Policy and Title V Strategy Options

Policy and Title V Strategy Options by Ease of Use Domain and Indicator




All eligible families and children with special health care needs are engaged

  • Identification of families and youth eligible for services

  • Effective outreach specifically tailored to families and CYSHCN

  • Screening, referral, and enrollment promote utilization and access

  • Continuous monitoring and assessment of subpopulations in need

Accessibility of Services

Families and CYSHCN get the services that they need

  • Services are available to families and CYSHCN

  • Labor/Workforce development activities are tied to the needs of families/CYSHCN

    • Providers are available

    • Providers are competent

    • Providers are willing

  • Services are convenient for Families and CYSHCN

Value of Services

Services are valued by families/CYSHCN and make advances in functioning and development

  • Family/CYSHCN experience indicators are included in quality assessments

  • Family/CYSHCN satisfaction ratings are acted upon to improve service delivery

  • CYSHCN measures of school, home, and community functioning are outcomes

  • Services for CYSHCN are measured for improving growth and development

  • Community based services meet the comprehensive needs of families/CYSHCN


Services are affordable and enable families to maintain economic security

  • Direct costs are reasonable

  • Direct costs are predictable

  • Indirect costs of services are contained

    • Travel costs

    • Family time off from work

    • Child time out of school

    • Job attachment

    • Time spent acquiring or waiting for services is minimal



Potential strategies


  • Outreach strategies that recognize language, cultural, time constraints, mode of delivery, messaging

  • System diagnosis of subpopulation needs strategies

  • Demographic data for changes in populations

  • Partnership formation and dissolution to be responsive to changing demographics

  • Effective marketing of Title V programs

  • Easy eligibility processes

  • E-government strategies (easy enrollment etc)

  • Data sharing across systems

  • Keeping pace with medical advances and changing demographics of special health care needs

  • Coordination with other public system efforts


  • MCH training grant partnerships to enhance provider base and competencies

  • Partnerships with universities training providers

  • Partnerships with community colleges and high schools to entice youth into field

  • Outreach to linguistic and cultural communities to engage young people into health care

  • Use of data to connect labor force issues with service needs

  • Incentives for certain specialty areas (scholarships, etc)

  • Models for professionals by disability (Dentists and children with behavioral disabilities)

  • Development and testing of curricula for provider groups

  • Mystery shopper families

  • Incentives/inducements for expansion of provider service areas

  • Marketing/publicizing solutions

  • Family to Family partnerships

  • Development of “customer friendly” approach to services including cultural, linguistic, and religious, race, class, experiential issues

  • Use of social media to promote providers who are customer friendly

Value of Services

  • CQI linked to family measures

  • Experience indicators developed, employed, and used to measure quality

  • Satisfaction rankings/measures are actionable

  • Data include outcomes such as school attendance, functioning, growth and development, and needs for services/activities

  • Creative partnerships for innovation in community services expansion (ex. Local recreation)

  • Family peer to peer information sharing (social networks?) on accessible community services


  • Indirect costs to families are incorporated in service outcome measures: job loss, time out of work, school, etc).

  • System and provider efforts to minimize family indirect costs: hours of service delivery, days of service delivery, location of service delivery, use of online, telemedicine, etc

  • Costs of services are known ahead of time: insurer, provider partnerships to forecast costs of services (out of pocket costs of an MRI, etc).

  • Use of home visits to reduce family costs