CSHCN Overview
Children with special health care needs (CSHCN) include children with a wide variety of physical, emotional, and behavioral conditions, some of which qualify to receive support through the Children’s Special Health Care Services (CSHCS) program within MDHHS. CSHCS annual program enrollment has grown to approximately 50,000 beneficiaries.
The CSHCS Division is housed in the Bureau of Medicaid Care Management and Customer Service. The CSHCS Division includes the Family Center for Children and Youth with Special Health Care Needs (Family Center), which is parent-directed and designed to support and connect families with the care they need using a family-centered approach. CSHCS also includes sections focused on customer support, policy and program development, quality and program services, and the special needs fund. For the CSHCS population, Title V funds are primarily used to support medical care and treatment for CSHCN. This could also include dental services when related to a qualifying diagnosis for which CSHCS covers dental care. In FY 2022, Title V funds were also used to support bullying prevention activities specific to CSHCN. Other federal funds that support CSHCS include a HRSA Epilepsy grant and Medicaid. Key partners include Medicaid, Medicaid Health Plans, local health departments (LHDs), service providers, CSHCN and their families, the CSHCS Advisory Committee, the Family Leadership Network, Michigan Family to Family Health Information Center, and Michigan Family Voices.
Michigan’s approach to improving the health and well-being of CSHCN focuses on access to continuous health coverage and benefits. Services offered are patient-centered/family friendly, culturally appropriate and coordinated. These attributes are reflected in all CSHCS services, including those specific to health care transition. In the current five-year cycle, the CSHCS program also began to work on bullying prevention for CSHCN.
LHDs, in addition to direct CSHCS funding, can elect to expend additional LMCH dollars for CSHCN. In FY 2021, three LHDs selected NPM 12 (transition) to identify enrollees of transition age and provide education and plans of care for gap-filling transition services. Additionally, three LHDs used LMCH funds to address SPM 4 (medical care and treatment for CSHCN) by providing gap-filling case management services, assistance with CSHCS enrollment, outreach, and social media activities. Most agencies were able to complete these activities at reduced capacity due to COVID-19.
According to the 2019-2020 National Survey of Children’s Health (NSCH), 21.3% of Michigan’s children have special health care needs, as compared to the national average of 19.4%. However, 28.6% of non-Hispanic Black children were identified with a special health care need, compared with 18.9% of non-Hispanic white children Additionally, only 14.8% of Michigan parents of children with special health care needs report that their children receive care in a well-functioning system (NSCH, 2019-2020).
Transition (FY 2021 Annual Report)
The Title V Maternal & Child Health Needs Assessment Report completed in 2020 identified opportunities related to transition to adult health care for CYSHCN in Michigan. According to the National Survey of Child Health (NSCH), only 26.7% of CYSHCN in Michigan had the support needed to transition to adult care. Focus studies and encounter surveys noted silos in communication across providers and provider turnover as challenges that contribute to difficulties with transition to adult health care. In response to these results, Michigan continued the commitment to NPM 12 (Percent of adolescents with and without special health care needs who received services necessary to make transition to adult healthcare) as a priority focus.
Through a partnership with University of Michigan’s Child Health Evaluation and Research (CHEAR) unit, an Evidence-based Strategy Measure (ESM) was developed to provide ongoing analysis and support related to the CSHCS program and transition. The measure is based upon selected groups that include cardiology, endocrinology, gastroenterology, hematology-oncology, nephrology, neurology, pulmonology, and rheumatology. The measure combines data from three sources: 1) CSHCS database; 2) CHAMPS (Medicaid claims); and 3) University of Michigan’s provider database which includes providers statewide. In FY 2021, CHEAR reported 45.3% of targeted clients had encounters with only adult providers indicating a successful transition to the adult model of care.
To address this NPM, CSHCS created and implemented a comprehensive strategic plan to improve transition services across the state. Accomplishments in FY 2021 included participation as an advisor in a collaborative effort between the School Based Health Alliance and Got Transition to create a playbook for school-based health centers; the roll-out of monthly reports to communicate transition clients to Local Health Departments (LHDs); and continued collaboration with the Michigan Interagency Transition Taskforce to integrate health care transition into the Michigan Model for Transition.
CSHCS works through LHDs to improve transition to adult health care for youth with special health care needs. The COVID-19 pandemic continued to create challenges in moving this work forward. LHD staff resources have been redirected to pandemic response, limiting their availability to work with youth on transition to adult services. In response, CSHCS focused on streamlining transition resources that are available in the virtual environment and adjusting strategies to allow flexibility for partners. Another challenge during the reporting year was a turnover in staffing for the Transition specialist position at MDHHS for approximately four months. Initiatives moved more slowly due to this vacancy.
Key collaborations and partnerships in FY 2021 included the Michigan Interagency Transition Taskforce (MITT), Medicaid Health Plans (MHPs), LHDs, the MDHHS Child and Adolescent Health Center (CAHC) section, HRSA-funded CYE grant recipients, and Got Transition.
Objective A: By 2025, increase the percent of CYSHCN ages 12 and older receiving services necessary to transition from pediatric to adult health care from 21.6% to 25%.
The first strategy was to expand the school wellness center learning collaborative. Plans to expand the learning collaborative were impeded by the ongoing COVID-19 pandemic. School-based clinics continued to respond to rapidly changing environments. After modifying participation opportunities due to the pandemic, School-Based Health Centers remain reluctant to commit to a transition learning collaborative. Michigan utilized lessons learned from the school-based health center pilot to serve as an advisor in a collaboration between Got Transition and the School-Based Health Alliance to build a playbook for school-based health centers. The transition specialist participated in meetings, provided samples from the Michigan pilot, responded to requests for information, and participated in review of the final playbook.
The second strategy was to increase delivery of family-centered transition educational efforts by utilizing the Family Center and Family Center youth consultant to reach families and family advocacy organizations throughout the state. The Family Center youth consultant is integral to the success of Michigan’s health care transition efforts. The youth consultant co-presented with the transition specialist at the virtual conference for Child and Adolescent Health Centers. The presentation shared the importance of the health care transition process from a youth and professional standpoint and walked through the “Current Assessment of Health Care Transition Activities.” Attendees heard tips on how to engage with both youth and professionals to ensure a smooth transition for youth.
The youth consultant and transition specialist also partnered with Michigan Family Voices and the Arc of St. Clair County to provide virtual, statewide training for parents and professionals. In addition, the youth consultant participated in a youth panel for the Children and Youth with Epilepsy HRSA Grant annual meeting, sharing a youth perspective. The youth consultant is a member of the AAP’s Children and Youth with Epilepsy Advisory Committee and the Pediatric Care Young Adult Advisory Committee. Although outreach opportunities continued to be limited due to COVID-19, CSHCS continues to collaborate with Michigan Family Voices and The Family Center to identify opportunities to provide transition information to families.
The third strategy was to work with family partners to create and implement a marketing plan to promote the Transition to Adulthood online module. In FY 2021, the Transition to Adult Services online module had 27 individuals complete the entire module. Of the individuals who completed the training, 22% were age 21-25 and 78% were 26 and older. Forty-five percent (45%) of completing individuals reported the course would have an impact on their transition to adult services and 70% rated the course four or five out of five stars (with five being the best rating). Participants responded that the course was great for pediatric case managers to learn about transition and to help teen clients and their families. Work to redesign the transition website is currently in process and is discussed later in the annual report. One goal of the website redesign is to find a prominent location to improve ease of access to the Transition to Adulthood online module. Once relocated, the transition specialist will create and implement a marketing plan for the Transition to Adulthood online module.
The final strategy was to explore transition to adult health care and create strategies to improve this experience for young adults with sickle cell disease in Michigan. During FY 2021, the transition specialist collaborated with the Special Projects Coordinator in the Hemoglobinopathy Quality Improvement Program to review barriers for adolescents with sickle cell disease who are establishing care with an adult provider. Pediatric providers and clinics who serve adolescents were identified. In FY 2022, work will continue to complete a contact directory for adult providers who serve patients with sickle cell disease. In FY 2021, the transition specialist and Special Projects Coordinator collaborated with Michigan State University Institute of Health Policy to create an outline for a toolkit for clinics. Work will continue in FY 2022 to complete the clinic toolkit and utilize it as a framework for a family and MHP toolkit. The goal of the toolkit is to provide sickle cell disease specific resources. This project will continue into FY 2023.
Objective B: By 2025, increase by 10% the number of health care professionals who have received training on transition from pediatric to adult health care.
The first strategy was to promote online transition resources to providers, community partners, and families. In FY 2021, a committee with representation from CSHCS, the Family Center, LHD representatives and medical consultants was formed to review, update, and add website resources for families, providers, LHDs, and MHPs. Website format was redesigned to improve usability for visitors. All resources have been updated to be consistent with Got Transition Six Core Elements of Transition 3.0. As mentioned previously, providing a prominent location for the Transition to Adulthood online module will assist in marketing that resource. Work on the website continues, with testing and roll out planned in FY 2022.
The second strategy was to continue to support the HRSA CYE grant partners to improve transition for children and youth with epilepsy in rural communities. In FY 2021, clinic sites initiated a quality improvement activity combining both health care transition and telehealth. Recognizing the difficulties clinics were facing during the pandemic, the Leadership Team combined the two focus areas to support providers with telehealth by using it as a tool to offer health care transition services to adolescent patients and their families. During this activity, clinics reported assessments were completed for 139 adolescents. Work continues to collect the number of completed HCT readiness assessments from providers.
One-on-one calls were scheduled during February and March 2021 with each clinic team to discuss their activities related to telehealth and health care transition. All but one of the pediatric providers identified or adapted a specific health care transition readiness assessment. The other provider is in the process of incorporating HCT questions into an existing assessment used with their adolescent population. Assessments adopted by participating clinics include Got Transition tools, the University of Illinois Transition Checklist for Teens, TRAQ, and internally developed tools. Providers in the four adult neurology clinics (Beaumont Health, Detroit Medical Center, Mercy Health, and MSU) review HCT assessments completed by the pediatric provider when the patient is within the same health system and EHR. This is much more difficult when the patient transitions from a different health system. One of the adult neurologists has developed processes to identify young adults not ready for transition. She established a weekly transition clinic to see new patients who are then screened for self-management skills. The neurologist evaluates the screening and addresses the issues with the patient. She is also developing a monthly training session for new patients to serve as an informal support group. For both the pediatric and adult providers, common challenges include expanding use of an HCT readiness assessment across all populations, gaining buy-in from their colleagues to use a HCT assessment in their practices, and prioritizing uncompensated HCT activities.
The third strategy is to ensure health care transition is included in the secondary transition in school systems. During the grant period, the transition specialist served as an integral member of the Michigan Interagency Transition Taskforce (MITT). This taskforce is a collaboration with representation from many organizations, including but not limited to the Department of Education, Disability Rights Michigan, Developmental Disabilities Council, Department of Labor and Economic Opportunity, The Arc Michigan, Michigan Department of Health and Human Services, Disability Rights Council, and Services to Enhance Potential. The taskforce continues to work with the National Technical Assistance Center on Transition to create a Michigan State Model for Secondary Transition. In FY 2021, the taskforce finalized objectives, fidelity checklist, and flow of services. Work will continue in FY 2022 and 2023.
Objective C: By 2025, increase by 10% the number of partner organizations that reach the next level on the Got Transition “Current Assessment of Health Care Transition Activities.”
The first strategy was to adopt and implement the “Current Assessment of Health Care Transition Activities with partners. In FY 2021, the transition specialist and Family Center youth consultant presented at the 2021 Adolescent Health Initiative annual conference. This conference brings together an interdisciplinary community of health care professionals to share research and best practices and aims to improve adolescent-centered care. The event hosts over 450 attendees from nearly all 50 states. CSHCS’s virtual presentation led more than 150 attendees through the “Current Assessment of Health Care Transition Activities” and resulted in each team taking home three action steps to improve transition in their states. The “Current Assessment of Health Care Transition Activities” was also implemented with clinical partners at the annual CYE meeting.
The second strategy was to utilize the “Current Assessment of Health Care Transition Activities” and other data to compile and publish scorecards to assist partner organizations. The scorecard will be piloted with LHDs and will highlight transition specific data, such as the number of care coordination/case management visits with a transition focus and number of individuals receiving transition letters during the year. This strategy was delayed due to the MDHHS transition specialist staffing vacancy and continued reallocation of resources to COVID-19 response at LHDs and provider offices. Work will continue in FY 2022 and 2023.
The third strategy was to continue working with CHEAR to identify a set of indicators to measure transition outcomes. The current ESM was created to provide ongoing analysis and support related to the CSHCS program. The ESM has shown incremental decreases in successful transitions, in contrast to results on the National Survey of Children’s Health NPM on Transition. The National Survey of Children’s Health indicated significant improvement for Michigan in CYSHCN receiving transition services needed for transitions from 16.0% in 2016-2017 to 26.7% in 2019-2020. This ESM decrease is related to change in policy at the University of Michigan. In 2019, the University of Michigan moved the target to begin transition from age 18 to age 21. Since the ESM specifically targets transfer of care by age 18, this policy directly impacts our outcomes. In 2022, CSHCS will re-evaluate this ESM and make changes to ensure it better represents transition to adult health care for the program.
Medical Care and Treatment for CSHCN (FY 2021 Annual Report)
Michigan’s SPM for the CYSHCN population measures the percentage of CYSHCN enrolled in Children’s Special Health Care Services (CSHCS) that receive timely medical care and treatment without difficulty. The measure addresses Michigan’s 2021-2025 state priority need to “Ensure children with special health care needs have access to continuous health coverage, all benefits they are eligible to receive, and relevant care where they live and learn.”
The mission of CSHCS is to find, diagnose, and treat children who have chronic illnesses or disabling conditions, enabling them to achieve improved health outcomes and enhanced quality of life. CSHCS accomplishes this mission by reducing barriers to medical care and treatment and minimizing financial burden for families. Approximately 36% of Michigan’s Title V funding was used for medical care and treatment in FY 2021. CSHCS utilizes two survey questions from the Consumer Assessment of Healthcare Providers and Systems (CAHPS) to measure the “Percent of CYSHCN enrolled in CSHCS that receive timely medical care and treatment without difficulty” (SPM 4). In FY 2021, the result was 88.6%.
Ongoing response to the COVID-19 pandemic continues to be a challenge for CSHCS. LHD partners have diverted program staff and other resources to operate vaccination clinics and complete contact tracing, resulting in fewer staff members dedicated to CSHCS families. This ongoing response coupled with pressure from local communities has resulted in a fatigued public health work force. Accomplishments in FY 2021 include successfully expanding CSHCS eligibility to adults with sickle cell disease, continued progress on a comprehensive program evaluation, and the completion of a provider survey to understand strengths and opportunities for the CSHCS program.
Objective A: By 2025, increase the percentage of CSHCS CAHPS' respondents who rate their health care with a top box score of 9 or 10 from 71.9% (2019) to 75%.
The first strategy to achieve this objective was to provide payment assistance for specialty care and treatment related to a qualifying condition by enrolling CYSHCN in CSHCS. CSHCS is the payer of last resort and requires that families follow their primary and secondary insurance rules. Families that may be eligible for Medicaid are required to apply. Most of those who qualify for Medicaid are served through a Medicaid Health Plan.
CSHCS covered an average of 41,000 individuals each month in FY 2021. Enrollees had at least one of 2,600 qualifying diagnoses with 21.4% of enrollees having more than one severe, chronic health condition. Families with CSHCS receive care coordination through LHDs. In FY 2021, LHDs provided more than 13,000 care coordination or case management encounters to 8,500 unduplicated clients.
CSHCS implemented policies in response to COVID-19 to ensure the CYSHCN population continued to have access to enrollment in the program. In addition, Medicaid suspended all case closures during the public health emergency. Together, these policies helped the CSHCS dually eligible population maintain access to both CSHCS and Medicaid through continued enrollment.
The Insurance Premium Payment Benefit (IPPB) maintains access to private insurance coverage for eligible families with inadequate financial resources to pay for the portion of their family’s insurance premium specific to the CSHCS eligible child. In FY 2021, CSHCS provided $282,450 in premium payments for 151 families with 43.7% of those served having an insurance other than Medicaid or Medicare.
The second strategy was to expand the capacity of specialty clinics to ensure the delivery of patient-centered, family-centered care through Children’s Multi-Disciplinary Specialty (CMDS) clinics. CMDS services are provided as a comprehensive package by a team of pediatric specialty physicians and other appropriate health care professionals. In FY 2020, CMDS clinics reported 3,387 client encounters with more than $405,000 of enhanced reimbursement provided to clinics. In FY 2021, four additional CMDS clinics were added to the CSHCS network.
The third strategy was to expand/support the use of telemedicine to improve access to specialty care in rural and underserved areas. This is accomplished through the HRSA Children and Youth with Epilepsy (CYE) grant which utilizes telehealth strategies to increase access to care for youth with epilepsy. The CYE project leadership met virtually with clinic partners to discuss progress toward project objectives. During these calls, clinics discussed the telehealth options utilized as well as challenges and successes experienced. All clinic partners utilize some form of telehealth, but the scope of telehealth use varies by practice. Primary care providers are less likely to offer/encourage telehealth because of the need for physical exams and administration of immunizations. Neurologists usually made telehealth more available to patients, especially a clinic in Michigan's Upper Peninsula where telehealth has been a common practice for many years. Telehealth has proven to be a good option for follow-up neurology visits. In an annual cross-site survey, parents indicated they utilized telehealth less than the previous year. However, among those who did utilize telehealth, they reported it helped them obtain answers to questions or visit with their provider more quickly than if they had scheduled a face-to-face visit. CYE project partners completed 32 training and outreach events that reached 700 parents, youth, school staff, health professionals, and general community members. Training topics included parent mentoring, seizure first aid/epilepsy 101, advocacy, and behavioral health issues. CYE activities will continue into FY 2022.
The fourth strategy was to improve the delivery of care for Michigan’s children with medical complexity (CMC). CSHCS is exploring the development of a CSHCS/Medicaid Health Home CMC benefit to improve the system of care through provision of an intensive, patient-centered care coordination model. The goal of the model is to improve health outcomes and quality of life while minimizing hospitalization and reducing health care costs. In FY 2021, CSHCS continued participation in the National Center for Care Coordination’s Care Coordination Academy. The Academy has provided opportunities to expand knowledge of evidence-based and informed approaches to care coordination and case management. In addition, it provides an opportunity for staff to learn from national experts and other states about how to incorporate tools and methods that lead to improvements for the children and families we serve and the health care system. CSHCS participated in stakeholder meetings with Partners for Children, Children’s Hospital of Michigan, and DeVos Children’s Hospital to learn more about their capacity to participate in a CMC benefit. CSHCS prepared a detailed work plan and GANT chart to identify and outline the necessary steps to move this process forward and describe how various program areas within the State Medicaid Agency will be impacted by the development and implementation of the CMC/health home benefit.
Other activities included completing a billing audit to ensure the Partners for Children Program is maximizing billing opportunities and exploring methodologies for defining the CMC population for Michigan. This work will continue in FY 2022.
Objective B: By 2025, increase by 10% the number of meaningfully engaged community partners (families, youth, LHDs, CAC members, contractors, clinic sites, health care providers, other professionals, etc.) to improve knowledge of the CSHCS program.
The first strategy is to ensure all eligible families have access to the CSHCS resources and that these resources are understandable and relatable. In FY 2021, CSHCS, in partnership with the Public Health Administration, submitted a $6.7 million proposal to the Governor’s Office to establish a comprehensive approach for improving systems of care, health care coverage, and social supports for individuals with sickle cell disease. Initiatives include a Sickle Cell Clinic Expansion and Enhancement grant, support for the Sickle Cell Disease Association–Michigan Chapter (SCDAA-MI) and a CSHCS program eligibility expansion to include adults with sickle cell disease. The proposal was embraced by the governor’s office and included in the executed FY 2022 budget.
Activities in preparation for the eligibility expansion included: identifying the target population, determining the pathway to enrollment, updating systems and coding, creating a communications plan, establishing a plan for ongoing evaluation, and updating policies and procedures. CSHCS anticipates an additional 2,400 enrollees, including up to 400 CSHCS-only enrollees. The eligibility expansion began on October 1, 2021, and work will continue in FY 2022 to implement the expansion plans for enrollment, communications, and monitoring.
The Family Center is a statewide, parent-directed center within CSHCS. The Family Center offers emotional support, information, and connections to community resources to families of CYSHCN. The second strategy that supported this objective was to continue building a coordinated and systematic approach to family engagement. In FY 2021, the Family Phone Line fielded 9,750 calls and parent consultants assisted 490 individuals.
The Family Center continued to shift training to a virtual environment. Parent Mentor training was completed by 61 parents, and 30 parents were matched with mentors. Bereavement Parent Mentor trainings were completed by four parents. Parent Connect Calls are virtual events that provide parents and caregivers of CYSHCN with resources, support, and an opportunity to discuss the most pressing issues for parents/caregivers of CYSHCN. The Family Center provided 19 Parent Connect Calls which reached 128 parents/caregivers.
The Family Center alleviates financial burden for families with CYSHCN by offering summer camp and conference scholarships. Conference scholarships are available for parents/youth to attend a conference to learn about medical advances and how to advocate for their needs. Summer camp scholarships provide up to $250 for CYSHCN to attend a licensed Michigan summer camp. In FY 2021, 39 camp scholarships were awarded, which is a 33% reduction in camp scholarships when compared to FY 2019 – the last full year prior to COVID-19. Also due to COVID-19, no conference scholarships were requested.
The third strategy was to implement a comprehensive outreach plan to improve awareness of CSHCS among providers, partners, and families. In FY 2021, the CSHCS communications committee created a strategy to strengthen relationships with key stakeholders and provide education on the program to organizations that represent populations diverse in race, ethnicity, geography, and income level. The committee reviewed the CSHCS website and created a plan to update the website and make it more user friendly. Professional Connect Calls are hosted by the Family Center and include information presentations and discussions designed for professionals to share insight into the family center and discuss opportunities to partner to support families of youth with special needs. In FY 2021, the Family Center hosted six Professional Connect Calls reaching 121 professionals.
The final strategy was to maintain a competent workforce to assist families. In FY 2021, CSHCS held virtual annual meeting with LHDs to ensure a competent workforce. The first meeting focused on pediatric asthma management. A specialist provided detailed clinical information on the asthma disease process; a registered nurse shared information on how to appropriately use asthma medication devices; and the event hosted a family panel to provide background on the experiences of youth with asthma. CSHCS also held virtual regional meetings with LHDs to continue discussions regarding care coordination and case management (CC/CM) in the CSHCS program. The meetings utilized various case studies to better understand how different LHDs bill for CC/CM. Post meeting surveys indicated 85% of survey respondents improved their understanding of the guidelines and expectations surrounding CSHCS funding and billable services. Ninety-five percent (95%) of survey respondents indicated the regional training was very or somewhat effective in meeting their needs. CSHCS also held two collaborative meetings with LHD and MHP representatives and offered MI Bridges training to LHDs.
Objective C: By 2025, improve the percentage of CSHCN who report receiving care in a well-functioning system from 17.8% to 20.3%.
The first strategy was to develop a comprehensive evaluation plan to measure CSHCS’s capacity and ability to provide effective, efficient, and high-quality services to clients. In FY 2020, a CSHCS team was accepted into the National MCH WDC’s 2020 Cohort with the goal of creating a comprehensive program evaluation. In FY 2021, CSHCS focused the evaluation design and established evaluation questions. Evaluation questions were divided into the following categories: program scope, access, family support, quality improvement, and sustainability. Work will continue in FY 2022.
The second strategy was to gather feedback from CSHCS providers on their experience with the program, and to use this feedback to identify opportunities to implement program improvements. A multi-staged approach to obtaining provider feedback was utilized. Interactive discussions were conducted with executive leadership at the three largest children’s hospitals to gather information about overall satisfaction; highlight positive aspects; and identify opportunities for improvement related to the program. An electronic CSHCS provider satisfaction survey was delivered to 904 CSHCS specialty and subspecialty physicians by mail and electronically. A total of 92 responses were received resulting in a 10% response rate. The CSHCS Provider Satisfaction Survey explored the overall impression and satisfaction with the CSHCS program; knowledge of CSHCS services and benefits; ease of completing CSHCS program components; coordination of care and services; and availability of onsite Case Management/Care Coordination. CSHCS and a CSHCS Advisory Committee workgroup are reviewing the survey findings to identify opportunities for improvement. The goal is to amplify and elevate the perspectives of CSHCS providers while improving the CSHCS program experience for families, clients, and providers.
The third strategy is to continue to ensure CSHCS families are receiving high-quality, family-centered care coordination in a well-functioning system. This is accomplished through site visits with CMDS Clinics and MHPs, and accreditation visits for LHDs. CSHCS conducted six virtual CMDS clinic site visits in FY 2021. Site visits indicated that CMDS clinics excel in the areas of communication and education of families and referrals with other providers and community resources. The most frequent recommendations were related to transition to adult providers and documentation. CSHCS participated in MHP site visits with Managed Care Plan division staff, Office of Medical Affairs (OMA), and other program areas across MDHHS. In FY 2021, CSHCS visited with 11 MHPs with a focus on discussing case management and care coordination received by CSHCS enrollees. LHD site visits continued to be paused through FY 2021 due to COVID-19.
To Top
Narrative Search