1. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
Knowledge, Skills, and Abilities (KSA)
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2. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
As the School-Based Health Care Services (SBHS) Program Manager (Specialist) for the
Washington Healthcare Authority (HCA), I was directly responsible for providing
statewide programming, contract management, state plan amendment revisions, and
regulatory policy oversight of the Title XIX Medicaid program with an annual budget of
$12-13 million dollars. This included developing contracts, contract amendments, and
necessary database monitoring tools (e.g., Excel databases) for tracking contracts,
contract amendments and changes, and health care provider’s qualifications requirements
monthly. I continue to be responsible for planning, developed, and implemented training
materials annually necessary to improve program efficiency and effectiveness, and
provided expert technical assistance to over 200 contracting school districts throughout
Washington.
My job responsibilities require that I conduct annual site and desk reviews for quality
assurance purposes and monitoring of paid Medicaid claims. I am responsible for
singlehandedly coordinating the reviews with HCA’s Program Integrity and Compliance
group to identify any potential Medicaid fraud.
Since September 2011, additional job responsibilities have involved legislative bill
analysis each legislative session, revising applicable sections of the Washington
Administrative Codes for the SBHS program, revising Medicaid Provider Guides
repeatedly, representing the SBHS program at the National Alliance for Medicaid in
Education (NAME) and on NAME committees, and participating on internal and external
stakeholder taskforces throughout Washington. I was responsible for working closely
with the Washington Attorney General’s office regarding potential Medicaid billing
irregularities identified through site visits and ProviderOne Medicaid Management
Information System (MMIS).
Each October I attend the School Nurses Organization of Washington (SNOW)
conference where I present as a vendor educating participants on the SBHS program who
worked directly with Medicaid eligible children in Special Education. I was directly
involved in drafting the WACs and reviewing the state plan initially to implementation
Washington’s first ever autism benefit package used to cover expenses related to applied
behavioral analysis (ABA).
I am directly responsible for SBHS’ bi-annual program analysis for budgeting and
forecasting to ensure the SBHS program does not overspend the annual projected
amounts.
I continue to be the subject matter expert in monitoring monthly program utilization of
data identifying potential Medicaid billing irregularities involving billing agents for the
school districts. This also includes monitoring practitioner licensure requirements
monthly. I was directly responsible for writing and implementing the SBHS program
policies involving licensed practitioners responsibility to being enrolled under their
school district’s billing National Provider Identifier (NPI) number to bill for SBHS
programming.
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3. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
In 2014, collaborated with Seneca Family of Agencies from Oakland, California to help
with adding Washington State’s first ever charter school system (i.e., SOAR Academy in
Tacoma, Washington) to the list of public schools who can contract for SBHS Medicaid
reimbursement.
From April 2005 through March 2006 I was the Developmental Disabilities
Administrator for the Yukon-Kuskokwim Health Corporation (YKHC) that served the
Yukon Delta region. I was responsible for supervising the developmental disabilities
department of over one-hundred para-professionals. These para-professionals provided
direct services to children and adults with disabilities. I managed a budget of nearly a $4
million dollars that covered programming, group home operations, assisted living
contracting and quality assurance activities. I was also accountable for grant
development and operational reporting to the Board of Directors, Vice-President of
Health Services, and the Senior Administrator for Senior and Disability Services. The
most challenging aspect of the job was living in rural western Alaska where no roads led
to any nearby communities (villages). Villages were only accessible by air or snow
machine.
I was the Independent Living Manager for the YMCA of Greater Seattle from October
2004 thru March 2005. My responsibilities included supervising the Independent Living
Specialist (ILS) and para-professionals providing direct services to young adults leaving
foster care and entering supported independent living transitions services. I was also
accountable for soliciting referrals to meet grant requirements for the Bill and Melinda
Gates Foundation. Unfortunately, the YMCA decided to discontinue the program, and I
performed the duties associated with the termination of a program.
Beginning December 2003, I worked with Sitka Mental Health Clinic dba Islands
Counseling Services. I was responsible for the clinical psychotherapy management of all
mental health/ chemical dependency treatment programming including program planning/
implementation, counselor/case manager development and supervision, program
evaluation, program budgeting monthly, HIPAA requirements, and outcome measures for
grant reporting to the State of Alaska. I was also responsible for outreach and community
partnerships, building with the local schools as well as other local and extended mental
health agencies in southeast Alaska. I was responsible for outreach and community
partnership building with the local schools as well as other mental health agencies. As
the Program Manager, I supervised the adult mental health program; case management
supports for twelve months until a supervisor was hired to oversee the entire adult
services.
When situations involve the development of programs for the past organizations, I have
worked with, as a supervisor I would include the management team in developing ideas
that supported the programs mission as the project manager. In previous jobs where I
was tasked with program development I made a point to include other team members to
gather ideas that would support the program’s mission. A good example of this occurred
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4. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
at YKHC where I involved other management team members in developing training for
direct care providers throughout the service area. Due to significant geographical
challenges of providing training to the staff in the villages, the solution was to develop a
training manual that would include samples of how the direct care providers should
document their progress notes for each type of modality utilized with their clients. Since
the management staff was directly involved in supervising the direct care providers, I felt
that their participation in developing the training was an essential component for the
program to be successful.
Since 1992, I have been committed to community involvement and public service
organizations that involve fundraising for the HIV/AIDS community. While living in
Louisville, Kentucky from 1991 to 2003, I volunteered in the organizing and execution of
the Louisville AIDS Walk every year until I left for Alaska. Volunteerism is an integral
part of our involvement as professionals in the field of public service. As an
administrator for the YKHC, I implemented a policy that encouraged staff to give back to
their community through volunteering. I would ask staff to commit to two hours of
volunteering that was paid by the YKHC, and two hours that was unpaid. Not only did
this allow my staff within the department to contribute to their villages, it supported
family cohesion. Many of my direct reporting staff had families, and this volunteer
opportunity allowed the staff more time each month to be with their family by
volunteering in the community centers and the schools. It also allowed them to show
their children the importance of volunteering in their community.
My ability to communicate orally has been demonstrated in a variety of ways over the
past twenty-five years especially as a supervisor in the field of human services. Some
examples are:
• Presenting employment and human resource information to potential applicants
for employment,
• Orientation of new employees,
• Providing the new employees with verbal direction on appropriate Medicaid
documentation techniques,
• Verbal constructive criticism to subordinates, and
• Publicly providing team members verbal assurance that their performance has
been appreciated and that they are a valuable asset to the agency.
I have over twenty years of experience in public schools giving presentations on various
social issues such as drug and alcohol abuse, HIV/AIDS, and case management and care
coordination as a social worker. These presentations were done while working for
Caritas Peace Center in Louisville, Kentucky, and while teaching as adjunct faculty at the
undergraduate level at Northern Kentucky University, Indiana Wesleyan University, and
Southern Indiana University.
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5. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
I spent four years doing public speaking for my work with the Commonwealth of
Kentucky involving:
1) Targeted case management activities;
2) Clinical documentation for case managers;
3) Four years of speaking on mental health, substance abuse, and dual diagnosis;
4) Teaching other social service workers and human services professionals.
As a supervisor/clinician for Sitka Counseling and Prevention Services and for the
YMCA of Greater Seattle I was responsible for facilitating weekly clinical rounds with
the members of my team as well as a weekly check-in with the team on their
productivity.
I have been responsible for facilitating group sessions with adults and children in
experiential learning and focus groups designed to work on developing healthy daily
living skills. This activity was performed while I was working at Camp Ondessonk in
Ozark, Illinois from 1988-1992, with Caritas Peace Center from 1994-98, and the
Institute for Family Centered Services from 1999-2000.
A majority of my experience managing a large budget has taken place while I was
working for:
• Yukon Kuskokwim Health Corporation (YKHC) in Bethel, Alaska from 2005-2006
involving Medicaid and Indian Health Services reimbursement totaling between $2-3
million dollars annually; and
• Washington State Health Care Authority (HCA) (2011 to Present) involving contracts
totaling $12-13 million dollars annually utilizing an “intergovernmental transfer
process” methodology. This encompasses having quarterly forecast meetings to
ensure funding compliance, and daily I monitor the volume of claims that are
submitted for Medicaid reimbursement.
Each month I had a responsibility to reporting the expenses for the grant programs to the
State of Alaska Division for Disability Services, and to ensure funds were being spent
appropriately. With HCA, I continue to be responsible for ensuring Medicaid
reimbursements are being used to meet the needs of students in special education. This
program is pivotal for meeting the growing needs of children from lower income and
non-benefit families depending on public assistance. The program is intentional
compliant with Section XIX (Medicaid) of the Social Security Act (the Act).
On a quarterly basis while working for YKHC, I would complete a summarization on the
various accounts associated with the funding sources supporting the department. This
would include the general ledger comparing with a variance reports that were produced
by the accounts receivable department. Each account ledger would have the currently
capital gains minus the expenses for that quarter and/or reporting period. Each week the
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6. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
Indian Health Services Medicaid Report was analyzed for unpaid Medicaid payments for
services that were rendered. The purpose of these weekly reports was to document the
information into a “score card” system for tracking outcomes.
My definition of “customer service” as it applies in the human services field utilizes the
following process:
• Getting to know everything possible about the involved stakeholders
• Thinking carefully about products or services the programs are trying to provide for
the stakeholders or public
• Knowing exactly who would want to participate in the available program services
• How old is this person
• What are the marital status if appropriate
• Where do the clients or stakeholders reside
• How does clients or stakeholders like to spend their spare time
• What hobbies are of interests to clients or stakeholders
• What other products does clients or stakeholders invest
• Where do clients or stakeholders enjoy their free time
These are important questions that every individual in the helping career or public
services should ask themselves before pursuing a career in the field human services.
Successful customer service is an on going process of meeting and exceeding customer
expectations. It requires good interpersonal skills, process improvements, and efficient
and effective communication.
Staff development will always be needed and is seen as a way to improving performance
for both newly hired and existing employees. Effective staff development programs take
into account the nature of how they learn and the needs for making training accessible to
them. Accessibility was especially challenging in Alaska, and it continues today during
these times of economic hardship. As a professional in a management role, my
philosophy is that optimum conditions for learning occur when the following conditions
are being met:
1. Staff feels the need to learn and have input into what, why, and how they will learn;
2. Learning content and processes bear a perceived and meaningful relationship to past
experience; and
3. Experience is effectively utilized as a resource for learning for advanced education.
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7. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
Conclusion
As a former administrator working for YKHC, I was responsible for maintaining,
monitoring, and ensuring that all facilities under the Developmental Disabilities
Department were in compliance with state and local fire codes, JCAHO requirements, as
well as meeting the State of Alaska’s assisted living regulations for group homes. In
2005 the department was able to have a new group home built for the disabled clients that
were served in Bethel, Alaska. As the administrator for the department, my role weighed
heavily on compliance with group home licensure regulations as dictated by the State of
Alaska. When facility structures are deemed uninhabitable or out of compliance part of
my responsibility was to report all facility variances to the legal authorities as well as to
the Division for Senior Disabilities. I was also responsible for monitoring monthly the
bio-medical needs for the facilities to ensure they were in compliance with OSHA. Part
of OSHA responsibilities was to ensure that each facility had a material management
manual on hand for all chemicals used within that facility.
One of the nice things about being an advocate for the HIV/AIDS community was having
involvement with rights of children. My dissertation for my last degree was focused on
expressing the legal rights that children have as well as defending the needs of children
diagnosed with HIV.
HIV is not transmitted by casual contact. It is usually transmitted by blood-to-blood
contact, especially in the sharing of needles by injection drug users, during sexual
intercourse, and from mother to child in the womb, during the birth process or through
breast-feeding. The courtroom is not typically a place where these issues will likely to
occur; however, my past involvement was to directly advocate for children committed to
the state that were receiving HIV treatment. I was involved with a non-profit
organization in the late 1990’s that developed and provided training on how to best treat
HIV/AIDS in children as well as understand the policies that needed to be implemented
in conjunction with child welfare issues.
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8. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
1. Experience in Program Management
(Supervision of staff and volunteers, budget development, and management)
While I was working as the Developmental Disability Administrator for Yukon-
Kuskokwim Health Corporation (YKHC) from April 2005 to March 2006, I was directly
responsible for supervising the entire Developmental Disabilities Department serving the
entire Yukon Delta region. The job also involved working with the:
• Bureau of Indian Affairs (BIA),
• Office of Civil Rights (OCR), and
• Medicaid regarding federal audit findings.
Monthly, reporting frequently involved challenges with budget issues, weather
conditions, and personnel changes. One instance that illustrates my ability to manage
occurred when my executive supervisor was absent for an extended period of time.
During that time I worked with the Office of Civil Rights regarding a HIPAA violation
that occurred two years before I became the administrator. My role in the investigation
involved qualitative analysis where I led individual and group interviews, special focus
groups that addressed the violations and established prevention strategies, arranged for
OCR observation sessions, and worked with the BIA and OCR to interpreted program
records and make recommendations to demonstrate to my superiors the severity of the
violation.
The reason for implementing a qualitative method of assessment of our services was to
connect to the tribal communities around Alaska. The assessment process involved:
• Collecting data on needs of the Alaskan people
• Providing the stakeholders with information on the process and why it was necessary
• Developing questions and answers to the public regarding the outcome of the
assessment
In another instance I agreed to assist executive leadership during the absence of Director
of Maternal Support Services/Infant Case Management by overseeing the Maternal
Support Services program for pregnant women from the villages. I had to manage the
challenges associated with staff absenteeism and payroll in addition to my regular job
duties as the Developmental Disabilities Administrator. This resulted in me being
responsible for supervising additional one hundred para-professionals who provided
direct services to children and adults with disabilities who were pregnant, management of
a Medicaid budget nearly a three million dollar for programming, group home operations,
assisted living contracting and oversight, as well as grant development for two additional
programs.
In running this public service program part of the process was to monitor compliance
with Medicaid and State rules and regulations, quality assurance from a lean perspective,
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9. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
and reporting on operations to the board of directors and senior management. In my job
as the administrator, I carried out these responsibilities from 2005 into mid-2006. I found
the key elements to being successful were:
• Letting employees know what to expect from me as an Administrator. One’s time in
operating the program had to be efficient and resourceful.
• Letting employees know where they stood, and communicating with them on a
weekly basis at a minimum.
• Establishing a sound communication link/network through supervisory processes and
procedures.
• Establishing a positive working culture. (e.g., freedom to work without micro-
management constraints, training opportunities, and implementation of employees
suggestions for process improvement, and an open door policy)
• Delegating projects to those who were interested in taking on more responsibility.
From October of 2004 through February of 2005, my job was serving as the Independent
Living Program Manager for a transitional program with the YMCA of Greater Seattle,
Washington. I was responsible for supervising the young adults leaving foster care and
entering supported living programming. This program involved maintaining a budget,
and office leased by the YMCA The program only three months, and I spent the
remaining time dissolving the program in March 2005.
In my initial transition from Kentucky to Alaska in 2003, I moved to Sitka, Alaska where
I was the Program Manager and clinical therapist for the children’s mental health
program. By the time I left this position my responsibilities had grown to include:
• Clinical operations of the children’s program,
• Supervision of para-professionals and coordinators,
• Program evaluation, and
• Program outcome measures for grant reporting to the State of Alaska.
I was also responsible for outreach and community partnership building with the local
schools as well as other community-based services in Sitka, Alaska.
2. Experience in grant writing, contract development, and negotiations and
marketing.
My experience with grant writing includes writing a grant for the Developmental
Disabilities Department while I was working for Yukon-Kuskokwim Health Corporation
in May of 2005. The grants that were applied for were “multi-disciplinary” grants that
covered several programs. The two grants that I was responsible for completing for the
department were “non-competitive” grants for providers in Alaska. The final award
amount of the first grant was nearly $600,000.00 for the Developmental Disabilities
Grant Program, and second grant award totaled $92,500.00 for the Short-term Emergency
9

10. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
Referral (STAR) program. The Developmental Disabilities Department was awarded
both of the grants for three years total.
In my role overseeing the Family Habilitation services I was required to contract with
providers, monitor and supervise these providers, ensure that their licensing was
maintained for compliance with Medicaid and assisted living regulations, and market the
program throughout the Yukon Delta region. These actions were part of a strategic effort
to improving the quality of services to the disabled population serve by the agency.
Before I arrived at YKHC, the Department did not have a contract developed that met the
Federal Indian Health Board requirements. My job was to ensure that a contract was
developed with these requirements included in the contract, and that both the Corporation
and the contracted providers complied with the contract terms. The contracts were
worded to include the State of Alaska’s Assisted Living regulations for long-term care as
well.
One of my responsibilities as the Program Manager for Sitka Counseling and Prevention
Services was to market the children’s program. I traveled to all the schools throughout
Baranough Island where Sitka is located. On a monthly basis I would meet directly with
the school administrators and guidance counselors to discuss the program prior to
presenting to the entire school in detail how they could contact the agency if in need of
assistance. These efforts were directed toward rebuilding a community partnership where
the agency had not been successful in prior efforts. My efforts paid off in October 2004
when one of the schools contacted me for a mortality review and to provide emergency
crisis response as a result of a student’s suicide. I was able to respond, and coordinate
with other community providers to provide mental health support to the students that
were in distress. The consistent monthly meetings with schools allowed for this success
to occur in response to a crisis situation.
Other methods that I have used with my marketing efforts of a lean and efficient program
situated in western Alaska include direct outreach to the community through the use of
community partnership surveys, provider surveys, and employee surveys that were
designed to assist in program development. The surveys were sent out quarterly to
develop performance outcome measures for program. The STAR program was able to
market itself successfully via the internet by developing a link into YKHC’s home page
for outside inquires to be sent to the department. This grant-funded program was also
able to develop a pamphlet to share with providers at community meetings,
interdisciplinary meetings, and local school multi-disciplinary meetings.
3. The benefits of teamwork and how would you encourage your staff to work as a
team?
The benefit of teamwork is that all members of your department specifically participate
in evaluating the success of the programming. Teamwork efforts are a success when
programmatic outcomes are efficient for each member of the team. Some important
methods that I have used that contribute to a successful team was praising my team
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11. James Harvey
218 Gipple Street NE, Orting, Washington 98360
(425) 314-7336
jimages2002@comcast.net
members for their efforts, letting the public acknowledge their efforts, and developing a
solid but professional relationship with the members of my team. Flexibility also
contributes to the successes of a team environment, and by being flexible I believe this
behavior encourages variety and diversity within the team.
My approach to maintaining accountability and supervision was that I met with them as a
team bi-weekly and also individually on a bi-weekly basis. Each person had a
responsibility to document and track on a monthly basis the projects they were working
on including anticipated completion dates, accomplishments for the month, challenges
and barriers programmatically they were facing and possible solutions. I required that all
meetings had to be documented in their Microsoft Outlook account. As a supervisor, I
required they submit to me monthly a print out of their “tasks” completed for the month.
This list provided me with additional information I needed to complete annual
evaluations.
One of the many ways to encourage my staff was to participate in alternative team efforts
and activities, and to delegate to them project responsibilities. Entrusting them and their
abilities I encouraged them to feel secure in using their knowledge, skills, and abilities.
This approach allowed the teams that I had managed to transform ideas from individual
members within the team to a cohesive and focused unit of individuals that brought new
challenges for leadership (e.g., development of training manuals, LEAN process
improvement projects, organizational assessments, development of mission/purpose
statements, and program management policy changes).
As a manager or administrator, I tried to emphasize the advantages of “variety” and
“diversity” within the team. My professional opinion is to never make immediate
changes to the department, but practical and actively listen to my team members. My
professional philosophy is to have diversity as a means or enrichment to successful
program operations. In addition I have an “open door” policy to everyone. My belief as
an administrator is to be practical and learn from the team first. Managers in my opinion
need to be practical and listen and learn, while at the same time becoming involved with
lean decision making processes. This allows culture to balance and to occur across the
department/organization as well. Many of the successes that I achieved as a manager or
administrator was because of the participation of members of my team in the interview
processes for potential hires to the department, their participation in writing grant
proposals by incorporating newly documented research, and having the team members
involved in outreach and marketing the programs.
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