Crisis System of Care Consultant for OhioMHAS FY26

PURPOSE The Ohio Department of Mental Health and Addiction Services (OhioMHAS) is seeking proposals from qualified contractors to serve as a consultant to support the strategic financial, operational, and structural development of Ohio's statewide behavioral health crisis system of care. This engagement will support OhioMHAS in refining its strategic finance design, integrating and implementing critical crisis components including 988, adult mobile crisis services, Mobile Response and Stabilization Services (MRSS), and crisis stabilization settings to ensure a comprehensive, sustainable, and accessible system of behavioral health crisis care.The qualified contractor will assist OhioMHAS in the design and forecasting of innovative funding strategies; conduct actuarially sound financial modeling; develop phased implementation recommendations and workforce development options; include marketing and branding guidelines, recommend procurement and provider readiness approaches; and provide analysis of Administrative Services Organization (ASO) models used by other states to inform Ohio's administrative and operational infrastructure. This work will directly support the transformation of Ohio's behavioral health crisis response system to a person-centered, outcomes-driven, and financially sustainable system of care. BACKGROUND OhioMHAS continues the priority work to make crisis behaviroal health services more visible, accessible, and effective for Ohioans facing behavioral health challenges so they may be well, get well and stay well. SCOPE OF WORK AND DELIVERABLES Serve as consultant to OhioMHAS. The selected consultant shall support OhioMHAS in the strategic financial and programmatic development of a fully integrated statewide behavioral health crisis system of care. This work includes the design and implementation of adult mobile crisis services, as well as work to align and implement pre-crisis prevention services, crisis care services, and post-crisis recovery supports, including but not limited to: 988, adult mobile crisis services, Mobile Response and Stabilization Services (MRSS), and crisis stabilization settings with attention to cross-system coordination, and long-term sustainability. The consultant shall prioritize recommending, forecasting, and socializing new methods and models for maximizing current federal, state, and local revenue streams to meet the benefit design objectives and vision for Ohio. The consultant shall provide: Project Management Plan and Execution Oversight A comprehensive project management plan (PMP) including work breakdown structure, timeline, milestones, staffing and responsibilities, decision making/management tracking, and resource allocation. Weekly status reports detailing progress, risks, and mitigation strategies. Weekly update meetings and documentation of action steps. Oversight tools such as charts, dashboards, and change control logs. Oversight includes coordination across full crisis continuum workstreams: prevention, response, stabilization, and recovery Updated project plan including tracks for pre-crisis intervention model design and post-crisis continuity planning Crisis System of Care Strategic Design and Integration Full assessment of Ohio's existing crisis response components across state regions and systems. Mapping of the full continuum of care to identify key decision points where timely crisis interventions, diversion, or engagement can occur that spans: Prevention and early identification Crisis response and stabilization Recovery, follow-up care, and reintegration Development of a post-crisis recovery model that ensures warm handoffs from crisis services to ongoing support Recommendations for: Peer support integration Follow-up protocols and minimum expectations for outreach Recovery planning processes for individuals and families Care Coordination needs for Transition of Care Integration strategies with housing, employment, outpatient care, and natural supports Recommendations for: Clinical workflows and protocols at each intercept Cross-system handoffs and warm transfers Data-sharing practices to track outcomes across points of contact Alignment of roles between mobile crisis teams, call centers, first responders, crisis stabilization services, and outpatient services Guidance for incorporating interception-based care coordination into procurement, performance management, and training structures Development of interception models of care that define strategic points of contact where individuals intersect with the crisis system across settings, such as: Law enforcement or 911 encounters Hospitals and Emergency departments Schools Community-based walk-ins Reentry and justice diversion programs Gap analysis and proposed strategies to ensure: Regional and statewide access Age-appropriate access Coordination strategies for bridging youth and adult crisis services (e.g., transition protocols) Identification of operational protocols and minimum service standards for all components and services. Recommendations for performance metrics and continuous quality improvement infrastructure. Data Strategy, Performance Measurement and Outcomes Tracking Recommendation for data collection, analysis and on-going evaluation efforts needed across systems. Develop a comprehensive performance metrics framework aligned with national benchmarks for crisis care (e.g., response time, diversion rates, stabilization success, post-crisis linkage to care). Support design of performance-based contracts or incentive models to ensure accountability. Recommend dashboards and data tools for use by state, regional, and provider entities. Conduct an environmental scan of current crisis bed tracking, waitlists and service availability tools. Stakeholder and Community Engagement Synthesize information from completed community listening sessions, and stakeholder feedback received to inform crisis system of care work. Organize and facilitate community listening sessions as needed. Develop plan for phased timeline approach to future community and stakeholder engagement needs statewide. Engagement strategies must ensure inclusion of individuals with lived experience across all phases of the continuum (e.g., peer supporters, family members, youth and adults). Systemwide Principles and Practice Framework Integrate pre-existing system frameworks and develop a core set of essential principles and practices to further guide the design, implementation, and continuous improvement of Ohio's behavioral health crisis system across all populations and components, including but not limited to: 988 Adult Mobile Crisis Services Mobile Response and Stabilization Services (MRSS) Crisis Stabilization Settings Practice framework will include: Recommended minimum service standards Core outcome and performance domains Guidance for regional adaptation with statewide fidelity Recommendations for incorporating this framework into procurement language, provider training, and quality monitoring tools. Actuarial Analysis and Financial Modeling A baseline cost analysis of current behavioral crisis response infrastructure. Forecasted cost modeling of adult mobile crisis services implementation (e.g., by region, population served, and volume assumptions). Financial models that incorporate adult mobile crisis, 988, MRSS and crisis stabilization settings into a comprehensive crisis system. Financial simulations that model reduced system burden (e.g., ER utilization, law enforcement involvement) through early intervention and recovery. Cost simulations tied to different implementation timelines and statewide scale-up strategies. Break-even and ROI analysis for short- and long-term sustainability. Cost and ROI models must incorporate pre-crisis services such as early intervention, school-based programs, and wellness supports, ongoing recovery supports such as peer services, care coordination, and outpatient follow-up Design of Alternative Payment Models (APMs) Development of risk-based, value-based, and bundled payment models appropriate to crisis services. Financial simulations of each model's implications for providers and payors. Legal and regulatory review considerations tied to APM deployment. Review of ASO approaches from other states where applicable to APM deployment and payment accuracy Recommendations on readiness criteria and incentives for provider participation in APMs Recommendations on Payor Engagement and Reimbursement Strategy Landscape analysis of State reimbursement structures Analysis of State Administrative Services Organization (ASO) models used to manage behavioral health crisis services, including: Funding mechanisms Service delivery oversight Accountability and performance management functions Include ASO model examples that fund/manage prevention and post-crisis services. Procurement and Provider Network Development Support Technical assistance and identification of required regulatory changes to enable implementation and aligning procurement processes. Drafting of scopes of work (SOWs), procurement templates, and evaluation criteria for provider contracting. Support in provider readiness assessment and technical assistance planning. Assistance in establishing equitable access and geographic coverage criteria. Statewide Implementation and Sustainability Plan A detailed phased implementation plan including pilots, regional rollouts, and statewide scale-up. Guidance on integration with 988/crisis call lines, current MRSS state infrastructure, crisis stabilization settings and adult mobile crisis services. Workforce development strategy including recruitment, training, and retention of mobile crisis teams. Long-term sustainability recommendations including policy, operational, and financial mechanisms. Communications and Marketing Strategy Development of a comprehensive brand and marketing strategy to support statewide awareness, understanding, and public trust in the behavioral health crisis continuum, including but not limited to: 988 Adult mobile crisis services Mobile Response and Stabilization Services (MRSS) Crisis stabilization settings Recommended branding, terminology, and messaging tone to ensure clarity, accessibility, and alignment with person-centered values Strategy for rollout and ongoing communication throughout implementation phases Recommended media channels (e.g., digital, social media, earned media, print) Templates and assistance in creating communication materials, such as: Fact sheets FAQs Press releases Public service announcements Guidance for collaboration with OhioMHAS communications team and alignment with existing state-level campaigns Strategies to address stigma and promote help-seeking behavior through narrative and storytelling techniques Final Report and Recommendations Comprehensive final report summarizing all findings, recommendations, and tools developed throughout the engagement. Provide tailored recommendations for each component of the continuum. Executive summary suitable for presentation to state leadership and legislative bodies. Appendices with all supporting data, cost and ROI analyses, draft procurement materials, integration structures, APM structures, ASO models analyzed, service models, and stakeholder feedback. MINIMUM QUALIFICATIONS OF CONTRACTOR Demonstrated ability to manage large-scale, multi-agency public sector projects, including delivering detailed project plans, communication strategies, risk management strategies, and performance tracking. Documented experience conducting actuarial analyses, cost modeling, and forecasting for behavioral health services. Demonstrated ability to analyze, model, and recommend Alternative Payment Models (APMs), and reimbursement structures. Demonstrated experience in blending and braiding federal, state, and local funding streams. Demonstrated knowledge and experience with Administrative Services Organization (ASO) structures and operations within state behavioral health systems. Proposers must demonstrate expertise and experience with Ohio's behavioral health continuum and systems including but not limited to 988 integration, adult mobile crisis, MRSS, crisis stabilization units, and post-crisis recovery services. Demonstrated capacity to engage diverse stakeholders, including individuals and families with lived experience, community organizations, law enforcement, and healthcare providers Ability to produce high-quality, data-informed reports and executive-level deliverables, including dashboards, policy memos, final reports, and visual aids for leadership and legislative use Contractor shall not be subject to an unresolved finding for recovery under Section 9.24 of Ohio Revised Code.