红领巾瓜报

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红领巾瓜报 Insights鈥攊ncluding briefs, webinars, and our podcast鈥攇ives you easy access to 红领巾瓜报鈥檚 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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Understanding Substance Use Disorders & the Use of Medications for聽Treatment

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Education Materials for Patients, Families, Educators and Non-Prescribing Providers

This is a comprehensive set of substance use disorder聽(SUD)聽education materials for patients, families, educators, and non-prescribing providers.聽In recognition of September being National Recovery Month, this document is fully downloadable for community use without restriction. 聽聽

The toolkit was made available through a joint effort of the California Department of Health Care Services Opioid Response Project and 红领巾瓜报. Coaching and technical assistance for this project was funded through DHCS by State Opioid Response Funds from SAMHSA. The bilingual patient education materials are written in accessible language for most audiences, in both Spanish and English. 

The materials can be used to broadly disseminate information across a community or with individual patients, family members and non-prescribing providers. These SUD educational materials were created using the latest research and information available. They are meant to be concrete and easily accessible with simple language that promotes increased understanding of each topic.  Some of the topics touched upon include evidenced-based treatment options such as Medications for Addiction Treatment (MAT) and Medications for Opioid Use Disorder (MOUD).  

From Crisis to Coordinated Care: Six Behavioral Health Priorities for Hospitals and Health Systems

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红领巾瓜报 Spotlight

From Crisis to Coordinated Care: Six Behavioral Health Priorities for Hospitals and Health Systems

Hospitals across the country are facing unprecedented levels of behavioral health (BH) challenges that impact every facet of operations, from the emergency department to discharge planning. Extended lengths of stay, ED boarding, workplace violence, and staff burnout present clinical issues and pose operational, financial, and reputational risks.
 
Individuals with BH needs arrive in emergency departments daily, even if the hospital lacks a dedicated BH inpatient unit. These patients require coordinated care across all clinical sites.  
 
红领巾瓜报 offers an end-to-end partnership helping hospitals identify and implement solutions in ways that build internal capacity and deliver measurable results.

Rapid assessments to identify high-impact opportunities

Financial modeling and reimbursement optimization

Strategic and operational planning for BH integration

Partnership development and M&A advisory for BH service lines

Implementation support with measurable results

Effective Strategies

红领巾瓜报 partners with hospitals to address these challenges with a vision of improving care and operations. Our team offers practical, high-impact solutions that enhance patient care, support your workforce, streamline operations, and promote financial stability. Contact us to discuss how solutions can be tailored to your hospital鈥檚 unique needs. Let鈥檚 address your most urgent behavioral health challenges now, before they impact care delivery and financial stability.

Six Priority Areas

While every hospital faces unique behavioral health challenges, the pressures they create are consistent. 红领巾瓜报 partners with your leadership and frontline teams to focus on six proven priority areas that create lasting impact. Together, we develop solutions that improve care, strengthen operations, and build resilience across your organization.

  • Rapid stabilization protocols
  • Integration of psychiatric expertise into acute care workflows
  • Boarding reduction strategies

Value: Reduce length of stay, improve throughput, and protect staff safety.

  • Cross-continuum care pathways
  • Partnerships with community providers
  • Readmission prevention frameworks
  • Accreditation readiness (The Joint Commission, DNV (Det Norske Veritas))

Value: Improve continuity, patient satisfaction, and reduce high-cost utilization.

  • Optimizing reimbursement (e.g., unbundled billing for injectables)
  • Service line financial assessment

Value: Unlocking new revenue streams.

  • Joint ventures with behavioral health providers
  • Sell-side preparation and merger and acquisitions support
  • Community and payer alignment

Value: Expand service capabilities while sharing risk and resources.

  • Staffing models to provide effective and efficient care while reducing burnout
  • Data-driven performance management
  • Technology-enabled workflows

Value: Increase efficiency and retention through optimized operations.

  • Medication Assisted Treatment (MAT) and Medication for Opioid Use Disorder (MOUD) implementation in ED and inpatient settings
  • Peer navigation programs
  • Integration with primary and specialty care

Value: Reduce mortality, avoidable readmissions to EDs, and improve community health outcomes.

Proven Results

Our work with hospitals across the country delivers measurable, lasting improvements that strengthen care delivery, operational performance, and financial health.

  • Reduced ED boarding times by up to 40% through targeted intervention models.
  • Increased reimbursement for behavioral health services by optimizing billing practices for long-acting injectables and other high-value services.
  • Delivered $1.2M in annual savings for a regional hospital through integrated behavioral health response planning.

红领巾瓜报 Differentiators

Many of our team members are former executives and clinical leaders from the behavioral health sector. They bring decades of experience leading behavioral health care in inpatient, outpatient and emergency department settings. 红领巾瓜报 provides the depth, agility, and collaborative approach that hospitals need to address today鈥檚 most urgent behavioral health challenges while also building capacity for the future. Our proven track record includes hospitals of all sizes and structures, ensuring that solutions are tailored to your market, patient mix, and resources.

ABA Compliance and Strategic Policy Support for Medicaid Managed Care Organizations

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红领巾瓜报 Spotlight

ABA Compliance and Strategic Policy Support for Medicaid Managed Care Organizations

Applied Behavior Analysis (ABA) is an evidence-based behavior therapy for people with autism spectrum disorder (ASD) and other developmental disorders. In recent years, the diagnosis of ASD and subsequent demand for ABA services has increased. State Medicaid administrations and Managed Care Organizations (MCOs) are tracking increased ABA utilization and wait times for these services, and in some situations are investigating quality of care and/or fraud, waste, and abuse (FWA) concerns. To optimize quality care for members, MCOs who cover these services must have policies regarding ABA benefit structure, clinical guidelines, utilization management, and service delivery. Plans also need to monitor for and identify possible FWA concerning documentation and/or billing practices for these services. MCOs with comprehensive ABA compliance and auditing programs can meet these critical needs.

Our team

红领巾瓜报鈥檚 national presence keeps us at the forefront of ABA-related changes in multiple states. 红领巾瓜报鈥檚 team of behavioral health clinicians have years of experience conducting FWA audits and have specific training required to conduct detailed and meticulous ABA reviews. Our team includes operational and clinical subject-matter experts with board certifications in behavior analysis (BCBA, RBT) who can support auditing activities as well as policy review and revision. We will work with your organization鈥檚 team to provide the insights necessary to maximize ABA quality of care and cost efficiency.

How 红领巾瓜报 can help

We work closely with MCOs to develop a customized scope of services that meet their unique ABA compliance, policy, and strategy needs.

We can help MCOs with:

  • Establishing their own ABA compliance programs
  • Conducting audits of ABA provider claims and associated medical records, using customized audit tools and findings reports, to identify potential FWA, including as part of an MCO鈥檚 Special Investigation Unit (SIU) program
  • Reviewing and providing feedback on ABA-related policies
  • Developing ABA-related documentation forms
  • Providing consultation on ABA reimbursement/utilization benchmark development
  • Providing support in building cohesion/collaboration between MCO and local Department of Developmental Disabilities representatives
  • Developing strategies to improve care coordination for youth transitioning to adulthood
  • Assisting MCOs with their Managed Behavioral Healthcare Organizations (MBHO) benefit oversight
  • Demonstrating how to maximize the interface of organizational Early and Periodic Screening, Diagnostic and Treatment (EPSDT) Medicaid benefits and the intersection with ABA services

We produce results

Our auditing team members have supported the SIUs of three Medicaid health plans in different states. We have demonstrated a 12:1 return on investment for our clients, based on associated recoupment of improper payments and estimated prevented loss.

If you have questions about our ABA compliance, policy, or strategic support services, contact our experts below.

ABA Auditing Services聽Case Study

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Headshot of Nicole Lehman

Nicole Lehman

Associate Principal

Nicole Lehman is an experienced healthcare professional specializing in the improvement, development, and growth of multifaceted, high-paced managed care organizations. … Read more
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Shannon Walters

Associate Managing Director

Applied Behavior Analysis (ABA) Auditing Services聽

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THE CLIENT

红领巾瓜报鈥檚 team of expert behavioral health auditors from Crestline Advisors performs audits of behavioral health services, including applied behavior analysis (ABA) services, for a Medicaid health plan in Virginia (鈥渢he client鈥). The client refers cases to 红领巾瓜报 when there are allegations of possible fraud, waste, or abuse (FWA) concerning documentation and/or billing practices for these services.

BACKGROUND

ABA is an evidence-based behavior therapy for people with autism spectrum disorder (ASD) and other developmental disorders. In recent years, the diagnosis of ASD and subsequent demand for ABA services has increased. State Medicaid administrations and Managed Care Organizations (MCOs) are tracking increased ABA utilization and wait times for these services, and in some situations are investigating quality of care and/or FWA concerns. Types of FWA concerning ABA therapy services may include billing for services not rendered, billing for ABA services without documentation of ABA-specific interventions, billing for services by unqualified individuals, or billing more units than the documentation supports, to name a few. We have a deep bench of licensed behavioral health clinicians and coders with many years of experience in conducting audits for MCOs, state Medicaid administrations, and providers. Given our expertise, we understand the importance of the golden thread of documentation that should underlie billing, including assessments and treatment plans which identify the need for ABA services and documentation of ABA service interventions, supervision, and family training.

APPROACH

The client鈥檚 SIU team identifies providers of ABA services for whom there is an allegation of potential FWA and provides us with sample claims and medical records to review. We have developed customized audit tools to investigate the unique documentation and billing considerations for ABA. Incorporating state-specific provider/billing manual requirements, we conduct pre- and post-pay audits in which we may identify errors in documentation (misalignment with what is billed on the claim). We then provide a detailed report to the client summarizing the identified errors and potential improper payments. Our team also can assist in the pre-audit phase to develop provider communications to request medical records and provides post-audit support to MCOs to help explain findings to providers impacted by the audit, or to support the MCO in an appeal or fair hearing process.

RESULTS

This is an ongoing project that has already provided significant value to our client in a short period of time. The client鈥檚 analysis of our auditing work, which included ABA findings reports as well as findings reports for other behavioral health services, has already identified a 12:1 return on investment, based on associated recoupment of improper payments and estimated prevented loss. Our own internal ROI analysis, focused specifically on ABA audits, also identified a 12:1 benefit. By working with our team, MCOs can expect to see timely and thorough identification of potential improper payments upon which they may act to reduce FWA. Ultimately, reducing FWA leads to increased availability of services for the members who need them most and promotes improved quality of care from qualified professionals. To learn more, email .

Addressing the Growing Crisis in Older Adult Behavioral Health

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Imagine a 77-year-old man named Don who lives alone in his small apartment after his wife, Marcia, suddenly died a year ago. She had been his constant companion and long-time caregiver, making sure he took his medications for diabetes and bipolar disorder. Now he is socially isolated, lonely, and depressed. When he neglects to eat, his blood sugar levels tend to drop, and he becomes light-headed. He won鈥檛 call his doctors then; he doesn鈥檛 want to bother them. Besides, it was his wife who used to communicate with his doctors and psychiatric team about any concerns. Without her, he doesn鈥檛 have much motivation to do anything.

Don illustrates several U.S. demographic and epidemiologic trends:

He is a 鈥淏aby Boomer鈥 driving the ongoing aging of this country. Within the next 20 years, the number of Americans aged 65 and over will exceed the number of those under 18. The population of working age, including those available to care for older adults, will decline by 5 percent. As a result, the emerging care gap between the numbers of Americans who need care and those who can provide it will greatly increase.

Like greater numbers of older Americans, he has at least two chronic illnesses, adversely affecting his overall functioning and quality of life. According to a 2025 Centers for Disease Control research summary, chronic conditions put him at risk for higher healthcare costs[1]. The combination of chronic physical and mental health conditions will likely mean very high health care costs.

Like increasing numbers of older Americans, he has a behavioral health disorder. About 25% of older adults have a diagnosable mental, substance use, and/or cognitive disorder. These conditions are often exacerbated by social isolation and loneliness, which is associated with increased rates of both mental and physical health problems.

Unfortunately, about half of older adults with mental or substance use disorders do not get treatment or are treated by primary health care providers who have limited training in addressing geriatric psychiatric concerns. As a result, only about a third of people who get treatment receive what is “minimally鈥 adequate treatment. Only about half of those who get treatment from mental health professionals receive adequate care.

The low utilization by older Americans of behavioral health services reflects several access challenges including: 

  • Access to providers who are clinically, culturally, linguistically, and generationally competent are in short supply. The shortages are most acute for rural residents. There is also a shortage of geriatric mental health professionals participating in the Medicare program.
  • Service access is also problematic. Many treatment programs are in hard-to-reach locations. There is also a tremendous shortage of services in home and community settings, due to workforce shortages.
  • Discrimination including stigma and ageism, plus the lack of awareness about mental illness and the effectiveness of treatment result in reluctance to seek or accept behavioral health services.

Unlike many of his contemporaries suffering from a behavioral health condition, Don does have long-standing behavioral health treatment which has been effective for most of his lifetime for managing his bipolar disorder. But without his wife鈥檚 support, his attendance and adherence have faltered. He now needs other sources of support and guidance, as well as more intensive treatment, or he faces several major risks:

  • He may wind up being taken by ambulance to hospital emergency rooms for falls. *
  • He may be admitted to the hospital for broken bones, diabetic complications, or even a stroke or heart attack.
  • He may deteriorate further and become unable to care for himself, eventually transferring from a hospital to a long-term care facility.
  • He may suffer premature death.

Older Americans, like Don, need not suffer injury and decline in addition to grievous loss. With the right systems of behavioral health, supported by care coordination and person-centered care plans, they can recover, adapt, and remain in their homes, as most Americans prefer.

红领巾瓜报 has the expertise to create and strengthen those systems of care. To learn more about How 红领巾瓜报 Can Help.


[1] Watson KB, Wiltz JL, Nhim K, Kaufmann RB, Thomas CW, Greenlund KJ. Trends in Multiple Chronic Conditions Among US Adults, By Life Stage, Behavioral Risk Factor Surveillance System, 2013鈥2023. Prev Chronic Dis 2025;22:240539. DOI:

Addressing Behavioral Health Needs in an Aging Population

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红领巾瓜报 Spotlight

Addressing Behavioral Health Needs in an Aging Population

America鈥檚 healthcare and behavioral health systems are not adequately supporting the mental health and substance use needs of older adults. Unless improved with targeted and innovative policies and operational changes, those systems will do an even poorer job in the immediate future as our country rapidly ages. The result will be an increased number of older adults with untreated mental health disorders, cognitive disorders, and/or substance use disorders, increased rates of hospitalization and institutionalization, and vastly increased care costs.

Available statistics make clear the challenges:

  • The number of older adults in this country is expected to grow from approximately 56 million in 2020 to 85 million in 2050. Without substantial breakthroughs in treatment and prevention, the number of older adults with diagnosable mental disorders will increase from about 11 to 17 million and those who misuse alcohol and other drugs will increase from 2 to 3.5 million.
  • During those three decades, the number of Americans with dementia will also nearly double from 7 to 13 million. Many of these elders will have co-occurring behavioral health conditions, such as depression, anxiety, psychosis, and behavioral disturbances which will greatly strain family resources and coping.

If present performance is any predictor of the future, our systems of care now in place will not be able to handle the coming needs. Today fewer than half of older adults with mental or substance use disorders get any treatment at all because of limited-service capacity and access. Much of the care that is provided comes from medical and behavioral health providers without specific training or experience in older adult mental health and substance use disorders. The so-called digital divide鈥攊n which many older Americans are uncomfortable with telehealth or lack the equipment or bandwidth to use it鈥攄isproportionately impacts those with behavioral health disorders who live in rural communities and/or have limited economic means.

To adequately care for these vulnerable older adults, our approach and systems must change. That will require increased attention, investment, and thoughtful planning. Fortunately, there is clinical, operational, and policy expertise available to guide what will necessarily be a decades-long effort.

How 红领巾瓜报 can help

红领巾瓜报 works with a range of clients. We work with federal, state and local governments, trade associations, provider organizations and community-based provider organizations (CBOs), delivery systems, managed care organization (MCO)聽plans, and philanthropic funders, to design, implement, and sustain effective models and systems of care for older adults with mental health and substance use needs.

We bring together a cross-sector, multidisciplinary team of experts in older adults鈥 needs and mental health and substance use focused on strategy, policy, clinical, operations, and finance systems. Our team members have rich backgrounds across government, payers and provider systems. We understand our clients鈥 needs because we鈥檝e been in your shoes.

Workforce & Capacity Building

Policy, Planning & System Redesign

Integrated & Specialized Care Models

Evidence-Based & Preventive Interventions

Financing & Technology Infrastructure

Provider Access

  • Conduct workforce planning, including age-friendly training
  • Identify and implement caregiver support models
  • Design financing and optimization of revenue models

Discrimination and Awareness

  • Provide psychoeducation for older adults and their families

Service Access

  • Plan state and local policy and system redesign
  • Establish integration models within and between systems 聽
  • Implement care coordination/care transition models, including post-acute care
  • Incorporate mental health and substance use in multi-sector plans on aging and age-friendly communities聽
  • Build age friendly systems of health and mental health/substance use care
  • Embed tech-enabled care solutions

Recent Project Examples

Strategic planning

An Area Agency on Aging (AAA) hired 红领巾瓜报 to assess the needs of its client population and develop strategies to enhance behavioral health services and supports. The mental health and substance use needs of older adults, and especially those with both Medicaid and Medicare are among the highest. Through this project, the AAA focused on finding ways to expand service access to older adults. 红领巾瓜报 prepared several recommendations to contract with health plans to help older adults access behavioral health services.

Multi-sector plans on aging development

A county hired 红领巾瓜报 to help develop a multi-sector plan on aging. Multi-sector plans on aging provide an opportunity to address the unmet mental health and substance use needs of older adults. 红领巾瓜报 analyzed relevant assessments and plans and facilitated broad community engagement to help shape the development of the plan.

Skilled nursing facilities practice improvement

A state health department hired 红领巾瓜报 to enhance the quality of care of skilled nursing facility residents with substance use disorders. Many residents, including older residents, of nursing homes have unidentified and untreated substance use conditions. 红领巾瓜报 delivered on-site technical assistance, in-person staff training, policy and procedure development, community partnership building, and regional forums to foster shared learning.

Affordable housing with integrated services sustainability

A long-term care trade association hired 红领巾瓜报 to develop a braided financial and partnership service model to integrate health, mental health and social services to support aging in place. Integrated service and financial models can better support the often co-occurring physical, mental, and social needs of older adults. 红领巾瓜报 conducted stakeholder engagement, service gap analysis, and strategic alignment to support the development of a sustainable service model.

Post-acute care guide

A state-level hospital association hired 红领巾瓜报 to support its hospitals and their staff on post-acute care transitions. Post-acute care transitions are critical to ensuring that older adults have a successful recovery. These transitions are important for preventing complications after leaving an acute care setting like a hospital. The association hired 红领巾瓜报 to create first-of-its-kind post-acute care (PAC) guides to support clinicians and family members to find post-acute care resources to address behavioral health needs.

Rural access to services for older adults

A foundation hired 红领巾瓜报 to improve access to integrated care for older adults who were dually eligible for both Medicaid and Medicare. Older adults residing in rural communities have poorer access and outcomes than their urban peers. 红领巾瓜报 created a toolkit of actionable solutions for state policymakers to address older adults鈥 mental health needs and social isolation conditions in rural communities.

Contact our experts:

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Patrick Meadors

Associate Principal

An expert in psychological processes and systems thinking, Patrick Meadors is a licensed marriage and family therapist with over 15 … Read more
Headshot of Kim Williams

Kim Williams

Principal

Kim Williams is an experienced executive, policy leader and social worker with a record of transformational growth, accomplishment, and innovation … Read more

Reference-based pricing 鈥 a tool to improve consumer behavioral health access and affordability

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Reference-based pricing is a tool that can help to address growing healthcare costs and ultimately improve healthcare affordability, especially for consumers with private health coverage.  Two states 鈥擮regon and Montana鈥攈ave already implemented reference-based pricing (RBP), and several others have considered it or are in the process of implementation. RBP can be implemented in two ways- either through setting limitations on what insurers can reimburse for health services or by setting limitations on what providers can charge for services. The 鈥渞eference price,鈥 usually a percentage of what Medicare pays, can also function as a floor for provider payments. This is especially important to combat issues of access to behavioral health services, where payments are notoriously low, and workforce shortages and limited network participation issues are a significant barrier to patients seeking care.

since implementing caps in 2019 on what insurers can pay providers- $107.5 million over 27 months- and recently demonstrated reductions in out-of-pocket spending without unintended consequences such as hospital network disruptions or price hikes. `

In Washington, reference-based pricing was evaluated as a possible policy intervention in two reports prepared by 红领巾瓜报 (红领巾瓜报). The reports were produced for the Office of the Insurance Commissioner (OIC) to address healthcare affordability in 2023 and 2024. The included a landscape of the healthcare system in Washington as well as an overview of several policies for consideration, while the involved actuarial and economic analyses of selected policies to understand their potential impacts they might have in lowering healthcare costs and improving healthcare affordability for consumers.

红领巾瓜报 and Wakely, an 红领巾瓜报 Company, worked closely with the OIC and other partners to select and model the impact of various policies. The process for developing a model to evaluate reference-based pricing involved Wakely accessing the state鈥檚 , and included a review of claims from the state鈥檚 commercial and Medicaid health plans. To establish a baseline, Wakely compared different sets of healthcare services to what Medicare reimburses for that category of services, on average. This data showed vast differences in how much was being reimbursed by private plans relative to Medicare depending on service category- ranging from .

Recognizing the value of access to primary care services, that 12% of healthcare dollars should be spent on primary care. Ever since, the state鈥檚 has been focused on tracking progress towards this goal. There had not been a similar focus on establishing targets for behavioral health services until this analysis. The low reimbursement rate for outpatient behavioral health services was not surprising and confirmed what had long been suspected as a contributor to challenges accessing outpatient behavioral health services for those with private insurance. Poor access to behavioral health services also contributes to healthcare affordability issues for consumers with private insurance, who end up going without, or paying for care out-of-pocket when they can鈥檛 find behavioral health providers that take private insurance. An analysis by the found that privately insured adults who had a diagnosed mental health condition had twice as much out-of-pocket expense compared with those who did not have an identified mental health condition and that employers reported narrower networks for mental healthcare than their overall provider networks.

These findings, combined with the data from the APCD about low reimbursement rates, were catalysts for how Washington approached legislation to apply reference-based pricing for its public and school employee health plans in the 2025 legislative session. Recognizing that reference-based pricing could be used not only as a tool to improve affordability, but also to potentially increase access to important services, , signed into law in May 2025, sets caps on how much insurers can pay providers for specific sets of services, but establishes floors for how much insurers must reimburse for primary care and outpatient behavioral health services to 150% of Medicare. Notably, Colorado was considering , but it did not pass.   

Healthcare affordability and access to behavioral health services are two persistent problems that contribute to poor health outcomes for many Americans and the relationship between the two is complex.  It will be important to track how Washington鈥檚 new law impacts both of these issues to better understand and explore other questions, such as how expanded access to outpatient behavioral health services could improve overall healthcare affordability by addressing behavioral health issues before they become critical and/or emergent? Will it avoid or reduce traumatic and expensive trips to emergency room and crisis services? Washington鈥檚 new law offers an opportunity to closely evaluate and understand these types of questions and offers a potential model to address these intertwined and persistent problems.   

红领巾瓜报鈥檚 work on reference-based pricing was supported in part by Arnold Ventures.

As states struggles to address healthcare costs and invest in behavioral health, reference-based pricing and supporting analytics are one tool that 红领巾瓜报 can offer to organizations.  Contact us to learn more.

Los Angeles County Child Welfare-Involved Population Medi-Cal Analysis

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Comparative Analysis of the Engagement in Care for Children in Medi-Cal Fee-for-Service vs. Managed Care and Learnings from Enhanced Care Management Early Implementation

In November 2023, the Los Angeles (LA) County Board of Supervisors passed a motion to address the implementation of new benefits for the child welfare-involved population launched through California鈥檚 Medicaid waiver, California Advancing and Innovating Medi-Cal, known as CalAIM. The CalAIM waiver expanded services to managed care beneficiaries, including enhanced care management (ECM) for coordinated case management, referrals, and community resource navigation and community supports, such as housing assistance, medically tailored meals, housing modifications, respite care for caregivers, and asthma management. These benefits are designed to better address health and social needs for the most vulnerable and at risk Medi-Cal beneficiaries, including children and youth involved in the child welfare system. The Board directed the Office of Child Protection (OCP), in collaboration with key county departments, to engage 红领巾瓜报, Inc. (红领巾瓜报), as the technical assistance provider.

Recognizing that approximately two-thirds of child welfare-involved children and youth in LA County are enrolled in fee-for-service (FFS) Medi-Cal and ineligible for new CalAIM supports, 红领巾瓜报 conducted a comparative analysis of the experience of children involved in the child welfare system in FFS versus managed care Medi-Cal through an analysis of federal T-MSIS data looking at a snapshot of data from December 2022. The analysis examined the experience of the child welfare-involved population in primary and preventive healthcare services (including well-child visits, dental visits, behavioral health) in Medi-Cal FFS versus managed care plan enrollment (MCPs) to inform decisions about existing practices for care management among the child welfare-involved population. The comparative analysis of the child welfare population in Los Angeles County, San Diego County, and Riverside County revealed children in managed care consistently showed higher rates of engagement in primary and preventative healthcare services.

What If Mental Health Checkups Were as Normal as Mammograms?

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Monica Johnson, managing director at 红领巾瓜报, takes us through her compelling journey from frontline caregiver to national leader in behavioral health policy. In this episode of Vital Viewpoints on Healthcare, Monica reflects on the national rollout of the 988 crisis line as one of the most transformative shifts in creating a stigma-free behavioral health system of care that meets people where they are to support whatever crisis they may face. Monica shares personal stories and strategic insights that illuminate why policymakers must ensure these systems prioritize the local needs of patients and providers. We explore the future of crisis care, the enduring need for bold federal-state collaboration, and why it’s time to normalize mental health checkups.

The Changing Behavioral Health Landscape in a Time of Fiscal Uncertainty; Learn more at 红领巾瓜报鈥檚 Behavioral Health Town Hall May 29

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It is hard to keep abreast of the changes being made to the healthcare system at the Federal level, and how these changes will impact behavioral health (BH) services.  The current reprioritization of funding by the Department of Health and Human Services (HHS) and the proposed changes in the budget bill pending in Congress will significantly reshape Medicaid and critical behavioral health programs.  States and local organizations will need to sharpen their understanding of this new funding landscape, so they are able to focus on addressing critical needs for prevention and treatment of mental health and substance use disorders.

– 红领巾瓜报鈥檚 Behavioral Health Town Hall, Thursday, May 29 at 12 p.m.

With Federal funding levels in question, States and their stakeholders need to consider how they are funding BH initiatives. We鈥檒l address participant questions and topics we know are top of mind, for example:

What steps can states take to ensure sustainable funding for critical programs? Are states strategically utilizing their Medicaid programs to preserve BH specific program dollars for other purposes? What efficiencies and enabling technologies can organizations adopt to support their mission? How should state and local entities be thinking about the opioid settlement dollars to maximize support for services and initiatives that face uncertain future financial support?

In addition, Congress is debating changes to Medicaid eligibility and funding policies that may result in shifts in key aspects of the program. States can start planning now for changes to their processes and for outreach and education campaigns that will be essential in supporting individuals with mental health and substance use disorder diagnoses. Payers should be planning for changes in enrollment and enrollee risk profiles while providers should expect changes in their payer mix and a need for enhanced collaboration with community organizations.  Are there different models that can be pursued to effectively navigate these shifts? How will all of this uncertainty affect the BH workforce?  Stakeholders need to be prepared to engage in downside risk arrangements, think about their patient/consumer engagement strategies and integrating digital BH tools that are the focus of the CMS Innovation Center agenda.

You probably have questions that we didn鈥檛 even list here. Here is your chance to ask them:  Join 红领巾瓜报 on Thursday, May 29 at 12 p.m. at a dynamic and interactive Behavioral Health Town Hall where 红领巾瓜报 experts Heidi Arthur, Rachel Bembas, Allie Franklin, Teresa Garate, , and will be available to answer your questions live on a wide range of critical topics, including:

  • Federal policy, personnel, and funding changes;
  • Emerging strategies for addressing social determinants of health, substance use disorder and crisis coordination (including 988);
  • Leveraging cross-sector partnerships to build ecosystems of care across communities promoting coordination and collaboration;
  • Behavioral health revenue cycle management and alternative payment models; and
  • Innovations in addressing workforce shortages, integrated service delivery, digital mental health tools, and best practices for community mental health service delivery.

Whether you鈥檙e navigating regulations, searching for new funding, designing service delivery systems, or just trying to understand what happens next, this town hall is your chance to ask questions, share insights, and discuss real-world solutions with industry experts.

Transforming Crisis Care Intervention: The Role of 988

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This week, our third In Focus section highlights the national 988 Suicide and Crisis Lifeline, the three-digit number for individuals in need of behavioral health crisis support. The 988 Lifeline is composed of 200-plus contact centers across the country, which connect people to trained counselors to deescalate crises, provide behavioral health resources, or connect individuals to an in-person responder. Supported by federal legislation to help create a nationwide, standardized, easy to remember 3-digit number, the program is still in its early stages, having been established three years ago this coming July.

In this article, 红领巾瓜报 (红领巾瓜报) experts provide important context about the 988 Lifeline and future policy direction and suggests actions state leaders can take to enhance use of this critical resource.

988 Lifeline: A Product of Coordinated Collaboration

The story of how the 988 Lifeline was created is an example of long-term advocacy and innovation that demonstrates how a solution needs to combine the state and local decisionmakers with federal policy and support. People experiencing a mental health crisis, thoughts of suicide, or concerns about substance misuse should receive the appropriate local response to seek support or care.

Prior to the 988 Lifeline, individuals experiencing a behavioral health crisis may have contacted 911 and, therefore, not always received the most appropriate response for their unique needs. In some situations, 911 responders鈥攖ypically law enforcement, emergency medical services, or hospital emergency departments鈥攁re ill-equipped to direct people experiencing a behavioral health crisis. Trained behavioral health professionals responding to an individual experiencing a crisis is the appropriate intervention at most points of access. Increased diversion from 911 calls to 988 when an individual is experiencing a behavioral health crisis is an expected long-term outcome.

The federal government鈥檚 role is to continue to support the work to enhance the 988 Lifeline, but there’s so much more that needs to happen to increase education and awareness in states, localities, and Tribal nations. They still need support in building out their systems.

State Initiatives Strengthening the 988 Lifeline

Since the launch of the 988 Lifeline in July 2022, 50 percent of the states have approved some type of appropriation or some type of legislation to further cement 988 in their local communities. Some states have established trust funds or implemented 988 cell phone fees similar to what 911 does to provide financial support. Other states have established committees to study and support 988 implementation, building out the various components of a true coordinated crisis system of care.

红领巾瓜报 experts have identified strategic and operational recommendations to support this ongoing work, including:

  • Be intentional about having the right people at the table where decisions are made, including voices with lived experience and people who are part of the policy-making process. Establishing this formal, standardized 988 system enables local communities to better allocate resources in crisis situations. In most cases, the contact with the 988 Lifeline is the best intervention to ensure people get the support or resources needed to resolve or deescalate the crisis.
  • When designing a crisis system in a community, think about prevention and what happens when the crisis is over. Crisis systems established on a poor behavioral health foundation will fail. Stakeholders and decisionmakers should continue building out their systems by remembering that the entire continuum of care鈥攆rom crisis to ongoing support鈥攊s needed.
  • Identify the data that are needed to tell the story about the value of the 988 Lifeline and crisis care systems. Anecdotes are essential and should be paired with data, especially when ongoing funding is needed.

Where Is the 988 Lifeline Headed?

It is likely to take decades to generate greater awareness about the 988 Lifeline, to have interoperability between 911/988, to ensure every person in the country has access to the service no matter their zip code, and to see a fully transformed behavioral health crisis system will take decades to accomplish. The collaboration between federal, state, territories, Tribal nations, and local communities is pivotal to reaching these goals.

While we are at the beginning phases of this work, much has been done that should be celebrated. The 988 Lifeline has transformed how we as a nation talk about behavioral health and suicide prevention. Still, we as a collective have work ahead to achieve the vision of transforming the behavioral health crisis care system.

Connect with Us

红领巾瓜报 (红领巾瓜报) is hosting a live, interactive event on Thursday, May 29, 2025. [The Ask the Experts: Behavioral Health Town Hall /insights/webinars/ask-hma-experts-behavioral-health-town-hall/ ] will explore the latest developments in behavioral health鈥攆rom policy shifts and funding trends to real-world solutions for service delivery, workforce challenges, and system design. 红领巾瓜报 and Leavitt Partners, an 红领巾瓜报 Company, experts will be on hand to answer participant questions and share insights about 988 and other topics:

  • Policy and funding updates at the federal level
  • Innovative approaches to crisis response, 988 implementation, and substance use services
  • Revenue cycle improvements and evolving payment models
  • Strategies to strengthen the workforce, integrate care, and leverage digital mental health tools

For more information about 988 systems and effective practices emerging in crisis care, contact Monica Johnson, Managing Director for Behavioral Health. Prior to joining 红领巾瓜报, Ms. Johnson, Managing Director for Behavioral Health, was the director of the 988 & Behavioral Health Crisis Coordinating Office at the Substance Abuse and Mental Health Services Administration鈥攖he federal agency that leads public health efforts to advance the behavioral health of the nation.

Webinar Replay – Ask 红领巾瓜报 Experts: Behavioral Health Town Hall

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This webinar was held on May 29, 2025.

In this dynamic and interactive Behavioral Health Town Hall hosted by 红领巾瓜报 (红领巾瓜报), our experts answered questions live on a wide range of critical topics, including:

  • Federal policy, personnel, and funding changes;
  • Emerging strategies for addressing social determinants of health, substance use disorder and crisis coordination (including 988);
  • Behavioral health revenue cycle management and alternative payment models; and
  • Innovations in addressing workforce shortages, integrated service delivery, digital mental health tools, and best practices for community mental health service delivery.

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