Series
State Agencies
The agency designated as lead on the cooperative agreement is not always the agency with authority to move the money, hire the staff, or override the Medicaid director. Series 5 examines the five functions where that gap surfaces: lead agency authority, stakeholder coordination, procurement, performance measurement, and the federal relationship. The finding that runs through all five is that cooperative federalism produces distributed authority that formal accountability structures cannot see, and CMS oversight designed for single-agency clarity cannot capture.
RHTP-05.01
Lead Agency Structures
The organizational chart shows the Department of Health as lead agency. The Governor's office makes the calls that matter. CMS holds the lead agency accountable for outcomes it …
RHTP-05.02
Stakeholder Coordination
State RHTP applications document advisory committees, listening sessions, and tribal consultations. What they rarely document is who decides after the listening ends. Most …
RHTP-05.03
Procurement and Contracting
State procurement systems were designed to purchase commodities. RHTP asks them to build transformation partnerships. States that follow procurement rules meticulously may miss …
RHTP-05.04
Performance Measurement
Measurement becomes theater when the burden falls hardest on states least equipped to carry it. The least-resourced agencies spend the most energy producing reports that satisfy …
RHTP-05.05
Federal-State Relationship
Cooperative agreement language implies partnership. The structural reality is that CMS holds the money and states implement within constraints they did not choose. The addition of …
RHTP-05.TD1
State Agency Decision Authority Matrix
Purpose
A state-by-state reference documenting who holds formal authority and who holds actual authority for RHTP implementation decisions across all fifty states. The gap between the two …