This brief offers strategies for PCAs and BHSAs to engage state legislators by navigating political dynamics, building champions, and engaging consumers. The insights are drawn from discussions that took place during a session on legislative engagement at the Delta Center Convening held in New Mexico.
This planning guide provides one possible framework to shape the process of organizational transformation needed to prepare for value-based payments (VBPs).
In 2017, health centers in Washington worked with the Washington Association of Community and Migrant Health Centers (WACMHC) and Washington State Medicaid (Health Care Authority or HCA) to launch a capitated FQHC APM that incorporates quality metrics.
In March 2024, the Delta Center for a Thriving Safety Net hosted its final grantee convening in New Orleans, Louisiana, to facilitate peer learning, celebrate achievements, and strategize for sustaining the Delta Center work. This document summarizes key insights from the convening.
The Association of Oregon Community Mental Health Programs led a multi-stakeholder planning process and engaging people with lived experience to design and launch a Rapid Engagement pilot in Oregon. Rapid Engagement is a system transformation project designed to remove barriers to access outpatient behavioral health services using a trauma-informed and person-centered approach.
Richard Edley, President and CEO of Pennsylvania’s Behavioral Health State Association RCPA, shares his insights into why value-based purchasing is so important, prior success within Pennsylvania, and concerns for the behavioral heath provider community moving forward.
This Health Affairs blog post describes an emerging strategy of health funders to develop long-term collaborative relationships with their peers to tackle complex health and health care challenges, focusing on a partnership between the Robert Wood Johnson Foundation and the Episcopal Health Foundation to advance safety-net payment reform in Texas.
This brief describes describes four key outcomes of the first phase of the Delta Center, which funded 12 state teams for its first cohort of the State Learning & Action Collaborative. Relationships built through the Delta Center helped support the safety net’s initial response to COVID-19 and will continue to contribute to greater alignment between primary care and behavioral health in future policy and practice changes.
To enhance the capacity of FQHCs to improve care delivery for their patients, California’s Department of Health Care Services is pursuing a value-based, alternative payment methodology (APM) for its FQHCs.
This case study examines the participation of Mosaic Medical Health Center in the Oregon Coordinated Care Organization (CCO) and in one of the most advanced health center alternative payment models in the country.