Network Office

Background  

In the last dozen years there have been a number of significant changes to the delivery of behavioral health care services, beginning locally with the merger of mental health (MH) and alcohol and other drug (AOD) services and continuing with Medi-Cal consolidation, Early Periodic Screening Diagnosis and Treatment (EPSDT) expansion and the Mental Health Services Act (MHSA). These changes have all contributed to a growth in the number of contracts; resulting in a total contract budget of over $225,000,000. This level of contracting reflects BHCS’ growth into a large and complex service delivery system.

In 2007, BHCS began a review of its contracting activities. The review was originally conceived to address the need for more timely and coordinated interactions with contracted providers. Planning revealed the need to restructure contracting functions in order to enhance efficiency and increase organizational accountability with a centralized Network Office responsible for contract management program and finance components. The implementation of the Network Office includes a blueprint for aligning contract management with other oversight functions such as, quality assurance, compliance, clinical support, data analysis and contract management under the direction of BHCS’s System of Care (SOC) Directors.

Notices and Letters  

Network Office Newsletter FY 11/12 4th Quarter
Click here to view Provider Notifications and Letters

Goals  

The goals of the Network Office are to:

• Be client-driven: providing support to operational staff in their program design and oversight responsibilities;
• Consolidate and unify contracting functions, integrating program and fiscal staff;;
• Be timely, efficient and responsive to the needs of consumers and providers;
• Use data to monitor and evaluate performance;
• Value transparent, responsive communication among staff;
• Promote consumer choice of provider and services; and
• Have the flexibility to meet immediate and long-term needs.

Responsibilities  

• Procurement of services;
• Contract development, negotiations and renewal
  • Board letters;
• Fiscal Management:
  • Processing invoices
  • Tracking funds at reporting unit (RU) and purchase order (PO) level
  • Cost reports
  • Community based organization (CBO) budget modification and tracking;
• Development of Level III contracts; and
• Contract monitoring.

Network Office Team