Sonja Bjork remains upbeat even though overseeing a health plan that administers Medi-Cal benefits to nearly 900,000 people in Northern California is getting increasingly difficult.

As CEO of Partnership HealthPlan of California, a nonprofit community-based health care organization, the 60-year-old Bjork has her pulse on changing government policy, the needs of health care providers, and of course the individuals relying on her company’s insurance.

“We are already seeing some losses in membership. It means people are losing medical eligibility,” Bjork said.

Partnership is being proactive in helping people navigate the changing terrain in Medicaid foisted on states with the passage last year of the “One Big Beautiful Bill Act.” Medi-Cal is California’s version of the program that provides health insurance to low-income individuals and families. Medi-Cal is financed equally by the state and federal government.

The insurer is reaching out directly to people via text, alerting them to changes, providing advice about how to stay insured and the importance of having coverage. Partnership’s messaging comes in many forms and is being updated as needed.

Partnership is also working with health coalitions and providers to reach people.

“My biggest concern is someone might not understand the steps they might need to take. It can be confusing to know how to fill out the forms,” Bjork said.

Technology and language can also be barriers to obtaining insurance.

For now, Partnership has not experienced an exodus in providers. Bjork attributes this to timely reimbursements and being accessible to the medical community.

The following Q&A between the Business Journal and Bjork has been edited for clarity and space.

How has Partnership and your patients been impacted by federal cuts?

Behind every policy debate is a real person — a parent managing a chronic illness, a child who needs a specialist, a senior counting on their medications. Partnership exists to make sure those voices are never lost in the noise. That is why Partnership continues to show up on Capitol Hill, in Sacramento and across Northern California to ensure our members’ needs are seen, heard and prioritized in every policy conversation about the future of Medi-Cal.

We are already seeing the human cost of this uncertainty: residents stepping away from coverage not because they want to, but because they are frightened and confused about what comes next. Partnership is committed to doing all we can to preserve and protect enrollment across the region. We are working closely with providers to educate residents about steps they can take to keep their coverage.

How do politics impact Partnership?

The federal and state government fund Partnership’s ability to deliver full-scope, comprehensive, quality health care to high-need, low-income residents across Northern California. Over the past decade, health care policy decisions have led to the lowest rates of uninsured, higher standards for the quality of care, and a focus on treating the whole person. Policy and funding decisions have a direct impact on the work we do for the 870,000 people we serve, and it is our duty to be a voice for them. Partnership regularly engages with federal, state, and local leaders to build a better and stronger Medicaid program, serves on national and state boards to drive policy, and partners with providers and advocates to improve our communities.

What are your top concerns about your industry?

Our deepest concern is that someone loses their health coverage. No one should fall through the cracks due to confusion or fear. New federal requirements for Medi-Cal will be rolling out in the coming months, and our team is actively working to ensure our communities understand what steps to take.

How does your law degree help you?

Part of my training when I was learning to become a lawyer was to become a strong advocate. I’ve carried that through to today to advocate for members. Before coming back to Partnership, I worked as a dependency attorney representing youth in the child welfare system and advocated for low-income Solano County residents. Many of those kids and families were also Partnership members, and much of what I saw as a lawyer impacted the health and well-being of those families. It’s through that lens that I approach my work, keeping the members we serve at the center of every decision we make as we deliver quality care to our members.

Partnership started in Solano County in 1994 and is now in 24 counties. Are there future expansion plans?

Partnership holds the largest geographic reach of any Medi-Cal health plan in California, with the third-highest enrollment. Across our 24-county service area, we take pride in maintaining a meaningful local footprint. We have expanded our regional offices and deepened our collaboration with local agencies to better serve our members. Our full focus rests on ensuring every member in every community we serve gets the care and services they need, that our provider network is supported, and that we are contributing to the overall wellness of our communities. Beside geographical expansion, we can expand services— with changes in the works for 2027.

What is the key to retaining quality employees?

Our mission – to help our members, and the communities we serve, be healthy – is what attracts quality employees. So many job-seekers want to do work that matters and that’s what draws them to Partnership. That mission, plus the wonderful variety of smart, talented people they get to work with everyday who share a common goal, is what keeps them at Partnership.

What has Partnership done to prepare for a natural disaster?

Northern California is a beautiful place to live, but the past 10 years have made it clear that preparing for the unexpected is one of the most important things we can do for the people who trust us with their care. In the face of devastating wildfires, extreme heat, brownouts, and a global pandemic, Partnership has implemented a robust emergency response program that focuses on our most vulnerable members — those managing serious health conditions, those who depend on electricity for life-sustaining medical devices — and ensuring all impacted members have access to medical care and prescriptions when your local providers are in a disaster zone. We have multiple touchpoints for reaching people — from texts to phone calls to social media outreach — focused on preparation, emergency resources, and how to access care if members are displaced by a disaster.

Which character traits are most instrumental to your success?

My innate curiosity has been central in my professional life. I love to learn — about people, about programs, and about what we can do to continuously improve how Partnership delivers care. Whether I’m sitting with a community partner, reviewing data on member outcomes, or exploring how another health plan has tackled a challenge we’re facing, I’m always looking for insights that can make us better.

My career has been defined by my commitment to serve and make an impact. Partnership members depend on us to get it right, and that responsibility doesn’t leave me when I walk out the door. It shapes how I lead, how I make decisions, and how I hold myself and our organization accountable to the communities that trust us with their care.

What brings you joy that isn’t work-related?

Family, music – asking staff, friends, acquaintances for a song recommendation to add to my playlist, watching hockey. I’m from Minnesota, so I’m a big fan of the Minnesota Wild, but my local team is the San Jose Sharks. It’s a tough day when they play each other.

How is your job different from what you dreamed about as a kid?

When I was young I either wanted to be a professional hockey player or a priest. They are very different than being a CEO.