BPHC REACH Frequently Asked Questions

We revised our organizational design. It reflects a new operating model and new functions. These stem from our quest for better ways for our staff to work together and with health centers.

Most offices will keep the same name. However, the Health Services Offices have changed:

Old Office

New Office


Office of Southern Health Services

Office of Health Center Program Monitoring (OHCPM)

  • Monitor program requirements
  • Help health centers meet or exceed basic requirements

Office of Northern Health Services

Office of Health Center Investment Oversight (OHCIO)

  • Oversee new program funding
  • Help health centers achieve intended outcomes
  • Oversee capital development (previously in the Office of Policy and Program Development (OPPD))

(Added: 9/29/2021)

We are changing our approach for monitoring health centers. We’re also changing how we support health centers that receive new supplemental funding. In the past, we took a more geographic, generalist approach. We’re shifting to a more specialized, functional approach using teams of experts. Teams will provide tailored support to health centers based on specific grant programs and unique health center needs.

(Updated: 12/6/2021)

We made these changes in response to your feedback. We expect these changes will help improve:

  • Post-award activities. This includes successful implementation of new funding.
  • Technical assistance (TA). We’d target it based on your performance and capacity. It includes proactive TA to help you comply.
  • Sharing best practices between health centers.
  • Operations across dimensions of performance.
  • Adherence to program requirements.

These changes will allow us to better use staff talents and expertise.

By making the PO role specific:

  • You’ll get the answers you need.
  • We’ll provide customized support.
  • We’ll shift the focus from compliance to quality and performance.

(Added: 9/29/2021)

As we transition to this new organizational design, BPHC will notify health center leaders and their respective Primary Care Association. This notice will come from staff in one of our two new offices. It will include the new BPHC points of contact by grant award and designation (i.e., H80 or Look-Alike) type. BPHC points of contact will also reach out to health centers for an introductory call. (Please note: HRSA Grants Management Specialists (GMS) are not part of this transition.)

Below are the BPHC points of contact by grant award and designation type to use once your health center has transitioned:

  • H80s/Look-Alikes: H80/Look-Alike Project Officer email
  • COVID-19 funding (H8C-F, C8E, L1C, L2C and H2C): Supplemental Project Officer email
  • National Hypertension Control Initiative, Primary Care HIV Prevention, School-Based Service Sites supplemental awards: BPHC Contact Form HRSA BPHC exit disclaimer
  • Native Hawaiian funding (H1C): H1C Project Officer email

In addition, we are conducting a Point of Contact pilot to expand the use of the BPHC Contact Form HRSA BPHC exit disclaimer as:

  • The hub for health center interaction with BPHC, and
  • A way for specialized teams to perform shared program monitoring and funding oversight.

(Added: 12/6/2021)

No. We aren’t changing the POs who support our partners. This includes Primary Care Associations, National Training and Technical Assistance Partners, and Health Center Controlled Networks.

However, these roles will likely evolve as we take on new strategic directions and priorities.

(Added: 9/29/2021)

OSBO’s new data team will develop and maintain the Bureau’s data strategy and governance. This team will ensure data quality and access across the Bureau. They will organize data to support better analysis and decision making.

This doesn’t mean that all existing data sets and functions will shift to OSBO.

OSBO will coordinate with subject matter experts across the Bureau. Together, they will address new, emerging priorities.

For example, the responsibility for funding data will remain with the Office of Policy and Program Development (OPPD); and likewise, the responsibility for Uniform Data System (UDS) data will remain with the Office of Quality Improvement (OQI). But OSBO will work with these offices to make that data more accessible and easier to use for specific business needs. 

OPPD and OQI data experts will still make day-to-day decisions. OSBO’s support will enable more global views and uses for the data.

(Updated: 11/5/2021)

We agree! Maintaining our relationships with health centers is important. 

Through BPHC REACH we scrutinized our processes and approaches. We also considered feedback from health centers and other stakeholders. Health centers consistently told us: We want any BPHC staff with whom we interact to have a basic and consistent familiarity with our health center. We want staff to be able to answer our questions accurately, consistently, and in a way that makes sense for our operations. So we’re considering how we can better use technology, data, communication tools, and resources to make that possible.

One of our key goals is to streamline compliance and to reduce the level of effort for health centers and our staff. We are testing ways to modernize and simplify the operational site visit (OSV) process. We’re also considering health center feedback. Health centers have told us they want to spend more of the on-site time with our staff on:

As a reminder, one of our goals is to streamline compliance, to reduce the level of effort for health centers and our staff. We continue to test ways to modernize and simplify the operational site visit (OSV) process. We’re also considering health center feedback. Health centers have told us they want to spend more of the on-site time with our staff on:

  • Sharing valuable insights into the unique aspects of that health center; and
  • More focused technical assistance.

(Updated: 11/5/2021)

We’re shifting from a consolidated monitoring and oversight approach to one that:

  1. Provides specialized technical expertise for your specific needs.
  2. Maximizes use of staff talents.

This shift makes collaboration and communication more vital than ever. We are exploring how data and technology can help. In spring 2021, we piloted a health center record/portfolio (H80, LAL, supplemental awards, etc.) transition process. It helped us prepare for the shift to our function-focused Offices of Health Center Program Monitoring and Investment Oversight.

As we transition portfolios, we’re using what we have learned. A cross-Bureau workgroup continues to explore how technology can support our new structure. This includes ways to improve the timeliness and quality of responses. Stay tuned for updates in our Digest newsletter and at Today with Macrae webcasts.

(Updated: 11/5/2021)

We moved away from the Quality Improvement Awards to establish a Quality Improvement Fund (QIF). It will:

  • Increase investments in innovation.
  • Promote the use of evidence-based practices.
  • Identify promising practices we can then scale across the health center network.

As an example, we used the QIF for the recent Optimizing Virtual Care funding opportunity.

We will continue to recognize and celebrate quality improvement in ways other than money-based awards. Our Community Health Quality Recognition (CHQR) badges are an example. They recognize quality improvement achievements. CHQR badges will also recognize Patient-Centered Medical Homes (PCMHs).

We are also considering using PCMH recognition status for certain funding opportunities. For example, Service Area Competition and QIF projects.

(Added: 9/29/2021)

The Advancing Health Center Excellence Framework aims to get health centers to innovate and improve performance. It does this across seven key domains:

  1. Access and Affordability
  2. Patient Experience
  3. Quality, Patient Care, and Safety
  4. Population Health and Social Determinants of Health
  5. Financial Sustainability
  6. Workforce
  7. Governance and Management

There are four performance levels within each domain. The basic performance level builds on standard Health Center Program requirements. The top level means the health center is leading.

The goal is for you to self-assess how you’re performing. Then you’ll identify how you’d like to perform in the future.

We’re considering how best and when to put the framework into action. We expect it will help us better target TA and other training/staff support resources.

(Added: 9/29/2021)

Use the BPHC Contact Form HRSA BPHC exit disclaimer. Choose:

  1. Health Center
  2. Sub-category: Strategic Initiatives
  3. Sub-category: Health Center Performance

You can also call 877-464-4772 Monday-Friday (except federal holidays).

(Added: 9/29/2021)


Date Last Reviewed:  December 2021