common tools.
  • Facilitate connection to appropriate level of care within the ACO model either at primary care or with a care team.
  • New to Medicaid or those members with gaps in PCP care – outreach/screen – orient to system of care; provide brief intervention to facilitate PCP and dental access.  Connect to appropriate level of care.
  • High/Very High Risk – short term case management to connect to appropriate level of care. 
Support
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What We Do

The Business Office (BO) supports, monitors, manages, and reports on all aspects of fiscal planning and responsibility. The unit includes Accounts Payable/Accounts Receivable (AP/AR), Grants and Contracts, & Fiscal Analytics.

  • The AP/AR Unit is tasked with processing vendor payments, reimbursement of employee travel expenses, billing and receipt of provider assessments, collection of pharmacy assessments, drug rebate receipts, and other miscellaneous receivables. This unit is also responsible for reconciliations, financial reporting, tracking of department assets, and assisting with audits. In the past two years, some providers have struggled with making timely assessment payments. The AP/AR unit worked with the Legal unit and deputy commissioner Michael Costa to formalize a process to work with providers to collect these past due balances. With regular communication and payment plans put in place, most providers are now currently paid to date.
  • The Grants and Contracts Team is charged with the procurement and management of DVHA’s grants, contracts, Memorandums of Understanding (MOU), and any additional contractual agreements. Staff serve as liaisons throughout the entire life of an agreement, from initiating the Request for Procurement (RFP) through agreement close. This work requires close collaboration with Agency and state staff and a high degree of responsibility complying with processes, state statutes and bulletins, policies, and federal/state regulations. The team oversees the financial monitoring and management of invoices and payments in adherence with state and federal financial reporting requirements, responds to audit requests, and manages agreement closeout.
  • The Fiscal Analytics Team formulates and performs analysis of the programmatic budget, periodic financial reporting, and ad-hoc research requests providing analytic support for DVHA leadership. This team monitors program changes to determine financial impact, assists with programmatic budget preparation, and ensures financial reporting alignment with federal and state regulations.

 

Who We Serve
  • Department of Finance & Management
  • State of Vermont Treasurers Office
  • DVHA Vendors
  • DVHA Contractors
  • DVHA Grantees
  • Agency of Human Services
  • Agency of Digital Services
  • Office of the Attorney General
  • AHS CO
  • State of Vermont Legislature – Joint Fiscal Committee
How We Impact

PLEASE ADD NARRATIVE HERE

 

Action Plan

The Business Office's top 2 SFY20 priorities are:

  • Continuing to develop in-depth work instructions for all areas of the Business Office responsibility and fully train back-ups in those tasks. This will ensure that service and reporting are delivered consistently. This will further allow us to develop target ranges for our KPIs and make assessments of individual and team performance. DVHA will also continue to strive to be an active participating partner in projects with a fiscal impact allowing all areas of DVHA business to contribute to the goal. 
  • To improve integration with IT project staff and operations teams in order to provide more accurate and timely support.

 

PM
Aug 2020
$121.14Mil
$125.67Mil
1
PM
Aug 2020
$32.10Mil
$26.53Mil
1
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What We Do

The Data Management and Integrity Unit provides data analysis, distribution of Medicaid data extracts to contractors, reporting to regulatory agencies, the legislature, and other stakeholders. We deliver: mandatory federal reporting to the Centers for Medicare and Medicaid Services (CMS); routine Vermont Healthcare Claims Uniform Reporting and Evaluations System (VHCURES) data feeds; the annual Healthcare Effectiveness Data and Information Sets (HEDIS) data extracts for performance measurement reporting; weekly medical and pharmacy claims files and monthly eligibility records to support Care Coordination for the Vermont Chronic Care Initiative (VCCI) and the Vermont Medicaid Next Generation Pilot Project - a risk-based program between the DVHA and OneCare Vermont an accountable care organization. In addition, we provide ad hoc data analysis for internal DVHA divisions and other AHS departments and state agencies. These requests include Public Record Requests (PRR) which are managed by the Legal Unit and are forwarded to the Data Unit as deemed necessary.

Who We Serve

We serve a variety of internal DVHA units, partnering AHS departments, additional state agencies, and external contractors/vendors working on behalf of DVHA with access to and an understanding of information regarding the implementation of Medicaid policies and programs.

How We Impact

We serve as experts on researching and mining data, statistical analysis, and reporting on mandated state and federal requirements. We are accountable for producing and understandable display of quantitative information to colleagues and decision makers using modern databases and sophisticated statistical, mapping and reporting software. We are responsible for recording, preserving, validating and updating the methodologies, syntax, queries and directives for each analysis, extract and final product.

Action Plan

The top 2 priorities/initiatives for the Data Unit in SFY20 are:

  • Continue to provide Burns and Associates and OneCare Vermont regular data extracts, as well as routine reporting to the Payment Reform team to support the continued implementation of the Vermont Medicaid Next Generation (VMNG) Accountable Care Organization (ACO) program.
  •  Supporting the Agency of Human Services Central Office with required reporting to support the Global Commitment to Health Section 1115 Medicaid Demonstration Evaluation, and the 1115 Substance Use Disorder (SUD) Demonstration Monitoring Protocol.
PM
SFQ4 2020
36
1
PM
SFQ4 2020
94.4%
95.0%
1
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Health Information Exchange (HIE) Program is focused on the aggregation and exchange of health data for two main purposes:

  1. To ensure providers and patients have access to complete health records to inform quality care decisions and 
  2. To enable analysis and reporting that supports continuous, quality improvement in the health care system.                                                      

Fundamentally, automating the exchange of health data is essential to improving health care quality, making care more efficient, reducing administrative burden, engaging patients in their care, and supporting the health and well-being of the Vermont community. The Department of Vermont Health Access (DVHA) leverages federal funding under the HITECH Act and the State HIT-Fund to progress health information exchange activities on behalf of Vermont’s patients and providers.

Vermont’s Health Information Exchange (VHIE), operated by VITL, is a central system that aggregates data from electronic health records for use by providers and health care programs state-wide. DVHA contracts with VITL for operations and development of the VHIE system.

Who We Serve

HIE is intended to serve the health care system and those who use it.

How We Impact

The Department of Vermont Health Access (DVHA) leverages federal funding under the HITECH Act and through the State HIT-Fund to ensure that HIE activities continually meet the needs of the health care system.

As an example, Vermont’s Health Information Exchange (VHIE), operated by VITL, is a central system that aggregates data from electronic health records for use by providers and health care programs state-wide. It is one system in the States’ health information exchange network. DVHA contracts with VITL for operations and development of the VHIE system.

DVHA also supports the HIE Steering Committee in their work developing, executing and evaluating the state-wide strategic HIE Plan.

Action Plan

The top priorities for the HIE Unit in SFY19 are:

  • Partnering with the HIE Steering Committee to develop a strategic HIE Plan to coordinate state-wide HIE investment, governance and oversight.
  • Meeting the requirements of Vermont Act 187 of 2018 to address the recommendations from the Act 73 of 2017 Health Information Exchange Evaluation and prepare for future endeavors.
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Oversight & Monitoring Unit (OMU) consists of two teams; Audit & Internal Control and Healthcare Quality Control. The OMU is responsible for ensuring the effectiveness and efficiency of departmental control environments, operational processes, regulatory compliance, and financial and performance reporting in line with applicable laws and regulations.

Who We Serve

The OMU serves DVHA Senior Leadership and all DVHA departments and units.

How We Impact

The OMU facilitates and consults on numerous exams, reviews and audits to establish professional working relationships between the DVHA units, examiners, regulators and auditors resulting in a better understanding of what is truly an issue versus a miscommunication, which results in reduced of findings.

The Health Care Quality Control Unit reviews beneficiary enrollment and eligibility determinations consistent with guidelines set forth in the Federal Payment Error Rate Measurement (PERM) regulations. This process requires a separate and distinct business area to conduct quality control reviews of eligibility determinations, based on CMS defined scopes, quantities and time frames. 

Action Plan

The top priorities/initiatives for the OMU in SF20 are:

  • Establish control environment testing based on existing SOPs
  • Complete an inventory of other controls existing in DVHA areas to assess need for further SOPs
  • Close the current open CAPs for prior audits
  • Assist with ACO contract and control environment
  • The goal of the O&M group is to facilitate open communication, through a single voice, to ensure all expectations of auditors and regulators are met, and that there are no repeat findings.  Collectively, this transparency will promote further success of the program.
Policy
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

Primary Functions of the Medicaid Policy Unit

  • Oversight and Coordination of Vermont's Global Commitment to Health 1115 Demonstration Waiver
  • Policy Development and Implementation
  • Medicaid Administrative Rulemaking
  • Policy Research and Analysis
  • Administration of:
    • 1115 Global Commitment to Health Waiver
    • Medicaid State Plan
    • Global Commitment Register
    • PBR (Policy, Budget, Reimbursment) Process
Who We Serve

The Medicaid Policy unit serves all of AHS in the policy development and implementation of the Vermont Medicaid program. Additionally, the Unit serves broader external stakeholders including the Vermont Legislature, Vermont Legal Aid, Vermont’s Congressional Delegation, the Medicaid and Exchange Advisory Board, Vermont’s Medical Society, and the Vermont Hospitals Association to both navigate and improve on Medicaid policy statewide.

How We Impact

The Medicaid Policy Unit works to ensure that DVHA and other AHS departments administer the Medicaid program in compliance with federal and state regulations. Additionally, the Policy Unit works with AHS staff and other public and private partners to develop and implement effective Medicaid policy aimed at advancing the agency’s goals of improving access and quality while reducing overall costs.

Action Plan

The priorities/initiatives for the Policy Unit in SFY20 include:

 

  1. Psychiatric IMD 1115 Waiver Amendment
    1. Summit application by Sept. 2019
    2. Negotiation with CMS
    3. Finalize terms
    4. Begin drawing down FFP
  2.  1115 Waiver Administration and Planning
    1. Administration of existing waiver.
    2. Planning/preparation for new waiver in 2022
  3. Administrative Rulemaking
    1. The Medicaid Policy Unit is currently undergoing a 5-7-year project to rewrite all of Vermont’s Medicaid administrative rules under one centralized framework. Rule work of significant importance underway in SFY2020 include:
      1. Gender Affirmation Surgery
      2. Medical Necessity
      3. EPSDT
    2. Updated and consolidated Medicaid rules promotes transparency, reduces provider/beneficiary confusion.
  4. Medicaid Policy Development and implementation at AHS, including:
    1. Payment reform initiatives for Developmental Services, Residential Treatment for Substance Use Disorder, and Children’s Integrated Services
    2. Federal and/or state legislation
  5. Home and Community Based Services (HCBS)
    1. Continue systems work to comply with federal HCBS conflict of interest rules
    2. Begin work to move HCBS from 1115 Waiver to State Plan authority (required by 2022)
  6. Improved Early, Periodic, Screening, Diagnostic, and Treatment (EPSDT) process
    1. Operational process improvements to ensure EPSDT services that are not listed as covered services under Vermont Medicaid are reviewed for medical necessity and, if appropriate, covered on an individual basis. 
    2. As a result of this operational improvement, Medicaid-enrolled children under 21 and their providers will be able to receive a decision on EPSDT coverage faster, as requests will be reviewed as part of the normal prior authorization process, rather than going through a separate, prolonged, and administratively arduous exception request process. 
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Program Integrity Unit (PIU) works to establish and maintain integrity within the Medicaid Program and engages in activities to prevent, detect and investigate Medicaid provider and beneficiary fraud, waste and abuse. 

Who We Serve

The PIU serves the Medicaid recipients and taxpayers of Vermont.  We protect the integrity of Medicaid payments to providers and the enrollment of Medicaid-eligible Vermont citizens to ensure taxpayer dollars are spent on the health and welfare of the recipients that need it.

How We Impact

By identifying and preventing fraud, waste and abuse from providers and beneficiaries which diverts dollars that could otherwise be spent to safeguard the health and welfare of Medicaid recipients. The fraud, waste and abuse we prevent and detect means there are more funds available for the recipients that really need it. We ensure services were provided as billed, were medically necessary, and at the proper cost.

Action Plan

The 2 top priorities/initiatives for the PIU in SFY20 are:

  • To monitor all PI initiatives defined in the ACO contract with the ACO that will establish a strong compliance program.
  • To identify audit projects and measure cost avoidance from PI involvement.
PM
SFQ4 2020
0
50
1
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Medicaid Compliance Unit (MCU) collaborates with programs responsible for delivering Medicaid services to ensure that programs are run in compliance with state and federal laws, rules and policies.

Who We Serve

The MCU coordinates with departments across AHS to ensure that Vermont Medicaid members benefit from a healthcare system that follows all required rules and policies.

How We Impact

The MCU provides consultation and assistance to Vermont Medicaid programs on compliance issues and assists these programs with compliance corrective actions as necessary.

Action Plan

The MCU's top priorities for SFY20 are:

  • Ensure that our Electronic Visit Verification system is fully implemented by the end of CY 2020.
  • Work with AHS to reconfigure our compliance program to improve coordination across the Agency.
  • To prepare for the annual EQRO audit by reviewing the audit standards with responsible program managers
  • To review programs involved with the audit to ensure that our procedures follow federal, state and agency requirements and that our adherence to the standards can be demonstrated through data and documentation
Legal
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Legal Unit provides legal advice and services as needed to all other DVHA units and the Commissioner’s Office.  The Contracts and Grants team within the Legal Unit assists with all departmental procurement needs from requests to contract through contract execution, manages vendor and subrecipient invoice processing, and conducts subrecipient monitoring.

Who We Serve

The Legal Unit serves directly all other units within the department and, indirectly, all Vermonters receiving or benefitting from the services, programs and projects DVHA funds and supports.

How We Impact

The Legal Unit make an impact by facilitating the business objectives of the other units within DVHA.

Action Plan

The top 2 SFY20 priorities are:

  • Continue to improve DVHA contracting and procurement processes to shorten the duration and increase the efficiency those processes.
  • Focus on high-quality, efficient and responsive service to improve client satisfaction.
Appeals
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Health Care Appeals Team (HCAT) is responsible for both covered services and eligibility appeals and fair hearing processes.  It coordinates the internal covered services appeal process on standard and expedited timeframes.  It also processes and, where possible, resolves requests for fair hearings on eligibility determinations.

Who We Serve

The Health Care Appeals Team (HCAT) serves all Medicaid members as well as Qualified Health Plan (QHP) members.

How We Impact

The Health Care Appeals Team (HCAT) facilitates the process for members to address issues with their coverage or eligibility.  This not only benefits individual members, but it enables system-wide improvements by identifying patterns and working with other units to prevent issues from arising again.

Action Plan

The top two priorities/initiatives for the HCAT in SFY20 are:

  • Meeting established SLA timelines
  • Continuing to resolve as many appeals informally as possible
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

Through collaborative partnerships with project teams and organizational leaders, Organizational Change Management (OCM) ensures that end users are ready, willing, and able to adopt major changes to processes and technology in order to improve outcomes for Vermonters.

Who We Serve

OCM works primarily on programs and projects within the DVHA IT Portfolio, collaborating with program management, project management, and leaders from business units impacted by the program and project work. We serve all end users impacted by change, from DVHA staff to Vermonters and everyone in between.

How We Impact

OCM works as a partner with impacted leaders and other business representatives to manage the communication, training effectiveness, organizational readiness, coaching, and sustainability efforts that will result in a successful implementation and adoption of the proposed change.

Action Plan

The two priorities/initiatives for OCM in SFY20 are:

  • Get new team members trained and up-to-speed on OCM best practices so that all applicable projects across the DVHA IT portfolio have the same high level of OCM support.
  • Create a consistent, repeatable process for all OCM team members to use in supporting projects. This includes checklists to identify required activities and associated deliverables, templates and tools to facilitate the work, and resources to support the execution of required tasks. 

 

PM
Aug 2020
100%
80%
11
P
Time
Period
Current
Actual
Value
Current
Target
Value
Current
Trend
What We Do

The Operations team is responsible for managing the day to day operational items for DVHA, this includes addressing building related issues such as moves, space planning and floor plans. This team also tracks, monitors and maintains IT inventory for the department such as laptops, monitors, VOIP phones and cell phones. The operations team act as lead on Continuity of Operations plan, otherwise known as COOP. In addition, public records work is performed with stakeholders on the process and procedures needed to ensure audit requirements are met. This team leads the TAP project for Public Records Retention for DVHA. Lastly, they coordinate all ergonomic assessments and work with district staff and internal staff to resolve building issues.

Who We Serve

The Operations team has a responsibility to serve all DVHA staff.

How We Impact

The Operations team impacts the department by addressing daily issues that come up within the buildings for our staff. We educate and support staff. We offer consistent guidelines and procedures for the daily operational items needed in order to perform their job, as well as ensuring any discomforts or workplace safety concerns are addressed in a timely manner.

Action Plan

The Operations team has recently reorganized and merged with the Administrative Services Team. With this change, some of the work and responsibilities have also changed. The priority for this fiscal year is to review all processes and procedures, ensure standard operating procedures are documented and updated. Identify areas and opportunities for improvement and efficiencies.

PM
Aug 2020
0
1
Scorecard Result Container Indicator Measure Action Actual Value Target Value Tag S R I P PM A m/d/yy m/d/yyyy