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量子资源网 Insights: Your source for healthcare news, ideas and analysis.

量子资源网 Insights鈥攊ncluding briefs, webinars, and our podcast鈥攇ives you easy access to 量子资源网鈥檚 deep expertise, helping you stay current on the latest healthcare trends and topics. Search for a topic of interest or browse the latest insights below.

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Proposed Changes to Medicaid State Directed Payments and Targeted Practitioner Payments

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On May 20, 2026, the Centers for Medicare & Medicaid Services (CMS) released the Medicaid Managed Care State Directed Payments and Medicaid Fee-For-Service Targeted Medicaid Practitioner Payments Proposed Rule.

This proposed regulation outlines critical updates to Medicaid provider reimbursement, directly addressing federal mandates from the One Big Beautiful Bill Act (the Working Families Tax Cut legislation enacted on July 4, 2025). Notably, the rule extends payment limitations to additional healthcare providers operating under both Medicaid managed care models and fee-for-service (FFS) delivery systems.

To help healthcare organizations, state agencies, and health plans navigate these complex regulatory shifts, 量子资源网 (量子资源网) experts have developed a comprehensive compliance and impact overview.

The proposed changes to Medicaid state directed payments are highly complex. The 量子资源网 consulting team is actively analyzing the regulatory text and stands ready to assist organizations with impact evaluations, policy interpretation, and strategic response planning.


Don’t Miss Our Upcoming Webinar: The Future of Medicaid State Directed Payments
Wednesday, June 10, 2026 | 12:00 PM ET

As federal regulators move to reshape the Medicaid landscape, states, providers, and insurers face intense pressure to adapt. Join 量子资源网 subject matter experts as they deliver timely, up-to-the-moment analysis on federal guidance, waiver activity, and litigation shaping the operational environment.

👉 Register for the webinar to secure your spot and gain actionable insights for your organization.

Connecting the Dots: Key Trends, Plan Shifts, and 2027 NBPP Changes Affecting ACA Marketplace Enrollment

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Explore how 2026 ACA Marketplace enrollment shifts, plan selection trends, and the 2027 NBPP changes are impacting affordability, market stability, and state strategies. 

Recent 量子资源网 (量子资源网) webinars and reports discussed that Affordable Care Act (ACA) Marketplace enrollment trends are evolving rapidly and the takeaways go beyond total enrollment numbers. In addition in May, the Centers for Medicare and Medicaid Services (CMS) finalized the 2027 Notice of Benefit and Payment Parameters (NBPP), introducing new flexibility for plans and states alongside stronger program integrity requirements. 

To understand how these changes are reshaping the ACA Marketplace,  Andrea Maresca鈥痵poke with鈥Zach Sherman, Managing Director for Coverage Policy and Program Design at 量子资源网 as well as , PhD, Principal鈥痑t Wakely, and , Principal at Leavitt Partners, both 量子资源网 companies.

Q: The recent Wakely analysis has been central to understanding what鈥檚 happening with ACA enrollment. What should people be paying closest attention to? 

Michael Cohen: The key takeaway is that ACA Marketplace trends are about much more than the enrollment numbers. The plans consumers choose, how long they maintain coverage over the course of 2026, and the evolving picture of the morbidity and demographics of the enrolled population are all critical factors for understanding the ACA Marketplace.

翱耻谤听谤别肠别苍迟听听found that听only about 86 percent of enrollees paid their firstpremium听in听2026.听That鈥檚听a strong indicator that affordability pressures are already affecting coverage听stability.听听

Q: Where are these enrollment changes showing up most clearly?  

Michael Cohen: One data point that stood out is the number of new consumers in 2026, which was down 13 percent compared with prior years.  

The impact also shows up in coverage losses and consumer plan selection. Some consumers are dropping coverage altogether, while others are making tradeoffs to stay covered. These consumers are moving to lower-premium products鈥攑articularly from silver to bronze plans鈥攚hich offer less robust coverage and higher out-of-pocket costs. Both trends matter, especially when thinking about access and financial risk. 

Q: How are enrollment shifts affecting broader ACA Marketplace stability? 

Zach Sherman: It varies by state, but there are notable trends. States that are using the Federally Facilitated Exchange (FFE) and expanded Medicaid saw the largest enrollment declines.  

Notably, non-expansion states on the FFE significantly outperformed expansion states. This was surprising because, with enhanced subsidies ending, the biggest net premium hit consumers would feel is at the lowest income levels, yet that鈥檚 where we saw most enrollment growth. 

Across the individual states, the enrollment shifts have real implications for stability. When healthier individuals leave the market鈥攐r shift to less comprehensive coverage鈥攊t can put pressure on premiums and risk pools. Issuers are taking this information to begin to make estimates for their 2027 pricing and what this means for their 2026 performance.  

At the same time, CMS is introducing new flexibilities in the final 2027 Notice of Benefit and Payment Parameters. 

Q: What are the most important changes in the 2027 final rule? 

Zach Sherman: Broadly, the rule makes a clear push toward increased flexibility for consumers, plans, and state regulators. 

One of the categories of changes is around expanded availability of lower premium plans with higher out-of-pocket costs. For example, catastrophic plans can now be offered for up to 10 years. 

CMS also removed certain requirements for standardized plans and relaxed limits on non-standard plan offerings. That gives issuers more room for plan design innovation, but it also means a more complex landscape and plan selection experience for consumers. 

One of the most notable changes is the introduction of non-network plans as qualified health plans. These plans don鈥檛 rely on traditional provider networks, which could lower costs while introducing new considerations for access and consumer experience.  

We鈥檙e seeing a shift toward allowing more tailored options and potentially less standardized marketplace programs. It will require a different approach from regulators, and it creates a different type of experience for consumers.  

Q: CMS is intensely focused on addressing fraud, waste and abuse. How is that playing out in the Marketplace program? 

Zach Sherman: Program integrity is a central theme in the 2027 final rule, too. It includes stronger eligibility verification, increased oversight of brokers and marketing practices, and new safeguards to reduce improper enrollments. So while there鈥檚 more flexibility in plan design, CMS is pairing it with more scrutiny on how the system operates. 

Q: Where do states fit in all of this? 

Zach Sherman: The final rule gives states more authority in key areas, including oversight of plan network adequacy and essential community provider compliance. We鈥檙e deep into discussions with states and health plan issuers about the changes they鈥檙e interested in exploring for their state. States will have to decide how to use that flexibility to balance affordability, access, and stability. 

Although many of the provisions take effect in the 2027 plan year, regulators and plans are receiving this information fairly late in the cycle which will make it difficult to incorporate some of the flexibilities. We鈥檙e anticipating robust discussions to continue next year and expect to see more variation starting in plan year 2028. 

Differences and Alignment in Federal ACA Marketplace Policy Discussions  

Q: Stepping back from the 2027 NBPP, what should interest-holders know about the evolution of the broader policy landscape? 

Liz Wroe: Members of Congress will need to see the 2027 rates being filed before they consider taking action. Even then, there鈥檚 no consensus on several key issues that prevented a bipartisan deal to bring back enhanced subsidies in 2025. 

Instead everyone has transitioned to a larger affordability conversation, and we鈥檒l spend this year working on the policies with a goal of moving forward in 2027.  

There are different approaches to affordability and coverage that are driven by fundamentally different philosophies on how to structure the market. Some proposals focus on expanding subsidies, reducing cost sharing, and strengthening ACA protections. Others emphasize consumer-directed models like defined contributions, health savings accounts, and expanded use of ICHRAs [Individual Coverage Health Reimbursement Accounts] as well as broader access to lower premium plans. 

There are also several areas of bipartisan alignment. Prior authorization reform is a big one. There鈥檚 broad agreement that the current system creates administrative burden and delays in care. 

We鈥檙e also seeing common interest in policy approaches to strengthen medical loss ratio [MLR] requirements, expand price transparency, and address provider consolidation. 

Even if there is divided government after the November elections, these are areas where policy action may be more likely. States, health plans, providers, and other interest holders will want to monitor these issues now for signals of what may move forward later this year or in the next Congress. 

Stakeholder Opportunities to Inform Marketplace Programs 

Q: What should stakeholders be focused on right now? 

Michael Cohen: For issuers, it鈥檚 about understanding how these changes affect pricing, enrollment, and risk. There鈥檚 more uncertainty in how plans should be priced. 

Zach Sherman: For states, the focus should be on strategy. The choices they make now on plan oversight, market structure, and consumer protections will shape outcomes for several years. Additionally, there were several proposed Marketplace policies that CMS did not finalize in the 2027 rule鈥擲tate-Based Exchange Enhanced Direct Enrollment Model鈥攖hat CMS is likely to revisit in future rules, including the 2028 NBPP.   

Liz Wroe: Broadly, stakeholders should recognize that we鈥檙e in a transition period. The market is evolving, and policy is still catching up. 

Connecting the Dots: Enrollment, Rules, Regulators, and the ACA Marketplace 

For stakeholders across the healthcare landscape, navigating this environment requires both technical expertise and strategic insight. 

量子资源网 works across policy, actuarial, and operational domains to help states, health plans, and other stakeholders translate these developments into actionable strategies鈥攚hether that means evaluating market risk, designing programs, or preparing for future policy scenarios. 

To explore these issues in more detail, access 量子资源网鈥檚 webinar discussions and briefs, including: 

May 27, 2026

Connecting the Dots: Key Trends, Plan Shifts, and 2027 NBPP Changes Affecting ACA Marketplace Enrollment

Read Roundup

Treatment-Resistant Depression: Costs, Caregiving, and Gaps in Care

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量子资源网鈥檚 report examines the clinical, economic, and caregiving burden of treatment-resistant depression (TRD), a condition affecting nearly one in three individuals with major depressive disorder. Drawing on a comprehensive literature review and analysis of Medicare data, the report highlights the substantial costs associated with TRD, including higher rates of hospitalization, increased healthcare utilization, and approximately $8,000 in additional annual spending per Medicare beneficiary compared to individuals with well-controlled depression.

The findings also underscore the broader economic impact, with prior research estimating that TRD accounts for tens of billions of dollars annually in national costs. In addition, the report details the significant demands placed on families and caregivers, who often provide more than 23 hours of care per week and face considerable financial and emotional strain.

Together, these insights highlight the scale of TRD鈥檚 impact across the healthcare system and households, as well as ongoing gaps in access to care for individuals with more complex mental health needs.

The Coverage Gap Grows: ACA Changes Reverberate Across Healthcare

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This episode of Vital Viewpoints on Healthcare explores the growing coverage gap across the health insurance landscape and the pressures shaping affordability, enrollment, and access to care. The discussion covers coverage churn between Medicaid and ACA Marketplace plans, the operational and financial realities faced by states, and the warning signs emerging for consumers, providers, and health plans alike. Zach Sherman, managing director at 量子资源网 and former head of state marketplaces in PA and RI, shares his perspective on current state challenges for insurance affordability and coverage pressures, and the policy decisions that could shape the next phase of healthcare coverage across Medicaid, Marketplace, and employer-sponsored insurance.

What听you missed in 2025鈥攁nd why you should join us in 2026听

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Last year鈥檚 量子资源网 conference brought together healthcare leaders to confront a changing landscape across Medicare, Medicaid, and the Marketplace. The agenda reflected the issues shaping the industry in real time: public policy in motion, the future of value-based care, behavioral health innovation, digital transformation, population health, and the partnerships needed to turn strategy into results. From keynote and plenary conversations to focused workshops and collaborative small-group sessions, attendees were immersed in practical discussions about what comes next. 

Want a quick look at what made the 2025 conference so valuable?  

Those conversations matter even more now. Join 量子资源网鈥檚 annual conference, US Healthcare 2026: Signals, Signs & Flashing Lights, October 5鈥7 in New Orleans. This year鈥檚 event is designed for executives and leaders across providers, payers, government, and the organizations that enable care delivery, with a clear focus on helping attendees navigate financial pressure, performance demands, and AI-driven change. Early registration is already underway, with early-bird pricing available through August 7. 

If you look back at last year鈥檚 agenda, you can see how well it anticipated this moment. In three fast-moving days, this year鈥檚 conference will help attendees read policy and market signals earlier and translate them into decisions, manage risk and costs while protecting outcomes and access, learn what is working to sustain systems of care amid uncertainty, how to apply AI and emerging technology through real operational and clinical use cases, and build relationships through structured networking across sectors. These priorities come to life across four central themes: managing risk and costs, sustaining systems of care, AI and innovation, and partnerships and collaboration. Together, they reflect exactly what healthcare leaders need now: practical strategies for a more complex environment, clearer paths to stability, measurable approaches to innovation, and stronger models for delivery and community impact. 

The 2026 conference is not just another industry event. It is an opportunity to step away from day-to-day demands and engage with peers facing the same questions about cost, risk, performance, access, and technology adoption. Whether you lead strategy, operations, policy, clinical transformation, product development, or partnerships, you will leave with practical insights you can put to work right away. The value is not only in hearing what is next, but in understanding what to do now. 

Attendees this year can expect the same cross-sector depth that stood out last year, paired with even greater urgency. The forces affecting Medicare, Medicaid, Marketplace, and adjacent programs are not moving in isolation. Payment reform connects to access. Digital transformation connects to quality and workforce realities. Behavioral health connects to community capacity, and long-term sustainability, and governmental policy changes drive all of the above. The organizations that succeed will be the ones that can see these connections early and act on them thoughtfully. 

Last year鈥檚 conference showed the value of bringing more than 350 policymakers, providers, payers, advisors, innovators, and community leaders into the same conversation. This year offers the chance to continue that conversation at exactly the right time. If you want insight that is strategic, grounded, and immediately relevant to the decisions in front of you, come join us in New Orleans this October. 

 to take advantage of Early Bird pricing, which ends August 7. 

Michigan Health Policy Conference 2026: Medicaid, OBBBA, and State Budget Impacts

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Michigan is preparing for significant Medicaid and budget changes under the 2025 federal budget reconciliation law (P.L. 119-21, OBBBA), with more than 200,000 residents at risk of losing healthcare coverage. At the 2026 Michigan State of Reform Conference, state leaders and stakeholders highlighted implementation challenges, fiscal pressures, and strategies to maintain access to care. 

On May 5, 2026,  (SOR), an 量子资源网 Company, hosted its annual , bringing together over 200 interest-holders, including providers, policymakers, and community-based organizations to examine how Michigan is adapting to rapid change and implementing new federal requirements.

The conference fostered candid discussion of the implications of the 2025 federal budget reconciliation act (P.L 119-21, OBBBA), with a particular focus on community engagement requirements, behavioral health, Michigan鈥檚 budget outlook, and the Rural Health Transformation Program (RHTP). 

Michigan DHHS鈥檚 Top Health Policy Priorities in 2026 

The day opened with a presentation from Meghan Groen, Chief Deputy Director of the Michigan Department of Health and Human Services (DHHS). Ms. Groen shared her department鈥檚 priorities and strategies, including implementation of OBBBA requirements and RHTP.  

Medicaid community engagement requirements and six-month eligibility redeterminations are the most immediate operational challenges for DHHS. Michigan also is advancing a set of readiness activities, including internal assessments, coordinated planning, leadership alignment, and regular communication with the Centers for Medicare & Medicaid Services (CMS). 

Another top priority Ms. Groen identified was expanded access to behavioral health. In a discussion focused on programmatic changes in behavioral health, panelists discussed how Michigan is using multiple tools, including Certified Community Behavioral Health Centers (CCBHCs), crisis stabilization units, and psychiatric residential treatment facilities (PRTFs), to address access gaps. Panelists Kristen Morningstar, Director of Michigan鈥檚 Bureau of Specialty Behavioral Health Services and Robert Sheehan, Chief Executive Officer, Community Mental Health Association of Michigan, shared how DHHS continues to collaborate with behavioral health providers to optimize service delivery and better meet member needs. 

How OBBBA Will Affect Michigan Medicaid Coverage and the State Budget 

Across sessions, speakers鈥攊ncluding Danielle Devine, Market President at McLaren Health Plan, and Jen Flood, Budget Director for the State of Michigan鈥攈ighlighted how OBBBA is already reshaping Michigan鈥檚 Medicaid program and broader fiscal outlook. These changes have direct implications for Medicaid financing and long-term planning and are a driver for the state鈥檚 $1 billion budget shortfall. Significantly, Michigan Gov. Gretchen Whitmer has recommended approximately $800 million in new taxes from tobacco and vaping to supplement the budget. The governor has also formed a working group of hospitals, health plans, providers, and other stakeholders to identify options for saving $150 million. 

DHHS projects that more than 200,000 individuals in Michigan are at risk of losing Medicaid coverage. Panelists discussed the downstream effects, including disruptions in care, a rising rate of uninsured residents, and increased financial strain on families and providers. Stakeholders shared concerns about increases in uncompensated care, food insecurity, and household debt. 

Panelists emphasized that navigating this environment will require close collaboration across the delivery system. 

How Michigan Is Using the Rural Health Transformation Program 

Amid the broader changes in the healthcare landscape, RHTP is emerging as a key strategy for sustaining and strengthening access to care in Michigan鈥檚 rural communities. Speakers such as Lauren LaPine-Ray, DrPH, MPH, Vice President, Policy & Rural Health at the Michigan Health & Hospital Association, emphasized the importance of aligning financing strategies, partnerships, and policy levers to optimize the impact of these investments. Michigan has already  RHTP funding to multiple entities to support implementation at the local level. 

Looking Ahead 

The challenges that Michigan is facing are not unique, and the need for shared insight and practical solutions is only growing. 

If you are looking for strategies and solutions to address urgent healthcare policy and operational challenges, 量子资源网 experts are available to help navigate these complex changes and identify practical paths forward. 

量子资源网 (量子资源网),  brings together state leaders, providers, plans, and community organizations to surface real-world strategies for navigating federal change. Join us in  on May 21, 2026, or visit the  to view the full conference schedule and register for an upcoming event. 

State of Reform develops its conference agendas through collaboration with 量子资源网 subject matter experts/market leads and stakeholders across the public and private sectors, including state officials, community-based organizers, providers, payers, and more. 

National Collaborative Launched to Strengthen US Behavioral Health Crisis System

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National Alliance on Mental Illness (NAMI) and 量子资源网 (量子资源网) launch the National Collaborative for Crisis Systems Innovation 

The United States is facing an escalating behavioral health crisis, with growing demand for mental health and substance use services and persistent gaps in access to timely, appropriate care. In response, the National Alliance on Mental Illness (NAMI) and 量子资源网 (量子资源网) have launched the National Collaborative for Crisis Systems Innovation, a new initiative focused on improving how the United States responds to people in mental health crisis

This collaborative effort comes at a critical moment for the national crisis response system, as policymakers, providers, and communities work to build on recent investments and make further progress on sustainable, systemwide changes so that people experiencing a mental health crisis receive the care they need and deserve. 

The Crisis Response System Still Needs Improvement 

The launch of the 988 Suicide & Crisis Lifeline in 2022 marked a major milestone, making it easier for individuals to access immediate behavioral health support. Although the 988 Suicide & Crisis Lifeline has driven recent progress, significant challenges remain in the US mental health crisis system, including: 

  • Rising demand for crisis services听
  • Limited access to community-based behavioral health听services听
  • Fragmentation across crisis responses systems听
  • Overreliance on emergency departments and law enforcement听

Experts increasingly agree that 988 is only one component of a comprehensive crisis system. Effective systems must also include: 

  • Mobile crisis response teams听
  • Crisis stabilization facilities听
  • Ongoing care coordination and follow-up services听

The National Collaborative represents the next phase of work and will focus on connecting these pieces into a more integrated and sustainable system. 

The National Collaborative Is a New Phase of Crisis System Transformation 

Building on four years of foundational work since the 988 Suicide & Crisis Lifeline launched in 2022, the National Collaborative is designed to strengthen the full continuum of behavioral health crisis care, from initial contact to stabilization and follow-up services. 

Its overarching goal is to ensure that individuals experiencing a mental health crisis receive timely, appropriate care rooted in dignity and support. The National Collaborative will: 

  • Serve as a nationwide听hub for coordination, learning, and action听
  • Bring together public and private stakeholders听across sectors听
  • Support听states and communities in building coordinated, person-centered crisis response systems听
  • Advance innovation and shared solutions to improve outcomes听

The launch of this collaborative also reflects a broader shift in national focus鈥攆rom expanding access to improving system performance and long-term sustainability. This approach recognizes that meaningful progress will require coordination across healthcare, social services, and community-based organizations. 

Why This Matters 

For state Medicaid agencies, health plans, and providers, the collaborative provides a platform to: 

  • Learn from peers across states and sectors听
  • Access emerging policy and implementation insights听
  • Align local strategies with national priorities in crisis care听

As crisis system transformation accelerates, coordinated efforts like this one will be essential to sustain momentum and improve outcomes. 

In the coming months, NAMI and 量子资源网 will engage key interest-holders and experts to identify and elevate the urgent needs in crisis response and ensure alignment on shared outcomes to improve crisis systems. Public and private organizations interested in improving behavioral health crisis systems are encouraged to engage with the . 

For more information on 量子资源网鈥檚 work in Crisis services, contact鈥Monica Johnson, Managing Director, 量子资源网. 

Special Alert: CMS Proposes Major Medicaid Payment Reform to Cap State-Directed Payments and Align Rates with Medicare

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On May 20, the Centers for Medicare and Medicaid Services (CMS)听听a proposed rule aimed at curbing state Medicaid payment practices that federal regulators have driven excessive federal spending without clear improvements in care. The rule, which implements new statutory requirements approved as part of the 2025 budget reconciliation act (P.L. 119-21, OBBBA) proposes to cap certain state-directed and targeted provider payments and is seeking to better align them with Medicare payment levels. These financial arrangements include healthcare related provider taxes and intergovernmental transfers.

If finalized,听CMS听projects the听rule will听result听in听significant听federal听savings over time and听will听refocus Medicaid funding on patient care, strengthen oversight, and ensure that supplemental payments are tied to measurable improvements in quality, access, and outcomes rather than financing strategies that increase costs without corresponding value.听量子资源网听(量子资源网)听experts are听continuing to听review听the proposed Medicaid payment reform听and will provide听additional听analysis in听future听newsletters and communications to听interest-holders.听听

May 20, 2026

Special Alert: CMS Proposes Major Medicaid Payment Reform to Cap State-Directed Payments and Align Rates with Medicare

Read Roundup

Expanding School-Based Behavioral Health Access for Children

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Interagency Collaboration, Care Coordination, and Rural Implementation: Pediatric Healthcare Landscape Analysis and Blueprint

THE CLIENT

Glenn County Office of Education (GCOE) is a recipient of a Providing Access and Transforming Health (PATH) grant from California鈥檚 Department of Health Care Services to implement a Capacity and Infrastructure Transition, Expansion, and Development (CITED) initiative. As part of implementation, GCOE applied for technical assistance through the CalAIM TA Marketplace to strengthen Enhanced Care Management (ECM) partnerships that connect school-based and school-linked behavioral health (BH) supports with Medi-Cal and community services. The goal was to improve pediatric behavioral health access, care coordination, and closed-loop referral pathways across school districts, county agencies, and local clinical providers.

As schools increasingly serve as the venue where many children and families first access BH supports, this case study highlights how cross-sector partners can align roles and coordination practices so students experience timely referral and smooth handoffs to community-based and clinical services鈥攅specially in rural and smaller counties. This work is relevant to behavioral health professionals working in schools (school counselors, school psychologists, educational social workers, wellness staff), county and state agencies (behavioral health, public health, child welfare, probation, social services), and clinical settings (licensed providers, FQHCs, managed care) who are strengthening prevention, early intervention, and referral pathways for children, youth, and families ages 0鈥25.

BACKGROUND

Like many counties, Glenn needed to align multiple agencies and initiatives happening simultaneously. As schools increasingly serve as the primary access point for student mental health, BH prevention, and early intervention, improvement depended on stronger, more reliable connections between education and healthcare鈥攊ncluding clear referral pathways within a multi-tiered system of supports (MTSS) and timely linkage to community-based treatment.

鈥溋孔幼试赐 has been an exceptional technical assistance partner throughout this project. Their team consistently exceeded expectations by accurately assessing our agency鈥檚 baseline needs alongside those of key community partners, facilitating meetings ahead of schedule to maintain momentum, and developing targeted prompts that strengthened both macro- and microsystem design efforts. 

What has stood out most is 量子资源网鈥檚 ability to create structured, collaborative planning processes that increase engagement and accountability across stakeholders. Their facilitation style helped move our organization from early exploration into actionable system design while ensuring partners had the time and support needed to provide meaningful input. We highly recommend 量子资源网 as a trusted and highly effective TA Marketplace vendor.鈥

Christine Taylor
Educational Administrator
Glenn County, CA

County offices of education can play an important and catalytic role in linking education and healthcare because they are well positioned to convene cross-sector partners serving children, youth, and families. In Glenn County, multiple state-driven changes affecting child and youth BH increased the need for tight interagency collaboration and seamless transitions鈥攕o each partner could act clearly within its lane or locus of control. Improving BH access also required ecosystem-level change management. Partners needed shared governance and practical coordination infrastructure (e.g., decision forums, common workflows, and information-sharing practices) to support closed-loop referrals and smoother movement between school-based supports, clinical care, and community resources. Glenn鈥檚 rural context brought both constraints and advantages: workforce capacity was limited, but long-standing relationships meant partners often knew one another and could be motivated to coordinate.

APPROACH

量子资源网鈥檚 technical assistance focused on building countywide infrastructure for collaboration and care coordination across schools, agencies, and clinical providers. The work centered on three components:

  1. An assessment of ECM readiness to identify the key factors and challenges tied to improving BH access and care coordination across multiple public agencies, schools, and community-based organizations serving county children, youth, and families.听
  2. Provision of targeted training of direct service providers of ECM such as licensed clinicians, school counselors, educational social workers, Community Health Workers, and Certified Wellness Coaches.
  3. Facilitation of two in-person countywide convenings to advance interagency collaboration across ECM, Community Schools, and the Children and Youth Behavioral Health Initiative (CYBHI), with dedicated work time on referral systems and data sharing for care coordination and transitions.

Partners included county agencies (Education, Behavioral Health, Public Health, Probation, Child Welfare, and Social Services), health care organizations (managed care plans, FQHCs), and community-based organizations supporting children, youth, and families. This cross-sector collaboration supported a whole-child approach by aligning school-based services, youth mental health resources, and referral pathways across education, public systems, and clinical care.

RESULTS 

Convened a countywide ecosystem of agencies and organizations to align around shared goals for children, youth, and family well-being鈥攃reating a common operating picture across school, agency, and clinical settings. 

Established a collective impact model with the County Office of Education serving as backbone, leveraging its convening role to link education and healthcare partners across the county. 

Translated and aligned education and health care initiatives (CYBHI, Community Schools, ECM, and the Behavioral Health Services Act/BHSA) into clear roles, workflows, and decision points鈥攕upporting lane clarity and smoother transitions across agencies and sectors. 

Accelerated design of standardized referral forms, closed-loop protocols, and data/information-sharing agreements鈥攆oundational infrastructure to simplify care coordination and reduce handoff failures for children and youth moving between school, clinic, and community supports. 

Strengthened ecosystem-level change management by identifying governance touchpoints and coordination infrastructure that can be maintained in rural contexts鈥攕upporting ongoing role clarity, continuous improvement, and consistent transitions for children, youth, and families. 

Identified 2鈥3 near-term projects to 鈥減ractice鈥 new interagency coordination behaviors, paired with governance forums to sustain collaboration and continuous improvement.

Takeaway for practitioners: When schools are a primary access point for prevention and early intervention, sustainable improvement depends on ecosystem-level change management鈥攕hared governance, clarified roles, integrated behavioral health workflows, and coordination infrastructure (including closed-loop referral and interoperable data/information-sharing practices) that helps students and families move seamlessly between school-based supports, specialty BH care, and community youth mental health services.

量子资源网 brings together nationally recognized expertise in pediatric behavioral health, hospital-based mental health integration, and public-sector policy and operations. Our clients serve rural and frontier communities, including state and local governments, health systems, federally qualified health centers, tribal organizations, providers of every specialty, and community-based groups

Contact our experts to learn more about how 量子资源网 can help your organization.

The Pediatric Behavioral Health Service Continuum in New Orleans

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Landscape Assessment and Gap Analysis of School-Based Primary Care and Behavioral Health for Medicaid-Eligible Youth Pediatric Healthcare Landscape Analysis and Blueprint

THE CLIENT

The client team is a coalition including a group of local and national funders seeking city-level solutions to address gaps in youth behavioral health services, a non-profit educational 鈥渜uarterback鈥 organization supporting New Orleans schools as they respond to students鈥 primary and behavioral health needs, and a children鈥檚 hospital with a robust, grant-funded school-based primary and behavioral health program exploring where it could uniquely expand impact.

Together, the partners set out to identify system-level opportunities for aligned funding, reduce the extent to which school-based staff are asked to take on additional care coordination work, and expand access for children and families to school-based primary and behavioral health services as well as community- and facility-based behavioral health services. The work focused on strengthening school-based mental health and integrated care pathways for Medicaid-eligible children and adolescents across the full pediatric behavioral health continuum.

BACKGROUND

In New Orleans, youth behavioral health and pediatric mental health needs were becoming more urgent, but the system designed to respond remained fragmented across schools, community providers, hospitals, and public agencies. School leaders and clinicians described referral pathways that were inconsistent and difficult to navigate, limited visibility into where services existed, and few shared accountability mechanisms across sectors鈥攃reating gaps in care coordination, crisis response, and follow-up. This made it difficult for stakeholders to coordinate strategy, align resources, or plan for scale.

In parallel, Manning Family Children鈥檚 Hospital and its ThriveKids student wellness initiative saw a significant opportunity to expand school based physical and behavioral health services across New Orleans Public Schools. 

School teams were increasingly operating as de facto care coordinators, triaging crises, managing referrals, and filling behavioral health gaps they were not equipped or designed to address. Stakeholders saw school-based health clinics and school-based health centers as a meaningful opportunity to close gaps in behavioral health screening and response, strengthen connections to primary and behavioral health care, and provide care navigation for students and families鈥攊ncluding trauma-informed supports, universal screening, warm handoffs, and alignment with multi-tiered systems of support (MTSS).

This project brought together multiple stakeholders鈥攊ncluding philanthropy, education, hospitals, and non-profits鈥攖o fund and lay the foundation for a shared view of need and opportunity. Because 量子资源网 has credibility across these sectors, we were able to support cross-sector collaboration and create a common fact base to guide investment decisions. Partners also recognized a specific local imperative: Medicaid-eligible youth and public school students needed better access to coordinated primary and behavioral health care, and the community needed a neutral, trusted convening entity to provide backbone coordination and accountability mechanisms.

APPROACH

量子资源网 applied a mixed-methods, system-level approach to understand both the supply of services and the lived experience of accessing care. This behavioral health needs assessment combined service mapping, Medicaid data analytics, and stakeholder input to evaluate the continuum of care鈥攆rom prevention and early intervention to crisis stabilization, day treatment, and residential treatment. This included: 

Quantitative analysis of Medicaid utilization data to assess service reach, gaps, and demand across the pediatric behavioral health continuum 

Survey of school-based and community-based services, including primary care, behavioral health, and higher-acuity treatment options 

Stakeholder engagement through 20+ interviews, focus groups, and surveys of school staff and providers to capture real-world barriers and system dynamics 

Gap analysis using national benchmarks to estimate unmet need and quantify where the system falls short 

Feasibility and opportunity assessment, evaluating not just need, but financial viability, workforce constraints, and implementation pathways

量子资源网 used a unique approach for this analysis. in the absence of extensive utilization data and services, 量子资源网 used the Academy of Child and Adolescent Psychiatry鈥檚 framework for the continuum of pediatric behavioral health services as a standard. We cross-referenced this with New Orleans population and Medicaid enrollment data and national utilization data to estimate how many children in New Orleans would be expected to participate in each service on the continuum and assessed the feasibility of launching or expanding each service based on an assessment of the regulatory landscape, viable revenue sources, and projected demand for each service. 

We then translated these findings into a practical, phased roadmap, grounded in local context and designed to align funders, providers, and schools around a shared strategy.

RESULTS

This effort provided the first-ever integrated view of the pediatric behavioral health system in New Orleans, spanning school-based health centers/clinics, community providers, and facility-based care鈥攁nd translating findings into practical options to improve access, care navigation, and crisis stabilization for Medicaid-eligible youth. 

For behavioral health professionals working in schools, state agencies, and clinical settings, the assessment produced an actionable picture of where the system breaks down鈥攁nd where investments and operational changes can measurably improve access and outcomes for Medicaid-eligible youth and public school students. Only ~2% of Medicaid-eligible youth are currently receiving school-based behavioral health services. 

Clarified the role schools are being asked to play in a fragmented system鈥攐ften functioning as care coordinators and first responders to behavioral health need鈥攕trengthening the case for school-based health clinics/centers with standardized screening, warm handoffs, and care navigation supports. 

Documented drivers of avoidable acute-care utilization, including gaps in community-based care: an insufficient number of providers willing to accept Medicaid, limited availability of evidence-based treatment, and the absence of respite and crisis residences鈥攆actors that can push families toward emergency departments and inpatient settings. 

Balanced a community-first strategy with realistic capacity planning鈥攊dentifying opportunities to mitigate the need for some facility-based services by strengthening community-based behavioral health, while also underscoring the continued need for day and residential treatment facilities to address behavioral health and substance use needs when higher levels of care are clinically indicated. 

Elevated the need for intermediary coordination to reduce silos and improve accountability across healthcare and education. The work provided a concrete rationale and initial design considerations for a neutral, trusted convening entity to coordinate primary and behavioral healthcare for Medicaid-eligible youth and public school students in New Orleans鈥攁n increasingly important model for cross-sector collaboration that has been difficult to implement effectively in practice.

Overall, the work supports a scalable model for integrated school-based behavioral health, Medicaid-aligned financing, and cross-sector care coordination鈥攈elping communities strengthen prevention, early intervention, and access to the right level of treatment.

Importantly, 量子资源网鈥檚 work does not stop at identifying gaps鈥攚e help clients prioritize investments, structure partnerships, and build the infrastructure needed for long-term system transformation. 量子资源网 can help organizations implement this kind of organizational change, by bringings a unique combination of: 

Deep expertise in Medicaid, behavioral health systems, and school-based care, enabling rigorous analysis of both financing and service delivery 

Proven ability to integrate quantitative data with stakeholder insight, ensuring recommendations reflect both system realities and lived experience 

Experience designing and implementing system-level solutions, not just conducting assessments 

Cross-sector credibility, allowing 量子资源网 to convene and align funders, healthcare providers, educators, and public agencies 

Practical, implementation-focused approach, translating complex findings into actionable strategies that are financially and operationally viable 

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