You cannot manage what you do not measure, and you cannot act on a metric that arrives too late. With H.R.1 community-engagement enforcement starting January 1, 2027 and the first notice window running June 30 to August 31, 2026, coverage-retention teams need a compact, leading-indicator KPI set they can review weekly. Here are five that matter, in roughly the order a member moves through the process.
The funnel from notice to retained coverage
First, contactability rate: the share of subject members for whom you hold at least one verified channel (phone, email, or current address). This is the foundation. If you cannot reach someone, no later step works, and stale contact data is the quiet driver behind most procedural losses.
Second, notice delivery rate: of notices sent, what share are confirmed delivered rather than returned or bounced. Sent is not the same as received. Track delivery separately for mail and electronic channels, because they fail in different ways.
Third, attestation or reporting completion rate within the window: of members who must report work, community engagement, or claim an exemption, what share complete the required action before the deadline. This is the metric most directly tied to whether someone keeps coverage, and it should always be segmented by language and exemption category.
Outcomes and the number that exposes failure
Fourth, procedural disenrollment rate: of members disenrolled, what share were procedural rather than substantive. This is your accountability number. Substantive losses reflect the policy working as intended; a high procedural share means eligible people are falling through process gaps. In Arkansas, where roughly 18,000 people lost coverage and about one in four targeted enrollees were disenrolled, the procedural share was the whole story.
Fifth, churn-and-return rate: of members who lose coverage, what share re-enroll within a defined period such as ninety days. A high return rate is strong evidence that the original loss was procedural, not because the person was ineligible; they qualified all along and simply had to come back. It also quantifies the waste, since each churn-and-return cycle carries administrative cost and frequently a coverage gap that worsens health and raises downstream spending.
Keep the set to these five. Each is a leading indicator you can influence this week, each segments cleanly by language and geography, and together they trace the full path from a member you can reach to a member who stays covered. Add vanity metrics and the team loses focus; hold to these and every meeting has a clear question to answer.