Kansas HCBS FMAP Enhancement Projects Presentation to House Social Services Budget Committee - January 19, 2022 - KDADS
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Kansas HCBS FMAP
Enhancement Projects
Presentation to House Social
Services Budget Committee
January 19, 2022Section 9817, American Rescue Plan Act: HCBS FMAP Enhancement
KDHE and KDADS submitted their joint FMAP Enhancement spending plan to CMS on July 9, 2021 and are awaiting full
approval. CMS required states to make the following assurances:
➢ Kansas will use the federal funds attributable to the increased federal medical assistance percentage (FMAP) to
supplement, and not supplant, existing state funds expended for Medicaid Home and Community Based Services
(HCBS) in effect as of April 1, 2021;
➢ Kansas will use the state funds equivalent to the amount of federal funds attributable to the increased FMAP to
implement or supplement the implementation of one or more activities to enhance, expand, or strengthen HCBS
under the Medicaid program;
➢ Kansas will not impose stricter eligibility standards, methodologies, or procedures for HCBS programs and services
than were in place on April 1, 2021;
➢ Kansas will preserve covered HCBS, including the services themselves and the amount, duration, and scope of those
services, in effect as of April 1, 2021;
➢ Kansas will maintain HCBS provider payments at a rate no less than those in place as of April 1, 2021.
KDADS is expected to draw down approximately $80.3 million in additional federal match.
KDHE is expected to draw down approximately $4.9 million in additional federal match
1KDADS gathered ideas from several key stakeholders across Kansas
Advocacy Service Government Educational
groups providers agencies institutions
e.g., Interhab, Big Tent e.g., Aging and Disability e.g., KDADS e.g., University of Kansas
Coalition Resource Centers, Managed Lifespan Institute
Care Organizations
2In order to determine how to use the funding, KDADS leveraged several guiding principles
Maximize benefit to Invest in lasting impact Ensure flexibility to Fully utilize all
Kansas citizens and change meet evolving needs Federal funding
Ensure equity. Support full Balance near- and long-term Incorporate ability to scale pilot Use all one-time funding. Slightly
spectrum of eligible HCBS benefits. Mix one-time benefits programs up or down. Align on frontload expenditures and ensure
populations. Target underserved & with systemic changes. decision milestone & leverage exhaust funding by 2024.
minority populations. impact metrics.
Balance direct and indirect Measure, track & report impact. Leverage flexibility of initial Comply with requirements. Ensure
investments. Mix member services Compare future metrics to spending plan to re-evaluate needs compliance with Federal
support with foundational baseline to prove impact and during implementation process. requirements where they exist.
enablers. streamline future budget
enhancements.
Prioritize sustainable initiatives.
Invest in continuity after funding is
exhausted (e.g., initiatives with
3
cost savings).The long list of ideas was narrowed down into three priority investment areas based on size of
need and alignment to principles
Workforce Employment Access to care
Improve DSW retention and Support disabled workers to Expand accessibility to
training leading to find integrated jobs at HCBS through transition
enhanced capacity, quality employers who pay fair management, & increased
of care, and career minimum wage capacity
opportunities
4The final investment portfolio has funding allocated across twelve initiatives
Investment area Initiative Investment
(~$51M)
1 One time retention bonus
Provides $2,000 bonus per worker
Workforce (~5.1M)
2 Training grants
(~$57.1M) Provides $200 training grant per worker
(~$1M)
3 Study and design career ladder
Investigates opportunity to create a career track
Employment (~$2M)
4 Study – Employment First Roadmap
(~$2.0M) Lump sum contractor rate
(~$6.8M)
5 Short term internal staff
16 HCBS FTEs (Final Settings & Admin); 5 Financial FTEs; 1 FTE Agency Project Manager
(~$1M)
6 Study – Waiting Lists
Lump sum contractor rate
(~$1.5M)
7 Transition Services
Extend existing grant processes
(~$1M)
Access to Care 8 Study – TCM Models
Lump sum contractor rate
(~$20.7M) (~$3.5M)
9 Mobile Crisis for I/DD
Provide I/DD response training to ~400 respondents
(~$30k)
10 SIM Consultant
Lump sum contractor rate
(~$2M)
11 Behavioral management training pilot
Train 10% of I/DD families (~1k)
(~$5.4M)
12 Remodeling grants – HCBS providers
Provide $50k to $100k grants for 50 to 100 providers
Total ~$80.3M
5Workforce
6Workforce
Workforce bonuses| Retention bonuses for Direct Service Workers improve retention
rates leading to increased capacity for Kansans to receive care in their homes/community
• Kansas ranks 34th in Direct Service
Workers (DSW) per HCBS waiver
Potential impact
participant • Increase DSW retention rates which…
Current state
• Kansas ranks 42nd in DSW wages o Increases capacity for Kansans to
• DSW retention rate1 is 15.8% receive care in their
• On average, for every $1 per hour homes/communities
more a caregiver is paid, annual o Reduces agency's recruiting and
caregiver turnover decreases by 3% onboarding cost
Investment • Provides bonuses to all DSW (~24k
opportunity workers) to increase retention
• While this solves the short-term
• Total initiative investment of $51M need, there is additional
Required financial investment needed to create
• $2,000 retention bonus per worker
investment ($48.5M) systematic change
• 5% administrative contractor fee Remaining gap
($2.5M)
7
1. Number of caregivers who did not quit or get terminated in the year divided by the avg number of caregivers employed in the same period
Source: US Bureau of Labor Statistics; Kaiser Family FoundationWorkforce
Workforce training grants| Workforce training ensures that direct service workers have
the knowledge, skills, and abilities they need to provide quality support
• Minimum qualifications required to
become a direct service worker Potential impact
• Most DSW are trained through their
Current state provider/agency • Improves quality of care by ensuring
– 5 hours avg. onboarding training DSWs have the knowledge, skills, and
– 8 hours avg. ongoing training abilities to provide support
• Large gaps in training available for
specific needs (e.g., Autism) • Improves retention rate
• Provides DSW with skills needed to
Investment • Training providers apply for funding to grow professionally and earn higher
opportunity develop and train workers wages
• Total initiative investment of $5.1M • While this solves the short-term
Required financial • $4.9M available for training need, there is additional
investment • Grant amounts vary based on investment needed to fund on-
need; providers to apply for grants going cost
Remaining gap
• 5% administrative contractor fee
($0.2M)
8
Source: Home Care PulseWorkforce
Workforce career ladder study| Designing a career ladder improves DSW retention rate
while reducing workforce shortages in other health care occupations
• No defined DSW career ladder Potential impact
• DSW retention rate is 15.8%
• Kansas' DSW wages of $23,530 lower • Reduces turnover rate by incentivizing
than wages for other healthcare DSW to stay in job longer and get
Current state
support occupations in Kansas promoted
($28,700)
• Reduces workforce shortage in other
• Study and design a career ladder which health care occupations
allows Direct Service Workers to get
Investment • Increases direct service workers'
promoted to other healthcare
opportunity occupations with higher wages and a career earning potential
workforce need
• $1M in one-time funding to hire
Required financial
contractors to study and design DSW
investment career ladder
9
Source: US Bureau of Labor Statistics; Home Care PulseEmployment
10Workforce
Employment First| Studying how to make Employment First a reality enables Kansas to
address employment gaps between those with and without disabilities
• Legally an Employment First state
• Employment disparity between
those with and without disabilities
• Labor force participation rate Potential impact
• Disability: 29%
• Supports 9,100 individuals on the I/DD
• No disability: 69%
waiver find integrated and supported
• Employment rate
Current state employment
• Disability: 44%
• Long-term impact includes stimulating
• No disability: 82%
the economy, improving health and
• Live above poverty line rate
decreasing homelessness within I/DD
• Disability: 74%
community
• No disability: 89%
• Hire a contractor to study how to make
Investment
Employment First a reality (e.g., • Additional ongoing funding
opportunity supported and integrated employment) needed to operationalize
recommendations from study
Required financial
• One-time investment of $2M Remaining gap
investment
11
Source: US Census: CPS Annual Social and Economic Report; 2020 Annual Disability Statistics CompendiumAccess to Care
12Access to care
Final Settings staff | Ongoing & intensive compliance oversight of Final Settings Rule
necessitates additional KDADS staffing to prevent worsened HCBS capacity strains
• Historical underfunding leaves HCBS
commission understaffed
– Limits ability to deliver on HCBS
expansions through FMAP Potential impact
Current state • ~15%2 of HCBS providers are at risk of
• Increase number of compliant
failing Final Settings compliance
providers regarding Final Settings
– Managing compliance oversight
requirements to prevent worsened
of approx. 2.5k providers
capacity crisis
necessitates additional FTEs
– Ensure thorough & streamlined
compliance oversight processes
• Onboard 8 KDADS FTEs to manage – Expand internal bandwidth to
Investment recruit HCBS providers
Final Settings compliance oversight
opportunity
• ~$2.5M to cover FTEs for 3 years at
$100k avg. annual salary1
Required financial
• KDADS to seek budget enhancement
investment to cover new FTEs once FMAP funding
exhausts
1. Includes benefits, potential recruitment costs, and OEE 13Access to care
Waiting list study | Conducting a study on the HCBS waiver waiting list population assists
KDADS in ultimately eliminating unmet treatment needs
• Lack of clarity in level of need amongst
HCBS waitlist patients Potential impact
– ~6k individuals on I/DD &
Current state • Enable KDADS to develop an informed
Physical Disability waiting lists1
– Portion of 6k likely don't require action plan to decrease waiver
full selection of waiver services waiting lists
– E.g., seek alternative service
• Contract a detailed assessment of the approach for lower-need
individual, varying needs of HCBS population
Investment waiver waiting list patients to optimize • Reserves limited HCBS waiver slots
opportunity level of service provided (i.e., resolve for individuals with outsized needs
patient needs at lowest level of care
required)
Required financial • Minimal financial investment (~$1M
investment lump-sum contractor cost)
1. KFF 14Access to care
Transition Services| Expanding transition services can further expedite departure from
institutional care by supporting patients on an individualized basis
• LTSS1 system relies too heavily on
institutional services like NFs2
– ~3k NF residents have low care
Current state Potential impact
needs3
• KS ranks 47th in effective transitions3
• Enable transition to HCBS for
– E.g., high frequency of avoidable
hospitalization3,4 individuals in institutional settings
• Optimize cost-effectiveness by
• Expand transition services pivoting from institutional to HCBS
Investment – Assist patient transition out of – Adult day care is 2.5x less
opportunity facilities expensive vs. NF care5
– Extend scope beyond individuals at
risk of contracting COVID-19
• ~$1 to $2M in grants to cover services &
Required financial assistive technologies not offered
investment through MCO's transition policy
– E.g., deposits, electronic devices
1. Long term services & supports 2. CMS 3. 2020 AARP Scorecard Report, 18.2% of total residents (~16k) 4. KS ranks 41 st, ~16% of home
health patients are hospitalized 5. Utilizes NFMH annual cost of care as proxy for NF cost ($47k – Kansas Disabilities Rights Center),
~$20k annual cost of adult day health care (Genworth) 15Access to care
TCM Study| Contracting a study of the TCM model will illuminate avenues to improve
participant intake & referral processes while upholding strict quality assurance
• Long-term shortcomings of TCM1
model, including:
Potential impact
– Case manager conflict of interest
Current state (~60% of providers2 employed by • Uphold quality assurance for ~1,8003
direct services agencies) participants using TCM annually
– Tedious billing processes – Eliminate conflicts of interest
• Leverage study to inform KDADS'
• Contract a study to identify avenues to potential next steps in actioning
Investment improve current TCM and explore structural change, e.g.,
opportunity alternative models (incl. health – Explore revamped intake &
homes) referral process detached from
direct services
• Streamline billing process to
minimize administrative burden on
Required financial • ~$1M lump-sum rate to finance a case managers
investment contracted study
1. Targeted case management 2. ~45 providers 3. Assumes 1:40 case manager/participant ratio 16Access to care
Mobile Crisis | Crisis respondent training fosters inclusion of I/DD participants in
statewide mobile crisis efforts to prevent avoidable hospitalizations
• I/DD participant hospitalization poses
avoidable burdens to participants &
the healthcare system (e.g., long stays, Potential impact
Current state high readmissions, high cost of care)
• Behavioral health mobile crisis teams • ~$7M2 in direct cost savings by
are not trained to address nuanced avoiding hospitalizations of individuals
needs of individuals with I/DD with I/DD (~1k individuals)3,4
• Build upon mobile crisis infrastructure • Ensure effective mobile crisis services
Investment investments underway (e.g., $5M from are accessible to individuals with I/DD
KDADS behavioral health commission) – Fill existing service gap in
opportunity • Ensure respondents are equipped to Kansas' care offering
manage I/DD participant crises
• ~$3.5M investment covers statewide
Required financial I/DD response training of mobile crisis
investment teams 3 years1 (before leveraging cost
savings)
1. Assumes $5k cost of training, 4 respondents per mobile crisis team, 30% annual turnover of respondents 2. Assumes ~$8k cost of care
per I/DD hospitalization (Healthcare Cost & Utilization Project – HCUP) 3. Approx. 1k I/DD individuals referral to OSH & LSH annually
(KDADS) 4. Assumes 15% utilization of mobile crisis amongst I/DD waiver population; 70% success of community resolution (SAMHSA) 17Access to care
SIM Consultant | Sequential Intercept Model (SIM) assessment will enable KDADS to
mitigate disproportionate incarceration of individuals with I/DD
• Individuals with I/DD are disproportionately
enmeshed in the criminal justice system
– Account for ~10% of prison population Potential impact
vs. ~3% of general population1
Current state • Leverage SIM mapping & assessment to
People with developmental disabilities can illuminate actionable methods to,
engender [undue] suspicion because they – Prevent wrongful arrest &
lack the necessary social cues…resulting in incarceration,
inappropriate responses2 – Shorten length of stay in correctional
Former sheriff & current employee at Lexipol facilities,
– Increase connectivity to support
services, and
• Hire one SIM expert to identify gaps in – Reduce recidivism rates for the I/DD
Investment
Kansas' criminal justice system & propose community
opportunity solutions to address said gaps
• Reduce economic burden of providing
support services in correctional facilities
Required financial
• ~$30k lump-sum contractor rate
investment
1. Refers to US prison & general population, Petersilia: Doing Justice? Criminal Offenders with Developmental Disabilities 2. Lexipol
(public safety policy & training solutions company) 18Access to care
Behavioral management training | Training family caregivers of children with disabilities
prevents foster care & PRTF admissions in order to keep children in their home
• Medical & behavioral care of children
with disabilities is burdensome
Potential impact
psychologically & financially
Current state • Parents of children with disabilities • ~15% of target population2 (850
have higher levels of psychological families) trained in behavioral
distress management training
• Approx. 120 children kept out of
• Train ~850 family caregivers (incl.
foster care & PRTFs3
biological parents, foster parents &
Investment – ~$5M in costs avoided by
other guardians) in behavioral
opportunity keeping children in their
management practices
homes3
– 15% of target population2
Required financial • ~$2M to cover approx. $2.5k training
• ~85% of target population (~4,800
per family (includes trainer fees, supplies,
investment etc.) families) still unequipped
Remaining gap
1. Assumes 20% of children in pilot are at risk of entering foster care or PRTFs, 70% success of rate of behavioral management training
2. Children enrolled on HCBS waivers in KS 3. Assumes ~$65k annual cost of PRTF care & ~$20k annual cost of foster care per child, Saint
Francis PRTF, KVC PRTF, Foster care news letter 19Access to care
Remodeling grants | Provider grants cover the financial burden of remodeling
required to fulfill HCBS setting standards
• Participant choice of care setting is
restricted by lack of HCBS capacity (KS Potential impact
ranks 44th in adult day service capacity1) • Prevent worsened capacity strains
Current state • ~15%2 of HCBS providers are at risk of – Ensure continuity of care at 50
failing Final Settings compliance to 100 target facilities
– Mitigate inequitable access to
• Provide direct grants to providers to care
Investment cover costs to reach compliance • Improve quality of care & maximize
– E.g., renovation to provide choice of setting for up to ~5,000
opportunity
community care setting individuals4
• ~$5M in one-time grants to 50 to 100
• ~75% of target population (~300 of 400
providers in underserved communities
Required financial total providers) may require additional
(e.g., based on SVI3 score) support in fulfilling Final Settings
investment – ~25k to 50k to cover application requirements
review administrative process Remaining gap
20
1. 2020 AARP LTSS Scorecard Report 2. ~400 of ~2,500 total settings 3. Social Vulnerability Index (SVI) 4. Assumes ~50 distinct individuals served at each facilityKDHE-Sponsored Projects
21KDHE-Sponsored Projects| Community Based Resources, Housing & Homelessness,
State Infrastructure, HCBS Provider Training, STEPS Pilot Evaluation
KDHE has proposed five (5) distinct projects in the Kansas HCBS FMAP Project Plan:
➢ Community Health Worker Funding ($2.0 million)
➢ MCO Housing Investment Incentives ($1.0 million)
➢ MMIS Work for Pondera Solution ($100,000)
➢ HCBS Provider Training ($600,000)
➢ STEPS Pilot Evaluation ($150,000)
The KDHE-sponsored FMAP projects total $3,850,000.
22Questions?
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