Bamboo Health

Mobile Crisis Response in 2026: The Coordination Gap That’s Costing Lives

Posted on June 1, 2026May 29, 2026 by Jaime Conlan

When the 988 Suicide and Crisis Lifeline launched in July 2022, it came with a promise: a mental health crisis would no longer default to a 911 call and a police response. Three years later, that promise is being kept, but not completely, and not without workflow snags. The call centers are answering. The mobile crisis teams are showing up. The gap is what happens in between and after.

New research makes the problem hard to ignore. A national survey titled Acting As The Face Of A Broken System: Challenges Experienced By Mobile Crisis Workers found that nearly half of mobile crisis workers (45.6%) identified more than one major challenge undermining their work. The most cited: the structural nature of mobile crisis work itself (45%), followed by resource-related barriers (34%), workplace and workforce issues (30%), clinician mental health strain (25%), and issues at the intersection of behavioral health and criminal justice (21%).

These findings suggest significant coordination and infrastructure gaps across today’s crisis response landscape.

What “Structural Challenges” Actually Mean on the Ground

When mobile crisis workers cite structural barriers as their top challenge, they’re describing something specific: the experience of being the connective tissue in a system with none. A 988 call comes in. A dispatcher routes it. A team deploys. But the responder often arrives without a full picture of the patient’s history, without a guaranteed receiving facility, and without a clean handoff protocol at the end of the encounter.

The result is predictable: care falls through the gaps. Patients who needed follow-up don’t get it. Responders burn out carrying the weight of a system that wasn’t designed to support them.

Resource barriers compound this further. With healthcare worker vacancies topping 710,000 as of mid-2023 and 89% of state mental health agencies reporting workforce shortages in the crisis system, mobile crisis teams are being asked to do more with less, and without the technology infrastructure to multiply their impact.

The 988 Lifeline at Scale: What the Numbers Demand

SAMHSA reported over 7 million calls to 988 in 2025. In-state answer rates still vary widely, from 55% to 98%, reflecting uneven investment in crisis infrastructure. And while more than 98% of Lifeline interactions are resolved without involving 911, the work of resolution increasingly falls to mobile crisis teams and the care coordinators who connect them to treatment.

That’s why the technology question is no longer optional. Call centers managing 988 volume manually — with spreadsheets, siloed systems, and phone-tag referral processes — are structurally incapable of meeting demand. A Forrester study found that 84% of contact center agents use four to ten different applications in a single caller interaction. Every extra application is a moment of delay. In a crisis, delay is risk.

What Effective Crisis Technology Actually Looks Like

The best crisis management platforms eliminate barriers to care coordination. That means real-time visibility into mobile crisis team location and availability, so dispatch decisions are made in seconds rather than minutes. It means automated intake that reduces double data entry and administrative burden. It means a direct link from the 988 call center to the mobile responder to the treatment provider, with bed availability visible at every step.

The outcomes are measurable. Integrated crisis management technology has demonstrated a 24% reduction in average dispatch time for mobile crisis teams, more than 1,300 hours saved annually in care coordination for call center staff, 28% of crisis encounters resolved at the scene, and 44% of callers connected to appropriate, prompt care.

Mobile crisis workers are doing extraordinary work under extraordinary pressure. The least the system can do is give them technology that works as hard as they do. Learn more about the Crisis Management System or contact us today.

Beyond the Grant: Financial and Operational Considerations for Sustainable Rural Health Transformation

Posted on May 20, 2026May 20, 2026 by Jaime Conlan

Federal rural health funding has expanded meaningfully in recent years, and state and local governments are moving quickly to access it. Grants through programs like the Rural Health Transformation Program represent a genuine opportunity to modernize care delivery, strengthen infrastructure and address persistent disparities in rural communities.

But infrastructure needs longevity, and scaling under a short timeline can be challenging without the right partnerships or team alignment from the start.

The Sustainability Challenge Is a Planning Challenge

Many rural health programs struggle not because they fail to produce results, but because the results they produce are difficult to sustain when grant funding ends. The reasons are often structural: programs are staffed and scoped for a grant period, revenue models are not built in parallel and the infrastructure developed during the grant period is not designed to generate returns. Leading state and county health departments are asking:

What revenue streams will support this work after federal funding expires?
How do value-based care arrangements factor into the long-term financial model?
Which elements of this program can be absorbed into existing operational budgets, and which require new, durable funding mechanisms?

When nearly 40% of children living in rural communities are covered by Medicaid and CHIP, and almost 20% of non-elderly adults are covered (according to Georgetown University Center for Children and Families), rural hospitals are uniquely exposed to reimbursement changes.

Value-Based Purchasing as a Sustainability Engine

One of the most important financial levers available to rural health programs is alignment with value-based purchasing (VBP) arrangements. Managed care organizations, Medicare Advantage plans and state Medicaid programs increasingly pay for outcomes rather than volume, and rural providers who can demonstrate measurable quality improvements are positioned to generate revenue through performance-based contracts.

This matters for grant planning because VBP alignment provides rural programs with a pathway to sustained revenue tied to the work they are already doing. Population health management, care coordination, transitional care and chronic disease management, when done well and measured consistently, can generate the quality scores and utilization reductions that MCOs value and pay for.

States and counties that build this connection into their grant proposals and program designs are creating the conditions for programs that outlast their initial funding.

Operational Infrastructure That Pays for Itself

Not all infrastructure investments are created equal from a sustainability perspective. Some tools and systems generate direct operational value: reducing avoidable admissions, improving medication adherence and closing care gaps that trigger quality penalties. Others are necessary but do not directly generate returns.

When evaluating technology and operational investments as part of a rural health grant, consider:

Does this investment enable value-based care performance that will translate to MCO revenue?
Can this infrastructure support HIE and ADT reporting requirements that health plans increasingly mandate?
Does this system reduce administrative burden, allowing staff to redirect time toward billable or outcome-generating activities?
Is this platform used across multiple programs and agencies, spreading the cost while increasing the return?
Will this investment still be relevant if federal priorities shift or a new grant cycle begins with different requirements?

Workforce and Capacity Planning

Rural health programs are particularly vulnerable to workforce instability. Communities that rely on a small number of care coordinators, behavioral health specialists or community health workers have limited redundancy when turnover occurs. Grant-funded programs often struggle to retain staff once temporary funding flows through, especially when compensation is tied to the grant rather than to sustainable operational revenue.

Financial planning for rural health programs should include a realistic assessment of workforce needs over a multi-year horizon, rather than just the grant period. Hybrid staffing models that blend employed staff with contracted or community-based resources can offer greater flexibility. Automated administrative technology can further extend the effective capacity of a smaller workforce.

Measurement as a Financial Asset

Reporting requirements often feel like a burden, but robust measurement infrastructure is actually a financial asset for rural health programs. Organizations that can clearly demonstrate outcomes, with data that maps to CMS quality measures, HEDIS benchmarks or state-defined metrics, are in a stronger position to negotiate value-based contracts, attract future grant funding and build the credibility that sustains political and community support.

States and counties that invest in measurement infrastructure early, rather than retrofitting it at the end of a grant period, are building something that pays dividends across multiple funding cycles.

To better serve your rural health populations, contact us or learn more about the Bamboo Intelligence Hub.

Mental Health Month: How Are You Guiding Individuals With the Most Need?

Posted on May 12, 2026May 8, 2026 by Jaime Conlan

Every May, Mental Health Month offers a moment to pause and acknowledge something that healthcare systems and communities have historically treated as secondary: behavioral health (mental health + substance use challenges) is a core dimension of human health and cannot be separated from physical care without incurring financial and health costs.

That cost is measurable. It shows up in emergency department utilization, in readmission rates, in the worsening outcomes of individuals managing chronic conditions and in the experiences of overwhelmed care teams trying to help people with needs that extend well beyond what a single appointment can address.

What Behavioral Health Actually Encompasses

The prevalence of co-occurring mental health and substance use disorders affects 7.6% of U.S. adults, representing 19.4 million people, according to the CDC. This also means nearly 20 million individuals typically follow complex care journeys, if they receive care at all.

Depression complicates diabetes management. Anxiety increases cardiac risk. Untreated substance use disorder drives avoidable hospitalizations. Trauma shapes how individuals in need engage with care and whether they follow through on treatment at all. These are central to why some individuals consistently cycle through high-cost care settings without ever achieving stability. Each of these challenges intersects with physical health in ways that clinicians encounter daily but that care systems were not always designed to address together.

Trending Challenges Worth Watching

Several behavioral health trends are reshaping care delivery in ways that warrant attention:

Youth mental health continues to worsen. Rates of anxiety, depression and suicidal ideation among adolescents remain at historically elevated levels, placing new demands on school systems, pediatric providers and community behavioral health organizations that were not designed to handle this volume.
Stimulant use disorder is rising. While opioid-related harm continues to demand urgent attention, methamphetamine and cocaine use have increased significantly. Unlike opioid use disorder, there are currently no FDA-approved medications to treat stimulant use disorder, making community-based support and care coordination even more critical.
Loneliness and social isolation are being recognized as clinical risk factors. New research continues to reinforce the connection between chronic loneliness and serious health outcomes, including cardiovascular disease and accelerated cognitive decline.
Workforce burnout in behavioral health is reaching crisis levels. High caseloads, inadequate reimbursement and administrative burden are driving experienced clinicians out of the field at a time when demand is at its highest.

Beyond the Standard of Whole-Person Care

The concept of whole-person care has been discussed in healthcare for decades, but implementation has lagged significantly behind intention. Behavioral health has too often been addressed through referrals that never connect, follow-ups that never happen and data that never reaches the right provider at the right time.

Closing that gap requires more than good intentions. It requires action. Systems and communities need shared visibility across care settings, real-time information about when individuals experience behavioral health crises or substance use events and the ability to coordinate responses across agencies and provider types that have historically operated independently.

When physical and behavioral health data are unified, care teams can make better decisions. When community-based organizations have real-time information about what is happening with an individual across the broader system, they can intervene before a crisis escalates. When crisis response systems are connected to treatment capacity in real time, individuals in crisis are more likely to receive appropriate care rather than end up in emergency departments or jails.

This month is a good time to ask not just how your organization is addressing mental health, but how it is approaching the full spectrum of behavioral health needs and whether the infrastructure exists to act on that commitment consistently, not just in theory.

To learn more about better serving individuals with mental or behavioral health needs, contact us.

The Missing Link in Medicare Advantage Risk Capture

Posted on May 6, 2026May 5, 2026 by Jaime Conlan

For Medicare Advantage plans, improving risk capture isn’t just about better analytics or looking back at past data. It comes down to capturing the right clinical information at the right time, especially soon after a member leaves the hospital, when care teams are often stretched thin.

In the weeks following discharge, members typically see their primary care provider, creating a key opportunity to accurately document their health status. But without a clear process to turn that moment into action, these opportunities are often missed, leading to incomplete or delayed coding.

What’s at Stake During Transitions of Care

The post-discharge window represents one of the most concentrated opportunities to accurately capture member risk. But without a structured approach, several critical moments are consistently missed:

Annual recapture of chronic conditions: HCC models require conditions to be documented each year. When they aren’t captured during a timely clinical encounter, they drop from the risk profile, regardless of ongoing severity.
Clinically relevant condition review: Hospitalizations often surface or clarify chronic conditions. Without a workflow to revisit and document them during follow-up, that clinical insight is lost.
Timely, complete documentation: The post-discharge visit creates a natural documentation window. Delays, whether from claims lag or fragmented data, mean that opportunity often closes before it’s acted on.
Visibility across care settings and plan history: Many members, especially those new to the plan or with limited engagement, have incomplete clinical histories. Without longitudinal visibility, key conditions may never surface at the point of care.
Consistent follow-through at scale: Even when alerts are in place, manual workflows can’t reliably keep up with transition volume, resulting in systematic missed capture across the population.

From Alerts to Action: The Role of Scalable Automation

ADT data has long provided real-time visibility into where care is happening. Its real potential, however, lies in what can be layered on top of it. To optimize the actionability of your data, first ensure your ADTs are functioning and can span facilities, care settings and prior plan enrollment. Then ensure this data is easily accessible within existing workflows so your teams can act in a timely, consistent way.

For a checklist on ensuring your care transition strategy is optimized, see here.

These strategies are especially valuable for:

Newly enrolled members with no historical claims in your plan
Churned members whose prior clinical history is otherwise inaccessible
Low-engagement members who haven’t generated sufficient encounter data

In one client analysis, 94% of suggested “likely persistent” chronic conditions derived from longitudinal ADT data were validated as appropriate for coding, demonstrating the clinical reliability of facility-sourced data. This level of visibility changes what’s possible at the point of care. Instead of relying on incomplete histories, providers can engage with a more complete, timely view of member risk.

Yet even with better data, the operational challenge remains: the volume of transitions within a Medicare Advantage population is too high for manual workflows to be consistently managed.

Bamboo Health’s Automated Transitions (AT) approach is designed around that principle: every transition should trigger a structured, prioritized workflow, not just an alert.

When a transition event occurs, AT orchestrates a coordinated set of actions:

Risk stratification at the moment of discharge: Members are assessed in real time for re-hospitalization risk using factors familiar to clinical leadership, such as caregiver support, medication access, housing stability, comorbidity burden and more. This creates an immediate, clinically relevant view of who needs attention first.
Integrated data visibility to prioritize impact: Risk alone doesn’t tell the full story. AT surfaces open HCC coding gaps and quality gaps alongside the risk score, so prioritization reflects both clinical urgency and documentation opportunity. A moderate-risk member with multiple open conditions may be worth more overall than a higher-risk member with no gaps.
Automated outreach for scalable follow-up: Lower-risk members should receive structured, timely outreach without requiring manual intervention. This ensures consistent engagement while preserving care management capacity.
Human-in-the-loop escalation for complex cases: High-risk or clinically complex members are surfaced immediately to care teams with full context pre-loaded, including transition details, condition history and open gaps so that clinicians can focus on decision-making, not data gathering.

Most transitions can be systematically triaged and progressed without manual effort. Clinical teams can then focus their time on the smaller subset of members who truly require intervention, with the right information already in front of them. This is the difference between having data and having a system. Automation ensures that no transition goes unactioned simply because it wasn’t seen, prioritized, or reached in time.

The Opportunity in Front of Medicare Advantage Plans to Connect Timing, Visibility and Action

Improving risk capture requires aligning three elements: timing (identifying the right clinical moment), visibility (understanding the full longitudinal condition history) and action (ensuring every transition triggers a structured workflow).

When these elements work together, plans move beyond retrospective gap closure to improve RAF accuracy, reduce administrative burden and better align care management with member needs.

For more information on how to seamlessly capture every moment that matters to your members, contact us.

How Home Health Agencies Are Redefining Care Coordination

Posted on April 21, 2026April 20, 2026 by Jaime Conlan

In today’s home health landscape, providers are tasked with doing more with less as they manage increasingly complex patient populations and operate under tighter reimbursement models. What’s emerging across the industry is a clear shift in how leading organizations are approaching care coordination: moving from retrospective, fragmented workflows toward real-time, proactive engagement across the care continuum.

Navigating a Changing Reimbursement Landscape: From Limited Visibility to Real-Time Insight

For many organizations, care coordination historically relied on delayed or manual inputs such as patient phone calls, field staff updates and time-intensive hospital outreach. These processes, while familiar, often limit visibility into where patients are and what they need in the moment. As a result, teams are left reacting after transitions have already occurred, rather than helping shape them.

What’s changing is the ability to access real-time insights into patient movement across emergency departments, inpatient settings and post-acute care. With this level of visibility, home health teams can engage earlier and more meaningfully. Instead of waiting for discharge paperwork, they can proactively connect with hospital case management teams while the patient is still in the facility, contribute to care planning discussions and ensure appropriate services are in place before the patient returns home.

These shifts are especially relevant as reimbursement models continue to evolve. Recent CMS updates have increased the emphasis on outcomes, documentation and effective utilization management, while introducing additional pressure on margins.

Strategies for Home Health Engagement

In this environment, performance is closely tied to how effectively agencies coordinate care and respond to patient needs in real time. Protecting revenue increasingly depends on ensuring timely interventions, reducing avoidable utilization and maximizing the value of every referral.

Home health systems that succeed in this shifting environment are leveraging:

Proactive notifications to ACOs and health systems
Real-time alerts create an opportunity to engage partners earlier in the patient journey, not just after discharge. Teams can notify ACO care managers and hospital case managers when patients present in the ED or transition between care settings, enabling more coordinated decision-making around next steps, services and discharge planning. This supports more aligned, cross-continuum care rather than fragmented handoffs.
Improved performance through smoother transitions
With visibility into admissions, transfers and discharges as they happen, agencies can prepare staffing, secure orders and initiate care without delay. This reduces gaps between settings and allows clinicians to enter the home more quickly (often within 24 hours), supporting better patient experiences and stronger performance on outcome-based measures.
Shared accountability supported by real-time encounters
Access to the same, up-to-date patient information across teams (home health, hospital case management and ACO partners) creates a more collaborative model of care. Rather than working in silos, stakeholders can communicate with confidence about the patient’s status, needs and care plan, reinforcing accountability and strengthening partnership trust.
Accurate hospital hold list maintenance to reduce leakage
Real-time patient status tracking replaces manual “hospital hold” workflows with a more reliable, dynamic view of patients’ locations across the continuum. This allows teams to maintain accurate records, reduce unnecessary outreach and identify when patients transition to other providers—helping minimize leakage and retain continuity of care.

Organizations that can demonstrate this level of operational discipline and proactive oversight are better positioned to succeed under value-based models.

Building a More Connected Future for Home Health

As real-time visibility becomes embedded in daily workflows, teams gain a stronger operational footing. Schedulers and care coordinators can make more informed decisions about staffing and visit timing. Clinicians can prioritize patients based on current status, not outdated information. Even long-standing friction points, like arriving for visits when patients are no longer at home, become far less frequent when patient movement is transparent.

These approaches support more stable recoveries at home, strengthen continuity of care and contribute to improved performance on key quality measures. Organizations can now play a more active role in influencing outcomes upstream.

For home health agencies navigating today’s challenges, this represents a meaningful opportunity: to move beyond reactive workflows and build a more connected, efficient and outcome-driven model of care.

To learn more about improving care transitions and optimizing home health performance, contact us.

Reconstructing Behavioral Healthcare: What Patient-Centered Design Actually Looks Like

Posted on April 14, 2026May 18, 2026 by Jaime Conlan

Executive Summary

Behavioral healthcare exposes deep structural flaws in how healthcare systems organize access, referrals and follow-through.
Fixing these issues requires rebuilding care infrastructure around real patient journeys, not administrative workflows.
High-performing organizations are demonstrating improvements in care access, utilization reduction and care continuity through structured navigation models. Time from referral to appointment can be up to 8× faster when navigation is activated at pivotal moments.
Effective redesign focuses on six principles: simplicity, closed-loop coordination, speed to care, shared visibility, equity by design and technology that supports human guidance.
The future of whole-person healthcare depends on systems that convert pivotal moments into sustained care relationships.

Note: This is part of an ongoing series, “Reconstructing Behavioral Healthcare: A Care Navigation Series.” To read the other blogs in this series, see ‘The Lie We’ve Been Telling Ourselves About Behavioral Health Engagement‘; ‘We Built the Labyrinth: How Behavioral Healthcare Became Impossible to Navigate.’; and ‘Contact is Not Care: Redefining Engagement and Success in Behavioral Health‘

Tackling Behavioral Healthcare System Challenges and Redefining Success

Fixing behavioral healthcare requires structural redesign, not incremental tweaks. Improving clinical and financial outcomes depends on rebuilding systems around how patients actually access care, not how institutions document it.

Tackling Behavioral Healthcare System Challenges and Redefining Success

Throughout this series, we’ve examined three structural realities that make reconstruction necessary:

End the myth of ‘disengagement’: Patients are not unwilling to engage. Systems are often difficult to access due to institutional silos and fragmented care.
Confront fragmentation: Behavioral healthcare has grown increasingly complex, with referrals treated as endpoints and outreach metrics mistaken for care delivery. Complexity has been normalized, but outcomes have not always been prioritized.
Redefine success: Contact is not care. Placement, proof of care continuity and measurable improvement are the keys to success.

Organizations operationalizing these principles are demonstrating measurable results. Across structured behavioral healthcare navigation models, unnecessary emergency department and inpatient utilization declined by 20%, while referral-to-appointment timelines accelerated by nearly 8x

Applicable for All Care Transitions

While this series has focused on behavioral health as a historically siloed and high-impact cost driver, the design principles discussed here apply to all care transitions. The growing demand for behavioral healthcare makes the system’s weaknesses impossible to ignore, and therefore provides a strong opportunity for reconstruction.

Redesign Core Tenets

Simplicity over complexity. Care pathways should have intuitive steps with minimized complexity so individuals are not forced to navigate fragmented systems on their own.
Closed-loop coordination. Referrals should lead to confirmed placement and initiation of care. Handoffs must feel seamless rather than uncertain, with clear accountability for follow-through.
Speed as a proxy for responsiveness. Time to placement reflects clinical urgency and organizational accountability. Delays increase risk; timely placement builds trust and stability.
Real-time visibility. Providers, care coordinators and health plans should have shared visibility into referral status and care progression. Transparency reduces the likelihood that patients are lost between systems.
Equity by design. Processes must work for individuals with limited digital access, varying literacy levels and complex social determinants of health.
Technology that enables human guidance. Digital tools should extend the reach of care teams, not replace them. When implemented thoughtfully, real-time intelligence can help match needs to capacity.

Where to Begin

Conduct a patient-perspective audit. Map the real referral-to-placement journey and identify friction, delays and drop-off points that may not be visible in traditional reporting.
Establish closed-loop systems. Ensure every referral is monitored through confirmed scheduling, attendance and care initiation.
Measure time to placement. Treat speed as a clinical priority rather than just an operational metric.
Increase shared visibility. Adopt systems that allow stakeholders to see referral status and capacity in real time.
Align metrics and incentives around outcomes. Prioritize placement rates, care completion, symptom improvement and reduced avoidable utilization. When aligned correctly, navigation workflows have retained 77% of referrals within high-quality behavioral health networks to strengthen both financial sustainability and continuity of care.
Strengthen human navigation with purpose-built technology. Extend care teams with real-time care navigation rather than adding digital burden.

The organizations that commit to this reconstruction will outperform those that preserve outdated infrastructure. Systems aligned with whole-person care produce better clinical results, stronger financial performance and greater provider satisfaction.

A Strategic Framework for Follow-Through

To close the gap, healthcare leaders need a framework that moves beyond basic care coordination into proactive intervention.

Signals: Gaining Visibility: Systems cannot manage what they cannot see. Many pivotal moments remain invisible because the discharge or emergency visit occurs out-of-network. Real-time awareness changes this. By using clinical and prescription monitoring data, teams can identify when a high-risk patient is in crisis and initiate outreach during the window of opportunity.
Navigation: Converting Moments into Care: Many organizations confuse a referral with an outcome. A referral is documented, and then the system moves on, but the patient may never actually enter care. A dedicated navigation layer exists to convert a pivotal moment into retained care. This requires immediate outreach upon receiving a signal, removing barriers such as transportation or scheduling friction, and providing support until the patient is established with a provider.
Proof: Measuring Outcomes: If follow-through is not measured, it cannot be governed. Referral volume is not an effective strategy. Completion must be defined by the patient actually receiving care.

A closed-loop view makes timing measurable. Success should be tracked from the initial signal to the moment care is established.

Behavioral healthcare does not need incremental adjustments. It needs coordinated infrastructure designed for access, accountability and outcomes.

To learn more about how to unify your own systems to better serve patients and increase real engagement, explore our Bamboo Bridge® page or contact us.

Lessons From One State’s Healthcare Transformation Journey

Posted on April 9, 2026April 8, 2026 by Jaime Conlan

Behavioral health systems across the country face the same problem: referrals are slow, care teams don’t know what happens after a patient leaves and coordination often depends on calls, faxes, and guesswork. For individuals seeking care, especially in urgent situations, those gaps can delay access and lead to missed treatment opportunities.

Delaware decided to make a change. In a state with one of the highest overdose mortality rates in the nation, improving coordination was an urgent priority.

From Fragmentation to a Connected Model

Like many states, Delaware’s behavioral health ecosystem relied heavily on phone calls, faxes and personal provider networks to manage referrals. Providers couldn’t see what services or resources were available or whether a referral had been accepted.

To address this, the Delaware Division of Substance Abuse and Mental Health (DSAMH) partnered with Bamboo Health to modernize the process.

What started as an effort to digitize referrals quickly evolved into something broader:

Electronic referrals replaced manual workflows, reducing delays and uncertainty
Real-time visibility into referral status improved transparency across providers
Organizations were connected through a shared system, increasing visibility

What Changed in Practice

The impact of this shift is measurable. Delaware saw real results:

200,000+ behavioral health referrals processed
70% of referrals closed and tracked from initiation to outcome
98% improvement in referral response time (for one psychiatric hospital)
80% of follow-up appointments kept
180+ organizations participating statewide

Providers finally gained actionable visibility. Instead of piecing together information across disconnected systems, care teams can now see where individuals are in their journey and coordinate accordingly.

7 Lessons from Delaware

Delaware’s experience highlights several principles for organizations looking to strengthen care coordination:

Fix the real problem, not just the process: Solve coordination breakdowns by focusing on where technology can augment existing efforts and help scale for the next step.
Think beyond your organization: Align providers and workflows within your network and integrate with external networks to proactively identify gaps in communication and access.
Make adoption a leadership priority: Lasting change requires engagement from clinicians, administrators, and partner organizations, along with support to ease the transition.
Invest beyond the platform: Training, operational support and governance are essential for sustained success.
Make progress visible: Track progress and outcomes in real time to improve coordination.
Get comfortable with secure data sharing: Maintain clear governance and privacy frameworks.
Choose partners that can grow with you: Look for partners with proven success across diverse ecosystems and shared goals.

A Broader Shift in Behavioral Health

One key takeaway: Coordination cannot stop at referrals.

Delaware moved from a referral solution to a more robust model, one that supports real-time information sharing, tracks individuals across the system, and enables providers to act with greater speed and clarity.

This shift reflects a broader trend in behavioral health: moving from disconnected interactions to coordinated, accountable systems of care.

Looking Ahead

For states, counties and provider networks, the opportunity is clear. By improving visibility, aligning stakeholders and investing in shared systems, organizations can reduce delays, strengthen follow-through and support better outcomes for individuals seeking care.

Delaware’s experience offers a practical example of what that transformation looks like in action.

Read the full white paper, Lessons From Delaware: Best Practices for Coordinating Behavioral Healthcare, to see how Delaware applied these principles in practice.

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