By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Medicaid is one of the most complex healthcare programs in the United States, serving more than 90 million Americans through a combination of federal and state-administered programs, eligibility categories, and waiver authorities. The program finances acute care, behavioral health, long-term services and supports (LTSS), and home- and community-based services (HCBS) for older adults, children, individuals with disabilities, and medically vulnerable populations. The complexity is further shaped by the use of Section 1915(c) and other waiver programs, which allow states to tailor eligibility rules, covered services, enrollment caps, and care delivery models for specific populations such as individuals with intellectual and developmental disabilities (I/DD), serious mental illness, traumatic brain injuries, and medical fragility. Many states operate multiple waiver programs, each with distinct clinical, financial, and functional eligibility criteria, assessment instruments, level-of-care requirements, and redetermination schedules. Nationally, millions of beneficiaries receive HCBS services through these waiver programs, while states simultaneously manage waiting lists, cost-neutrality requirements, provider network adequacy, workforce considerations, continuity of care, and federal compliance obligations. Determining eligibility for Medicaid waiver services requires specialized clinical and administrative processes, including functional assessments, medical necessity reviews, PASRR screenings, behavioral health evaluations, financial eligibility determinations, and ongoing reassessments. These evaluations often require coordination among State Medicaid Agencies (SMAs), managed care organizations, independent assessors, physicians, hospitals, nursing facilities, and community providers. The resulting operational environment demands sophisticated clinical oversight, regulatory expe
May 15, 2026 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions States have developed a wide range of services to help individuals who have disabilities or chronic conditions and need long-term care. Over 30% of Medicaid expenditures go toward long-term services and supports (LTSS) for both institutional and home-based care. Because LTSS programs often span multiple waiver authorities, eligibility pathways, delivery systems, and community partners, creating a seamless beneficiary experience can be operationally complex. Many states are balancing modernization efforts with evolving federal requirements, workforce considerations, and the need to preserve continuity of care for vulnerable populations. As part of these ongoing modernization efforts, some State Medicaid Agencies (SMAs) are exploring opportunities to further align enrollment and assessment processes to support both operational efficiency and person-centered care. Because eligibility and assessment requirements often vary across programs, beneficiaries and caregivers may experience multiple touchpoints during enrollment and reassessment. To help LTSS beneficiaries access services that support them in living as independently and safely as possible in the setting of their choice, many SMAs are exploring ways to further align and streamline enrollment and assessment processes. These modernization efforts can enhance person-centered care while also helping states improve coordination and administrative efficiency. Improving Enrollment and Assessments with Technology Advances and Person-Centered Care When states implement a unified enrollment and assessment process, they can create more coordinated access points where assessors determine eligibility and beneficiaries receive consistent information and support across programs and regions. This approach can help streamline communication while maintaining a person-centered experience regardless of a beneficiary’s location, provider, or ci
Aug 5, 2025 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Acentra Health applauds the steps taken by private health insurance leaders, the U.S. Department of Health and Human Services (HHS), and the Centers for Medicare and Medicaid Services (CMS) leadership to collaborate on accelerating care decisions and enhancing transparency around the prior authorization (PA) process. As this process with private insurers moves forward, we welcome the opportunity to contribute to this national discussion with our perspectives and highlight the work we are doing on behalf of our clients. As a trusted partner to state and federal health programs across the country, Acentra Health is dedicated to improving the beneficiary and provider experience with an approach that is grounded in thoughtful design, transparency, and a focus on access to care. As such, we remain deeply committed to advancing PA practices that optimize clinical value, reduce administrative burden, and promote timely access to care for members. Our mission is rooted in helping our clients execute their policies while fostering a transparent, efficient, and equitable utilization management (UM) process. Commitment to Reducing Administrative Burden We recognize the importance of ensuring that the PA process supports — rather than hinders — access to necessary services. Acentra Health continues to work closely with our state and federal clients to evaluate PA requirements and identify opportunities to eliminate or streamline review of procedures that consistently receive high approval rates. This data-driven, client-focused strategy has been a priority area for us and will remain central to our UM evolution. Aligning with CMS Interoperability and Access Rules The final CMS rule (CMS-0057-F) underscores the need for electronic PA tools that improve data exchange and transparency. Acentra Health has been actively engaged in developing application programming interfaces (APIs) for PA, pat
May 29, 2025 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Incarcerated individuals often leave prison with complex health needs and little support waiting for them outside. Medicaid’s Section 1115 reentry waivers offer a chance to change that, but translating policy into impact takes more than paperwork. It requires strategic design, on-the-ground knowledge, and systems that don’t fall apart after the pilot phase. To help states navigate this terrain, Acentra Health convened a panel of Medicaid and corrections leaders from Washington, Arizona, and Michigan, states at the forefront of reentry innovation. Together, they shared lessons learned, pitfalls to avoid, and strategies that can scale nationwide to serve this at-risk population. The result? Five grounded insights that can help states turn reentry waivers into real-world results. Build a Data Foundation Early: Design with Evaluation in Mind All successful programs are built on clear goals and the ability to measure progress, as well as performance, over time. From the start, it’s important to think about how you’ll collect and use data. Not just to coordinate care, but also to assess what’s working (or not) at every point in the member’s journey. States like Arizona and Michigan are already investing in systems that track care before and after release. This helps them evaluate outcomes like ER use, medication continuity, and recidivism. As Vikki Wachino, Executive Director of the Health and Reentry Project (HARP), put it, “states are really eager to know if these efforts are working, and that means building evaluation plans early, not after launch.” Pro Tip: Before launching, map how data will flow across Medicaid systems, correctional health records, and MCOs both before and after release to set the stage for smoother coordination, stronger impact, and better outcomes. Account for Wide Variation in Facility and Community Readiness Facility readiness varies widely, from clinical s
Dec 6, 2024 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Youth transitioning out of residential facilities face numerous challenges, including inadequate healthcare and social support. Justice-involved youth (JIY) are at high risk for poor health outcomes, recidivism, and struggles with reintegration into society. In recognition of these needs, the Omnibus Reconciliation Act of 2022 mandated that states receiving Medicaid funding must provide health and social risk assessments to JIY 30 days before and post-release. With a compliance deadline looming at the start of 2025, state agencies must act quickly and proactively to establish systems that meet these requirements. Understanding the Mandate: Why It Matters The federal mandate recognizes the need for continued support of the JIY population in order to help their successful reentry into society. However, for state Medicaid agencies, the mandate presents a complex challenge that requires specialized knowledge, collaboration, and, often, comprehensive support services. By proactively aligning with the 2025 federal mandate, enhancing assessments, and implementing coordinated aftercare services, states can offer targeted, tailored services to the JIY population and prevent their return to the justice system. State agencies should prioritize the following three initiatives to be successful: Understand Their Needs through Specialized Assessments Comprehensive support systems that include health risk assessments, case management, and coordinated care significantly reduce the risk of recidivism and offer these young individuals a better chance at a stable future. It's critical for your agency to deliver assessments that consider the immediate health risks and the social factors-such as housing and employment-that play a crucial role in long-term success. For example, Acentra Health uses an advanced care management platform and sophisticated analytics to seamlessly integrate health risk and
Oct 24, 2024 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions In today’s digital age, enhancing the client experience is key for any organization. It’s especially important in public health. State Medicaid programs are increasingly focused on delivering personalized, timely, and effective services. Better services drive improved health outcomes, higher beneficiary satisfaction, and enhanced organizational performance. One area that continues to demand a client-first approach is Medicaid eligibility assessments. This activity requires a strategic approach that harnesses human expertise and technology to maximize impact. Implementing a client-centered approach to service delivery can be challenging, especially for agencies serving diverse regions and unique communities. However, turning these challenges into opportunities is where the real impact begins. State agencies should adopt a top-down commitment to a comprehensive client experience program, training staff on cultural competency and client-centric concepts, and aligning each role to a client-first model. It's also crucial to keep a consistent focus on the client in organizational meetings and communications, and establish a recognition system that encourages and celebrates client-centric behaviors. With a structured, client-focused approach at every level, agencies can greatly enhance Medicaid eligibility assessments and overall service delivery. Recommendation 1: Understanding Client Journeys and Diverse Populations To become a truly client-centric organization, it's essential to "walk in the shoes" of your clients. Every interaction should be carried out with empathy and respect, and documenting client journeys provides key insights for better understanding their needs. By seeing things from the client’s perspective, your organization can align its focus accordingly. Additionally, understanding the diverse populations you serve through Social Determinants of Health (SDOH) and Healt
Sep 3, 2024 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions An Expert’s Guide for State Medicaid Agencies Stakeholder engagement isn’t just a buzzword: it’s the starting point for any Medicaid agency seeking to make better, more informed decisions. Gathering and applying stakeholder feedback can ensure that an agency’s programs are effective, inclusive, and well-received. Stakeholder engagement requires frequent and consistent communication with the right contacts. However, this can be difficult for government employees juggling competing priorities or from states with large geographies, diverse and economically varied populations, or a mix of urban, rural, and suburban communities. These challenges have led to a growing trend: Many states are partnering with third-party organizations to help create and implement their health programs. This is especially true for large health assessment projects, where third-party experts are better equipped to have in-depth conversations with stakeholders and gather insights that can enhance operations, improve program performance, and ensure equity for all. Understanding the Value of Stakeholder Feedback Collecting and analyzing stakeholder data is essential to understanding the priorities and needs of a state's population and provider networks. Feedback from stakeholders provides valuable insights that can inform policy and program decisions, ensuring that initiatives are aligned with the community's needs. Stakeholder feedback helps identify gaps in services, areas for improvement, and potential innovations. For example, by engaging with healthcare providers and patients, state agencies can better understand the challenges faced in delivering and receiving care. This information can lead to higher member satisfaction as programs are tailored to address the growing needs and preferences of the community. Greater satisfaction can also lead to improved health outcomes and member experiences. Another cr
Aug 29, 2024 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Strategies to Enhance Member Experience Through Proactive Communication & Cutting-Edge Support Solutions Effective customer service centers are vital for exceptional healthcare. When people have health concerns, the last thing they want to do is navigate a complex web of appointments, paperwork, and conversations. Medicaid members are no different. Unfortunately, Medicaid members often receive varying levels of customer service support, with mixed reviews on the effectiveness of the services. This can cause great frustration and be a barrier to getting members the help they desperately need. That’s why it’s essential that Medicaid agencies—especially in populous and diverse states like New York, Texas, and Florida—develop call centers that can respond to members quickly and effectively. Here are four ways your Medicaid agency can deliver better customer service—and better outcomes—to its members: Communicate Proactively Anticipate member needs and reach out before issues arise. These outbound communications can help address common questions and concerns, reducing the volume of inbound queries. Tip: Collect data about the most common questions and send communications about these issues to avoid confusion and increase awareness. Industry insight: According to CMS, proactive communication and outreach can significantly improve healthcare outcomes by ensuring members are well-informed and engaged in their healthcare plan. Improve the Capabilities of Customer Service Representatives Onboarding and training are essential for preparing customer service staff to handle the specific needs of Medicaid populations. Additionally, effective training reduces staff turnover by creating a knowledgeable workforce capable of resolving issues efficiently. This leads to better service delivery, reduced wait times, and fewer call transfers— increasing customer satisfaction. Tip: If calls about
Aug 27, 2024 – By Susan Baker, Executive Vice President and General Manager, Integrated Health Solutions Ensuring Fairness in Healthcare to Address Social Determinants of Health Health equity is essential in Medicaid administration. However, delivering on it can be especially difficult in states like New York, Texas, and Florida. These states have large and diverse populations and face unique challenges related to race, ethnicity, socioeconomic status, and geographic location. States facing these unique challenges are partnering with innovative organizations with deep expertise in Medicaid programs. Based on an examination of programs across 45 states in the US, success starts with: Address Geographic Diversity Medicaid programs must tailor their approaches to address these unique challenges presented by urban, rural, and suburban areas: Urban Areas: Focus on reducing overcrowding in healthcare facilities and improving access to preventive care. Rural Areas: Address the shortage of healthcare providers and improve transportation to medical services. Suburban Areas: Ensure healthcare services are accessible and affordable for low-income residents. States such as New York—comprised of urban, rural, and suburban areas—are in a particularly difficult situation. However, Medicaid programs that customize their strategies based on geographic needs see better health outcomes and higher patient satisfaction. Harness Local Knowledge & Language Support Many Medicaid recipients speak languages other than English. Implementing multilingual training programs and hiring bilingual staff can help bridge language barriers and improve patient satisfaction. Recruiting providers from your agency’s communities can also help build trust and lead to better health outcomes. Train Providers on Industry & Local Best Practices Proper training for healthcare providers and administrators is essential for delivering equitable care. Training should include: Cultural Competency: Understanding the cultural