NNews March 2026

6 March 2026 NJAMHAA’s Expert Partners Share Advice for Copingwith Impending Medicaid Cuts continued frompage 5 Duck reinforcedWilliams’ advice, saying, “With a strategic plan in place and three to five scenarios identified and planned for, organizations will be able to pivot quickly.” “A few years ago, plans were for three years. Now, they are for 12 months because the market is shifting so quickly. This requires new business models,” Duck added. Recommendations for Providers to Prepare for These and other Possible Funding Reductions Coverage Turn and Interruption: Think about creating a newworkflow. For example: Strengthen the front door: Routinely ask active clients if their addresses have changed and if they need assistance with their Medicaid renewals. Set up a benefits support loop for renewal assistance: This should be established by mid-2026 and it can be shared across organizations. Create a simple dashboard for tracking revisions, renewals, self-pay, denials, dual eligibility, no shows, emergency department (ED) utilization, etc. “All of this data will show the impact this will have,” Williams stated. Rate and Funding Pressure: Do scenario planning for mild, moderate and severe enrollment declines and resulting rate pressures. Factors include: Programs that are most sensitive to the changes Staffing flexibility Telehealth optimization Clinical documentation Higher administrative friction for patients/clients andproviders: Identify individuals who are at the highest risk of losing coverage (e.g., people with serious mental illness, those involved with the justice system, high ED users, youth with complex needs) and protect continuity of care for them. Create a rapid re-engagement pathway for when coverage is lost. “Also think about tightening documentation to demonstrate medical necessity and reduce denials; clear credentialing rosters; and prepare for uncompensated care and longer levels of service, especially if community step-down will be constrained,” Williams advised. “Don’t wait for final guidance,”Williams stressed. “Assume there will bemore churn and friction, and plan for continuity, especially for clients who are at the highest risk.” 1 2 Williams advises providers to plan for three possible realities: 3 continued on page 7