Governor Dunleavy’s Executive Order 121 (EO 121), which reorganizes the Department of Health and Human Services (DHSS) into two departments, became law on March 19, 2022. The two divisions are legally operating as of July 1, 2022.
Restructuring DHSS into two departments will allow for better coordination of mission sets and free up time and space to collaborate with health care providers, beneficiaries, and federal partners to improve systems of care . The state is committed to ensuring continuity of services to beneficiaries and timely payments to providers. Avoiding such confusion should be a top priority for each department. Click on each department name below to go to each department’s homepage.
This website is the best source of information about the Department of Health and Human Services (DHSS) transition to two divisions. Regularly updated with FAQs, stakeholder engagement tracking, and related documentation.
Governor Dunleavy’s Executive Order 121 (EO 121), which reorganizes the Department of Health and Human Services (DHSS) into two departments, became law and officially became effective March 19, 2022.
Restructuring DHSS into two departments will allow for better coordination of mission sets and free up time and space to collaborate with health care providers, beneficiaries, and federal partners to improve systems of care . The state is committed to ensuring continuity of services to beneficiaries and timely payments to providers. Avoiding such confusion should be a top priority for each department.
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Will the service change due to the reorganization?
Both departments serve Alaskans, but each has different missions, missions, and priorities.
The DOH will oversee medical services, payments, and public health. The Division of Behavioral Health, Healthcare Services, and Aging and Disability Services provides regulatory oversight, claims processing, facility licensing, and enforcement of Medicaid and state regulations. DOH will also identify opportunities for innovation within Medicaid and actively engage with stakeholders to improve outcomes for all Alaskans.
DFCS focuses on supporting the child welfare system and 24/7 facilities that directly serve Alaskans. For example, Alaska Psychiatric Institute and Alaska Pioneer Homes provide care to patients and seniors and, if eligible, bill Medicaid for services provided in much the same way as hospitals and clinics. can.
As mentioned earlier, each division’s primary goal is to avoid service interruptions to beneficiaries and delays in payments to providers. Departments serving the public will remain in place and continue to operate without interruption. The department that has seen the most operational change is the internal department of finance and administrative services. These groups include budget, finance, grants, contracts, and IT teams, which are adapted to serve the same department within separate departments.
Why restructuring?
No other department in the state can match the amount of personnel, budget, and services that DHSS provides. For example, DHSS has staffing numbers equal to six other state departments combined, and DHSS has a budget equal to 12 other state departments, the Alaska Court System, the Legislature, and the Governor’s Office combined.
Our research reveals that it is not standard practice for these types of “mega agencies” to provide health care and community services. For example, in Wyoming he has divided these services into two divisions, and in South Dakota he has four divisions.
The work done at DHSS touches nearly every Alaskan. The scope and reach of this effort is enormous, and we all agree that there is an undeniable need to improve outcomes in this state.
Are there any examples of complex issues the department is dealing with?
Within the Department of Children’s Services, case staff turnover is 59%. Conservatively, this costs the state $13 million a year, and high turnover rates result in children remaining in foster care too long, delaying family work plans, and reducing family resiliency. It has been shown that
Medicaid budgets, the state’s most expensive budget item, have traditionally had an annual growth rate of 4-5% (prior to the COVID-19 public health emergency). SB 74 (Act of 2016) provided that the agency pursue a number of innovations, but these goals are hampered by a lack of bandwidth to effectively collaborate with stakeholders and federal partners. have not all been achieved. Alaska is one of the last remaining fee-for-service states and we need to collaborate on value-based care solutions.
This realignment will allow us to better serve Alaskans by narrowing our span of control, aligning departments with similar missions, and focusing on long-term system improvement and stakeholder engagement. Department leaders will be able to focus on work processes to maximize efficiency and incorporate innovative ideas with the mission of improving outcomes for the Alaskans we serve. .