Columbia Point Consulting
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About
How We Help
Columbia Point Consulting
Home
About
How We Help
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  • Home
  • About
  • How We Help
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  • About
  • How We Help

Welcome

 Federally Qualified Health Centers operate at the intersection of mission, complexity, and constant change. We partner with FQHC leaders and boards to navigate that reality with clarity and confidence. Drawing on decades of firsthand community health leadership experience, we provide practical, values-aligned support in moments that matter most—from executive transitions and mental health integration to value-based operations and organizational change. Our work is rooted in deep respect for the history and purpose of FQHCs and a commitment to strengthening the institutions that make equitable care possible. 

Columbia Point Expertise

Leadership Strain & Decision Fatigue

FQHC leaders are carrying enormous responsibility with shrinking margin for error. Regulatory complexity, workforce instability, financial pressure, and constant change mean leaders are often reacting instead of leading. Columbia Point provides trusted executive-level guidance from leaders who have decades of experience. We also provide Interim CEO, COO and CHRO services.

Workforce Crisis & Organizational Burnout

Recruitment, retention, morale, and culture are under sustained stress. Mission-driven staff are burning out. Executive teams are stretched thin. Succession planning is often nonexistent.  

We help with: 

  • Executive team alignment and role clarity
  • Leadership development grounded in FQHC reality
  • Culture repair that doesn’t feel corporate or hollow
  • Succession and transition planning

Strategy Without Losing the Mission

 Health centers are being pushed to grow, integrate, modernize, and “perform”—often in ways that risk drifting from their core purpose or overwhelming their capacity. 

 We help with:

  • Strategic planning rooted in mission and community need
  • Growth decisions that are sustainable and values-aligned
  • Clarity about what not to do

Governance

 Boards struggle with role clarity, compliance, and true partnership with management. Tension between governance and operations can quietly undermine effectiveness. 

We help with:

 

  • Board education grounded in FQHC history and responsibility
  • Clear governance vs. management boundaries
  • Stronger CEO–board relationships


Financial and Operational Complexity

We provide practical operational insight from lived experience Support during financial stress or restructuring and alignment between finance, operations, and mission. We help with patient retention, acquisition and activation.

Mental Health Integration

 We help centers design workflows where:

  • Primary care and behavioral health truly collaborate
  • Warm handoffs actually happen
  • Care teams understand roles and expectations
  • Patients experience care as whole-person, not fragmented 
  • Choose or refine the right integration model for their size and community
  • Align staffing, scheduling, and visit types
  • Avoid copying models that don’t match their resources

Assistance with C-Suite candidate vetting and onboarding

Executive hiring isn’t just about filling a role—it’s about protecting the mission, the culture, and the community. 

 We help with:

  • Deep candidate assessment beyond interviews
  • Evaluating leadership readiness for FQHC complexity
  • Testing for mission alignment, values, and temperament
  • Identifying red flags early—before a hire is made 
  • Confidential coaching during the critical early phase
  • Guidance through inevitable early challenges 
  • Support for leaders balancing change with stability


Value-based Contracts and Operations

We help leaders answer the right first question: Are we ready—and for what kind of risk? 

We help with:

  • Assessing organizational readiness for value-based arrangements 
  • Understanding financial and operational risk exposure
  • Clarifying which contracts align with mission and capacity
  • Knowing when to say no 
  • Care team workflows with quality and cost measures
  • Clinical, behavioral health, and care management functions
  • Leadership expectations with frontline reality

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