Our Work

Clear Pathways aims to align systems and services to connect individuals in need of behavioral health treatment before a crisis begins, or at the earliest possible stage of systems interaction. To achieve this, we engage in four core areas of systems change activities.

Learning Collaborative

We were engaged by the Ohio Association of County Behavioral Health Authorities to convene a Learning Collaborative for Alcohol, Drug, and Mental Health Boards, supporting them in gaining insight into best practices in behavioral health emergency systems.

Statewide Field Building.
Working together toward a shared vision.

To improve behavioral health emergency response systems, we need to move forward together, in unity, toward common goals.

 

Clear Pathways brings together impacted and interested parties from across the state to enhance the adoption of national best practices, promote cross-systems alignment, and encourage innovative investments in behavioral health emergency services.

Building Relationships

We provide opportunities to connect and foster cross-system relationships

Facilitating Engagement

We facilitate learning opportunities to elevate emerging best practices

Prototype Sites.
Testing Innovations.

Clear Pathways Communities

CPCs are communities harnessing cross-systems activation to develop behavioral health emergency response services that deliver better outcomes with more sustainability.

Crisis Response Pilot: 9-1-1 and 9-8-8 Interoperability

Clear Pathways collaborates with 5 Ohio communities to test how improving core components of interoperability impacts transfers from 9-1-1 to 9-8-8.

Informing Better Financing and Payment Policies.
Navigating the Path to Financial Clarity.

We work to enable more equitable, efficient, and sustainable funding models that benefit individuals in crisis and the broader community. Our Great Lakes Behavioral Health Emergency Services (BHES) Workgroup includes multi-state partners to develop common service definitions, test model payment approaches, and develop a policy blueprint with recommendations to state public and commercial payer systems.

Measurement & Evaluation. What is not measured cannot be changed.

We aim to measure and evaluate the impact of our systems change efforts across all levels of behavioral health crisis response services. This includes working with local governments to ensure the collection and analysis of data to track impact, measure outcomes, and guide systems change activities.

Illuminating the Current State

By understanding where we are now, we can develop a vision for desired improvements and future directions

Emphasizing Sustainability

We understand the need for sustainable service, and leverage data to understand the flow of resources and funding

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