[{"_1":2,"_112":-5,"_113":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,76,88,100],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},"mediaId",6369579,"mediaKeyId","2154468-39e712c035a168b81110adf61711b490","parentId",2154468,"title","DHHS centralizes contracts unit and emphasizes enforceable performance measures and provider monitoring","audioSeconds",277,"startMs",2441000,"endMs",2718000,"viewUrl","/Search/View?dp=1&key=2154468-39e712c035a168b81110adf61711b490&start=2441&end=2718","thumbnailUrl","https://assets.pipeline.soar.com/2154468-39e712c035a168b81110adf61711b490/thumbnail_2441000.jpg","articleUrl","/articles/6369579/New-Hampshire/DHHS-centralizes-contracts-unit-and-emphasizes-enforceable-performance-measures-and-provider-monitoring","mediaUrl","https://secure.pipeline.soar.com/6369579-93769260903361d2d7ed596774384085/orig.mp4?Expires=1771065376&Signature=JZ2UKtrnYr0U9axAx1~RnkNIdjBD5DD4HnjwL8T~LVRTCcEb9uXgsKdbBcZqt5sN-PfEjD6C7wKgdXL-mCY39Ws34T3uKkjtdiGW7JYLOTDoVpV58yCw~fMeJ3SdB1UcFHF1PenRIyAuh5Dq5tl-27JUHCNu2fWqExcX4wN~HAbH3feOa0tj4IZuVWAHqwNrKRIxERJAgc5HD4tGn2gjZFD8bjJy8i-AwFH7a9T8Vh7SOEHh~OalI~-BuQGDid~pIs8JV607asFd4WNsVTnrr~1ckOCLUCaFW4-WT0bx9kHq4sKbwaRPGBTHZuKSeuFPKPrb3hkcwMkM2z2VBOGe3Q__&Key-Pair-Id=KUT5TJCACFTXG","author","NH House of Representatives Committee","date","2025-01-27T00:00:00Z","article","Nathan White, chief financial officer for the Department of Health and Human Services, described the department’s centralized contracts unit and its approach to solicitations, amendments, grants and risk-based monitoring.

White said the centralized team drafts RFAs/RFPs, prepares contract amendments and grant agreements, and applies standardized templates and processes to improve enforceability and measurable outcomes. He told the committee that “every contract over $10,000 has to go through the executive council process,” and that an amendment to a contract previously approved by the executive council must return to council for approval if key language is changed.

White said the bureau moves a high volume of agreements annually and has adopted Lean Six Sigma and DMAIC practices to measure and accelerate its work. He said the contracts team conducts risk assessments on providers, adjusting oversight levels based on operational and financial risk, and that the department conducts provider audits and monitors financial solvency for higher-risk providers.

White and his colleagues said the department is pushing for more meaningful performance measures in contracts so the department can assess outputs and outcomes and “course correct” mid-contract if services are not producing expected results. He noted that Meredith Toulouse (referred to in presentations) leads quality and performance work, including audits and a fraud, waste and abuse function.

Committee members asked about external outreach and making contract opportunities more accessible to nonprofit providers; White said the department has made presentations and can provide more detail to the committee in later briefings. No formal contract approvals or policy changes were decided at the hearing.","mediaType","Video","parentTitle","House Finance Division III (01/27/2025)","oneSentenceSummary","DHHS staff described a centralized contracts bureau that prepares solicitations, conducts risk assessments, and seeks enforceable performance measures; staff said every contract over $10,000 goes to the executive council.","taxTitle","Finance - Division III, House of Representatives, Committees\t, Legislative, New Hampshire","taxId",17752,"location","New Hampshire","headline","","shortSummary",{"_33":77,"_35":36,"_37":38,"_39":78,"_41":79,"_43":80,"_45":81,"_47":82,"_49":83,"_51":84,"_53":85,"_55":56,"_57":58,"_59":86,"_61":62,"_63":64,"_65":87,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},6369584,"DHHS says IT consolidation reduced applications to about 130 and identifies eight key platforms",754,1997000,2751000,"/Search/View?dp=1&key=2154468-39e712c035a168b81110adf61711b490&start=1997&end=2751","https://assets.pipeline.soar.com/2154468-39e712c035a168b81110adf61711b490/thumbnail_1997000.jpg","/articles/6369584/New-Hampshire/DHHS-says-IT-consolidation-reduced-applications-to-about-130-and-identifies-eight-key-platforms","https://secure.pipeline.soar.com/6369584-d083229b98132631b69a5a1e97d34878/orig.mp4?Expires=1771065376&Signature=bH9VTL5I~CR3jQkXotjd9H~lSQFeKuF4D4rjn9RlSCPIf8Osx1iGorvFGh-61X6CikjiYEx-AxM6cEx8H68bu9tvlwqPUp-qYPFfOnXsLvk2zRxSWzmuU~C4PqJQFRznTkQdivjYtvQr1m7F8GGIsTRWxKZFqjJ2wd7ZBvYq4uaLFZk8coEZ6hHOWNlB5eb0U7yCADaku9OihdhaVkSkzpdub1tNDgzfsgCUTD~~FDHwL7rGbZQ9-xl28TSsLbK9VZRkvERgFRiS5bZV9AgZFc8scFcEDnG50s7YGG5s1SeRqIcEZvUGFrSLGVfvXu0UlTnYL75slPBtQo0~tVdWrQ__&Key-Pair-Id=KUT5TJCACFTXG","David Wieters, chief operating officer for the Department of Health and Human Services, told the Division III Finance committee the department currently supports roughly 130 applications and is concentrating development and operations on eight key platforms to reduce duplication and improve efficiency.

Wieters said the department has cut application count from roughly 200 to about 130 over six years and listed the key platforms: the Medicaid enterprise system (a suite of about 14 sub-systems), an enterprise business-intelligence system (EBI), New Hampshire Care Connections (NH Care Connections), Granite Families (the successor to Bridges for child-welfare case management), New Heights (integrated eligibility/enrollment, including NH Easy), Options (aging/adult-services system), Avatar (electronic health record at New Hampshire Hospital) and Salesforce-based solutions.

Wieters highlighted the department’s use of portfolio management, PMBOK and agile methods to manage about 200 projects a year and said the Salesforce platform has enabled the department to deliver some solutions in days rather than months. He gave a specific example: during the COVID response the department implemented Granite Trace for case investigation and patient monitoring “in 3 days over a weekend.”

Wieters said DHHS is coordinating closely with the Department of Information Technology and is prioritizing privacy and security as it expands data sharing and dashboarding to support the roadmap. He told the committee that Thursday’s deeper presentations will show how specific technologies support roadmap initiatives and how the department is aligning human-resources assignments with IT priorities.

No procurement or budget actions were decided during the hearing; the presentation was informational and staff said they will return with more technical and budget detail in later sessions.","DHHS Chief Operating Officer David Wieters told the Division III Finance informational hearing the department supports roughly 130 applications and is consolidating them into eight core platforms, including New Heights, NH Care Connections, Bridges/Granite Families and Salesforce.",{"_33":89,"_35":36,"_37":38,"_39":90,"_41":91,"_43":92,"_45":93,"_47":94,"_49":95,"_51":96,"_53":97,"_55":56,"_57":58,"_59":98,"_61":62,"_63":64,"_65":99,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},6369590,"DHHS Medicaid overview: roughly 185,000 enrolled; officials emphasize contract accountability",740,3429000,4169000,"/Search/View?dp=1&key=2154468-39e712c035a168b81110adf61711b490&start=3429&end=4169","https://assets.pipeline.soar.com/2154468-39e712c035a168b81110adf61711b490/thumbnail_3429000.jpg","/articles/6369590/New-Hampshire/DHHS-Medicaid-overview-roughly-185000-enrolled-officials-emphasize-contract-accountability","https://secure.pipeline.soar.com/6369590-279f789165d818fe23a04b4bee1c6671/orig.mp4?Expires=1771065376&Signature=jnA0gmiHilsVw0cFGW7UUCkUY5ASQTH4aq5dwdX5NTWZ6K5BlmSSiskFFa9sIXkV6AhBMn-xTz6GrXQNAlkjF8hxhGe5vWQjGGR~QmZIf~n09TNeg8TtVKxTM0TgSOFdcJQIGnoiMVFfWhWdHm3rQFkydWqAT~6Hv1Y573nVMrI6Gj5ptG2Ap5FYSuXs-lUtLShQsEYp3bjewaGgu6lo59jBh80DdGH8l6BKarnPb5I17UoWVozkUSUQOAe3VwgcTU2qQoLNXR~EShoLwtjnVK3jW~al38xOgBvk2V8eztC2aONWdpuFkxuE3MskaqkpCy0KdNAuKjygVN197BobPQ__&Key-Pair-Id=KUT5TJCACFTXG","At an informational Division III Finance hearing, Associate Commissioner Anne Landry and Chief Medical Officer Jonathan Ballard gave a high-level overview of the state Medicaid program, described which populations Medicaid covers and emphasized contract-based accountability for cost and quality.

Landry told the committee that Medicaid is the insurer for many of the state’s most vulnerable residents and that the program covers specific populations—low-income children, pregnant women and families, some adults, people with disabilities and elderly individuals. She said the department uses a mix of federal-state mechanisms including state plan services and federally approved waivers to deliver services.

Ballard said accountability is central to managing Medicaid costs and outcomes. He told the committee that the program covers about 184,000–185,000 individuals in New Hampshire and that roughly 90,000 of those are children. Ballard described a set of performance measures the department collects from managed-care organizations, including primary-care attachment and preventive-care metrics, and he said those measures are used in contracts and in performance-based auto-assignment to encourage better care and lower costs.

Ballard summarized the accountability rationale this way: “These are taxpayer funds. They’re not ours,” and said the department uses more than 300 metrics from MCOs—claims and quality data—to track performance and, where appropriate, apply liquidated damages or other contract remedies.

Landry and Ballard told members that a more detailed Medicaid 101 presentation will follow, including explanations of federal match rates, the difference between state-plan services and waiver-covered services, and precise enrollment and spending breakdowns. Committee members asked for comparisons with other states’ eligibility thresholds and a clearer breakdown of per-capita costs for children versus adults; DHHS staff agreed to provide that data in subsequent briefings.

No formal action was taken on Medicaid policy at the hearing; staff said they will return with deeper data and the department’s planned performance and monitoring materials.","Associate commissioners Anne Landry and Jonathan Ballard gave the committee a Medicaid primer and described accountability steps the department uses with managed-care organizations and contractors to control costs and measure outcomes.",{"_33":101,"_35":36,"_37":38,"_39":102,"_41":103,"_43":104,"_45":105,"_47":106,"_49":107,"_51":108,"_53":109,"_55":56,"_57":58,"_59":110,"_61":62,"_63":64,"_65":111,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},6369598,"DHHS outlines roadmap focused on community care, workforce and ‘Mission 0’ to reduce emergency boarding",3221,382000,3603000,"/Search/View?dp=1&key=2154468-39e712c035a168b81110adf61711b490&start=382&end=3603","https://assets.pipeline.soar.com/2154468-39e712c035a168b81110adf61711b490/thumbnail_382000.jpg","/articles/6369598/New-Hampshire/DHHS-outlines-roadmap-focused-on-community-care-workforce-and-Mission-0-to-reduce-emergency-boarding","https://secure.pipeline.soar.com/6369598-ca28a2b59daedcaba45e4ff9c02799c8/orig.mp4?Expires=1771065376&Signature=I-aHOe~ERS4vIYCi1CerAN5VtMuX-20FWA9oF6MioJkRMO9AN21Maoiy1Tz3a23vvxME25--TQQOmHr1FrTbJTr~I-Ma8BPI5lTMm2shESKCR1d85IcPISI01eDTOPEJGhRGTzIcV9TnZ1szT0ZeGcmclVibg6SOe7rgwTpJ4jUcn0rwKDNAIlhyb13wiVwcOgsACaekUpSp8FaO12iPqCUOCECbU9TLusDWrKaLekpoUGwtFCks3Uqf5ViaTWXsOmbzuxCLpNVKb8qjWlylh1uymdtdQkunIw4I4ywj4NXs-bvSAmAHqga~XHj28X5cA8o4w-6-hq4845NDGgOKuA__&Key-Pair-Id=KUT5TJCACFTXG","At an informational Division III Finance hearing, Commissioner Lori Weaver of the Department of Health and Human Services outlined the department’s multi-year roadmap, emphasizing community-based behavioral health, workforce stability and an initiative known as “Mission 0” to reduce emergency-department boarding for people with acute mental-health needs.

Weaver said the roadmap is intended to “tell the story of the department without having you glaze over and us go line by line,” and she asked committee members to reserve detailed dollar questions for later budget sessions. Representative Edwards, who convened the hearing, cautioned members that this will be a difficult budget cycle and said “it is our deep obligation as a finance committee to deliver a budget that stays within the available revenues.”

The department presented high-level figures to give the committee context: a roughly $3.6 billion total budget (federal, state and other funds), about $1.217 billion in general funds, and personnel costs that the department estimates are less than 11 percent of its total budget. Weaver told the committee that DHHS staffing represents roughly one-quarter of all state positions and that the department did not request new positions this cycle except where required by legislation.

Weaver described the roadmap’s three themes—culture, community and customer service—and highlighted goals to “promote thriving communities” by increasing access to specialized services and reducing reliance on institutional care. She identified Mission 0—an effort to end ED boarding for people experiencing mental-health crises—as a priority and said the department has made progress but that sustaining gains is challenging because the work draws on multiple funding streams and external partners.

Several members asked for more connective detail between the roadmap and line-item budget documents. Representative Edwards and other members requested a way to “pivot” HB 1 line items under the strategic-plan bullets so the committee can see what personnel and dollar resources support each roadmap priority. Commissioner Weaver agreed to produce further crosswalks and to surface performance measures in subsequent, deeper presentations.

On workforce, Weaver said the department has reduced its vacancy rate over the past two years (from about 22 percent to about 14 percent) and stressed that maintaining adequate direct-care staff is essential to sustain services. She told members DHHS has roughly a 3,000 position legislative cap and that the department is monitoring attrition and the recently announced hiring freeze.

The presentation repeatedly linked the roadmap goals to contracting, data and IT work the department says will improve service delivery and accountability. Representative Rich Nalivanco asked for specifics on “environmental threats” referenced in the roadmap; Associate Commissioner Patricia Tilly replied that the public-health presentation will cover PFAS, lead (including lead in homes and water), food safety and support for local health officers.

The department said it will return with deeper dives on performance metrics, Medicaid interactions with other programs, and costs associated with prioritized initiatives such as Mission 0. Weaver asked members to collect detailed questions during the session so the department can provide written or follow-up responses in later briefings.

The hearing was informational; no formal committee actions or votes were taken on the roadmap during this session.","Commissioner Lori Weaver told the Division III Finance informational hearing that the Department of Health and Human Services’ roadmap prioritizes community-based behavioral health, reducing emergency department boarding, improved contracting and workforce investments as the state faces a difficult budget cycle.","actionData","errors"]

Article not found

DHHS centralizes contracts unit and emphasizes enforceable performance measures and provider monitoring

DHHS says IT consolidation reduced applications to about 130 and identifies eight key platforms

DHHS Medicaid overview: roughly 185,000 enrolled; officials emphasize contract accountability

DHHS outlines roadmap focused on community care, workforce and ‘Mission 0’ to reduce emergency boarding