LEAs' most frequent sustainability strategy in SBHIP project plans was Medi-Cal billing, despite many LEAs lacking billing infrastructure¶

Claim · All claims
Evidence · 1 study · qualitative r1 · q2
Currency · newest study 2024 · not yet checked against its sources · not reviewed by a person

Subclaims¶

q2 i? Although LEAs rarely named Medi-Cal billing infrastructure as a priority in needs assessments, their project plans identified Medi-Cal billing as the most frequent strategy for sustaining new behavioral health investments. → Caparas 2024

Evidence¶

Caparas 2024¶

Caparas, R., Eisenberg, L., Krausen, K., & Lias, C. (2024). Schools can't do it alone: Developing sustainable systems of care for school-based behavioral health in California. WestEd. https://eric.ed.gov/?id=ED655746

q2 · i? · qualitative · r1

Analysis of SBHIP project plans found billing Medi-Cal (via the Multi-Payer Fee Schedule and LEA BOP) was the most frequent sustainability strategy, followed by using existing LEA funds such as LCFF and applying for new grants; the brief notes many LEAs currently lack billing infrastructure.

"LEAs' project plans identified Medi-Cal billing as their most frequent strategy for sustaining new behavioral health investments over the long term."

Discussion¶

Related Claims¶

• Estimated Fee Schedule billing revenue varies widely across Alameda County school health centers and is small relative to existing billing revenue for most — related
• California LEAs cobble together school-based behavioral health funding from short-term funds, ongoing education funds, and Medi-Cal reimbursement, with no ongoing dedicated source — related
• LEAs' technical assistance needs for school-based behavioral health span care coordination, sustainability, infrastructure, and services for students — related
• SBHIP needs assessments show LEAs' critical needs fall mainly into workforce needs and structural needs, with workforce needs described much more frequently — related
• LEAs most frequently used short-term behavioral health funds to expand internal staffing and direct services rather than partnerships and structural investments — related