LACIE: KC Digital Drive September 2020 Health Innovation TeamKC Digital Drive
Mike Dittemore from LACIE offers an update on operations and industry outlook, concentrating on the organization's new sustainability model, augmented service agreement with the Tiger Institute, and eHealth Exchange.
Jay Keese: Breaking the Status Quo in Washington D.C.Hint
Jay Keese, Executive Director of the Direct Primary Care Coalition, will talk about the changing tides of healthcare reform in Washington D.C. and provide insights into the new Direct Care pilots being discussed for Medicare.
The document discusses several provisions in the Affordable Care Act that improve long-term care services. It outlines new Medicaid options that provide incentives for states to expand home- and community-based services, including a 6% matching rate for attendant services. It also discusses protections for nursing home residents, including easier access to complaint and inspection information online. Overall, the provisions are aimed at improving quality, consumer information and choice, and rebalancing long-term care toward home- and community-based settings.
The California regulator sends a misleading, fear-mongering letter to municipalities that are considering forming new public power Community Choice Energy (CCE) agencies.
The Rural Health Care (RHC) Program provides reduced rates to eligible rural health care providers for telecommunications and internet services used for health care. The program is administered by the Universal Service Administrative Company on behalf of the Federal Communications Commission. It has two components: the Primary Program provides discounts for monthly connectivity costs and 25% off internet access, while the Pilot Program previously supported up to 85% of costs for building broadband networks. Eligible providers include rural hospitals, clinics, health departments, and mental health centers. The application process involves requesting services, selecting service providers, and notifying the program once services are received to receive discounts.
1. Beginning in 2014, the Affordable Care Act expands Medicaid eligibility and requires states to set up health insurance exchanges to provide subsidized coverage. This large expansion aims to significantly reduce the number of uninsured, including many who have mental health or substance abuse issues.
2. States will receive 100% federal funding from 2014-2016 to support expanding Medicaid eligibility and establishing enrollment systems. They are urged to simplify enrollment processes using online applications and data from other programs to maximize participation in the new coverage options.
3. Community organizations can help with outreach and on-site enrollment assistance, especially for those unfamiliar with public programs. States are encouraged to consider streamlined "Express Lane" eligibility models used successfully in CHIP
This document provides a summary of Virginia's Medicaid program and the status of health care reform efforts in the state. It outlines Virginia's Medicaid eligibility levels, enrollment trends, expenditures, and service delivery structure. It then discusses the state's goals for Medicaid reform, including implementing the Affordable Care Act expansion and establishing a more efficient, coordinated system. The document reviews the progress and estimated savings of Virginia's multi-phase Medicaid reform plan, including initiatives involving the dual eligible population, program integrity, and behavioral health services.
LACIE: KC Digital Drive September 2020 Health Innovation TeamKC Digital Drive
Mike Dittemore from LACIE offers an update on operations and industry outlook, concentrating on the organization's new sustainability model, augmented service agreement with the Tiger Institute, and eHealth Exchange.
Jay Keese: Breaking the Status Quo in Washington D.C.Hint
Jay Keese, Executive Director of the Direct Primary Care Coalition, will talk about the changing tides of healthcare reform in Washington D.C. and provide insights into the new Direct Care pilots being discussed for Medicare.
The document discusses several provisions in the Affordable Care Act that improve long-term care services. It outlines new Medicaid options that provide incentives for states to expand home- and community-based services, including a 6% matching rate for attendant services. It also discusses protections for nursing home residents, including easier access to complaint and inspection information online. Overall, the provisions are aimed at improving quality, consumer information and choice, and rebalancing long-term care toward home- and community-based settings.
The California regulator sends a misleading, fear-mongering letter to municipalities that are considering forming new public power Community Choice Energy (CCE) agencies.
The Rural Health Care (RHC) Program provides reduced rates to eligible rural health care providers for telecommunications and internet services used for health care. The program is administered by the Universal Service Administrative Company on behalf of the Federal Communications Commission. It has two components: the Primary Program provides discounts for monthly connectivity costs and 25% off internet access, while the Pilot Program previously supported up to 85% of costs for building broadband networks. Eligible providers include rural hospitals, clinics, health departments, and mental health centers. The application process involves requesting services, selecting service providers, and notifying the program once services are received to receive discounts.
1. Beginning in 2014, the Affordable Care Act expands Medicaid eligibility and requires states to set up health insurance exchanges to provide subsidized coverage. This large expansion aims to significantly reduce the number of uninsured, including many who have mental health or substance abuse issues.
2. States will receive 100% federal funding from 2014-2016 to support expanding Medicaid eligibility and establishing enrollment systems. They are urged to simplify enrollment processes using online applications and data from other programs to maximize participation in the new coverage options.
3. Community organizations can help with outreach and on-site enrollment assistance, especially for those unfamiliar with public programs. States are encouraged to consider streamlined "Express Lane" eligibility models used successfully in CHIP
This document provides a summary of Virginia's Medicaid program and the status of health care reform efforts in the state. It outlines Virginia's Medicaid eligibility levels, enrollment trends, expenditures, and service delivery structure. It then discusses the state's goals for Medicaid reform, including implementing the Affordable Care Act expansion and establishing a more efficient, coordinated system. The document reviews the progress and estimated savings of Virginia's multi-phase Medicaid reform plan, including initiatives involving the dual eligible population, program integrity, and behavioral health services.
The document is a case study about PPL (PCG Public Partnerships, LLC) providing third party administration services for Ohio's Ryan White HIV/AIDS Treatment Extension Act of 2009 Part B Program. Upon winning the contract, PPL customized IT systems to meet requirements, developed a budgeting tool, configured a claims processing system, and established tools to interface with Ohio's case management system. The project involved administering over $5 million annually to provide services to more than 5,000 low-income individuals with HIV/AIDS in Ohio. The result was successful processing of payments to providers and improved management of statewide expenditures.
Tennessee's TennCare program implemented a new long-term care program called CHOICES that included participant direction as an option for home and community-based care. TennCare contracted with PCG Public Partnerships (PPL) to provide financial administration and supports brokerage services for the participant direction program. PPL worked closely with TennCare for over a year prior to launch to develop policies and procedures. Since the program launched in 2010, over 1,000 individuals have been referred and about 360 are actively receiving services through participant direction. PPL handles on average 1,300 calls and over 300 employees per month to support consumer-directed services.
The Virginia Department of Medical Assistance (DMAS) contracted with PCG Public Partnerships (PPL) to provide fiscal/employer agent services for several Medicaid waiver programs in Virginia. PPL implemented several steps to streamline operations, including publishing statewide rules, transitioning to new technology, enforcing program requirements, customizing platforms, and creating an advisory group. The programs allow Medicaid recipients to receive care in their communities instead of facilities. DMAS realized its internal operations were inadequate, so contracted with an experienced provider. Since inception, enrollment has grown from 1,390 to over 9,000 and satisfaction surveys showed high approval of consumer-directed services.
Paying for Value in Medicaid: A Synthesis of Advanced Payment Models in Four ...soder145
1. The document analyzes Medicaid payment reform models in four states - Arkansas, Minnesota, Oregon, and Pennsylvania.
2. State budget pressures often provided the initial motivation for reform. States aim to improve outcomes while containing costs through payment incentives and care delivery changes.
3. The models vary significantly between states but commonly seek to link payments to quality and cost performance measures in order to influence provider behavior.
This document provides a summary of data from the HHS Accelerator system, which facilitates procurement and contracting for New York City's social services providers. It finds that from 2013 to 2015, 1,854 providers prequalified in the system, 93 RFPs were released, and over $1 billion in contract budgets were managed. The majority of prequalified providers serve children and deliver services in English and Spanish. The report aims to increase transparency around HHS Accelerator activity and contracting trends to help providers.
The Accountable Health Communities Model team hosted a webinar to provide an overview of the new funding opportunity and application requirements for Track 1 on Wednesday, September 14, 2016 from 2:00p.m. – 3:00p.m. EDT.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Accountable Health Communities Model team hosted a webinar to provide an overview of the roles of state Medicaid agency partners for Track 1 on Monday, September 12, 2016 from 2:00p.m. – 3:00p.m. EDT.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
- The document discusses updates from CMS on addressing administrative burden as part of the Quality Payment Program. Recent regulatory activities have aimed to reduce burden through changes to fee schedules, measure alignment, and telehealth coverage.
- CMS priorities include empowering patients, supporting state flexibility and local leadership, and improving the customer experience. The Innovation Center tests new payment and delivery models to improve quality and reduce costs.
- Under MACRA, clinicians can participate in the Merit-based Incentive Payment System or Advanced Alternative Payment Models. Technical assistance is available to help clinicians succeed under the Quality Payment Program.
Advocates for Ohio's Future hosted a webinar on the Mid-Biennium Review and Senate Bill 216. The webinar featured speakers from the Ohio Job and Family Services Directors’ Association, The Ohio Council of Behavioral Health & Family Service Providers, and the Center for Community Solutions. The speakers discussed provisions around workforce development, county JFS consolidation, behavioral health funding, addiction treatment funding cuts, early childhood education quality reforms, and data sharing. Advocates for Ohio's Future recommended support for these issues and ways for participants to get more involved in advocacy.
This document summarizes the reasons for and key aspects of North Carolina's 2001 mental health system reform. The goals of the reform were to increase local control and governance, promote accountability, and shift away from reliance on institutions by increasing community-based services. The reform established Local Management Entities (LMEs) at the county level to oversee services provided by networks of community providers. It also aimed to focus the system on serving those most in need, increase evidence-based practices, and require more consumer and family input. Major challenges of fully implementing the reform included developing community treatment capacity, addressing inadequate funding, and transitioning from the existing institution-focused system.
The Madison County Community Development Department manages several core programs funded by federal and state grants. In 2015, each division implemented new, innovative programs and initiatives. These included hosting a poverty summit; forming a nonprofit to secure additional funding; tracking projects using GIS; creating a centralized intake system; and expanding training, partnerships, and outreach. The goal is to maximize services and impact for residents in light of declining budgets.
Implementing the Affordable Care Act: Redesigning and Coordinating Eligibilit...NASHP HealthPolicy
The document discusses the challenges states will face in implementing the Affordable Care Act's requirements for coordinating eligibility and enrollment across Medicaid, CHIP, and health insurance exchanges. It notes that Kansas' current eligibility system is outdated and unable to handle the increased load. Kansas plans to use an HRSA grant to build a new integrated online eligibility system that can determine eligibility for Medicaid, subsidies, and private plans in real time. However, many questions around coordination and operational details between state and federal agencies remain unanswered as deadlines approach.
Elderly and Disabled Assistance Program.pptxTraneeisTaylor
This document outlines an Elderly and Disabled Assistance Program with the following key points:
- The program aims to assist and improve the welfare of elderly aged 60+ and disabled individuals.
- Clients are affected by political, economic, and social factors like available assistance, living arrangements, health, and loneliness.
- The program will apply workplace relationship and ethics theories, equally divide work among staff, and have case workers, supervisors, and managers ensure clients meet requirements.
- An information system with email, fax, and scanning is needed to control and maintain required verification documents and records to provide services.
The document discusses California's current system for assessing eligibility and needs for home- and community-based services (HCBS) programs, and the development of a Universal Assessment Tool (UAT). Currently, clients receiving services from multiple HCBS programs undergo separate assessments that collect duplicative information. The legislature aims to improve coordination and efficiency through a UAT that would provide single, comprehensive assessments across HCBS programs. A pilot program will test the UAT in some counties to address implementation issues before potential statewide adoption.
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
More Related Content
Similar to PCG Public Partnerships Case Study, New Jersey Department of Health and Seniors Services (DHSS)
The document is a case study about PPL (PCG Public Partnerships, LLC) providing third party administration services for Ohio's Ryan White HIV/AIDS Treatment Extension Act of 2009 Part B Program. Upon winning the contract, PPL customized IT systems to meet requirements, developed a budgeting tool, configured a claims processing system, and established tools to interface with Ohio's case management system. The project involved administering over $5 million annually to provide services to more than 5,000 low-income individuals with HIV/AIDS in Ohio. The result was successful processing of payments to providers and improved management of statewide expenditures.
Tennessee's TennCare program implemented a new long-term care program called CHOICES that included participant direction as an option for home and community-based care. TennCare contracted with PCG Public Partnerships (PPL) to provide financial administration and supports brokerage services for the participant direction program. PPL worked closely with TennCare for over a year prior to launch to develop policies and procedures. Since the program launched in 2010, over 1,000 individuals have been referred and about 360 are actively receiving services through participant direction. PPL handles on average 1,300 calls and over 300 employees per month to support consumer-directed services.
The Virginia Department of Medical Assistance (DMAS) contracted with PCG Public Partnerships (PPL) to provide fiscal/employer agent services for several Medicaid waiver programs in Virginia. PPL implemented several steps to streamline operations, including publishing statewide rules, transitioning to new technology, enforcing program requirements, customizing platforms, and creating an advisory group. The programs allow Medicaid recipients to receive care in their communities instead of facilities. DMAS realized its internal operations were inadequate, so contracted with an experienced provider. Since inception, enrollment has grown from 1,390 to over 9,000 and satisfaction surveys showed high approval of consumer-directed services.
Paying for Value in Medicaid: A Synthesis of Advanced Payment Models in Four ...soder145
1. The document analyzes Medicaid payment reform models in four states - Arkansas, Minnesota, Oregon, and Pennsylvania.
2. State budget pressures often provided the initial motivation for reform. States aim to improve outcomes while containing costs through payment incentives and care delivery changes.
3. The models vary significantly between states but commonly seek to link payments to quality and cost performance measures in order to influence provider behavior.
This document provides a summary of data from the HHS Accelerator system, which facilitates procurement and contracting for New York City's social services providers. It finds that from 2013 to 2015, 1,854 providers prequalified in the system, 93 RFPs were released, and over $1 billion in contract budgets were managed. The majority of prequalified providers serve children and deliver services in English and Spanish. The report aims to increase transparency around HHS Accelerator activity and contracting trends to help providers.
The Accountable Health Communities Model team hosted a webinar to provide an overview of the new funding opportunity and application requirements for Track 1 on Wednesday, September 14, 2016 from 2:00p.m. – 3:00p.m. EDT.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Accountable Health Communities Model team hosted a webinar to provide an overview of the roles of state Medicaid agency partners for Track 1 on Monday, September 12, 2016 from 2:00p.m. – 3:00p.m. EDT.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
- The document discusses updates from CMS on addressing administrative burden as part of the Quality Payment Program. Recent regulatory activities have aimed to reduce burden through changes to fee schedules, measure alignment, and telehealth coverage.
- CMS priorities include empowering patients, supporting state flexibility and local leadership, and improving the customer experience. The Innovation Center tests new payment and delivery models to improve quality and reduce costs.
- Under MACRA, clinicians can participate in the Merit-based Incentive Payment System or Advanced Alternative Payment Models. Technical assistance is available to help clinicians succeed under the Quality Payment Program.
Advocates for Ohio's Future hosted a webinar on the Mid-Biennium Review and Senate Bill 216. The webinar featured speakers from the Ohio Job and Family Services Directors’ Association, The Ohio Council of Behavioral Health & Family Service Providers, and the Center for Community Solutions. The speakers discussed provisions around workforce development, county JFS consolidation, behavioral health funding, addiction treatment funding cuts, early childhood education quality reforms, and data sharing. Advocates for Ohio's Future recommended support for these issues and ways for participants to get more involved in advocacy.
This document summarizes the reasons for and key aspects of North Carolina's 2001 mental health system reform. The goals of the reform were to increase local control and governance, promote accountability, and shift away from reliance on institutions by increasing community-based services. The reform established Local Management Entities (LMEs) at the county level to oversee services provided by networks of community providers. It also aimed to focus the system on serving those most in need, increase evidence-based practices, and require more consumer and family input. Major challenges of fully implementing the reform included developing community treatment capacity, addressing inadequate funding, and transitioning from the existing institution-focused system.
The Madison County Community Development Department manages several core programs funded by federal and state grants. In 2015, each division implemented new, innovative programs and initiatives. These included hosting a poverty summit; forming a nonprofit to secure additional funding; tracking projects using GIS; creating a centralized intake system; and expanding training, partnerships, and outreach. The goal is to maximize services and impact for residents in light of declining budgets.
Implementing the Affordable Care Act: Redesigning and Coordinating Eligibilit...NASHP HealthPolicy
The document discusses the challenges states will face in implementing the Affordable Care Act's requirements for coordinating eligibility and enrollment across Medicaid, CHIP, and health insurance exchanges. It notes that Kansas' current eligibility system is outdated and unable to handle the increased load. Kansas plans to use an HRSA grant to build a new integrated online eligibility system that can determine eligibility for Medicaid, subsidies, and private plans in real time. However, many questions around coordination and operational details between state and federal agencies remain unanswered as deadlines approach.
Elderly and Disabled Assistance Program.pptxTraneeisTaylor
This document outlines an Elderly and Disabled Assistance Program with the following key points:
- The program aims to assist and improve the welfare of elderly aged 60+ and disabled individuals.
- Clients are affected by political, economic, and social factors like available assistance, living arrangements, health, and loneliness.
- The program will apply workplace relationship and ethics theories, equally divide work among staff, and have case workers, supervisors, and managers ensure clients meet requirements.
- An information system with email, fax, and scanning is needed to control and maintain required verification documents and records to provide services.
The document discusses California's current system for assessing eligibility and needs for home- and community-based services (HCBS) programs, and the development of a Universal Assessment Tool (UAT). Currently, clients receiving services from multiple HCBS programs undergo separate assessments that collect duplicative information. The legislature aims to improve coordination and efficiency through a UAT that would provide single, comprehensive assessments across HCBS programs. A pilot program will test the UAT in some counties to address implementation issues before potential statewide adoption.
Similar to PCG Public Partnerships Case Study, New Jersey Department of Health and Seniors Services (DHSS) (20)
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
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5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
PCG Public Partnerships Case Study, New Jersey Department of Health and Seniors Services (DHSS)
1. www.publicpartnerships.com
case study:
Third-Party Billing & Fiscal/Employer Agent
Services for State and Medicaid Waiver
Programs in New Jersey
THE PPL APPROACH
Upon award of the contract, PPL performed the following:
• Customized PPL information technology systems to meet unique
state program requirements;
• Collaborated with DHSS-DACS to implement enhancements to the
HCBS database and service authorization system;
THE CLIENT
New Jersey Department of Health and Seniors Services
(DHSS), Division of Aging and Community Services (DACS)
THE PROJECT
Statewide third-party billing agent and Fiscal/Employer Agent
services for two home and community-based services (HCBS)
programs administered by DHSS-DACS.
“Always a pleasure to talk to your staff when I need
assistance.”
-Agency provider in New Jersey
• Developed and implemented accounts payable systems and
processes to support participants to receive case manager authorized
agency and vendor services;
• Developed and implemented payroll and tax systems and processes
to support participants to exercise employer authority by hiring
participant-employed providers;
• Developed and implemented a Medicaid claiming system for
submitting claims to the MMIS vendor;
• Developed and implemented co-pay billing and collection processes
based on the sliding scale for the financial participation in JACC; and
• Developed and implemented a state-of-the-art customer service call
center.
THE RESULTS
• Seamless transition of approximately 4,500 participants from the
incumbent vendor to PPL;
THE OPPORTUNITY
New Jersey DHSS-DACS administers two statewide HCBS programs,
Global Options (GO), a Medicaid waiver program serving a variety of
populations; and, Jersey Assistance for Community Caregiving (JACC),
a state-funded program serving adults with physical disabilities who do
not qualify for Medicaid. These programs provide long-term services and
supports for eligible individuals with disabilities and senior citizens to
reside in the community as independently as possible.
• Program growth from 4,500 participants in 2006, to more than
6,700 active participants in 2011;
In August, 2006, PCG Public Partnerships, LLC (PPL) was awarded a
contract for a statewide third party billing and fiscal employer agent
services, replacing a local vendor. One of Public Partnerships’s early
contributions to the state was the initial quality check and assistance in
improving the HCBS database and service authorization system. These
tasks required re-designing significant portions of the system while in live
production.
• Collection of co-pay requirements for over 600 JACC participants;
• Accounts payable services for over 300 agency providers annually;
• Payroll services for over 700 participant-employed providers annually;
• Bi-weekly payroll and Medicaid claims submission in excess of
$500,000;
• Effective working relations with care coordinators, care managers,
and county liaisons.
PCG Public Partnerships, LLC | 148 State Street, Tenth Floor, Boston, Massachusetts 02109 | tel: (855) 243-8775 fax: (617) 717-0085
Copyright Public Consulting Group, Inc.