Public Consulting Group Rev Max Proposal, DCS, Indiana, March 2009

Proposal Submitted by: PCG - INDIANA, Inc.
Long Term Care Plan
STATE OF INDIANA DEPARTMENT OF ADMINISTRATION

ON BEHALF OF
I NDIANA D EPARTMENT
OF
C HILD S ERVICES
Cost Allocation & Time and Effort Reporting Services Component 1

Request for Service 9-31 March 23, 2009 3:00 PM
Stephanie Taylor Indiana Department of Administration, Procurement Division 402 West Washington Street, Room W478, Indianapolis, IN 46204
Public Consulting Group, Inc. is an Affirmative Action/Equal Opportunity Employer.
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation & Time and Effort Reporting Services-Component 1
Table of Contents
Table of Contents 2.2 Transmittal Letter 2.3 Business Proposal 2.3.1 General 2.3.2 Respondents Company Structure 2.3.3 Company Financial Information 2.3.4 Integrity of Company Structure and Financial Reporting 2.3.5 Contract Terms/Clauses 2.3.6 References 2.3.7 Registration to do Business 2.3.8 Authorizing Document 2.3.9 Subcontractors 2.4 Technical Proposal Project Management Approach Transition Plan Staffing 2.4.1 Cost Allocation/Allowable Costs 2.4.4 Rate Establishment and Claiming 2.4.7 DCS Staff Development 2.5 Cost Proposal 2.6 Indiana Economic Impact Form 2.7 Buy Indiana Initiative/Indiana Company Appendix A. Project Staff Resumes B. CAP Screen Prints C. RMTS Screen Prints
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Printed on 30% post-consumer recycled content paper
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2.2 TRANSMITTAL LETTER
2.3 BUSINESS PROPOSAL
2.3.1 General 2.3.2 Respondents Company Structure 2.3.3 Company Financial Information 2.3.4 Integrity of Company Structure and Financial Reporting 2.3.5 Contract Terms/Clauses 2.3.6 References 2.3.7 Registration To Do Business 2.3.8 Authorizing Document 2.3.9 Subcontractors
2.3.1 General
2.3.1: General
Public Consulting Group (PCG) is pleased to offer the Indiana Department of Child Services (DCS) strong revenue management capabilities, an unblemished compliance record for revenue enhancement activity, and an unmatched knowledge base across all child welfare programs. In this section you invite Respondents to discuss those relevant and important factors that the State need consider for a successful acquisition of the services requested in this RFS. PCG believes DCS should focus on five factors as it evaluates the Management Assessment/Quality of the business and technical proposal. They are: Revenue Management Ability and Expertise Accuracy and Compliance Commitment to the Child Welfare Program Arena Minimizing Client Risk Specific Capabilities in RFS Requirements
In the following paragraphs here in Section 2.3.1, PCG discusses why these factors matter and how PCG measures up in each. We believe that PCG is a compelling choice for DCS when the scope of work outlined in the RFS is viewed through these five highly relevant and important factors. Revenue Management Ability and Expertise PCG is one of the nations leading firms for assisting state and local government manage and enhance federal revenue, while strictly adhering to state and federal compliance requirements. We have assisted more than a dozen states over the last 20+ years in maximizing federal funds; correctly applying state and federal policies and procedures; and, accurately distributing administrative costs incurred by state and local agencies administering government programs. Over the years, PCG has developed broad and deep expertise in federal funding sources supporting health and human services including Titles II, IV-D, IV-E, XVI, XVIII, and XXI. PCG has worked on revenue maximization projects in a diverse set of states including Illinois, Michigan, Texas, and Wisconsin in the midsection of our country; Arizona, Colorado, and Montana to the west; Florida, Louisiana, North Carolina, and Mississippi in the south; and, Connecticut, Massachusetts, New Jersey, and West Virginia to the east. Our work in North Carolina, Texas, and West Virginia alone has yielded nearly $800 million in reimbursements and recoveries. Accuracy and Compliance PCGs capacity for helping government maximize federal funding sources would be of little utility if PCG was not equally adept at maintaining client compliance with state and federal rules and regulations. All of our work enhancing federal revenues, evaluating and assessing the effectiveness of programs, determining compliance, and recommending efficiencies -- must and does withstand scrutiny at all levels. Our work across the nation has been audited many times and has resulted in no unresolved federal questioned costs. Over the last seven years we have had no contracts terminated, paid no penalties or damages as a result of our performance, and we have entered into no deferred prosecution agreements,
civil settlements, or corporate integrity agreements with any local, state or federal jurisdiction.
Commitment to the Child Welfare Program Arena Serving child welfare agencies is a focus for PCG and we are investing in the products and services that support them, while other companies remain stagnant or retrench. In the past year alone, PCG
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has expanded the staff working on child welfare services by 61%. PCG is investing in cutting-edge technology to support our program offerings, as you will see when you review our Cost Allocation and RMTS products in this proposal and our pilot project with Social Security Administration. We have won new engagements in 5 states in the last year including a SACWIS Feasibility Study for the Commonwealth of Pennsylvania and an SSI eligibility Project for the Illinois Department of Children and Family Services. Minimizing Client Risk PCG is asking that you choose a new vendor for these services based on our ability to demonstrate superiority in maximizing federal revenue in a compliant environment. But in making that decision, DCS also needs assurances that it is not taking undue risk in replacing a known commodity. Will a new vendor be able to efficiently transition the necessary infrastructure (e.g., office, staff, policies and procedures) without disrupting DCS operations? Also, what safeguards are in place to assure DCS a new vendor is as good in practice as they read on paper and sound at orals? These are reasonable questions and PCG has answered both in our proposal. Though not a requirement, we have included a detailed transition plan describing how PCG will approach assuming responsibility for this contract from the incumbent vendor. It addresses facility planning, staffing, telecommunications, computer systems, and knowledge transfer from the incumbent. PCG has opened up over 40 project offices, many of this same scale and several in this program arena. Our clients will tell you that these transitions have been smooth and successful. Also, again though not a requirement, PCG is proposing to provide DCS with additional safeguards around our proposed performance. In the past few years, PCG has increasingly participated in performance-based contracts where part of our payment has been conditioned upon specific performance expectations. While DCS does not define any performance-based payment provisions in the RFS, PCG is proposing to manage our performance utilizing Key Performance Indicators. The objective is for DCS to identify and communicate their most valued project goals and for PCG to continually conduct our work with these goals in mind, while executing all contract objectives and requirements. We think this is an innovative way to provide you the greatest assurance possible that choosing a new vendor is not a risky proposition. Specific Capabilities in RFS Requirements PCG will be bidding on both components as you have defined them in this RFP. PCG is perhaps one of the only firms in the country that has proven strength in each and every area that you are seeking. For us, child welfare is a business line that we have offered since 1993 and continues to be an area of growth for us. We believe that we continue to grow in this area because of our continued investment in our people, processes and technologies. For Component 1, please consider the following: PCG operates Cost Allocation Plans and manages RMTS in 18 jurisdictions, including five in the child welfare sector. PCG also manages 23 RMTS projects, of which four are for child welfare agencies. This breadth of experience allows us to develop national best practices, in part by pursuing clarifications from various ACF/CMS/DCA regional offices as we anticipate, if not experience, the potential pitfalls and traps that await our clients and that other states experience. We bring this hard-earned experience to you and this will benefit your cost allocation process.
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PCG is experienced in working with state and county administered systems. In some states, we must coordinate state cost allocation plans with county plans. We will be able to adapt to your state county requirements quickly. Rate setting and cost finding are areas of strength for PCG. As one example, CMS touts as a model best practice the PCG rate setting and cost reimbursement methodologies. Our rate setting and cost finding methodologies have been accepted by ACF as well in each and every case. Our team combines excellent methods with knowledge of the subject matter which is unbeatable. Our project team will produce better cost allocation and RMTS results because we have professionals that know IV-E, XIX, TANF, CCDF, SSBG and IV-B to name a few. To produce a cost allocation plan that is compliant and maximizes revenue is no easy feat, but with a team of experts in each federal funding source and a staff committed to knowing your programs and spending items, we are confident that we can do just that.
Component One Cost Allocation 2.4.1 Cost Allocation / Allowable Costs 2.4.4 2.4.7 Rate Establishment and Claiming DCS Staff Development
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2.3.2 Respondents Company Structure
2.3.2: Company Structure

PCG-INDIANA, INC. is an Indiana corporation and is a wholly owned subsidiary of Public Consulting Group, Inc. Public Consulting Group, Inc. is a privately owned subchapter S corporation.
PCG recently formed this subsidiary as part of a business development plan for Midwest expansion. A separate wholly-owned subsidiary best positions PCG to pursue opportunities in Indiana in all of its verticals, described below. This RFS is the first, and certainly not the last, opportunity for PCG to benefit Indiana economically and programmatically, consistent with PCGs mission of helping public sector clients achieve their performance goals and better serve populations in need. If we are successful in this bid, we will move our PCG-INDIANA subsidiary from its current location in Jeffersonville to Indianapolis within 60-90 days of contract award. And, while we will utilize members of our national staff during the transition period, PCG estimates that we will have 80% of our workforce for this project residing, and paying taxes, in Indiana over the life of this contract.
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Overview of PCG Founded in 1986 and headquartered in Boston, MA, PCG now has almost 700 professionals in 28 offices across the United States and Canada. PCG focuses on four verticals, which are described below, and wherever possible seeks to leverage each as necessary to solve the unique and often multidimensional challenges the public sector continually confronts. Our Health and Human Services Division has worked in the following states, for a local, county or state jurisdiction:
PCG, and its Health and Human Services practice, draws on more than two decades of consulting to public sector clients in all 50 states and Canada to deliver best-practice solutions and measurable results to state and local public agencies, state-operated facilities, and private providers that do business with government agencies. It is our Health and Human Services division that will execute the scope of work under Indianas RFS. PCG currently serves health and human services clients in 33 states, with projects ranging from revenue management to program design, including:
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Child Welfare Public Assistance Consumer Directed Services Early Education and Care Rate Setting Cost allocation/RMTS Elder Services Financial Management
Income Maintenance and Work Support Medicaid-Medicare Physician Group Practices Public Health Public/Private Hospitals & Other Facilities School-Based Health Youth Services Behavioral Health Business Process Review and Reengineering
Other PCG Divisions Education Services Providing full-service consulting, integrated with innovative and scalable technology solutions, to address the changing needs of the K-12 education community. Consumer-Directed Services Helping state and local governments deliver a service model to persons with disabilities that allows these individuals to choose what services they receive, how they are delivered, by whom, within their budgets. IT Services Providing a full spectrum of quality Information Technology (IT) consulting services to help state and local governments navigate through the complete IT life-cycle, from project inception, feasibility, and procurement through to design, implementation, and maintenance and operation.
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2.3.3 Company Financial Information
2.3.3: Company Financial Information

Public Consulting Group, Inc. and Subsidiaries(PCG) has been profitable and has enjoyed revenue growth in each of its 22 years of existence (with double-digit growth in all but 2 years). For our current fiscal year, we expect our history of double-digit growth to continue, resulting in revenues in excess of $110 million. PCG has generated positive cash flow on a consistent basis and continues to have a strong balance sheet. According to our most recent audited financial statements (June 30, 2008), PCG has a working capital balance (current assets less current liabilities) of $46.4 million, with a $7.5 million credit facility from national banks, assuring that we have more than adequate resources to fund day-to-day operations and business growth for the foreseeable future. We believe our balance sheets, found on the next several pages, will demonstrate to you that we can: Undertake such a large engagement as described by Indiana in this RFS Finance the transition process, if you chose to select a new vendor Relocate and expand our current Indiana presence quickly
In addition, please find PCG revenues for the last six fiscal years below (amounts in Millions):
2003 Revenue - Continuing Operations (in millions) Revenue - Discontinued Operations (in millions) Total Revenue (in millions) $54.1 2004 $73.4 2005 $85.4 2006 $49.6 $48.2 $54.1 $73.4 $85.4 $97.8 2007 $65.4 $9.8 $75.2 $88.4 2008 $88.4
PCGs revenues are from a diversified group of state and local governments. PCGs financial statements are included on the following pages.
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2.3.4 Integrity of Company Structure and Financial Reporting
2.3.4: Integrity of Company Structure and Financial Reporting

The CEO and CFO of Public Consulting Group, Inc. have taken personal responsibility for the thoroughness and correctness of any/all financial information supplied with this proposal. Although PCG is a privately owned subchapter S corporation and is not directly subject to the requirements of the Sarbanes-Oxley Act, PCG has taken steps to implement a number of the Acts safeguards and is committed to accurate financial reporting. PCG has the following structural and financial safeguards in place: Engagement of an auditing firm whose owners, officers, directors and employees are entirely independent from PCG. Engagement of an auditing firm that performs no consulting services to PCG. Employment of a Chief Financial Officer (CFO) who is entirely independent from the auditing firm and has no previous or ongoing employment relationship with the auditing firm. A CFO commitment to take personal responsibility for the thoroughness and correctness of the financial information that PCG has provided. A corporate board of directors whose members are elected annually. Maintenance of an integrated accounting software system. Signature controls and other limits on access to bank accounts. Strict network security requirements to prevent external access to or manipulation of corporate financial records and information. A corporate compliance program with comprehensive and enforceable ethics code for all officers and employees. A compliance hot line for individuals to report activities they believe to be improper. Maintenance of corporate financial records for all required periods.
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2.3.5 Contract Terms/Clauses
2.3.5: Contract Terms and Clauses

PCG accepts all Contract Terms and Clauses highlighted in Attachment B of the RFS, including nonmandatory contract clauses. PCG has made its understanding and acceptance of these terms clear in its Transmittal Letter.
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2.3.6 References
2.3.6: References
In this section we are providing you with a number of items, as instructed by the RFS. We begin with the three (3) references that you should consider as you do your review, followed by a listing of any state government for whom the Respondent has provided these (RFS) products and services i.e.,: Cost Allocation/RMTS Rate Setting Training
For many of these projects we have included written material to show you the nature of the work in each case. We believe that this clearly demonstrates for your review team the background and experience PCG possesses to complete these important projects for you. Please note that during the past seven years, we have not had any contracts terminated for cause, experienced any federal disallowances for federal claims filed on behalf of clients, paid penalty or liquidated damages or experienced any other financial or staffing sanctions under contracts with state clients. Three References COMMONWEALTH OF RHODE ISLAND AND PROVIDENCE PLANTATIONS Department of Children, Youth, and Families Cost Allocation, Revenue Management, and Federal Claiming Services Mr. Kevin Savage Director of Financial Management Department of Children, Youth, and Families 101 Friendship Street, 4th Floor Providence, RI 02906 (401) 528-3629 STATE OF KANSAS COMMONWEALTH OF MASSACHUSETTS Department of Children and Families Child Welfare Revenue Management and Maximization Ms. Ellen Finnegan Director of Financial Management Department of Social Services 24 Farnsworth Street Boston, MA 02210 617-748-2069
Social and Rehabilitation Services Design and Implementation of a Department-wide Cost Allocation Plan Reviewing Random Moment Time Studies and Reviewing All Federal Claiming Mr. Fred Halverson Contract Manager Social and Rehabilitation Services 915 SW Harrison St. Topeka, KS 66612 (785) 296-3959
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In addition to the minimum requirement of three references, PCG is also including, pursuant to the RFS instructions, an inventory of any state government for which PCG has provided the services required under Component 1. We urge the review team to not limit their inquiries simply to the three references called out above but to contact any PCG reference.
Regional Experience
State
MI IL IN MI IL MI KY
Agency/Organization
Department of Human Services Board of Education for the City of Chicago Family and Social Services Administration, Division of Aging Department of Human Services, Wayne County Department of Children and Family Services Department of Community Health Cabinet for Health and Family Services
Project
Maximization of Federal Revenue Opportunities TANF Maintenance of Effort Identification Documentation Project Fiscal Intermediary Services Food Stamp Change Reporting Center Review Children's Supplemental Security Income Project Reimbursement Methodology for School Based Health Services Supplemental Security Income Disability Determination and Screening for Children
Contact
Mr. Stanley Stewart, Deputy Director, Department of Human Services Ms. Diane Fager, Director, Policy and Program Development Ms. Cindy Brown, Assistant Director, Division of Aging Mr. Stanley Stewart, Deputy Director, Department of Human Services Ms. Nancy Haber, Project Manager, Department of Children and Families Ms. Antoinette Hornberger, Manager, Ancillary Services Section Mr. Jim Wurtsmith, Foster Care Manager
Phone
517.373.7500 773.553.2751 317.232.7900 517.373.7500 217.785.9477 517.335.5206 502.564.3427
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Cost Allocation/Allowable Costs

State
MA RI
Agency/Organization
Department of Children and Families Department of Children, Youth, and Families Department of Services for Children, Youth and Families
Project
Child Welfare Revenue Management and Maximization Revenue Management and Maximization Services Department Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IV-E Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update Design and Implementation of a Department-wide Cost Allocation Plan, Reviewing Random Moment Time Studies and Reviewing All Federal Claiming Cost Allocation Plan Preparation Training Program: Cost Allocation Plans for Human Services Agencies Cost Allocation Plan Services Cost Allocation Plan Services Cost Allocation Plan Review and Implementation Design and Implementation of a Department-wide Cost Allocation Plan Cost Allocation Plan for Services and Time Study Review Cost Allocation Plan Review and Implementation Provide Title IV-E and Compliance Services Random Moment Time Study and Medicaid Administrative Claiming
Contact
Ms. Ellen Finnegan, Director of Financial Management Mr. Kevin Savage, Department of Children, Youth, and Families Mr. Harry Roberts, Controller, Department of Children, Youth and their Families Mr. Fred Halverson, Contract Manager, Social and Rehabilitation Services Mr. John Pryor, Director, Accounting Division Richard Humiston, Idaho Department of Health and Welfare Ms. Debbie Loper, Department of Health and Hospitals Ms. Kathy Duke, Department of Mental Health Ms. Janice Axelrod, Director of Federal Revenue Mark Toulouse, Financial Analyst, Department of Health and Human Services Ms. Okpil Kim, CPA, Financial Services Manager II, Division of Finance Mr. Allan Merritt, Fiscal Operations Manager Ms. TaWonda Jones Williams, Chief Fiscal Policy and Support, Bureau of Budget and Program Support Ms. Angela Boyer, Revenue Management Staff Director
Phone
617.748.2069 401.528.3629
DE
302.892.4534
KS FL N/A LA MA MA ME VA VT PA FL
Social and Rehabilitation Services Broward County National Association of State Human Services Finance Officers Department of Health and Hospitals, Office of Management and Finance Department of Mental Health Executive Office of Health and Human Services Department of Health and Human Services and Office of Child and Family Services Department of Social Services, Division of Finance Agency of Human Services Department of Public Welfare, Office of Children, Youth and Families Department of Children and Families
785.296.3959 954.357.7140 208.334.5581 225.342.9568 617.626.8027 617.210.5636 207.287.1862 804.726.7000 802.241.2949 717.787.5199 850.921.8181
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Department of Health Care Policy and Financing School Health Services Medicaid Reimbursement Design and Development Mr. Chris Underwood, Director, State Programs and Federal Financing
CO
303.866.4766
Rate Establishment and Claiming

State
MA PA
Agency/Organization
Department of Children and Families Department of Public Welfare, Office of Children, Youth and Families Department of Services for Children, Youth and Families
Project
Child Welfare Revenue Management and Maximization Provide Title IV-E and Compliance Services Department Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IV-E Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update Design and Implementation of a Department-wide Cost Allocation Plan, Reviewing Random Moment Time Studies and Reviewing All Federal Claiming Revenue Maximization Services Statewide Uniform Fee Schedule
Contact
Ms. Ellen Finnegan, Director of Financial Management Ms. TaWonda Jones Williams, Chief Fiscal Policy and Support, Bureau of Budget and Program Support Mr. Harry Roberts, Controller, Department of Children, Youth and their Families Mr. Fred Halverson, Contract Manager, Social and Rehabilitation Services Ms. Anne Winter, Director, Office of the Governor Mr. Jim Jarrard, Resource and Regulatory Management Ms. Sharon Budka, Director, Cost and Revenue Development, Office of Mental Retardation and Developmental Disability Mr. Chris Underwood, Director, State Programs and Federal Financing Ms. Laura J. Olson, Administrator, Medicaid Payment and Reimbursement Services Mr. Rand Harris, Assistant for Government Reform, Lt. Governor's Office Mr. Rand Harris, Assistant for Government Reform, Lt. Governor's Office
Phone
617.748.2069 717.787.5199
DE
302.892.4534
KS AZ NC
Social and Rehabilitation Services Office of the Governor Department of Health and Human Services Division of Mental Health/Developmental Disabilities and Substance Abuse Services Office of Mental Retardation and Developmental Disabilities Department of Health Care Policy and Financing Department of Human Services
785.296.3959 602.542.1626 919.881.2446
NY
Development of a Rate Setting Methodology for Organized Health Care Delivery System School Health Services Medicaid Reimbursement Design and Development Rebasing Medical Services Payment Rates Rate-Setting for School Health and Related Services (SHARS) Medicaid Program Statewide Federal Revenue Maximization Project
518.474.1745
CO ND
303.866.4766 701.328.4893
TX
Health and Human Services Commission
512.463.5922
TX
Health and Human Services Commission
512.463.5922
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Mr. Edward Dolan, Deputy Commissioner, Department of Youth Services Mr. Richard Albertoni, Deputy Bureau Director, Bureau of Fiscal Management
MA WI
Department of Youth Services Department of Health and Family Services
Revenue Maximization Medicaid Rate Setting and DRG Recalibration
617.960.3304 608.266.9438
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Staff Development
State
MA RI
Agency/Organization
Department of Children and Families Department of Children, Youth, and Families
Project
Child Welfare Revenue Management and Maximization Revenue Management and Maximization Services Department Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IV-E Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update Design and Implementation of a Department-wide Cost Allocation Plan, Reviewing Random Moment Time Studies and Reviewing All Federal Claiming Random Moment Time Study and Medicaid Administrative Claiming Automated Client Eligibility System Development and Training Training Program: Cost Allocation Plans for Human Services Agencies Training Programs: Medicaid I and Medicaid II
Contact
Ms. Ellen Finnegan, Director of Financial Management Mr. Kevin Savage, Department of Children, Youth, and Families Mr. Harry Roberts, Controller, Department of Children, Youth and their Families Mr. Fred Halverson, Contract Manager, Social and Rehabilitation Services Ms. Angela Boyer, Revenue Management Staff Director Mr. Ed Gott, Senior Account Executive Richard Humiston, Idaho Department of Health and Welfare Ms. Michelle Lyons-Brown, Medicaid State Plan Coordinator, MAA IV Mr. Harry Roberts, Controller, Delaware Department of Services for Children, Youth and Their Families
Phone
617.748.2069 401.528.3629
DE
Department of Services for Children, Youth and Families
302.892.4534
KS FL ME N/A AK
Social and Rehabilitation Services Department of Children and Families Bureau of Family Independence National Association of State Human Services Finance Officers Department of Health and Social Services National Association of State Human Services Finance Officers
785.296.3959 850.921.8181 207.883.0076 208.334.5581 907.465.5828
N/A
Training Program: Managing Fiscal Issues in Child Welfare
302.892.4532
In addition to the summary reference information above, Public Consulting Group has provided complete qualifications for all of the projects listed above on the following pages. The Qualifications are organized first by those regionally completed and then by experience.
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STATE OF INDIANA FAMILY AND SOCIAL SERVICES ADMINISTRATION, DIVISION OF AGING Fiscal Intermediary Services March 2006-present Scope and Objectives PPL has recently begun enrolling individuals who receive waiver services under the Medicaid Aged and Disabled Waiver in a self-directed care program for personal care services. PPL will provide full-service Fiscal Intermediary services for this program, which will begin in 2006. Approximately 250 individuals are expected to enroll in the self-directed care program in the first year and Indiana hopes to expand this option to other services and waivers in the future. In addition, this is the first state in which PPL will implement IntegriCare, an IntegriCor, LLC product. IntegriCare is a telephony-based timekeeping system with a voice-recognition feature. This system is expected to streamline employee timekeeping while providing superior fraud protection for the State. Anticipated Outcomes Claims processed every two weeks based on service authorization and Indiana payroll regulations Measure service quality via annual performance incentives Process and file all appropriate payroll forms and reports while acting as agent of the employer Develop and maintain a provider website directory
PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Marc Fenton President (617) 426-2026 Colleen Fox Project Manager (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Cindy Brown Assistant Director Division of Aging Family and Social Services Administration 402 W. Washington Street Indianapolis, IN 46207 Phone: 317-232-7900
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WAYNE COUNTY, MICHIGAN DEPARTMENT OF HUMAN SERVICES Food Stamp Change Reporting Center Review September 2008-present Scope and Objectives PCG is working with Wayne County Department of Human Services (DHS) to review evaluate, and redesign business processes to improve agency efficiency and address environmental conditions such as changes in policy, growing client numbers, and advancements in technology. We have established a thorough understanding of Change Reporting Center (CRC) process, workload, and technologies through the following activities: Business Process Review: PCG reviewed the current business process of the (CRC) and district offices. We developed an understanding of how the CRC and district offices communicate internally and with clients. Our deliverables included process flows describing work processes and findings and recommendations. Data Analysis: PCG reviewed data from the CRC CISCO phone system to determine call statistics including queue wait times, abandon call rates, talk time, and peak call hour. Transitioned from a Change Reporting Center to a piloted inquiry call center in six months. Process flow redesign to an easier, more efficient scanning workflow process. More appropriate use and knowledge of CISCO and Match reporting system and capabilities. Improved communication between local district offices, CRC, and central office. Structured trainings for Supervisors.
Outcomes
PCG has and will continue to work with Wayne County to implement changes, develop and provide staff trainings, and provide recommendations regarding document management and enterprise content management systems. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Jill Reynolds Associate Manager (617) 426-2026 Amit Vaidya Consultant (510) 444-0400 Stefanie Shapiro Consultant (617) 426-2026 Rebecca Kanin Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Stanley Stewart, Chief Deputy Director Michigan Department of Human Services 235 S. Grand Avenue P.O. Box 30037 Lansing, MI 48909 517-373-7500 stewarts1@michigan.gov
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STATE OF ILLINOIS DEPARTMENT OF CHILDREN AND FAMILY SERVICES Childrens Supplemental Security Income Project 2008-present Scope of Work PCG reviews DCFS case files, determines eligibility for SSI and processes those claims to the Social Security Administration (SSA) to secure Title XVI SSI and Title II SSA auxiliary benefits for the children in the States care and custody since July 2008. PCG was awarded this Statewide project through a competitive bid in which we unseated two 10 year incumbents who had previously performed work on a regional basis. PCG began the contract in midAugust. We began providing disability representative services on the first day of the contract, while also dedicating staff to address the transition of over 700 active cases from the prior two vendors. Working with the DCF, local SSA and DDS offices, PCG successfully completed the transition phase of the project within the first 60 days of the project. As the childrens representative, PCG staff provides the following services: Screening and identification of potential applicants, gather documentation Evaluation of other Federal Funding options Completion of all SSA application forms Follow up with Disability Determination Services (DDS) throughout application Review and processing of all denied claims for potential appeal Attendance at any face to face hearing, as needed Review of allowed cases for appropriate benefit amounts Identify foster children who are potentially eligible for receipt of any other SSA benefits o Applications to obtain Title II auxiliary benefits to the youth Successful completion of all Continuing Disability Reviews (CDR) Follow up and management of work from prior fiscal years Maintain records on all youth referred by County Consultation and technical assistance to DCFS staff on social security related matters Training on disability relevant topics. Key Benefits of Approach Reduce social worker workload by reducing administrative burden Provide local staff throughout the State to work with DCFS staff in all 10 regions Currently, over 3500 children are enrolled onto SSI benefits State of Illinois has received over $15 million annually in Federal revenues Reference The following individual may be contacted to learn more about PCGs work on this project: Nancy Haber, Project Manager Department of Children and Families 406 E. Monroe Street Suite 435 Springfield, IL 62701 217-785-9477
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STATE OF MICHIGAN DEPARTMENT OF COMMUNITY HEALTH Reimbursement Methodology for School Based Health Services (SBHS) May 2005-present Scope of Work Public Consulting Group, Inc. (PCG) worked with the Michigan Department of Community Health (MDCH) and the Michigan Intermediate School Districts (ISDs) to assist in the development of a Reimbursement Methodology for School Based Health Services (SBHS). PCG submitted an initial draft of the reimbursement methodology to CMS on November 30, 2005. PCG also assisted with follow-up technical assistance after the submission. Key Achievements The following deliverables were specifically identified in the original scope of services and have been completed during the course of this engagement: I. II. III. IV. V. VI. Facilitate School-Health Rate Setting Work Group (+20 on-site sessions) Initiate Data Collection Process and Perform Research Activities Perform Data Analysis to Support School Health Reimbursement Methodology and Establish Rates Prepare and Submit Recommendations to the Rate Setting Work Group Provide Ongoing Consultation and Technical Assistance to MDCH and ISD Staff Related to Rate Setting Implementation and CMS Negotiation Follow-Up Technical Assistance o Cost Report Redesign o Assistance with Indirect Cost Development Issues o Finalization of Transportation Services Reimbursement Methodology o Finalization of Targeted Case Management (TCM) (Designated and Staff Case Management) Services Methodology o Development of Personal Care Services Reimbursement Methodology o Finalization of Reimbursement Methodology and Document Cost Flow for all Services Assist with training ISDs on completing new cost report forms
VII.
Reference The following individual may be contacted to learn more about Eclipses work on this project: Ms. Antoinette Hornberger Michigan Department of Community Health Manager, Ancillary Services Section Hornbergert@michigan.gov (517) 335-5206
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STATE OF MICHIGAN DEPARTMENT OF HUMAN SERVICES Maximization of Federal Revenue Opportunities December 2007-October 2009 Scope and Objectives Public Consulting Group, Inc. is under contract with the Department of Management and Budget and the Department of Human Services (DHS) to design, develop and implement a program that will enable the State of Michigan and DHS to maximize Federal revenue opportunities. PCG is working with DHS on two revenue opportunities: TANF Contingency Fund The fund was created in 1995 as part of Welfare Reform and provides funds for distressed states. States that meet unemployment or Food Stamp caseload criteria are eligible to apply. Once eligible, states must demonstrate specified levels of Maintenance of Effort spending. PCG is working with DHS to development documentation for FY 2008 and 2009 MOE that will support the claiming from the TANF Contingency Fund. The State is eligible to receive $155 million for each year. Child Support Hard to Collect Cases DHS selected PCG to conduct a pilot project to identify employers of non-custodial parents who should be paying child support. DHS is providing PCG with files of approximately 10,000 NCPs in one pilot county who have not paid child support for at least six months. PCG is performing data matches and skip-tracing to identify employers so that the State can issue income withholding orders. To date, PCG has identified over employers for over 150 NCPs. Over half of these cases are now remitting child support payments. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Jerrold Wolf Project Director State and Local Business Solutions (312) 425-0550 jwolf@pcgus.com Reference The following individuals may be contacted to learn more about PCGs work on this project: Stanley Stewart, Deputy Director Department of Human Services 235 S. Grand Avenue Suite 1514 Lansing, MI 48933
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John Sorbet, CAO Department of Human Services 235 South Grand Ave Suite 1503 Lansing, MI 48933
Bob Emerson, Director Office of the State Budget 111 S. Capitol Avenue Lansing, MI 48933 (517) 373-7560
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(517) 373-7500 (517) 373-7914 THE STATE OF ILLINOIS BOARD OF EDUCATION FOR THE CITY OF CHICAGO TANF Maintenance of Effort (MOE) Identification and Documentation Project April 2001-present Scope and Objectives PCG has contracted with the Board of Education of the City of Chicago (Chicago Public Schools) to provide certified TANF and TANF Maintenance of Effort (MOE) expenditures to the state of Illinois by identifying and documenting qualified Chicago Public School (CPS) expenditures for TANF and TANF MOE. PCGs activities include: Conducting program assessments of CPS funded social and human service programs to determine applicability to TANF MOE regulations; Implementing processes to collect TANF MOE from eligible programs; Implementing tracking databases and documented data flows of essential information; Developing Policy and Procedure Manuals for documenting expenditures; On-site troubleshooting for databases and data-entry component; Producing various reports and verifiable documentation designed to Federal audit specifications; and Findings and recommendations for transition to an on-going federal funding project. Revenue Generated on Behalf of Client Since federal fiscal year 2001, PCG helped CPS obtain over $66M in revenue from the state of Illinois by identifying and documenting nearly $140M in qualified TANF or TANF MOE expenditures from the CPS budget. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Kathy Fallon Manager (617) 426-2026 Anthony Ong Associate Manager (617) 426-2026 Deborah Eisner Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Diane Fager, Director Policy and Program Development Chicago Public Schools 125 South Clark Street, 14th floor Chicago, IL 60603 (773) 553-2751
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STATE OF ILLINOIS DEPARTMENT OF CHILDREN AND FAMILY SERVICES Childrens Supplemental Security Income Project 2008-present Scope of Work PCG reviews DCFS case files, determines eligibility for SSI and processes those claims to the Social Security Administration (SSA) to secure Title XVI SSI and Title II SSA auxiliary benefits for the children in the States care and custody since July 2008. PCG was awarded this Statewide project through a competitive bid in which we unseated two 10 year incumbents who had previously performed work on a regional basis. PCG began the contract in midAugust. We began providing disability representative services on the first day of the contract, while also dedicating staff to address the transition of over 700 active cases from the prior two vendors. Working with the DCF, local SSA and DDS offices, PCG successfully completed the transition phase of the project within the first 60 days of the project. As the childrens representative, PCG staff provides the following services: Screening and identification of potential applicants, gather documentation Evaluation of other Federal Funding options Completion of all SSA application forms Follow up with Disability Determination Services (DDS) throughout application Review and processing of all denied claims for potential appeal Attendance at any face to face hearing, as needed Review of allowed cases for appropriate benefit amounts Identify foster children who are potentially eligible for receipt of any other SSA benefits o Applications to obtain Title II auxiliary benefits to the youth Successful completion of all Continuing Disability Reviews (CDR) Follow up and management of work from prior fiscal years Maintain records on all youth referred by County Consultation and technical assistance to DCFS staff on social security related matters Training on disability relevant topics. Key Benefits of Approach Reduce social worker workload by reducing administrative burden Provide local staff throughout the State to work with DCFS staff in all 10 regions Currently, over 3500 children are enrolled onto SSI benefits State of Illinois has received over $15 million annually in Federal revenues Reference The following individual may be contacted to learn more about PCGs work on this project: Nancy Haber, Project Manager Department of Children and Families 406 E. Monroe Street Suite 435 Springfield, IL 62701
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217-785-9477
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COMMONWEALTH OF KENTUCKY CABINET FOR HEALTH AND FAMILY SERVICES Supplemental Security Income (SSI) Disability Determination & Screening for Children 1993-2008 Scope of Work PCG.FM Blake has been reviewing the Cabinets case files, determining eligibility and processing those claims to the Social Security Administration to secure Title XVI SSI benefits for the children in the Cabinets care and custody as well as those children receiving Kinship Care services beginning in 1993. As the childrens representative, PCG.FM Blake staff provided the following services: Screening and identification of potential applicants, gather documentation Evaluation of other Federal Funding options Completion and submission of all SSA application forms Follow up with Disability Determination Services (DDS) throughout application Review and processing of all denied claims for potential appeal Attendance at any face to face hearing, as needed Review of allowed cases for appropriate benefit amounts Successful completion of all Continuing Disability Reviews (CDR) Successful completion of all Redeterminations of Income Eligibility (RZ) Consultation and technical assistance to Cabinet staff on social security related matters Training on disability relevant topics.
Key Benefits of Approach Reduce social worker workload by reducing administrative burden Provide dedicated on-site staff to work with CHFS staff Currently, over 850 children are enrolled onto SSI benefits Commonwealth has received approximately $60 million in Federal revenues Completed approximately 8,500 applications and Continuing Disability Reviews over the life of the contract Number of reconsideration and administrative appeals is less then 10 annually Reference The following individual may be contacted to learn more about PCGs work on this project: Jim Wurtsmith, Foster Care Manager Cabinet for Families and Children 275 East Main Street Frankfurt, KY 40621 (502) 564-3427 Jim.Wurtsmith@ky.gov
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COMMONWEALTH OF MASSACHUSETTS DEPARTMENT OF CHILDREN AND FAMILIES Child Welfare Revenue Management and Maximization 1993-present Scope and Objectives PCG manages all revenue functions for the Department of Social Services (DCF). Since 1993, PCG has continuously performed the following day-to-day DCF revenue functions: Title IV-E eligibility determinations for foster care and adoption assistance Title IV-E claim preparation and submission Cost Allocation Plan preparation and management Management of the Random Moment Time Study Social Security Administration account management (Title XVI SSI and Title II RSDI) Medicaid claiming under the Rehabilitative Services Option Medicaid claiming under Targeted Case Management services Title IV-D Child Support accounts receivable management PCG has also provided assistance with: Federal grant management and quarterly financial reporting Child Welfare Services - Title IV-B Independent Living - Title IV-E Social Security Block Grant (Title XX) Childrens Justice Act Family Preservation Other miscellaneous grants Sliding fee assessments and accounts receivable management Day care services utilization reporting and claiming under Title IV-A and CCDF (pre-PRWORA) Key Achievements Privatized and completely transitioned the state-operated revenue unit in less than three months with no interruptions in cash flow Established first ever interagency agreement with the Division of Medical Assistance to generate Title XIX Medicaid revenue for covered Rehabilitative and Targeted Case Management services Invested in automated solutions to enhance DCF revenue performance and reporting capability Automated sliding fee program Automated Targeted Case Management services billing Automated Medicaid Rehabilitative services billing Automated Cost Allocation Plan production Assisted DCF in its transition to a new automated child welfare information system Implemented complete system of internal controls over Social Security Administration benefit management for Supplemental Security Income and Retirement, Survivors Disability Insurance beneficiaries under Titles XVI and II Assisted DCF with the successful completion of federal SSA audit reviews Assisted DCF with legislative, single-state, and federal audits including Title IV-E eligibility reviews
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MA DCF: Child Welfare Revenue Management and Maximization Continued from previous page. Quantitative Outcomes: Revenue collections for FY08 totaled $181M. PCG improved annual entitlement revenue by over $130 million since project inception. Since project inception, PCG has significantly automated many functions so that the cost to the state has decreased over time. The states portion of costs for revenue management services provided by PCG represents less than 1% of the annual revenue collected.
Dollar Amount of Engagement This project is currently capped at $3 million per year. Half of PCGs payments are at risk associated with operational, quality, and financial performance measures.
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MA DCF: Child Welfare Revenue Management and Maximization Continued from previous page. Current Relationship with the Client The current relationship with the client is ongoing. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Kathy Fallon Contract Manager (617) 426-2026 Jennifer MacBlane Operations Director (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Ellen Finnegan Director of Financial Management Department of Social Services 24 Farnsworth Street Boston, MA 02210 617-748-2069
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STATE OF RHODE ISLAND AND PROVIDENCE PLANTATIONS DEPARTMENT OF CHILDREN, YOUTH, AND FAMILIES Revenue Management and Maximization Services 1994-present Scope and Objectives PCG is currently engaged in a project to assist the Department of Children, Youth, and Families with identifying improvements to revenue operations and ongoing revenue management and planning. The focus of this engagement is to provide consultative services to enhance federal reimbursement with regard to Titles II, IV-E, XIX, and XVI, to prepare and submit the quarterly cost allocation plan and Title IV-E 1 claim, to administer the random moment time study, and to provide quality assurance (QA) assistance related to Title IV-E. Previously, we assisted with planning and implementation efforts associated with enrolling children in substitute care with the states Medicaid managed care program. The objectives of PCGs services during this project include: Receiving approval for a revised cost allocation plan and labor distribution report from CMS and the Division of Cost Allocation; Investigating changes and amendments to Federal regulations and recommending and implementing necessary procedural revisions to Federal benefits operations in order maintain highest levels of compliance and revenue generation; Providing ongoing operational support, technical consultation, and best case practice training to Federal benefits staff regarding Title IV-E eligibility determinations, policies, and procedures; and Continually identifying potential revenue enhancement opportunities, their success potential and the necessary implementation plan and schedule. Key Achievements Since the inception of this project, December 1994, the following outcomes have been realized: Completed Operations Review of all DCYF programs and functions as they relate to revenue producing activities including interviewing all relevant program personnel, documenting operational processes, and flow charting information sources and uses to major reports; Repeated reviews as necessary and updated the cost allocation plan and other practices; Transitioned DCYF cost allocation plan over to PCG-developed automated cost allocation plans software application and designed agency financial reports for specific federal claiming requirements and other operational capabilities; Assisted DCYF IV-E Eligibility Technicians overcome various backlogs in case determinations; Developed and implemented new IV-E eligibility determination procedures that meet Federal compliance standards promulgated by the Personal Responsibility Work Opportunity and Reconciliation Act of 1996 (PRWORA); Researched ACF Notice of Proposed Rule Making of 1998 (NPRM) in order to analyze its probable impact on DCYF Federal benefits programming and revenue, and drafted DCYFs official response; Performed a comprehensive review of Title II/Title XVI accounting operations for best case practice, Federal compliance, and quality assurance purposes; Prepared and submitted a federally approved quarterly CAP for the Department and ensured that the CAP was in compliance with OMB Circular A-87 each quarter since the quarter ended June 30, 1996 and submit the Title IV-E 1 claim since the quarter ended March 30, 2001;
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RI DCYF: Revenue Management and Maximization Services Continued from previous page. Assisted DCYF in defending cost allocation plan amendments, including a recent amendment related to RICHIST (SACWIS) allocations and a previous amendment related to Medicaid Administration Claiming; Counseled on state plan changes; Worked with DCYF to ensure compliance related to all Title IV-E regulatory changes within the Deficit Reduction Act of 2005 (DRA); Accordingly revised the RMTS and assisted DCYF in its training efforts; Instituted RMTS training program; Trained DCYF caseworkers on the transition of substitute care children into the states Medicaid managed care program; Leading efforts to support compliance with ASFA by ensuring that permanency hearings occur every twelve months for children who remain in DCYF custody; Assisted DCYF to prepare for its Title IV-E financial audit (initial primary) and worked with DCYF throughout the audit conducted in September, 2001. DCYF passed this audit; and PCG assisted DCYF with its July, 2004 Title IV-E audit (primary), which DCYF also passed. Value of Current Contract Approximately $150,000 - $225,000 annually Claim Rejection Rate N/A (PCG assists with Title IV-E administrative claiming; to date no disallowances) Computer Hardware/Software Requirements PCG uses state systems, on-site, to perform QA functions. PCG uses its own software program to prepare the CAP and administer the RMTS. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. Kevin Savage Department of Children, Youth, and Families 101 Friendship Street, 4th Floor Providence, RI 02906 (401) 528-3629
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STATE OF DELAWARE DEPARTMENT OF SERVICES FOR CHILDREN, YOUTH AND FAMILIES Department Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IVE Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update May 2006-present Scope and Description of Work PCG conducted a comprehensive department organization review in order to assess what changes would be necessary for DSCYF to implement to update its existing cost allocation plan. The review included all child welfare, juvenile justice, and child mental health programs. In addition, PCG supported DSCYF in its efforts to respond to federal audit findings concerning the agencys treatment of reasonable candidates for the Title IV-E program and recommended necessary modifications to the agencys procedural guidelines for determining candidacy for the program. PCG also provided assistance with the implementation of updated procedures for allocating development and maintenance costs for the departments statewide automated child welfare information system (SACWIS) to Title IV-E. PCG concurrently worked to review and revise the departments case worker Random Moment Time Study (RMTS). The RMTS was submitted to the Division of Cost Allocation for approval in 2008. Lastly, PCG was contracted to combine and update the previous version of the Title IV-E Foster Care and Adoption Assistance eligibility procedure manuals. Key Achievements Conducted department-wide organizational review, which included on-site consultation with program and financial staff within each of the various units of the main department service divisions as well as the administrative division; Reviewed existing department random moment time study which is used to determine necessary data for DSCYFs quarterly Title IV-E administrative claiming; Provided recommendations to DSCYF to respond to federal audit findings related to the agencys procedures for determining reasonable candidates for the Title IV-E Foster Care program and claiming costs for DSCYFs activities in support of the Title IV-E program; Reviewed claiming procedures implemented by DSCYF for costs associated with the development and maintenance of its statewide automated child welfare information system (SACWIS) and provided recommendations for updating existing procedures for claiming allowable costs to the Title IV-E program; Conducted focus groups related to current social worker time study; Updated RMTS and submitted it to federal cognizant agencies for approval; Interviewed cost allocation plan staff and documented procedures related to completing and filing claims from the quarterly CAP; Updated cost allocation plan and prepared it for submission to federal cognizant agencies for approval; Interviewed Client Eligibility Unit staff regarding their responsibilities; Developed a Question and Answer reference for commonly asked questions and difficult to determine cases for Client Eligibility Unit; and Developed Title IV-E Foster Care and Adoption Assistance Eligibility Manual for DSCYF eligibility specialist staff.
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DE DSCYF: Department Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IV-E Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update Continued from previous page. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. Harry Roberts Controller Department of Children, Youth and Their Families Barley Mill Office Complex Building 18, Room 2154 Wilmington, DE 19805 (302) 892-4534 Harry.Roberts@state.de.us
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STATE OF KANSAS SOCIAL AND REHABILITATION SERVICES Design and Implementation of a Department-wide Cost Allocation Plan, Reviewing Random Moment Time Studies and Reviewing All Federal Claiming March 2006-present Scope and Description of Work PCG was procured to provide consultant services to review all State of Kansas Department of Social and Rehabilitation Services (SRS) cost allocation plan (CAP) and Random Employee Sampling Technique (REST) documentation along with reviewing federal claiming procedures related to Title IV-E and Medicaid. The review phase of this project consisted of a complete review of all cost allocation plan documentation, which included facilitating discussions with key SRS staff, determining proposed preliminary changes and recommendations to the plan, evaluating documentation practices, reviewing and recommending changes in federal claiming practices, and identifying opportunities to leverage technology. PCG's primary responsibilities for this contract, under the directive of SRS staff, are to amend and update the cost allocation plan and revise the REST program and activity choices to more accurately reflect social worker responsibilities. PCG will also provide some assistance related to federal claiming especially as it relates to Title IV-E and Medicaid claiming through the CAP and REST. Key Achievements Reviewed all field worker time studies, including Social Services, Vocational Rehabilitation and Income Maintenance. Review including leading focus groups with field office workers. Reviewed Title IV-E and Title XIX federal claiming activities. Reviewed current cost allocation plan, including meeting with SRS staff to review the reasonableness for all current initial cost pools and their applicable allocation method. Delivered recommendation report to SRS staff detailing all findings and proposed next steps for the department. Developed cost allocation plan database for SRS quarterly claims. Finalized cost allocation plan manual for SRS CAP process. Submitted amendments with SRS staff for federal approval. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. Fred Halverson Contract Manager Social and Rehabilitation Services 915 SW Harrison St. Topeka, KS 66612 (785) 296-3959
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STATE OF FLORIDA BROWARD COUNTY Cost Allocation Plan Preparation September 2002-January 2008 Scope and Description of Work PCG was awarded two consecutive contracts to prepare two cost allocation plans: a full cost allocation plan which allocates all central services costs to benefiting objectives and an OMB A-87 cost plan which allocates only costs allowable under federal reimbursement guidelines. The process for completion of these plans included interviews with agencies and divisions allocating costs to ensure that costs were utilizing the most adequate statistic to allocate costs effectively. In addition, PCG regularly met with selected final receivers of costs including the Enterprise Funds and Human Services to understand their concerns with allocation methods and to update statistics to reflect the correct allocations, if necessary. Outcomes to Date Completed and submitted to the County the Full and OMB Cost Allocation Plans for Fiscal Years 2001 through 2006; Worked through complex financial and organizational reports to gain an understanding of the entire county governmental structure; Restructured the plan to reflect the organization of the county and any changes that took place during the CAP years; Analyzed cost allocation plan inherited from previous vendor and made several adjustments to cost pools and allocation bases; Updated all of the 100+ statistics, some of which were previously out of date (therefore allocating costs improperly); Utilized PCGs cost allocation plan software application for the annual completion of the Broward County CAP; Updated PCGs software to create a report that illustrated the sources of costs in the final allocation that is used by Aviation for federal funding and reporting purposes; Conducted on-site meetings with the Enterprise Fund agencies and other agencies to address concerns prior to the completion of the final plan; Created internal comparisons of the plan from year to year used by Accounting to identify major discrepancies that helped to anticipate concerns prior to publishing the draft or final CAP; and Followed up with Accounting via email and through conference calls on any concerns brought forth by the departments included in the plan. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy E. Ferraro PCG, Associate Manager (617) 426-2026 Sean Huse PCG, Associate Manager (617) 426-2026
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FL Broward County: Cost Allocation Plan Preparation Continued from previous page. Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. John Pryor Director Accounting Division 115 South Andrews Avenue Fort Lauderdale, FL 33301 (954) 357-7140
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THE NATIONAL ASSOCIATION OF STATE HUMAN SERVICES FINANCE OFFICERS Training Program: Cost Allocation Plans for Human Services Agencies March 2003-present Scope and Description of Work PCG was selected through separate competitive procurement processes to develop and lead three-day trainings on behalf of the National Association of State Human Services Finance Officers (HSFo), an organization designed to focus upon the issues facing state officers responsible for the administration of cost allocation plans. For the basic training developed for the organization, the program focused on providing each participant with the basic concepts related to developing a public assistance cost allocation plan, including both uses for plans and the plan development process, and to have more detailed discussions about how to use a cost allocation plan as a revenue maximization tool. The presenting team used its experience in developing cost allocation plans nationwide to convey the importance of maintaining compliance with federal regulations (i.e., OMB A-87 and the corresponding implementation guide ASMB C-10) while creating a plan that is an effective fiscal tool. PCG has begun delivering advanced cost allocation plan trainings as well. These trainings focus on many of the same areas presented in the basis trainings, but delve into additional detail related to each topic. The advanced trainings also consist of reviews of actual cost allocation plans, breakout discussion sessions related to hot-topics, and participants are usually the preparers of their organizations cost allocation plan. Key Achievements Defining a Cost Allocation Plan o Significant Terms o Purpose of Developing a Plan o Applicable Regulatory Documents o Central Service vs. Public Assistance Plans Presenting the Cost Determination Process o Distinction between Direct and Indirect Costs o OMB A-87s Role in Cost Determination Basic Cost Allocation Plan Structure o Items to be Included in the Plan o Items to be Available for Backup and Audit Trails Allocation Methodologies o Advantages and Disadvantages to Various Allocation Methodologies o Using Time Studies as Allocation Methodologies Developing a Plan from Scratch o Compiling Items to be Included in the Plan o Submitting the Plan to the Department of Cost Allocation o The Negotiation Process Amending Cost Allocation Plans o When to Amend a Plan o Items to be Included in the Plan Amendment o Submitting and Negotiating a Plan Amendment
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The National Association of State Human Services Finance Officers: Training Program: Cost Allocation Plans for Human Services Agencies Continued from previous page. Differences in Types of Plans o Key Differences Among Public Assistance Plans o Items to be Included in Each Type of Plan o Defining Characteristics of Various Public Assistance Agencies Using a Cost Allocation Plan as a Revenue Maximization Tool o Analyzing Agency Funds o Common Errors in Using a Plan as a Revenue Maximization Tool What Other States Are Doing and Other Hot Issues o National Claiming Trends (i.e., Training School Amendments, Administrative Case Management Claiming, etc.) o Responding to Recent Federal Programs (i.e., Title IV-E and Child and Family Services Reviews Cost Recovery, Juvenile Justice Cost Recovery, etc.) o Examining Various States Best Practices
The training focused upon generating discussion about creative techniques in developing and applying the public assistance cost allocation plans. Participants represented a broad range of levels of expertise, including Fiscal Officers responsible for aggregating agency costs as well as systems engineers charged with developing their states SACWIS into a cost allocation tool. Participants received training materials that included comprehensive guides to the issues covered during the three-day training as well as group exercises and case studies to provide real-world analysis. To ensure that each participant had a clear understanding of the programs highlights, participants were asked to complete brief quizzes on each highlighted subject to measure their level of comprehension. PCG is working with HSFo to determine additional dates to offer this session. It has been offered to date in New Orleans, LA, Raleigh, NC, Charleston, WV, Montgomery, AL, and Reno, NV. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Richard Humiston Idaho Department of Health and Welfare 450 West State Street 9th Floor Boise, ID 83720-0036 (208) 334-5581
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STATE OF LOUISIANA DEPARTMENT OF HEALTH AND HOSPITALS, OFFICE OF MANAGEMENT AND FINANCE Cost Allocation Plan Services May 2007-May 2008 Scope and Description of Work PCG assisted the State of Louisiana, Department of Health and Hospitals (DHH) to rewrite its cost allocation plan narrative for the entire department, including public health and mental health services. Work included interviewing all offices and units with DHH to review all functions and current methods of cost allocation, including costs related to overhead, information technology, and direct services. PCG assisted DHH with determining the appropriateness of each method, developing changes and modifications, and making changes to internal practices to support new allocation methods. The plan was submitted in Spring 2008, and is currently being negotiated by the department. The LA DHH CAP is used to allocate costs incurred by the agency, whose total budget is over $8 billion annually. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy Ferraro Associate Manager (617) 426-2026 Kevin Coyle Senior Consultant (512) 407-9680
Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Debbie Loper Department of Health and Hospitals Bienville Building 628 N. 4th St. 5th Floor Baton Rouge, LA 70802 (225) 342-9568 DLoper@dhh.la.gov
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COMMONWEALTH OF MASSACHUSETTS DEPARTMENT OF MENTAL HEALTH Cost Allocation Plan Services May 2001-present Scope and Description of Work PCG developed an implemented a cost allocation plan and random moment time study process on behalf of the Department of Mental Health. These tools are used to allocation all overhead and indirect costs; establish costs for rate setting; and establish costs included in department facility cost reports. The MA DMH CAP is used to allocate costs incurred by the agency, whose total budget is over $800 million annually. Project work included the following: A thorough review of DMHs organizational structure including interviews with key staff across the Department; A review of the financial accounting (MMARS) system and development of electronic extraction capabilities; Implementation of automated cost allocation plan software for classification and organization of financial and statistical data for development of quarterly and annual CAPs; Customization of reporting and similar features using cost allocation plan software to meet agency requirements; Development of a methodology for covering costs spent on the development and implementation of the departments MHIS system; Development of a cost allocation plan program to support allocation of over $600 million in annual cost which yields approximately $120 million in annual revenue. Development and implementation of a web-based Random Moment Time Study (RMTS), using PCGs EasyRMTS software, of employees from 6 Area Offices and DMH Central Office which improved upon the previous method of time surveying. PCG analyzed the sample pool to determine the number of moments necessary to gather a statistically valid sample and subsequently designed the tool to generate approximately 2,000 random moments on a quarterly basis. Our staff developed training documents for in-service and new caseworkers, and continues to offer annual training. Delivery of procedure manuals and cost allocation plan documentation. Assisted DMH to gain approval of plan process. PCG continues to prepare the cost allocation plan and administer the time study. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026 Kyle Stanley Business Analyst (617) 426-2026
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MA DMH: Cost Allocation Plan Services Continued from previous page. Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Kathy Duke Department of Mental Health 25 Staniford Street Boston, MA 02114 (617) 626-8027
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COMMONWEALTH OF MASSACHUSETTS EXECUTIVE OFFICE OF HEALTH AND HUMAN SERVICES Cost Allocation Plan Review and Implementation April 2004-present Scope and Description of Work The Massachusetts Executive Office of Health and Human Services (EOHHS) began a reorganization in fiscal year 2004 that consolidated many management functions preformed at various EOHHS agencies and moved the Medicaid program functions of the Division of Medical Assistance (DMA) to EOHHS. EOHHS contracted with Public Consulting Group, Inc. (PCG) to complete a review of all health and human service cost allocation plans, assist with implementation of long-term recommendations, including implementing plans for agencies that do not have cost allocation plans, and develop and modernize time study processes. As part of the initiative, PCG assisted EOHHS in developing a revised cost allocation plan, using AlloCAP that includes both the Medicaid and supporting costs incurred at the consolidated EOHHS. This plan allocates over $350 million dollars in administrative costs annually and has been approved by the Division of Cost Allocation (DCA) and Centers for Medicare and Medicaid Services (CMS). To date, PCG has also developed federally-approved cost allocation plans using AlloCAP for the Massachusetts Executive Office of Elder Affairs (EOEA) and the Department of Transition Assistance (DTA). We also implemented an updated RMTS process for DTA using EasyRMTS, PCGs random moment time study software. PCG is currently in the process of developing a cost allocation plan for the Massachusetts Department of Mental Retardation (DMR). Key Achievements Completed review of all existing EOHHS agency cost allocation plans; Recommended short and long-term improvements for each agencys cost allocation plan; Implemented long-term modifications to cost allocation plans; Developed revised EOHHS, EOEA and DTA cost allocation plans, which have both gained federal approval; Developing revised DMR cost allocation plan; and Instituted email and web-based RMTS for DTA. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy E. Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
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MA EOHHS: Cost Allocation Plan Review and Implementation Continued from previous page. Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Janice Axelrod Director of Federal Revenue Executive Office of Health and Human Services 600 Washington Street, Floor 5 Boston, MA 02111 (617) 210-5636
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STATE OF MAINE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND OFFICE OF CHILD AND FAMILY SERVICES Design and Implementation of a Department-wide Cost Allocation Plan December 2004-present Scope and Description of Work The Department of Health and Human Services (DHHS) implemented a reorganization plan effective July 1, 2004 which merges the Maine Department of Human Services with the Maine Department of Behavioral and Developmental Services. The State of Maine Department of Health and Human Services, Office of Management and Budget has contracted with Public Consulting Group, Inc. (PCG) to design, develop and implement an Administrative Cost Allocation Plan, including an Indirect Cost Rate Proposal for the Maine Department of Health and Human Services. PCG has reviewed both agencies and devised a plan for the combined entity known as the Maine Department of Health and Human Services. Additionally PCG was contracted to update the Maine Office of Child and Family Services CAP. Before updating the plan, which was previously a Title IV-E CAP instead of a Full CAP, PCG reviewed the original claiming methodologies and delivered a report of findings, recommendations and next steps for departmental and office staff. Key Achievements Completed review of all existing schedules, documentation, and plans for prior years; Submitted 2003 Indirect Cost Proposal to MDHHS for review and approval; and Submitted 2004 Indirect Cost Proposal for review and approval. Produced final plans and preparing cost allocation plan narrative for FY 2005; Assisted DHHS and OCFS with the submission of all revised cost allocation plans to DCA; Assisted DHHS and OCFS in responding to federal inquiries; Delivered one day trainings a piece to DHHS staff on TANF, Title IV-E; Medicaid and Cost Allocation Plans; Continue to support the administration of both the DHHS and OCFS plans; and Submitted final plan amendments, as necessary. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy E. Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Mark Toulouse Financial Analyst Department of Health and Human Services 11 State House Station Augusta, ME 04333 (207) 287-1862
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COMMONWEALTH OF VIRGINIA DEPARTMENT OF SOCIAL SERVICES, DIVISION OF FINANCE Cost Allocation Plan Services and Time Study Review August 2007-December 2007 Scope and Description of Work PCG was awarded a contract to review the Department of Social Services (DSS)s public assistance cost allocation plan. DSS recently revised both its cost allocation plan and accompanying Random Moment Sampling (RMS) process. PCG was asked to conduct a review of each, in preparation of additional negotiations with Federal Region III Division of Cost Allocation (DCA), Administration for Children and Families (ACF), and Centers for Medicare and Medicaid Services (CMS). PCG conducted an onsite visit and prepared a detailed report with its additional recommendations related to both the cost allocation plan and RMS. PCG reviewed all cost pools contained in the cost allocation plan; all time study questions; all time study allocation methods; and the overall RMS process. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy Ferraro Associate Manager (617) 426-2026 Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Okpil Kim, CPA Financial Services Manager II Division of Finance Financial Operations Unit Commonwealth of Virginia Department of Social Services Financial Branch 7 North Eighth Street Richmond, VA 23219-3301 Okpil.kim@dss.virginia.gov
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STATE OF VERMONT AGENCY OF HUMAN SERVICES Cost Allocation Plan Review and Implementation May 2004-present Scope and Description of Work The Vermont Agency of Human Services (AHS) implemented a reorganization effective fiscal year 2005 that consolidated the nine AHS departments into five. This consolidation also created the Office of Vermont Health Access to perform the Medicaid program functions for AHS. AHS contracted with Public Consulting Group, Inc. (PCG) to complete a review of all existing health and human service cost allocation plans, assist with implementation of long-term recommendations, including implementing plans for who do not have cost allocation plans, and develop and modernize time study processes. PCG assisted AHS to develop new cost allocation plans for all five agencies. All five plans have been approved by the Division of Cost Allocation (DCA). The VT AHS CAP is used to allocate costs incurred by the agency, whose total budget is over $2.5 billion annually. Key Achievements Completed review of all existing AHS department cost allocation plans; Recommended short and long-term improvements and consolidations for each of the new departments cost allocation plans. Implemented long-term modifications to cost allocation plans; Developed revised AHS and department cost allocation plans; Transitioned AHS and department cost allocation plans to customized automated CAP software application, AlloCAP; Developed CAP procedure manuals; Assisted AHS with the submission of all revised cost allocation plans to the appropriate federal cognizant agencies; Reviewed and updated time study methodologies; Assisted AHS in responding to federal inquiries; Submit final plan amendments, as necessary; Received approval for all five plan amendments; Developed updates for a sixth plan when the Department of Mental Health was created in 2007; and Trained AHS staff to operate the plans. PCG has assisted AHS to update plans during the Global Commitment waiver implementation, which block granted the Vermont Medicaid program. PCG had an opportunity to work with AHS staff during the negotiation of the landmark legislation in 2005-2006. We worked with CAP staff to ensure that the plans could accommodate the identification of waiver-eligible expenditures. At the same time, the agencies were required by CMS to track expenditures that were previously being claimed under the Medicaid program on reports such as the CMS-64. PCGs work ensured that the output of all plans allocating Medicaid and waiver eligible dollars were capturing the correct data and that all requests for information could be provided. PCG is now assisting AHS with technical and programmatic tasks as they related to the plans and claiming activities under the plans. PCG has also assisted during subsequent reorganizations, particularly related to public and mental health functions. PCG has supported claim efforts on behalf of the Medicaid, Title IV-E, and TANF programs and various grants received by AHS agencies.
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VT AHS: Cost Allocation Plan Review and Implementation Continued from previous page PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026 Robert Baldacci Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about Eclipses work on this project: Mr. Allan Merritt Fiscal Operations Manager Vermont Agency for Human Services 103 Main Street Waterbury, VT 05671 (802) 241-2949
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COMMONWEALTH OF PENNSYLVANIA DEPARTMENT OF PUBLIC WELFARE, OFFICE OF CHILDREN, YOUTH AND FAMILIES Title IV-E and Compliance Services June 2007-present Scope of Work The Department of Public Welfare, Office of Children, Youth and Families of the Commonwealth of Pennsylvania, awarded the project to PCG in June 2007. We began the project in September 2007 to assist with Title IV-E quality assurance and Random Moment Time Study (RMTS) administration across the state. The focus of this engagement is to perform and/or monitor an array of revenue management services including: federal policy, procedure and regulation consultation; administering the RMTS; county-wide quality assurance reviews related to Title IV-E eligibility determinations; assistance with training county staff and other stakeholders on Title IV-E eligibility and the RMTS; and federal audit preparation. PCG is tasked with assisting the DPW in ensuring that all Title IV-E claiming for all 67 counties is in compliance with state and federal requirements. Our responsibilities include: Project Management The PCG project management team coordinates staff allocations, hiring, status meeting agendas and documents, as well as overall project execution. The management team works to ensure that the PCG PA DPW team exceeds objectives on all deliverables and project activities. Title IV-E Technical Assistance PCG provides value-added technical assistance for OCYF on all aspects of Title IV-E policy and child welfare. Our primary objective for technical assistance is to ensure that all of our activities are compliant with state and federal regulations. As a result, PCG delivers tangible and proactive results that improve the technological operations, strategic vision and policy compliance to the Commonwealth. Quality Assurance PCG and OCYFs primary objective is to implement thorough, efficient, and quality Title IV-E QA site reviews throughout the state. The mission for Year 1 was to conduct at least 30 primary QA visits in counties. The QA Team exceeded this in Year 1, and through aggressive coordinated efforts with OCYF, the QA Team as a whole complete all 67 counties within 12 months of the contract being signed. The scope of the audits was increased from a review of eligible cases to include a full range of quality assurance and technical assistance activities, covering every aspect of a countys Title IVE federal claim. PCG was also worked with OCYF to revise the quality assurance review tool, develop a functioning database and streamline reporting templates. PCG and OCYF created an efficient review process to ensure Title IV-E compliance throughout the Commonwealth. Title IV-E Per Diem Analysis PCG provided front end consulting assistance through the review of the released bulletins, forms, and documentation in order to identify key problem areas that providers might encounter. In May of Year 1, PCG and OCYF worked to implement a review process of submitted contract document. The PCG-OCYF collaboration resulted in a per diem analysis tool and a process for reviewing and finalizing rates. Under this project, PCG assisted in bringing Pennsylvania into
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PA DPW: Title IV-E and Compliance Services Continued from previous page compliance with federal regulations and provided staff resources to carry out the tasks of reviewing and processing provider submissions. Policy and Procedures Manual PCG works closely with OCYF staff to develop and revise an updated Title IV-E Policy and Procedures Manual. The project utilized over a dozen of PCGs experienced child welfare experts to draft, review and revise a new policy manual. The manual was based on state guidelines, federal regulations and national best practices for maintaining Title IV-E compliance for children in the foster care system. PCG worked to enhance the manual and draft a userfriendly and accessible to all state employees. OCYF and Pennsylvania counties have aided PCG in the editing process, providing valuable insider insight to help develop a helpful and easy-to-use policy manual. Random Moment Time Study PCG is operating the statewide paper-based statewide RMTS for PA DPW. PCG develops, distributes, collects, enters, and analyzes random moment time study materials to establish a compliant Title IV-E Administrative Claim. The moments are entered into PCGs EasyRMTS system to store electronically all results. PCG collaborates, with the 67 county coordinators, has kept our RMTS results accurate and reliable. PCG has developed RMTS compliance through tracking response rates and results to better forecast and improve future claims.
PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Kathy Fallon Manager (617) 426-2026 Michelle Prior Associate Manager (617) 426-2026 Heather Baker Senior Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. TaWonda Jones Williams Chief Fiscal Policy and Support Bureau of Budget and Program Support Department of Public Welfare - Health and Welfare Building 601 Forester Street Harrisburg, PA 17120 717-787-5199
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STATE OF FLORIDA DEPARTMENT OF CHILDREN AND FAMILIES Random Moment Time Study (RMTS) and Medicaid Administrative Claiming February 2009-Present Scope and Description of Work PCG is currently engaged in a project to assist the Florida Department of Children and Families (DCF) reinstitute a random moment time study (RMTS) to claim Medicaid eligible costs for administrative activities performed by community based mental health and substance abuse providers across the State. For this project, PCG is implementing EasyRMTSTM, a web-based RMTS software package that will allow participants to receive moments via email and respond on the web, or utilize a paper-based form if email is not available. To prepare for the April 1, 2009 go live date, PCG is providing the following services: Developing and setting up the web-based RMTS application to meet the specific needs of DCF. Conducting a pilot of the system before statewide rollout and making any necessary adjustments as a result of the pilot; Obtaining roster information from approximately 150 providers and providing technical assistance to providers on identifying programs and employees who are eligible to participate; and, Developing comprehensive training materials and providing statewide training to time study coordinators and participants. After implementation, PCG will be responsible for administering the RMTS and tabulating and preparing quarterly RMTS data for inclusion in the quarterly Medicaid cost reporting. We will also provide assistance to DCF in preparing and submitting a cost allocation plan amendment for all changes to the RMTS as well as responding to any questions from the Division of Cost Allocation (DCA) or the Centers for Medicare and Medicaid Services (CMS). Key Achievements Since the implementation of the project, the following outcomes have been realized: Conducted focus groups with select providers to gain a better understanding of the activities being performed by staff, determine the staff that should participate in the RMTS and assess any implementation barriers, particularly with the transition to a web-based system; Reviewed the current Cost Allocation Plan and provided recommendations to modify the RMTS activity codes to reflect provider staff activities and ensure federal compliance; and Implemented a RMTS hotline to answer questions from provider staff. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Amy Ferraro Associate Manager (617) 426-2026 Trinity Tomsic Senior Consultant (617) 426-2026 Michelle Comeaux Consultant (850) 309-0631
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FL DCF: Random Moment Time Study (RMTS) and Medicaid Administrative Claiming Continued from previous page. Reference The following individual may be contacted to learn more about PCGs work on this project: Angela Boyer Revenue Management Staff Director Department of Children & Families 1317 Winewood Boulevard Building 2, Room 404Q Tallahassee, Florida 32999-0700 Office: (850) 921-8181 Angela_Boyer@dcf.state.fl.us
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STATE OF COLORADO DEPARTMENT OF HEALTH CARE POLICY AND FINANCING School Health Services Medicaid Reimbursement Design and Development July 2006-present Scope of Work The Colorado Department of Health Care Policy and Financing (HCPF) contracted with PCG to design, develop, and implement a district-specific reimbursement methodology for the School Health Services (SHS) program. The primary objectives of this project are to ensure that: Reimbursement for school districts is based on actual and allowable costs; A reimbursement method is established and reconciled by each school district; and The selected method is compliant with the most recent CMS policy for this program. HCPF also contracted with PCG to design, develop, and implement a CMS approved Random Moment Time Study (RMTS). PCG conducts a continuous quarterly RMTS utilizing the PCG developed EasyRMTS software to facilitate the study. Key Achievements Developed a new SHS reimbursement program that complies with evolving CMS guidance featuring interim rates and an annual cost settlement process; Worked closely with HCPF to negotiate with CMS in seeking approval for a revised State Plan Amendment. Approval was granted in July 2008; Collected cost information in September 2008 and developed interim rates for school districts, ensuring that school districts will not be paid more than cost on an interim basis Implemented and operate a CMS approved statewide Random Moment Time Study (RMTS) for over 10,000 direct service clinicians and TCM service providers in 85 school districts; and Assisted in the development of annual cost settlement documentation including school district cost reports, Certified Public Expenditure policies and procedures, and Audit and Oversight policies and procedures. References The following individuals may be contacted to learn more about Eclipses work on this project: Mr. Chris Underwood State of Colorado Department of Health Care Policy and Financing Director, State Programs and Federal Financing 1570 Grant Street Denver, CO 80203 (303) 866-4766 chris.underwood@state.co.us Ms. Cheryl Nelson State of Colorado Department of Health Care Policy and Financing Finance Division 1570 Grant Street Denver, CO 80203 (303) 866-3131 Cheryl.nelson@state.co.us
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STATE OF ARIZONA OFFICE OF THE GOVERNOR Revenue Maximization Services October 2004-present Applicable Statistics $5.3 million generated for the state from PCGs 1931 Medicaid initiative. $3.2 million generated to date from Title IV-E Undetermined Cases initiative. $1.0 million generated to date from Title IV-E Medicaid Administrative Claiming initiative. Scope of Work PCG has been selected as a statewide revenue maximization vendor by the State of Arizona Governance Board. PCG is currently implementing several revenue maximization initiatives including: Title IV-E Administrative Claiming Improvements, Title IV-E Eligibility Determinations for Previously Undetermined Cases, Medicaid Targeted Case Management Claiming for Children at In-Home Placements, Federal Block Grant Management Optimization, Medicare Revenue Enhancements at the Arizona State Hospital, and enhanced Medicaid Administration revenue under section 1931 of the Social Security Act for expenses associated with the welfare program. A brief description of each project with the revenue achievements or projections has been detailed below. Key Achievements AZ 1931 Medicaid Initiative: PCG successfully assisted the State of Arizona in accessing the remaining balance of available Section 1931 funds within four months of project implementation. Our work included: Claim Documentation Report showing the detailed methodology used to identify the claim, describing all data and data sources used in the development of the claim, showing all calculations used, and identifying the full amount of the claim as documented. Chart showing the exact adjustment amounts by quarter to be entered into the CMS 64 claim document/system in order to fully claim the remaining available Section 1931 funds. This Chart will be included in the Claim Documentation Report Title IV-E Eligibility Determinations for Previously Undetermined Cases: PCG sought to maximize federal Title IV-E reimbursement for DCYF through a thorough review and comprehensive eligibility determination process for cases that had never received eligibility determinations. Nearly 1,000 cases were reviewed and eligible cases have been claimed retroactively. Title IV-E Administrative Claiming Improvements: PCG sought to maximize federal Title IV-E reimbursement for the Department of Economic Securitys (DES)/Division of Children, Youth and Families (DCYF) administrative costs. Specifically PCG reviewed the following areas to improve claiming methodologies: the calculation of the Title IV-E eligibility rates, methodology and tools used in claiming Title IV-E administrative costs associated with reasonable candidates for foster care, identification of additional pre-placement activities and children eligible for claiming, identification and claiming of Title IV-E allowable training costs, and time study methodology and effectiveness for federal reimbursement.
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AZ OG: Revenue Maximization Services Continued from previous page. Medicaid Targeted Case Management (TCM) Claiming for Children at In-Home Placements: PCG is currently assisting the state of Arizona shift Medicaid expenditures to Targeted Case Management for enhance matching purposes. PCG has delivered a draft TCM state plan amendment to the State for approval. Once approval has been received from CMS will generate the first enhanced TCM claim. This initiative is ongoing and is estimated to generate $3M in additional revenues annually to the State of Arizona. Arizona State Hospital Medicare Revenue Enhancements: PCG is assisting Arizona State Hospital to establish a bad debt policy to capture reimbursement for Medicare bad debts. In addition, PCG is establishing procedures to implement Medicare Part B billing for inpatient ancillary services. This initiative is ongoing but is estimated to generate $250,000 to $400,000 in additional revenues to the State of Arizona. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Marc Staubley Manager (512) 407-9680 Kathy Fallon Manager (617) 426-2026 Kevin Coyle Senior Consultant (512) 407-9680 Tony Ong Senior Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Anne Winter, Director Arizona Office of the Governor Efficiency Review 1700 West Washington Street Phoenix, AZ 85007 602-542-1626
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STATE OF NORTH CAROLINA DEPARTMENT OF HEALTH AND HUMAN SERVICES, DIVISION OF MENTAL HEALTH/DEVELOPMENTAL DISABILITIES, AND SUBSTANCE ABUSE SERVICES Statewide Uniform Fee Schedule April 2008-July 2008 Scope of Work The State of North Carolinas DMH/DD/SAS has identified a critical need for assistance in the implementation of s standardized fee schedule and procedural applicability for its use by all area authorities and county programs (LMEs) and the contracted behavioral health providers. The objectives of this engagement are well-defined: Assess current LME and provider processes for determining Ability-to-Pay (ATP) and applying a standard self-pay fee schedule; Assess National best practices to understand other approaches to the ATP determination for community behavioral health providers across the country; Establish a standardized statewide fee schedule and policies and procedures for determining a clients ability-to-pay; and Recommend a standard collection method for self-pay clients to include financial impact and write-off procedures for the LMEs and providers.
Key Achievements PCG developed and submitted a summary report that included the proposed fee schedule along with our findings and supported documentation. Reference The following individual may be contacted to learn more about our work: Mr. Jim Jarrard Resource and Regulatory Management One Bank of America Plaza Raleigh, NC 27605 (919) 881-2446 jim.jarrard@ncmail.net
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STATE OF NEW YORK OFFICE OF MENTAL RETARDATION AND DEVELOPMENTAL DISABILITIES Development of a Rate Setting Methodology for Organized Health Care Delivery System January 2005-present Scope and Objectives PCG was hired by the Office of Mental Retardation and Developmental Disabilities (OMRDD) to provide consultation on the States effort to establish an Organized Health Care Delivery System (OHCDS), titled Options for People Through Services (OPTS), specifically as it pertains to rate setting for services provided through the OHCDS. PCGs scope of work over the course of this engagement includes the following: Providing consultation on CMS rules and regulations regarding OHCDS structure and service provision; Review of OHCDS or similar structures in other states; Development of OMRDD cost allocation plan or indirect cost rate determination; Evaluating the current position of OMRDD, from a reimbursement stand-point, relative to compliance with federal reimbursement requirements give changes in federal regulations pertaining to OHCDS programs; Providing research, advice, and assistance to OMRDD Central office and/or Developmental Disability Service Office (DDSO) staff in the development of reimbursement methodologies associated with OHCDS implementation; Assisting OMRDD to prepare and conduct a comprehensive strategy of reimbursement methodologies to implement an OHCDS in the State; Rate setting for OPTS services; and, Development of an OPTS manual/handbook. Project Team Contacts The following staff worked directly on this engagement: John Shaughnessy PCG, Manager (617) 426-2026 Jill Reynolds PCG, Senior Consultant (850) 426-2026
Reference Please contact the following individual to learn more about PCGs work on this project: Sharon Budka Office of Mental Retardation and Developmental Disability Director, Cost and Revenue Development (CARD) State of New York 44 Holland Avenue Albany, NY 12229-0001 (518) 474-1745
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STATE OF NORTH DAKOTA DEPARTMENT OF HUMAN SERVICES Rebasing Medical Services Payment Rates February 2008-present Scope of Work PCG was recently contracted by the Department of Human Services to provide the estimated cost of rebasing current payment rates used the North Dakota Medicaid Program for physician, dental, and chiropractic services to rates based on the actual cost of providing these services. For each of these services, PCG reviewed MMIS claims data to determine the current level of physician payments by procedure code. Then a variety of methodologies was followed to project true cost for practice plans for the following provider groups: Physician Practice Plans PCG reviewed Medical Group Management Association (MGMA) and American Medical Group Association (AMGA) survey data for physician salary, retirement benefit, operating cost, and average RBRVU data. The data was aggregated on the national, regional, and state level as appropriate. Cost data was then combined in order to create a conversion factor for primary and specialty practice types combined. Finally, the new conversion factor was applied to MMIS data to determine the enhanced payment rate per procedure code and thusly the cost of the rate enhancement versus existing rates. Dental Practice Plans PCG will work with DHS to create a comprehensive on-line cost reporting tool which will allow for the efficient transfer of dental practice utilization, statistics, and costs. This information will be maintained in a database which will be developed specifically for DHS. PCG will then compute the individual costbased fee schedules by dividing total cost of each service by the appropriate utilization statistic for each of dental providers. Once individual provider specific cost-based rates are developed, we will determine the Medicaid specific costs of individual providers in order to arrive at weighted average cost based rates for serving Medicaid recipients. PCG will use the provider cost and utilization information collected to develop a North Dakota Medicaid Dental Fee Schedule using current CDT Codes covered by North Dakota Medicaid, which reflects the actual cost of delivering dental services. Chiropractic Practice Plans The methodology for Chiropractic services with be very similar to that of Dental services. PCG will work with DHS to develop a comprehensive on-line cost reporting tool (Deliverable 2.1) which will allow for the efficient transfer of chiropractor practice utilization, statistics, and costs. This information will be maintained in a database which will be developed specifically for DHS. Once individual provider specific cost-based rates are developed, we will determine the Medicaid specific costs of individual providers in order to arrive at weighted average cost based rates for serving Medicaid recipients. PCG will use the provider cost and utilization information collected to develop a North Dakota Medicaid Chiropractor Fee Schedule which reflects the actual cost of delivering chiropractor services. All studies included direct communication with provider groups and the State in order to determine their perspectives regarding what methodologies are appropriate. At the end of the project, Final Reports will be issued for each of the three provider types and presented to the State.
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ND DHS: Rebasing Medical Services Payment Rates Continued from previous page. Project Team Contacts The following individuals worked directly on this project: Marc Staubley PCG, Manager (512) 407-9680 Matt Sorrentino PCG, Sr. Consultant (512) 407-9680 Sean Huse PCG, Sr. Consultant (617) 426-2026
References Please contact the following individual to learn more about PCGs work on this project: Laura J. Olson Administrator, Medicaid Payment & Reimbursement Services NDDHS, Division of Medical Services 600 East Boulevard Avenue, Dept. 325 Bismarck, ND 58505-0250 701-328-4893
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STATE OF TEXAS HEALTH AND HUMAN SERVICES COMMISSION AND TEXAS EDUCATION AGENCY Rate-Setting for School Health and Related Services (SHARS) Medicaid Program February 2002-August 2006 Scope of Work As part of the Statewide Revenue Maximization contract with the State of Texas, PCG implemented both retroactive and prospective opportunities to increase the Medicaid reimbursement rates under the School Health and Related Services (SHARS) program. PCG performed a comprehensive analysis and initiated rate corrections that better reflected full school district costs for providing Medicaid services. Moreover, PCG assisted HHSC develop prospective rate changes that furthered increased federal revenue to school districts. Key Achievements Identified and completed a 2-year retroactive rate correction (2001 2003) that claimed over $13M in additional FFP; Re-based 2004 rates prospectively that yielded an additional $21.3M FFP; Identified opportunity to remove an unnecessary requirement of a physician prior approval for Speech Therapy and Occupational Therapy services that led to $3M in additional revenue. Developed other rate-setting methodology changes that led to an additional $4M FFP; and Developed Revenue Opportunity Assessments for enhanced Medicaid Administrative Claiming (MAC) compliance to recent CMS guidance while maintaining revenue performance.
Project Team Contacts The following staff worked directly on this engagement: John Shaughnessy PCG, Manager (617) 426-2026 Anthony Ong PCG, Associate Manager (617) 426-2026 Matthew Sorrentino PCG, Senior Consultant (512) 407-9680
References Please contact the following individuals to learn more about PCGs work on this project: Mr. Rand Harris, Assistant for Government Reform, Lt. Governors Office Capitol Station, P.O. Box 12068 Austin, TX 72711 Phone (512) 463-5922
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STATE OF TEXAS HEALTH AND HUMAN SERVICES COMMISSION AND OFFICE OF THE COMPTROLLER Statewide Federal Revenue Maximization Project July 2002-August 2004, plus two (2) one year options to extend the contract Scope and Description of Work Performed PCG was awarded a contract to maximize Federal reimbursements for the State of Texas. PCG was selected for this contract through a competitive bid process. The focus of this engagement is to identify, evaluate and pursue Federal reimbursement for programmatic and administrative costs not currently recovered by the State. PCG will pursue initiatives that are both retroactive and prospective. To date over 40 resource assessments have been presented to the State of Texas worth over $200 million. Several of these resources assessments have been accepted by the State and implementation has begun. Texas will realize revenue gains for these initiatives this fiscal year. A wide range of revenue sources/service areas are targeted for this engagement, including: Medicaid (Title XIX) Medicare (Title XVIII) CHIP (Title XXI) Child Welfare (Title IV-E, Title XVI, Title II) Child Support Enforcement (Title IV-D) Family Assistance and Child Care (TANF, TANF MOE, SSBG and CCDF) Mental Health and Mental Retardation (Title XIX) Special Education (Title XIX) Juvenile Justice (Title XIX, Title IV-E) State Hospital Facilities (Title XIX, Title XVIII) Criminal Justice (Title XVI)
Examples of projects that have brought in revenue or will bring in revenues this year include: Initiative Residential Rehabilitation Claiming ECI Retroactive DRS Claiming TANF De-Linking 1931 Funds TEA Combined Initiatives Hospital and Physicians UPL Initiatives Project Team Contacts The following staff worked directly on this engagement: Dennis Bothamley PCG, Manager Phone: (617) 426-2026 Kathy Fallon PCG, Associate Manager Phone: (617) 426-2026 Marc Staubley PCG, Associate Manager Phone: (512) 407-9680 Revenue $35.5 M $4.1 M $19 M $24.4 M $85 M
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TX HHSC OC: Statewide Federal Revenue Maximization Project Continued from previous page. References Please contact the following individuals to learn more about PCGs work on this project: Rand Harris Texas Health and Human Services Commission Office of the Comptroller 111 E. 17th Street Austin, TX 78774 Phone (512) 936-2624 Diane Casey Texas Health and Human Services Commission PO Box 13247 Austin, TX 78711 Phone (512) 424-6666
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COMMONWEATLH OF MASSACHUSETS DEPARTMENT OF YOUTH SERVICES Revenue Maximization Project May 1999-present Scope of Work PCG was awarded this contract to assess the feasibility of and implement two revenue maximization initiatives for the Department of Youth Services (DYS). These initiatives include the Medicaid Targeted Case Management (TCM) Option and the Rehabilitation Option for residential treatment facilities. Engagement activities included: state plan amendment drafting, identified and operationalized reimbursement methodologies to increase FFP, rate setting for Targeted Case Management and Residential Rehabilitation Option, compliance reviews, and key stakeholder interviews. Key Achievements PCG completed its assessment and designed the project approach and work plans for both TCM and Rehabilitation services to address potential obstacles and ensure the recovery of FFP for the Commonwealth. Below are the major work steps in process for implementing each initiative: Summary of TCM approach Finalize the target group amendment in the Medicaid State Plan Document issues, findings, and recommendations Identify potential TCM reimbursable services Conduct DYS caseworker time study Calculate monthly TCM rate Develop methodology for tracking and validating service delivery Prepare and submit claims for TCM services Recommend systems enhancements for new DYS information system
Summary of Residential Rehabilitation Services approach Document issues, findings, and recommendations Establish targeted group of providers with DMA/DYS and HCFA Revise DYS contracts with service providers Conduct provider site visits and assess Medicaid regulatory compliance Devise reimbursement strategy for cost-shared youth Conduct provider time study Calculate monthly reimbursement rate Prepare and submit claims for Rehabilitation services Implement provider compliance to re-determination process
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MA DYS: REVENUE MAXIMIZATION PROJECT Continued from previous page. Project Revenue: INITIATIVES TCM Residential Rehabilitative Services Total to Date: Project to Date (FFP) $17.5 M $25.1 M $42.6 M Annual Receipts (FFP) $2.8 M $2.9 M $5.7 M
Project Team Contacts: The following staff works directly on this engagement: Dennis Bothamley PCG, Manager Phone: (617) 426-2026 Nathan Grossman PCG, Senior Consultant Phone: (617) 426-2026
Reference: The following individual can be contacted regarding our work with this project: Edward Dolan Deputy Commissioner Department of Youth Services 27 Wormwood St., Suite 400 Boston, MA 02210 (617) 960-3304
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STATE OF WISCONSIN DEPARTMENT OF HEALTH SERVICES Medicaid Rate Setting and DRG Recalibration May 2007-present Scope of Work The Department of Health Services (DHS) contracted PCG to complete Medicaid inpatient and outpatient rate setting calculations for rate year 2008 and 2009, in order to more accurately reflect a cost-based model. Historically, DHS paid providers on a statewide average cost based DRG base rate. DHS hired PCG to complete provider specific cost based rates for inpatient and outpatient hospital services. To accomplish this, PCG completed the following work: Drafted and submitted public notices and Medicaid State Plan Amendment (SPA). Assisted DHS to receive CMS approval of the SPA within 90 days of submission. Completed Upper Payment Limit calculations to prove DHS could support rate increases to providers. Used current HCRIS cost report data and Medicaid Management Information System data to determine individual provider costs. Developed inpatient cost per discharge Medicaid cost finding methodology for acute care hospitals. Developed prospective per diem cost based rate for psychiatric and rehabilitation hospitals and distinct part units. Calculated and developed per diem cost based rates for outpatient hospital services. Updated DRG assignments to version 24 of the Medicare grouper and version 25 MS DRGs. Completed analyses to model impact of rate setting changes on the provider community. Completed analyses to determine budgetary impact to implement rate setting changes. Created a report that presented the proposed rates, methodology, and an analysis of the estimated impact upon providers and the States Medicaid program. Reference The following individual may be contacted to learn more about PCGs work on this project: Richard Albertoni State of Wisconsin Department of Health Services Deputy Bureau Director; Bureau of Fiscal Management 1 West Wilson Room 472 Madison WI 53707 (608) 266-9438 Richard.Albertoni@dhfs.wisconsin.gov
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STATE OF MAINE BUREAU OF FAMILY INDEPENDENCE Automated Client Eligibility System Development and Training July 2000-June 2002 Scope and Objectives PCG worked as a subcontractor to Keane, Inc. on this project as a subject matter expert and user training coordinator. PCG leveraged our expertise in federal and state program requirements, including TANF, Medical Assistance, Food Stamps, and all other programs administered by BFI. Our staff was key contributors in the analysis and business modeling, technical design, data conversion, and acceptance testing phases of the ACES project approach. Our work included the following: Facilitate Joint Application Design (JAD) sessions to confirm ACES systems requirements; Ensure that all business functions confirmed during the requirements phase are met by the system design. Ensure that system specifications incorporate all requirements; Use program knowledge to serve as in-house business specialists, reducing the need for extensive state program staff involvement; Generate rigorous test plans, scenarios and scripts for use during the system test phase; Spearhead training efforts and develop the ACES training curriculum and training materials for end users; Deliver comprehensive and consistent training to testers, end users including staff participating in the pilot, and Super Users using a train the trainer approach; and Develop a computer-based training (CBT) program. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Michelle Prior Associate Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. Ed Gott, Senior Account Executive Keane 7 Portland Farm Road Scarborough, ME 04074 (207) 883-0076 Mr. Shannon Leary Department of Human Services Bureau of Family Independence 5 Amherst Street Augusta, ME 04330 (207) 623-2969
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STATE OF ALASKA DEPARTMENT OF HEALTH AND SOCIAL SERVICES Training Programs: Medicaid I and Medicaid II 2005-2007 Scope and Description of Work PCG has led multiple three-day training seminars on behalf of the National State of Alaska. The trainings focus upon the most critical issues facing state finance officers, including, but not limited to: Medicaid History and Regulations Medicaid Services Medicaid Administration State Plans Revenue Maximization Upper Payment Limits (UPL) Disproportionate Share (DSH) School Based Billing Targeted Case Management The trainings generate discussion about compliant and creative uses of federal funding, trends and anticipated changes in federal requirements, and common problem areas with regard to Medicaid. Participants receive training materials that include comprehensive guides to the issues covered during the three-day training and are asked to complete brief quizzes on each highlighted subject to measure their level of comprehension. The Medicaid I course is a basic overview of the program. The Medicaid II course contains more detail and more complicated topics such as waivers. Trainings have been presented in Anchorage and Juneau. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy Manager (617) 426-2026 Amy Ferraro Associate Manager (617) 426-2026
References The following individuals may be contacted to learn more about PCGs work on this project: Michelle Lyons-Brown Medicaid State Plan Coordinator, MAA IV Office of Program Review Alaska Office Bldg. P.O. Box 110601 907-465-5828 Michelle_Lyons-Brown@health.state.ak.us Renee Gayhart Tribal Health Program Manager Office of the Commissioner Alaska Office Bldg, Rm 427 P.O. Box 110601 Juneau, Alaska 99811-0601 907-465-1619 Renee_Gayhart@health.state.ak.us
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THE NATIONAL ASSOCIATION OF STATE HUMAN SERVICES FINANCE OFFICERS Training Program: Managing Fiscal Issues in Child Welfare August 2003 Scope and Description of Work PCG led three-day training on behalf of the National Association of State Human Services Finance Officers (HSFO), an organization designed to focus upon the issues facing state officers responsible for the fiscal administration of federal/state child welfare programs. The training focused upon the most critical issues facing state finance officers, including: Evolution of Federal Funding in Child Welfare o PRWORA o ASFA o Foster Care Independence Act of 1999 o Changes to Program Requirements TANF o Program Fiscal Requirements o Cash Management o Various State Programs Titles IV-E and IV-B o Title IV-E Fiscal Objectives o Title IV-E Before and After PRWORA and ASFA Challenges and Opportunities in the Medicaid Arena o Applications of Targeted Case Management o Investigating the Rehabilitative Services Option o Implementing Administrative Case Management Factors Contributing to Child Welfare Financing o TANF and other Federal Allocations from Single State Agencies o Using Unrestricted Funds o Shifting Costs
The training focused upon generating discussion about creative uses of federal funding, trends and anticipated changes in federal requirements, and common problem areas with regard to federal funding for child welfare. Participants received training materials that included comprehensive guides to the issues covered during the three-day training and were asked to complete brief quizzes on each highlighted subject to measure their level of comprehension. Note that PCG also conducted this course on behalf of the States of Maryland and Delaware. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: John Shaughnessy PCG, Manager (617) 426-2026
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Michelle Prior PCG, Associate Manager (617) 426-2026
Amy Ferraro PCG, Associate Manager (617) 426-2026

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The National Association of State Human Services Finance Officers: Training Program: Managing Fiscal Issues in Child Welfare Continued from previous page. Reference The following individual may be contacted to learn more about PCGs work on this project: Mr. Harry Roberts, Controller Delaware Department of Services for Children, Youth, and Their Families 1825 Faulkland Road Wilmington, DE 19805 (302) 892-4532
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STATE OF MICHIGAN DEPARTMENT OF HUMAN SERVICES Maximization of Federal Revenue Opportunities December 2007-October 2009 Scope and Objectives Public Consulting Group, Inc. is under contract with the Department of Management and Budget and the Department of Human Services (DHS) to design, develop and implement a program that will enable the State of Michigan and DHS to maximize Federal revenue opportunities. PCG is working with DHS on two revenue opportunities: TANF Contingency Fund The fund was created in 1995 as part of Welfare Reform and provides funds for distressed states. States that meet unemployment or Food Stamp caseload criteria are eligible to apply. Once eligible, states must demonstrate specified levels of Maintenance of Effort spending. PCG is working with DHS to development documentation for FY 2008 and 2009 MOE that will support the claiming from the TANF Contingency Fund. The State is eligible to receive $155 million for each year. Child Support Hard to Collect Cases DHS selected PCG to conduct a pilot project to identify employers of non-custodial parents who should be paying child support. DHS is providing PCG with files of approximately 10,000 NCPs in one pilot county who have not paid child support for at least six months. PCG is performing data matches and skip-tracing to identify employers so that the State can issue income withholding orders. To date, PCG has identified over employers for over 150 NCPs. Over half of these cases are now remitting child support payments. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Jerrold Wolf Project Director State and Local Business Solutions (312) 425-0550 jwolf@pcgus.com Reference The following individuals may be contacted to learn more about PCGs work on this project: Stanley Stewart, Deputy Director Department of Human Services 235 S. Grand Avenue Suite 1514 Lansing, MI 48933 (517) 373-7500
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John Sorbet, CAO Department of Human Services 235 South Grand Ave Suite 1503 Lansing, MI 48933 (517) 373-7914
Bob Emerson, Director Office of the State Budget 111 S. Capitol Avenue Lansing, MI 48933 (517) 373-7560
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THE STATE OF ILLINOIS BOARD OF EDUCATION FOR THE CITY OF CHICAGO TANF Maintenance of Effort (MOE) Identification and Documentation Project April 2001-present Scope and Objectives PCG has contracted with the Board of Education of the City of Chicago (Chicago Public Schools) to provide certified TANF and TANF Maintenance of Effort (MOE) expenditures to the state of Illinois by identifying and documenting qualified Chicago Public School (CPS) expenditures for TANF and TANF MOE. PCGs activities include: Conducting program assessments of CPS funded social and human service programs to determine applicability to TANF MOE regulations; Implementing processes to collect TANF MOE from eligible programs; Implementing tracking databases and documented data flows of essential information; Developing Policy and Procedure Manuals for documenting expenditures; On-site troubleshooting for databases and data-entry component; Producing various reports and verifiable documentation designed to Federal audit specifications; and Findings and recommendations for transition to an on-going federal funding project. Revenue Generated on Behalf of Client Since federal fiscal year 2001, PCG helped CPS obtain over $66M in revenue from the state of Illinois by identifying and documenting nearly $140M in qualified TANF or TANF MOE expenditures from the CPS budget. PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Kathy Fallon Manager (617) 426-2026 Anthony Ong Associate Manager (617) 426-2026 Deborah Eisner Consultant (617) 426-2026
Reference The following individual may be contacted to learn more about PCGs work on this project: Ms. Diane Fager, Director Policy and Program Development Chicago Public Schools 125 South Clark Street, 14th floor Chicago, IL 60603 (773) 553-2751
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COMMONWEALTH OF MASSACHUSETTS EXECUTIVE OFFICE OF HEALTH AND HUMAN SERVICES Statewide Contract for Revenue Maximization and Cost Avoidance Services October 2007-present Scope of Work The Massachusetts Executive Office of Health and Human Services (EOHHS) selected PCG in a competitive procurement in October 2007 as the sole vendor to generate at least $20 million in new revenue for the state in both FY08 and FY09. The focus of this engagement is to identify, evaluate, and pursue Federal reimbursement for programmatic and administrative costs not currently recovered by the State. PCG is pursuing initiatives that are both retroactive and prospective. To date, PCG has covered a variety of projects under contingency contracts, including the following: Initiative TANF Contingency Fund: PCG is working with agencies and programs across the state to identify current state spending that is TANF eligible in order to support Contingency Fund spending requirements Legal Document Retrieval for Title IV-E Reimbursement: PCG is conducting statewide legal document retrieval for any pending Title IV-E cases due to missing court documentation. Title IV-E reimbursement for the licensing of residential providers: PCG assessed expenditures that occur as part of the Department of Early Education and Care to license residential treatment providers and claim the licensing activities towards Title IVE. Total to Date: Fiscal Impact $91.8M in annual federal revenue to date
$5.5M in IV-E maintenance and administrative reimbursement to date
$234K in retroactive IV-E administrative reimbursement to date
$97.5M
PCG Contacts The following PCG staff can be contacted to learn more about our work on this project: Kathy Fallon Manager (617) 426-2026 Anthony Ong Associate Manager (617) 426-2026 Liz Wiseman Consultant (617) 426-2026
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MA EOHHS: Statewide Contract for Revenue Maximization and Cost Avoidance Services Continued from previous page. Reference The following individual may be contacted to learn more about Eclipses work on this project: Ed Tom Forecasting and Reporting Manager Massachusetts Executive Office of Health and Human Services (617) 210-5064 Ed.Tom@state.ma.us
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2.3.7 Registration to do Business
2.3.7: Registration to do Business

On the following page you will find our registration with the Indiana Secretary of State. PCG-INDIANA, INC. is registered with the Department of Administration. Our login information is EXT0000024455. Our password is EXT00088. The PCG-INDIANA, Inc. corporate number is 2009030400751.
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2.3.8 Authorizing Document
2.3.8: Authorizing Document

PUBLIC CONSULTING GROUP, INC. CORPORATE POLICY SUBJECT: DOCUMENT SIGNATURE PROTOCOL DATE ISSUED: FEBRUARY 15, 2007 ___________________________________________________________ I. PURPOSE:
Public Consulting Group, Inc. intends to provide clear guidance to all PCG officers, directors and employees concerning the authorization to sign legally binding documents on behalf of PCG. II. SCOPE:
This policy covers all PCG principals, directors, officers, managers and employees. III. POLICY: A. The President has the authority to sign any legally binding document on behalf of PCG or to delegate that authority. The President has the exclusive authority to sign the following documents: 1. contracts valued at more than $250,000 in revenues annually; 2. contracts valued at less than $250,000 but where a presidential signature is required by procurement requirements or by state law; 3. subcontracts and marketing partner agreements valued at more than $250,000; 4. office leases; 5. proposals valued at more than $250,000; 6. proposal certifications of compliance for proposals valued at more than $250,000, and 7. contract amendments to contracts valued at more than $250,000 if amendments are substantive. The President also has the authority to enter into borrowing arrangements and to open bank accounts on behalf of PCG. B. Practice Area Directors have the authority to sign the following documents or to delegate that authority: 1. contracts valued at more than $50,000 but less than $250,000 in revenues annually; 2. subcontracts and marketing partner agreements valued at more than $50,000 but less than $250,000; 3. proposals valued at more than $50,000 but less than $250,000; 4. proposal certifications of compliance for proposals valued at more than $50,000 but less than $250,000, and
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5. contract amendments to contracts valued at more than $50,000 but less than $250,000 if amendments are substantive. C. Managers have the authority to sign the following documents: 1. 2. 3. 4. 5. 6. 7. 8. 9. contracts valued at less than $50,000 in revenues annually; subcontracts and marketing partner agreements valued at less than $50,000; proposals valued at less than $50,000; proposal certifications of compliance for proposals valued at less than $50,000; contract amendments to contracts valued at less than $50,000 and non-substantive amendments for any contract; invoices; timesheets and expense reimbursement requests; implementing agreements for contracts such as confidentiality, HIPAA business associate, and data sharing authorization agreements, and contracts with temporary employment agencies following review and recommendation by the Director of Human Resources
D. The Chief Financial Officer has the authority to execute corporate financial documents and related documents with financial institutions on behalf of PCG, including entering into borrowing arrangements and opening bank accounts on behalf of PCG. The Chief Financial Officer may also sign contracts for the purchase of information technology products and services following review and recommendation by the Director of Information Technology Services. E. The signing of any document under this Policy means that the authorized individual has reviewed the document and is satisfied that PCG should be legally bound by the terms of the document. With respect to invoices, time sheets and expense reimbursement requests, the signing of such documents means that the authorized individual is satisfied that sufficient back-up documentation exists to substantiate the accuracy of the documents. F. Any question over the appropriate level of signature of any document should be initially addressed to the Compliance Officer.
Note: This document incorporates all amendments of the PCG board of directors as of June 1, 2006.
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2.3.9 Subcontractors
SECTION 2.3.9: SUBCONTRACTORS

PCG has retained two Indiana-based minority and women business enterprise recruiting firms to assist in various aspects of this project. The firms are: RCR Technology Corporation 251 North Illinois Street Suite 1150 Indianapolis, IN 46204 Briljent 1060 North Capitol Avenue Suite E-350 Indianapolis, Indiana 46204
RCR Technology will assist in information technology roles such as data transfers and analysis, as well as consulting relative to the design of the ICWIS application. Briljent will assist in training and staffing. Copies of commitment letters from both firms are included on the following pages. Note that the commitment letters are for both Component One and Component Two services. Pursuant to the RFS and to better assist the review team in evaluating PCGs subcontractors, we are including references for RCR and Briljent as well as qualifications and company structure information below State of Indiana Department of Family and Social Services Administration RCR Technology: FSSA Data Warehouse James Dunn TANF-IMPACT Program Manager Family & Social Services Administration (FSSA) Public Assistance Division 402 W. Washington St. Indianapolis, IN 46204 317-232-4908 James.dunn@fssa.in.gov State of Indiana Department of Family and Social Services Administration Briljent Project: OASIS Funding Model Services Andrew Ranck Director DDFS Initiatives Division of Disability and Rehabilitative Services 402 W. Washington Street, Room W451 MS 26 Indianapolis, IN 46207
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317-233-8777 Andrew.Ranck@fssa.IN.gov
BRILJENT QUALIFICATIONS Overview Briljent is 8(a) and SDB certified, it is a woman-owned business, certified as a WBE and DBE by the State of Indiana and the City of Indianapolis. An entrepreneurial company, Briljent knows that working hard and providing quality service is the best method to foster growth. The results include numerous commercial clients and government projects within a variety of industries including social services, healthcare, finance, insurance, manufacturing, military, and pharmaceuticals. Briljent is a ten year old professional services firm with a staff of more than 175 skilled individuals and the ability to draw upon the resources of many more with the skills to meet client needs. Briljent core competencies include: Technical Writing, Documentation, and Data Tracking - The portfolio includes the design and development of policies and procedures, processes, technical manuals, end user guides, systems migration support, business analyst services, and database design. Development and Deployment of Training The portfolio includes customized or off-the-shelf activities, classroom or computer based, on-site or off, facilitation, technical based or core skills. Community Relations/Outreach Briljent has been significantly involved in the resource assessment, data analysis, administration and facilitation of consumer and stakeholder focus groups. Their team has also developed formal reports that are shared with the senior leadership of organizations with whom they partner. Staff Augmentation - The portfolio includes help desk staffing, market researchers, project management, and evaluation experts. Briljent has also provided the State of Indiana with business analyst services, program evaluation, research and web services. Translation Services The portfolio includes numerous translation projects including Spanish translation of a website for one of their healthcare clients. Additionally, Briljent assisted with the translation of a bi-weekly newsletter from English to Spanish for one of our corporate clients. Values and Beliefs - Core Values are: Focus Ethics Results Value Enjoyment
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Quality is inherent in each of these core values. By believing in and demonstrating these values, Briljent not only provides professional services to their clients, but they develop the skills and abilities of their staff members. Briljent Indiana Experience The State of Indiana is one of Briljents largest clients. Included below is a sample of our instructional design/training experience as a direct contractor with Indiana. Department of Health (DOH) Briljent recently completed work on three contracts as a subcontractor to Health Care Excel. We conducted county needs assessments and surveys and developed web based training and evaluation tools as related to the Flu Pandemic Plan for the state of Indiana. Department of Child Services (DCS) Briljent developed classroom curriculum for several chapters of policy and legislative updates for the Department of Child Services for the State of Indiana. We also built web-based training as a supplement to this curriculum to meet the needs of the client that covers 92 counties in Indiana. Department of Workforce Development (DWD) Provided a full-time training resource to create the training program in support of the PeopleSoft implementation; designed and delivered the training program for a statewide rollout related to case management (600 users were trained in two weeks). Department of Corrections (DOC) Providing training workshops across the state related to the Statewide Automated Victim Information and Notification (SAVIN) System. Department of Education (DOE) Briljent assisted CTB/McGraw-Hill and the DOE in training on the administration and scoring of the PreLanguage Assessment System (LAS) in various locations around the state of Indiana. Briljent was responsible for team training with CTB/McGraw-Hill personnel, managing PowerPoint revisions, printing handouts and all workshop logistics. We are currently assisting CTB/McGraw-Hill and Wireless Generation by providing training to teachers and staff on the use of their on-line assessment tools for the Dept. of Education Statewide Student Learning Assessment System initiative. Department of Revenue (DOR) Designed and delivered an eight-day customer service training program to prepare 150 employees to assist taxpayers with the Tax Amnesty program. Additionally, we staffed two full time employees who collected Tax Amnesty monies still owed to the state.
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Family Social Service Administration (FSSA) Office of Medicaid Policy & Planning (OMPP) We are currently providing licensed pharmacy technicians at the ACS call center for the Pharmacy Benefits Management (PBM) Services project; we are assisting HMA with their communications, meeting minutes and acting in a project management role for their Members Communications project; we are providing staff augmentation for administrative assistance to Myer & Stauffers for the Medicaid Rate Setting project. Additionally, we worked with AmeriChoice on the redesign of three OMPP Internet sites and staffed full-time benefit advocates at regional offices throughout the state of Indiana. Division of Mental Health and Addictions We are working with Intecare and currently have a full-time technical staff member assigned to an IT consulting role. We also assisted with translating their website into Spanish. State of Indiana Division of Aging We planned and conducted listening sessions across the state in December 2006 to give the Director valid information about stakeholder perception related to the strategic plan. Following that work, we planned and facilitated planning meetings in four key areas for the Division. Division of Disability and Rehabilitative Services - We are currently conducting focus groups around the state related to the Objective Assessment System for Individual Support (OASIS). Department of Enviormental Management (IDEM) In March of 2006, Briljent, LLC partnered with Haverstick Consulting to design a web-based application and training program for approximately 85 employees of the Office of Air Quality with the Indiana Department of Environmental Management. (IDEM) The concept included compiling thirteen separate databases into a web-based application and training all of the staff in the various program areas to utilize the new ACES system. In 2007, Briljent was appointed as the prime contractor for the Nonpoint Source Pollution Project with the Indiana Department of Environmental Management. We are working in conjunction with the Wisconsin-based environmental firm, Symbiont to complete this work. Briljent have been responsible for conducting public meetings and writing the plan for curbing and controlling nonpoint source pollution. This is the plan that IDEM sends to the Environmental Protection Agency and all partner agencies to outline the activities in this important arena. Our work has been gathering information and input, writing and editing the plan. Department of Transportation (INDOT) August 2007 We provided technical training to INDOT employees on the use of their new Work Management System as a subcontractor to Agile Assets. We are preparing to provide additional training of the system in 2008. Indiana State Library Conducted focus groups, individual interviews and a web survey to gather feedback and recommendations to be incorporated into the new five-year Indiana LSTA Plan. Briljent also conducted independent research and analysis of Indiana State Library reports and processes.
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In addition to these engagements, Briljent is working as a subcontractor to several firms conducting their own prime engagements with the State of Indiana. They include ACS, Deloitte, Maximus, and Policy Studies, Inc.,
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RCR QUALIFICATIONS Overview As illustrated by the map below, RCR has provided its services to public sector clients in 11 states, with 8 of those states specific to Health and Human Services. Within these states RCR has provided consulting services in the areas of Temporary Assistance for Needy Families (TANF), Food Stamps, Medicaid, Welfare, Eligibility, Child Care, Child Welfare and Child Support Enforcement. RCR also is experienced with other programs including Home Energy Assistance Program (HEAP), Early Intervention, and Foster Care.
State & Local Government Projects State & Local Government, HHS Projects
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RCR Indiana Experience Indiana Common Front End (CFE) project In December 2001, the Secretary of the State of Indiana Family and Social Services Administration (FSSA) established a set of Key Biennium Priorities for the FSSA. One of those priorities was to develop and implement a program enabling the family support system to become family-centered, provide integrated services, and deliver measurable results. That vision became a reality in January 2003 with the introduction of FSSAs Common Front End (CFE). The CFE was designed as a web-based one-stop shop that allowed the user to pre-screen eligibility for more than 20 programs and benefits in one interview. The CFE served as a common intake tool and a comprehensive resource and referral tool. It combined state, local and community services, programs and resources into a seamless integrated delivery system. The CFE was accessible via the Internet from any state office or community center. The following are some of the key programs offered through the CFE: Temporary Assistance for Needy Families (TANF) Food Stamps Hoosier Healthwise (CHIP) First Steps (Early Intervention) Home Energy Assistance Program (HEAP) Medicaid Foster Care Section 8 The CFE initiative also brought together the following government agencies: Division of Family and Children (Child Support, Housing, Child Care, First Steps, Food Stamps, Head Start, and many others) Department of Health (Childrens Special Health Care, Women Infants and Children) Department of Workforce Development (Unemployment Insurance and Workforce Investment Act Programs) Division of Disability, Aging and Rehabilitative Services (Vocational Rehab., CHOICE) Office of Medicaid Policy and Planning (Hoosier Healthwise, Hoosier Rx and Medicaid Programs) Division of Mental Health and Addiction Department of Commerce (Individual Development Accounts) Local Programs such as the Township Program and Earned Income Tax Credit In order to ensure the CFE would be effective, deliver the anticipated results, and be fully utilized by state agencies and Community Based Organizations (CBO), a project assessment methodology was followed to develop and implement the CFE. Questionnaires and Joint Application Development (JAD) sessions were utilized throughout every phase of the project. Recipients of the services were also included in the process and interviewed during the various project phases. In addition, a focus group was established that included a diverse set of members from all effected organizations. Intake Specialists, Caseworkers, County Directors, and CBO Program Managers were the primary participants; however, selected members from the project team, FSSA, and personnel from other participating state agencies participated.
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Throughout the entire project surveys were issued on a consistent basis and the results documented in order to track any issues, suggestions, use ability, and the usefulness of the CFE. The obtained information was continuously shared with the project team, focus group members; appropriate state agency leaders and staff, and participating CBOs. As a result of this effort participating agencies were able to consolidate and coordinate the prescreening eligibility process for more than 20 Indiana programs across eight (8) state and local agencies and provide caseworkers with a consistent, easy-to-use system to provide the right services to the right people. TANF Data Warehouse Project RCR played a key role in the design and development of the FSSA TANF Data Warehouse. RCR provided business expertise, data analysis, and eligibility systems knowledge to the core team. Currently, RCR supports the FSSA TANF Data Warehouse, which processes over 5 million records a month for 27 Agency programs. The warehouse integrated approach to services allowed the State to compete and successfully won $52 Million in High Performance Bonus awards due to quick, accurate Federal reporting. The tools and technologies implemented were powerful, but the people and their diligence, thorough understanding of the regulations and State Information systems were the critical link resulting in the projects success and continued effectiveness. RCR still maintains the core profiling of Families which is key to integrating social service data. Additional Data Warehousing experience with the State of Indiana FSSA and DCS includes building the Data Warehouse for Welfare-to-Work reporting and completing a Data Warehouse Assessment. Indiana Client Eligibility System (ICES) ICES is a combined eligibility system which combined common activities from the County into one centralized system. The system determines eligibility for TANF, Food Stamp and Medicaid programs. RCR has worked on this system since 1991 and has been part of every generation of the system. RCR Technologies has won awards for collaboration and creativity in new ideas and approaches while delivering State-wide services to support the agency. ICES was the first system to combine state, local and community services, programs and resources into a seamless integrated delivery system. RCR participated in county focus groups, Big Ten sessions and worked closely with HHS government policy leaders to implement a system as close to Fed regulations as possible. RCR also has years of experience in the core programs and policies that drive the eligibility system including:
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Benefit Recovery Caseload ED/BC SFU Mass Change Authorization EBT IMPACT (Work Programs) Client Scheduling Application Registration Fair Hearing Online Policy Manual
IMPACT Assessment Tool Application Entry Reports Developed Cognos delivery system Migrations Inquiry QC/SPR Data Exchange Client Notice Periodic Reporting History Maintenance Reference Tables
RCR also acted as liaison for the State policy directors on many of the audits performed by the Federal oversight agencies including CLASP, NAPIPM, FNS and ACF. RCR not only worked with the Federal requesters, but crafted the State responses for their approval.
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Indiana Eligibility Modernization Project As a partner on this initiative, RCR is responsible for developing a nationwide Data Broker tool that is used to authenticate applicant information. RCR is also charged with matching, building and implementing forty different systems interfaces that will link various State of Indiana agency business applications with the new Work Flow Management System (WFMS). RCR has developed and delivered a Case Reviewer Tool that will be used to support State of Indiana Case Managers, and other SLAs. This tool will be an integral part of the new FSSA WFMS. WFMS will support various business processes within Eligibility Determination (TANF, Food Stamps, etc.). The Eligibility Modernization Project includes several systems that interact and exchange data. The various systems involved include the Workflow Management System (WFMS), the Document Management System, Interactive Voice Response System (IVR) - also called the CallCenter System, Data Broker, Metrics Reporting and the legacy system called ICES. RCR is responsible for improving the existing business processes by designing and building a sophisticated imaging, document management, data retention and decision system. RCR is also responsible for providing the skilled technical resources to design and develop the document center and other business processes. The improved process will aid Indiana in delivering State services in an efficient way to the ever expanding eligible citizens of Indiana. The prior processes required hours of client time in a Welfare office to apply and maintain benefits. This would put extra efforts on the population with work lost, day care costs, transportation costs and time loss just to apply for and maintain benefits. The new processes empower the client to apply and manage their own case from anywhere they want thereby saving time and money for the client. The new system has online applications, IVR services, a call center where one can call in and handle most services and is not bound by geography. Documents are barcoded and scanned so any caseworker in the State can work on any case in the State with the case file right at their fingertips at all time. These services will also reduce fraud by reviewing and validating data up front and sharing data between caseworkers Statewide. The overall experience will be more humanized while maintaining State and Federal guidelines and Policies. The solution involved the architecture, design, and development of a case management solution, an integrated call center, and a document center for processing inbound documentation is depicted in figure below:
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The solution provides basic case management functionality for case workers. It allows clients to obtain status on their applications and cases via an IP-based telephony solution, via the Internet, and by talking with a Call Center agent. It allows clients to apply for benefits by applying online and by submitting the traditional paper applications. A key architectural factor for this project was that the existing mainframe IMS-based legacy system would continue to be the system of record while new system development would be used to facilitate the capture/acquisition of the data and would provide the primary user interface for all internal and external users.
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Please find teaming agreements and other necessary subcontractor forms for Briljent and RCR Technology on the following pages.
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2.4 TECHNICAL PROPOSAL
Project Management Approach Transition Plan Staffing 2.4.1 Cost Allocation/Allowable Costs 2.4.4 Rate Establishment and Claiming 2.4.7 DCS Staff Development
Project Management Approach
2.4 TECHNICAL PROPOSAL

Introduction The RFS for Component 1 requires the Respondent to address the following sections in Section 2.4 of the Technical Proposal Cost Allocation/Allowable Costs, Rate Establishment and Claiming, and DCS Staff Development. PCG does so in the sections which follow; however, we have chosen to include this Introduction so that we can address directly three topics crucial to the review team process. They are the PCG Project Management approach, our Transition Plan for succeeding the incumbent vendor, and our Staffing Plan. PCG appreciates the time and resource commitment that DCS has invested in creating the RFS and the time and resource commitment that is yet to be required of the proposal review team. We have made every effort to exclude unnecessary information and conform to the mandatory requirements of the RFS. We have included this additional information because we believe that they address key information that will be critical to selecting the most qualified vendor. Because the RFS services are currently provided by an incumbent vendor, PCG wishes to specifically address how PCG would manage the project, transition services from the current vendor, and staff the project. PCG has presented this information in order to acknowledge and address the legitimate and reasonable questions and considerations raised if DCS were to select a new vendor. Finally, in addressing the scope of work defined in Component 2, PCG has provided a response that demonstrates our previous experience performing similar work, our anticipated approach to the tasks outlined in the RFS, and the range of revenue and financial management services that we provide. We have attempted to stay true to the intent of the RFS and to demonstrate our ability to provide the services described in the RFS. While we have not worked directly with you in the past, we have developed our proposed approach to performing the services outlined in the RFS based on our understanding of the RFS, our national experience performing similar services, and our current knowledge of DCS services and systems. In doing so, we seek to earn your confidence that PCG is able to perform the entire range of tasks presented in the RFS. Thus, for each task, we have included examples of how PCG has performed similar project work in other states to illustrate PCGs experience performing the work described in the RFS. If PCG partners with DCS to perform this work, we will work closely with DCS to tailor our approach to fit DCSs needs.
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A. Project Management Approach

PCG has developed a proven project management approach for all its engagements, which we will employ throughout all phases of this project. The graphic below illustrates the steps involved in our approach:
Each phase of the approach ensures that PCG and DCS are carefully considering the needs and goals of the project, performing appropriate planning, executing project tasks, and evaluating the success of the methodologies employed during execution and planning and the results they yield. The following paragraphs describe how PCG will apply these stages to the tasks required in Component 1 of the RFS. Project Kick-Off At the start of the project, we will hold a kick-off meeting on-site with DCS. Our senior management team will attend the meeting and present our preliminary project plan. The goal of the meeting will be to identify the key contract management staff from DCS, and to establish a communication, risk management, and change management plan. The communication plan will establish the key contacts for each task, determine who needs to stay in the loop on all project communications, and determine how the PCG Project Manager and the DCS Contract Manager will maintain ongoing contact. In addition to a communication plan, PCG will propose a risk management plan that details how PCG and DCS will identify risks in meeting project goals, how risks will be communicated between PCG and DCS, and how risk mitigation strategies will be developed and implemented. Finally, we will establish a change management plan that addresses how changes to the project scope will be communicated by DCS to PCG, and how changes to scope will be managed from a contractual perspective. At the Kick-Off meeting, we will also schedule ongoing monthly status meetings and review a proposed agenda for monthly status meetings. Monthly status meetings will present an opportunity for PCG to report its progress on tasks for the previous month and plans for the upcoming month. PCG will request that relevant DCS contract management staff commit to attending status meetings on a specific day each month. PCG proposes that we supplement the Kick-Off meeting with a few additional, in-depth meetings that will set our plan in motion for transitioning services from the current vendor to PCG in a limited time frame. Thus, the Kick-Off and additional meetings will have three purposes: Diagnosing Business Needs Establishing Project Goals Planning Project Transition
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Diagnose (the) Business As we indicate above, PCG has developed our proposed approach to performing the services outlined in the RFS based on our understanding of the RFS, our national experience performing similar services, and our current knowledge of DCS services and systems; however we have not worked directly with you. As a result we will need additional clarification or correction from DCS to fully understand the states expectations regarding the tasks required by the contract. Immediately after Kick-Off, we will request a meeting with key contract management and pertinent program and fiscal staff who are familiar with PCGs proposal and the projects requirements. We will systematically walk through our proposed response to each project task, and ask DCS to continue to clarify and explain expectations. PCG will bring a list of questions and be prepared to develop a deep and thorough understanding of your expectations. PCG will ask DCS stakeholders to identify best practices that have worked well within DCS in the past as well as lessons learned through past experience. We believe this step will be critical to ensuring a smooth transition and we will endeavor to create and maintain an open forum for communication. Set Goals As a part of our initial meetings with DCS staff, we will also facilitate a conversation in which DCS contract management, relevant program and fiscal staff articulate their goals for this project. In the past few years, PCG has increasingly participated in performance based contracts where part of our payment is tied to specific performance expectations. While DCS does not outline any performance based payment provisions in the RFS, PCG would still like to work with DCS to identify Key Performance Indicators for various portions of the contract. In the following sections of our proposal, PCG has highlighted possible Key Performance Indicators. We have found that establishing performance indicators helps us to understand what is truly critical to our clients. We will work with you to identify three essential project goals and three key performance indicators. For example:
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Together we will agree upon Key Performance Indicators, the frequency at which PCG performance will be measured against these indicators, and how success will be measured. In some cases, our ability to meet the requirements of an indicator may depend on factors outside of our control, such as the production of a particular report or the completion of work by another party. We will identify these dependencies in collaboration with DCS at the outset of the project and quantify the effect that these dependencies will have on our ability to meet the measures. The ultimate objective of the Key Performance Indicators is for DCS to identify and communicate their most valued project goals. With these goals established, PCG will have a clear understanding of DCSs priorities and conduct our work with these goals continuously in mind. Plan PCG understands that DCS currently contracts with another vendor to perform some, if not all, of the services described under the RFS. If PCG is selected to perform these tasks under a new contract, we will immediately engage in activities that will result in a smooth transition from one vendor to another. We have experienced similar transitions from vendor to vendor in previous contracts, and find that careful planning, combined with professional courtesy, can help to create a more comfortable environment that facilitates knowledge transfer. With the contract award date of April 30, 2009 and the current vendor contract end date of June 30, 2009, PCG anticipates a 60 day transition window. Our team will immediately begin to engage DCS in transition activities upon notification of award. The following chart indicates transition planning activities in two phases: a 30 day assessment phase and a 30 day operations phase. The transition plan will address timelines and details regarding the following: 1. Relocating the PCG-Indiana office to Indianapolis 2. Knowledge transfer from DCS and incumbent vendor to PCG 3. Hiring and training project staff 4. Installation and operation of security systems and protocols 5. Receipt of log-on IDs and submittal of security forms for all project staff 6. Implement procedures, standards, and security for confidential information and computer systems 7. Ensure all subcontracts (MBE and Non-MBE) are in place 8. Submit transition progress reports In the next section of this Introduction, we have included a detailed description of our approach to ensuring a smooth transition. Execute As PCG moves into the implementation phase and execution phase of the project, we will prepare for and develop work plans for each specific task, prior to its execution. Our transition planning will allow us to anticipate and prepare for the daily challenges that accompany each task. In the following section of our proposal, PCG has presented how we would execute the tasks included in this scope of work. PCG has also presented examples of how we have executed the tasks described in the RFS in various projects across the country.
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Evaluate The evaluate phase allows PCG and DCS to continuously evaluate PCGs performance in light of stated goals. We proposed utilizing Key Performance Indicators to continuously monitor our performance and to provide an avenue for PCG and DCS to discuss your goals and objectives in this project. The Key Performance indicators will allow PCG and DCS to: Measure progress toward stated performance criteria; Identify areas of project risk and resolution before risk becomes an issue; and Understand what PCG needs to do in order to maintain DCS satisfaction and meet your expectations . PCG anticipates that DCS and PCG will engage in continuous discussion regarding PCGs performance and the Key Performance Indicators. In addition to the Key Performance Indicators, PCG also expects to be evaluated against contract requirements and the commitments that PCG makes in this proposal. PCG expects to meet and exceed DCSs expectations on an ongoing basis. However, we will include a discussion of Key Performance Indicators, Contract Requirements and Proposal Commitments in our Monthly Status Meetings to ensure that DCS expectations are being met, and if expectations are not being met, that PCG is delivering a plan of action to correct the situation and bring our performance in line with your expectations. Likewise, monthly performance evaluation discussions will allow PCG to openly discuss with DCS how DCS project partners can provide important information or assistance that will help to improve project performance as a whole. Close If we are selected we will approach this engagement with an eye towards a long standing, mutually beneficial relationship between DCS and PCG for years to come. However, we will always be mindful that parts of our project may close. To that end PCG will create a transition-out plan with the same thoughtfulness and consideration that we developed a transition-in plan. At the end of our transition out, PCG will transition the following materials and artifacts to DCS: Standard operating procedure (SOP) manuals Project documentation Methodology descriptions Back-up files PCG and DCS will work continuously throughout the project to create and maintain solid documentation of policies and procedures, cost allocation methodology and calculations, and supportive documentation for claiming, all of which will be immediately accessible to DCS throughout the project and transitioned to DCS at project close.
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Transition Plan
B. Transition Plan
PCG is committed to ensuring DCS does not experience any interruption in service should Indiana chose PCG as your partner for the services described in the RFS. PCG has managed project transitions numerous times, opening up more than 40 offices across the country during our history. These include both the Revenue Management Unit of the Massachusetts Department of Children and Families and, as recently as last year, for the State of Illinois SSI/SSDI Entitlement Enrollment project. Overtheyears,wehave assumed,withgraceand speed,manylargescale operationsfrom incumbentvendorsand weurgeyoutocontact ourreferencestodiscuss ourabilitytomanage transitions.
The Illinois and Massachusetts examples are worthy of elaboration as they provide a prism through which to view the representations we make on the succeeding pages. In this case, the past is truly a prologue to what Indiana can expect from a PCG partnership. In Illinois, PCG overcame significant challenges in successfully transitioning the program when we were named the SSI/SSDI vendor in 2008. Notably, neither the RFP nor the existing incumbent contracts anticipated the need for a transition plan. Fortunately, PCG had created one. The State expressed confidence in the plan and PCGs ability to implement it; as a result, we were given great leeway by the state and did not disappoint. This was no ordinary transition. PCG faced double the challenge that Indiana presents as we had to assume statewide operations from two separate vendors. (For the previous ten years, Illinois had divided the state into two regions, with a different vendor assigned to each.) Also, while successfully managing two simultaneous transitions, PCG had to deal with the fallout from the incumbents closing down operations approximately one month before the state executed a contract with PCG. We inherited 30 days of pent-up demand, 700 active cases at various stages of the process, and an existing caseload of 3,500 cases. Start-up went off without any backlash from the state. In Massachusetts, PCG assumed all federal revenue operations from another vendor and the state (the functions previous were a joint vendor/state responsibility). PCG successfully privatized and completely transitioned the revenue unit for the Department of Children and Families (formerly Department of Social Services) in less than three months with no interruptions in cash flow to the state. We assumed selected staff from the prior vendor, successfully implemented IT systems, created electronic systems to replace paper systems, and eliminated a backlog of cases. These two examples describe PCGs transition activities in two relevant projects; we have successfully transitioned operations on various other occasions, and are happy to speak with Indiana further regarding our transition planning and execution experience as needed. Transition-In Period: Based on our prior history of transitions, PCG is well-positioned to complete transition activities. With the contract award date of April 30, 2009 and the current vendor contract end date of June 30, 2009, PCG anticipates a 60 day transition window. If this assumption is incorrect, we are willing to clarify time frames to your satisfaction during the proposal evaluation period.
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The PCG project team dedicated to transition activities mirrors the PCG staff that is supporting implementation and ongoing operations. Thus, this Transition Plan was developed by the individuals who will work on it. The Transition Team also includes some of PCGs corporate staff who have overseen the establishment of PCG offices in multiple other locations. The PCG Transition-In Team is comprised of: ThePCGTransitionInteamiscomprisedof: KathyFallon HumanServicesAssociatePracticeDirector HeatherBaker ProjectManager JenniferMacBlane OperationsManagementTechnicalAdvisor JerryWolf RegionalTechnicalAdvisor AmyFerraro CostAllocationPlanTechnicalAdvisor RobertBaldacci OperationsManagementTechnicalAdvisor LizWiseman RateEstablishmentandClaimingTeamLead MeganRising PCGController DebbieClark FacilitiesDirector JamesMcNamara HumanServicesChiefTechnologyOfficer MarkShane SeniorLocalAreaNetworkAdministrator ScottLevine TelecomManager StuartKaufman ComplianceOfficer JenniferFotiades HumanResourcesRecruitmentandHiring 1. Relocating an office in Indiana PCG has begun the planning phases for the development of new office space in Indianapolis. We have used projected staffing levels to approximate the preliminary floor plan specifications for our facility. Between bid submission and notification of award, it is standard PCG protocol to maintain regular contact with prospective landlords. Upon notification of award and contract approval, PCG will enter into a long-term lease agreement. This will cover the contracting period called for in the RFS. PCG is responsible for ensuring the necessary telephone and data lines are installed to allow our Indiana project staff access to the Internet, statewide-automated systems, and to DCS databases as needed. Additionally our telephone lines will allow for a toll-free voice response system. Daniel Scott Levine, PCG Telecom Manager, will lead our telecom installation effort. Mark Shane, PCG Senior LAN Administrator, will lead our data installation effort. Timeframe: May1,2009June19,2009 DebbieClark FacilitiesDirector MarkShane SeniorLANAdministrator JamesMcNamara ChiefTechnologyOfficer StuartKaufman ComplianceDirector HeatherBaker ProjectManager
PCGStaffInvolved:
As with any PCG owned or purchased computer equipment and software (including furniture and other equipment), we obtain written verification, approval and assurances that this computer equipment and
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software are compatible with State automated systems standards. Upon completing all installations, we will perform operability and performance testing to ensure that all equipment and property are operating as expected. 2. Knowledge Transfer from DCS and Incumbent to PCG Upon award of the contract, PCG will go to work immediately to understand current DCS policies and procedures. This will include an understanding of how DCS works with its existing vendor, and the documents and materials that are currently in use. PCG will conduct a review and analysis of the positions, shadowing key staff to gain insight into their day-to-day activities. The aim of this review will be to gain a strong foundation and familiarity with the current as-is Cost Allocation Plan, RMS, and rate setting processes and systems. We will also keep an eye out for ways to improve the quality and consistency of our staff training and to identify any gaps in the current vendors job and task design. PCG will conduct information interviews with key staff to learn about daily tasks, as well as request organizational charts, standard operating procedures, training manuals, job descriptions/postings, or any other information deemed necessary. Though this initial review is designed to acquaint ourselves with current processes for transition purposes, it may also help to establish the baseline for later, more in-depth on-site reviews that will inform our process improvement recommendations. The PCG team will identify, obtain and review all DCS and incumbent vendor documents, including all available policy and operating procedures; quality assurance plans; and, Information Systems Security and Confidentiality Policies for computer systems. We will thoroughly review these documents and incorporate this knowledge into the PCG polices and processes. The successful completion of this phase of the transition will go far in ensuring that the transition is successful. We have developed a well qualified project team to complete this important task. Our team includes not only our dedicated project staff, but we will also leverage a number of in-house technical advisors that bring a wealth of nationwide policy and operational management expertise, including expertise in Cost Allocation Plans, RMS, Rate Setting, Title IV-E, TANF, and Program Operations. For those areas of the contract which require that PCG staff review the incumbent vendors contractor files, such as with SSI processing, PCG will effectuate this review immediately upon award of the contract. This is a critically important action item in the transition process and cooperation among PCG, the State, and the incumbent vendor is going to be essential. Transitions are hard and uncomfortable for some parties but we are known for sensitivity and professionalism and our approach will result in an efficient and effective transition and allow the incumbent vendor to continue to service DCS clients while also ensuring that the PCG team is ready to begin project work according to the States timetable. Timeframe: May1,2009June19,2009 HeatherBaker ProjectManager JenniferMacBlane OperationsManagementTechnicalAdvisor AmyFerraroaro CostAllocationPlanTechnicalAdvisor RobertBaldacci OperationsManagementTechnicalAdvisor LizWisemann RateEstablishmentandClaimingTeamLead
PCGStaffInvolved:
PCG will perform trainings on all the documents for all supervisory staff so that all supervisors have knowledge of each facet of our policies. Each supervisor will be provided more detailed and through
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trainings on the areas in which they have supervisory responsibilities and thus directly impact their work (i.e., Systems Security). 3. Ensure Project Staff is hired, trained, and ready A. Hiring Upon contract award PCG will work to finalize the project position descriptions included in this proposal. After finalizing the position descriptions with DCS we will post the job descriptions to local job boards. We look forward to placing qualified members of Indianas workforce to fill job openings that result from this procurement. We will also post the job descriptions to the PCG Human Resources Department website through the Open Hire Recruitment Management tool. This will allow us to leverage multiple secure job posting sites. We post jobs as early as legally, logistically, and humanly possible. We realize the importance of getting qualified staff on board quickly to allow us the opportunity to orient newly hired staff and have them receive training from the PCG project team management. Additionally, if acceptable to DCS, PCG will also screen interested and available incumbent vendor staff for positions with the PCG project. This has proven to be a wise and successful strategy in other PCG projects of similar dimensions. This approach of bringing on board the best and brightest that the incumbent vendor has to offer provides yet another opportunity to accomplish a smooth transition. Despite its past success as a model, we understand there may be sensitivities and potential administrative issues involved with this strategy and will not proceed if the DCS does not consent. As responses are received, regardless of source, the PCG project team interviews candidates for staff positions and extends employment offers to selected candidates upon DHR approval. Timeframe: May1,2009June19,2009 HeatherBaker ProjectManager JenniferMacBlane OperationsManagementTechnicalAdvisor JerryWolf RegionalTechnicalAdvisor JenniferFotiades HumanResourcesRecruitmentandHiring DianeSantoro HumanResourcesBenefitsAdministration
PCGStaffInvolved:
B. Training If selected as the new Contractor, PCG will begin to plan training for new staff. The training sites and duration will be dependent on the level of access required by the trainee. PCG will be responsible for any and all costs associated with attendance by our staff. PCG will ensure during the Transition Period that all staff are sufficiently trained and ready to begin statewide operations on or before the NTP date. During the TransitionIn Period, PCG will take the opportunity to receive training from the State and incumbent vendor and provide training to our staff in the following areas: Technical Processes State forms
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Interfaces with local department staff Introduction to SSA, Title IV-E, Licensing Statewide Automated Systems
The schedule to conduct our staff trainings, as well as receive trainings from the State and incumbent vendor, will be coordinated with DCS and the outgoing incumbent contractor staff to ensure all areas are covered during the 60 day TransitionIn Period. As staff are hired, they will then be trained by the transition team on all areas listed above and other areas as identified. Timeframe: PreMay1,2009June29,2009 HeatherBaker ProjectManager JenniferMacBlane OperationsManagementTechnicalAdvisor AmyFerraro CostAllocationPlanTechnicalAdvisor JenniferFotiades HumanResourcesRecruitmentandHiring NewlyHired OperationsStaff
PCGStaffInvolved:
4. Installation and Operation of Security Systems and Protocols The PCG building lease will include provisions for controlled building access, including electronic key access into the building and all entry points to PCGs offices. These systems will be fully functional and operational by the Transition-In period. All staff will be provided with key cards that will give them secure entrance to the building and the facility. Only authorized staff will be provided the additional security rights to access the server room. PCG has well-developed security protocols for all of our offices, as you would expect for a company with two decades of experience and currently over 28 offices nationally and in Canada. Within the first 60 days, we adapt standard Staff Security Policy and Protocols specific to the local facility. These policies will be included in the PCG Staff Employee Handbook and our training program will include review and discussion of the safety systems, policies and protocols. Timeframe: May1,2009June30,2009 DebbieClark MarkShane JamesMcNamara StuartKaufman HeatherBaker
PCGStaffInvolved:
FacilitiesDirector SeniorSystemsAdministrator ChiefTechnologyOfficer ComplianceDirector ProjectManager
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5. Receive Log-on IDs and Submit Security Forms for all Project Staff Thirty days prior to the start of the contract, PCG will submit all necessary forms required to receive Logon IDs and will complete all necessary Security forms. PCG will also use the transition-in period to train our Systems Security staff on all the duties that the positions entail. We will also determine the required business rules and work with our information systems staff to develop the Security Database that we will use to track and maintain all aspects of Security staff responsibilities. Timeframe: PCGStaffInvolved: PreMay1,2009June30,2009e: HeatherBaker ProjectManager StuartKaufman ComplianceDirector
6. Implement procedures, standards, and security for confidential information and computer systems A. Develop Information Technology Contingency Plan PCG will develop and test an Information Technology (IT) Contingency Plan. The IT Contingency Plan will address, at a minimum, how to handle network outages and break downs of systems and hardware; a system for making, rotating and securing back-up copies of all system and Database files to be used for recovery in the event of a computer system failure; and circumstances under which the Plan shall be updated (e.g. system migration to new software or hardware, or relocation of Program operations). Our PCG ITS unit will perform a gap analysis to determine the ability to handle network outages, system breakdowns, and to ensure that back up system will remain functional. Our gap analysis will include an analysis of any requirements that are unique to our facility in Indiana. Upon completing the gap analysis, our ITS team will draft and review the Indiana Facility Information Technology Contingency Plan. Upon the review and final revisions to the plan our ITS team will approve and submit the final plan to DCS. This plan will be completed by June 12, 2009, two weeks before the end of the transition period. This 2 week cushion provides us with ample time to deal with any unexpected issues that may arise. Within six months after the transition-in period closes, we will test the approved contingency plan to ensure its viability. Timeframe: May18,2009toJune12,2009 MarkShane JamesMcNamara StuartKaufman HeatherBaker DebbieClark
PCGStaffInvolved:
SeniorLANAdministrator ChiefTechnologyOfficer ComplianceDirector ProjectManager FacilitiesManager
7. Ensure All Sub Contracts (MBE and Non-MBE) are in Place For purposes of submitting this RFS, PCG has entered into Teaming Agreements with our subcontractor partners. Upon award of this contract, we plan to finalize and execute formal subcontractor agreements with each of these partners.
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The PCG subcontractor agreements with our MBE partners include a requirement that they submit monthly to the DHR the Subcontractor Payment Report. This report identifies PCG as the prime contractor and lists all payments that the subcontractor has received from PCG in the preceding 30 days. Additionally this report includes any outstanding invoices and the amount of those invoices. PCG has a long history of working successfully with its teaming partners and specific experience working with MBE subcontractors on other projects. As such, we anticipate no problems managing this responsibility of the project. Timeframe: PCGStaffInvolved: PreMay1,2009May8,2009 HeatherBaker ProjectManager StuartKaufman ComplianceDirector
8. Submit Transition Progress Reports PCG will complete all required reporting tasks during the transition-in period. These reports will include information pertaining, but not limited to: Project Schedules (including updates) List of PCG transition personnel, with role and responsibilities (including updates) Transition-In Methodology (including updates) Status update of tasks to be performed Milestones and Key Delivery Dates Relevant Concerns / Issues Recommended Solutions to Concerns and Issues We will discuss the format and frequency for submission of the transition-in progress reports at the PostAward Orientation Conference. DCS will ultimately determine the final formats for the progress report and the frequency of the progress status meetings and PCG will comply. Timeframe: PCGStaffInvolved: May1,2009toJune30,2009 HeatherBaker ProjectManager JerryWolf RegionalTechnicalAdvisor AmyFerrarom CostAllocationPlanTechnicalAdvisor LizWiseman RateEstablishmentandClaimingTeamLead
Conclusion Part of our success in managing transitions with clients in the past is our up-front honesty and our backend dedication and resilience. We acknowledge to our clients that issues will inevitably arise during the transition. It will not be without its challenges and moments; most likely, it will not go perfectly. Any vendor who suggests otherwise is either inexperienced or misleadingly optimistic. But that does not mean it will not go well. We believe in our ability to manage any problems that we encounter because that is what we have done for 20 years. But, no matter the issue, you have PCGs commitment to work with you until we get it right and you are pleased. And that is the core of our approach to the transition responsibilities you have defined in the RFS.
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Staffing
C. Staffing Plan PCGs staffing plan presents Indiana with a team of experienced consultants who understand child welfare and have extensive experience in managing operation projects. This team will work to establish a full-time operation in Indiana and transition start-up activities to a qualified Indiana based team. PCG envisions the initial staffing will be that of the PCG consultants who will assist in the project kickoff. PCG proposes a full-time operations staff of 5, including an operations manager, who will manage daily operations and deliver the services outlined in the RFS. Personnel will be hand-selected by our consulting team within the first two to six months of the contract and will be on site in Indiana. Our consulting team is well-equipped to hit the ground running in the start-up phase and assemble and train a highly qualified staff as quickly as possible. The Project Manager will have access to all the resources of our national firm and can provide additional resources to the operations and consulting team as the project continues. Additionally, the Operations Manager will be on-site in Indianapolis to coordinate all operations. While some of PCGs Boston based consulting staff will stay involved throughout the course of the project, PCG will transition 84% of all staffing to Indiana-based full-time employees over the four years of the project; beginning in year one. Transition planning will be vetted and discussed with Indiana county and state personnel. Our transition plan will allow PCG to hire the best candidates and also allows for sufficient training and knowledge transfer. Our analysis of staffing needs is based upon information provided through the RFS, our experience with child welfare financing, and child welfare revenue operations in other states. We believe that the business model we present will effectively deliver the services outlined in the RFS.
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Our Project Team
PCG has developed a project team led by a Project Manager and Technical Advisors that have extensive experience working with child welfare and operations projects across the country, including Massachusetts, Pennsylvania, West Virginia, District of Columbia, Missouri, Mississippi, Arizona, Connecticut, Montana, Illinois and Colorado. Detailed information regarding each project members experience is included at the end of this section. Consulting Team The project management team will be supported by a consulting team that will have two main responsibilities: Transitioning current activities and developing a detailed understanding of policies and procedures at the outset of the project, and Providing ongoing support to the full-time, Indiana based Operations Team in performing seasonal activities and best practice consulting based on our national experience.
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PCG has developed a model for projects that involved full time outsourced operations that combines dedicated, full-time operations staff with additional support from consulting staff that work on multiple projects. In the organizational chart above, we have identified 5 full-time, Indiana based staff positions that PCG, supported by recruiting and staff development experts at Briljent, will seek to fill within the first months of the project. These staff will be tasked with day to day ongoing operations activities related to each of the activities described in this proposal. Our consulting team will take a strong leadership role within the first year of the project to initially transition all current activities and operations, develop standard operating procedures or validate existing standard operating procedures, and work to maintain all existing tasks so that operations endure limited interruptions during the transition period. At the same time, our Project Manager will be directing consulting staff and working to hire new full-time operations staff. As full time staff is hired, our consulting team will train staff and begin to transition operations to operation staff. Our consulting team will perform quality assurance on new staff work on an ongoing basis. In addition to providing transition support and training new staff at the outset of the project, our Project Manager, Heather Baker, will call upon consulting staff throughout the project to provide services that are seasonal in nature. We have found in other projects that certain activities may occur only once, or may occur once per year for only a few weeks or months at a time. In addition, certain activities may benefit from the national expertise that our consultants bring to this endeavor. PCG does not staff full time positions to perform seasonal or one-time activities. Our consulting team works on multiple projects and can be allocated to project tasks on an as needed basis. In the organizational chart above, the following individuals will comprise our consulting team: Kyle Stanley, Business Analyst Steven Haines, Business Analyst Liz Wiseman, Consultant Joseph Carbeau, Business Analyst Our partners at RCR Technology will provide valuable consulting regarding ICWIS and assist PCG in developing technological solutions to operational tasks: Joseph Simms, Technical Assistant Tom DiMartino, Technical Assistant Shirley John, Technical Assistant Margaret Judkins, Technical Assistant Our partners at Briljent will assist PCG in hiring new Indiana based staff and bring their proven training expertise and methodology to large scale training efforts: Brandon Brooks, Trainer Cathy Huff, Trainer Reamia Moody, Trainer We have included detailed information about the experience of each of our consulting team members at the end of this section. We understand, however, that our ability to provide full time staff that is based in
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Indianapolis and dedicated to performing the tasks outlined in the RFS is critical to DCS. In the following section, we have outlined our plan for staffing a full time operation in Indianapolis. Full Time Indiana Based Staff Along with our consulting team, PCG envisions a full-time on-site staff of approximately 5 FTEs, including an Operations Manager, who will manage overall day to day operations outlined in the RFS. These on-site staff will be Indiana residents helping to perform claiming, RMTS and Rate Setting Activities. Below we have outlined the number of operations staff we envision for each activity. It is PCGs expectation to hire the most qualified and experienced staff to work in Indianapolis and be responsible for day to day operations for this project. For this reason, we have built our timeline and budget such that we can spend time recruiting, interviewing, and selecting the most qualified candidates. We know from experience that it is crucial to hire experienced personnel from the outset of a project. PCG understands, from our experience staffing operations, that it is important to consider the whole operation in order to appropriately staff the project. Claiming activities, for example, require a quarterly rush within an expedited timeframe to successfully meet the claim deadlines. Between claims, there is not as much claiming activity to keep claiming personnel busy, so personnel must be utilized for other aspects of the operation. PCG has drawn upon our understanding of this RFS, our understanding of child welfare operations, and our experiences in other states, to present a staffing plan for this RFS that we believe maximizes efficiency, while also ensuring successful completion of all tasks. While this response presents a staffing plan for each section of the RFS, the real operation would be a team effort across tasks. Operations Manager The Operations Manager will be responsible for ensuring the delivery of all services under the scope of this RFS. The Operations Manager will directly supervise the Claiming, RMTS, Rate Setting and Clerical Staff. This individual will be responsible for all reporting and quality requirements and will bring all resource needs or client management issues to the attention of the Project Manager for resolution. Hiring Timetable for Operations Manager Hiring the operations manager will be the first task of the consulting team on our implementation timeline. We will aggressively recruit a qualified operations manager immediately upon receipt of the contract. It is important that we select an experienced candidate for this position. We have built our timeframe such that we have the ability to hire the most qualified candidate. Hiring timeframe: 2 -3 months Cost Allocation/Random Moment Time Study and Training Team PCG currently staffs the operational teams for a number of cost allocation and RMTS projects, including clients in Rhode Island and Massachusetts. In projects where PCG transitions the operational components of these tasks to State staff after their initial set-up and development, we have also gained extensive experience in the proper staffing and administrative needs that are required to complete these tasks on a timely basis. PCG will transition a number of hours utilized by consulting staff for their soup-to-nuts review in Year 1 to our operational staff in Years 2 through 4 for the ongoing operation of the time and
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effort reporting and quarterly production of the cost allocation plan. This will help to keep costs of the overall project down for DCS.
Hiring Timetable for Cost Allocation and Random Moment Time Study PCG understands that cost allocation plan administration and implementation requires analytic skills and detail-oriented candidates. While PCG is hiring, PCG consulting staff will perform the tasks required in this RFS. This will allow PCG the time to fill these positions with the right candidates. Hiring timeframe: 3- 6 months Claiming and Rate Establishment Team The quarterly rush of work necessary to produce a Title IV-E claim, and subsequent "downtime" between quarterly submissions, can make staffing claiming operations challenging. In order to maximize utilization of the claiming team, and control costs for DCS, PCG will utilize the claiming staff for assistance with rate setting, whenever the quarterly claim schedule allows it. Because rate setting activities only occur annually, PCG will rely heavily on consulting staff, who can be brought in as needed, for staff resources. Consulting staff will be supported by the claims and rate establishment analysts between periods of claim production. PCG understands that Indiana DCS contracts with approximately 400 existing programs across the state. PCG anticipates reviewing the cost reports for approximately 350 RCCs and 40 LCPAs throughout the state. Below is a summary of estimated hours necessary for the rate establishment and claiming operation. Number of Facilities N/A N/A 350 50 400 N/A N/A N/A N/A Estimated Hours Per Facility 100 Consulting Consulting Consulting 3.0 80.0 1,000 400.0 1,710 Total Hours FTEs Total Hours (Annual) 100 Consulting Consulting Consulting 1200 80 1,000 400 1,500 4,280 2.50
Tasks Preparation of Cost Report templates, guidelines and trainings Prepare and Conduct Trainings for Facilities Review of Cost Reports for existing facilities (RCCs and LCPAs) Review of Cost Reports for new facilities Follow-up with facility Maintenance of Rate Providing RMS for LCPA and RCC RMS Support Claim Production
PCG envisions a total of 2.5 Indiana-based FTEs to support the claiming and rate setting functions; 2 operations analysts and .5 clerical support FTE. The operations analyst will be responsible for the overall coordination and oversight of claim production and will assist the consulting team with rate setting activities. The clerical staff will assist the operations analyst in any capacity necessary as well as provide maintenance of claiming and rate setting documentation. The Team will receive oversight from the Operations Manager who will be responsible for a smooth transition and coordination of processes.
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Claims and Rate Establishment Operations Analysts During claim production every quarter the operations analysts will assist with compiling expenditure information into claims data, producing summary reports for inclusion of the form IV-E 1, and preparing the form IV-E 1. These personnel will also assist the rate setting consulting team with follow-up contacts with facilities and administering the LCPA and RCC RMTS. Hiring Timetable for Claiming and Rate Establishment Operations Team PCG understands the importance of strong technical skills in the operations analysts, who will be analyzing large data sets for claim production and rate setting activities. These personnel will need both an eye for detail and an understanding of the "big picture" to in order to produce accurate final products. While PCG is hiring, PCG consulting staff will perform the tasks required in this RFS. This will allow PCG the time to appropriately fill these positions. Hiring timeframe: 3- 6 months
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Our Project Team Experience

Random Moment Time Studies
Resource Name
Title
Child Welfare
Title IV-E Eligibility
Title IV-E Quality Assurance
Title IV-E Audit Preparation
Title IVE Claiming
Rate Setting
Cost Allocation
Medicaid
TANF
SSI
Business Process Review
Licensing
Training
SACWIS
Kathy Fallon Jerrold Wolf Amy Ferraro Heather Baker Jennifer MacBlane Robert Baldacci Liz Wiseman Joseph Carbeau Stephen Haines Kyle Stanley
Manager Manager Associate Manager Senior Consultant Operations Director Consultant Consultant Business Analyst Business Analyst Business Analyst
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Project Manager Heather Baker will serve as the Project Manager. Ms. Baker is a Senior Consultant and will be in charge of all project management activities for the project. Ms. Baker serves as the Project Lead for the Title IV-E Compliance Services project with the Department of Public Welfare in Pennsylvania. Ms. Baker serves as the Lead Consultant for PCGs Revenue Management Unit for the Massachusetts Department of Children and Families, which manages all child welfare revenue functions for Titles II, IVD, IV-D, XVI, and XIX. Ms. Baker has over nine years experience working in government and government consulting. Ms. Baker has worked on revenue management and enhancement projects in Texas, Massachusetts, Louisiana, New Jersey and West Virginia involving federal revenue sources including Medicaid, Title IV-E, TANF, CCDF, and the State Childrens Health Insurance Program. Ms. Baker specializes in child welfare and has worked with child welfare and juvenile justice agencies in Massachusetts, Pennsylvania, West Virginia, Connecticut, California, Mississippi, Missouri, New Jersey, and Rhode Island. Ms. Baker performed Title IV-E audit preparation services for Massachusetts, Rhode Island and Missouri and provided post-audit Title IV-E support to the state of West Virginia. Ms. Baker has also assisted clients, including Massachusetts, Chicago Public Schools, Louisiana, Tennessee, Utah and Wisconsin to creatively and responsibly manage block grant funds, including TANF, CCDF, and SSBG. Ms. Baker previously worked for the Commonwealth of Massachusetts Executive Office of Administration and Finance, Fiscal Affairs Division, as a Senior Fiscal Policy Analyst. Ms. Baker earned her Master of Arts degree from Boston College. Technical Assistance Kathy Fallon, a Manager with PCG, will provide technical assistance and assist Ms. Baker with project management activities. Ms. Fallon has worked in government and government consulting for over 18 years, working with a number of funding sources including, but not limited to, TANF, Medicaid, Title IVE, CCDF and Title IV-D. She has been with PCG for 9 years and previous to this, Ms. Fallon worked for the Commonwealth of Massachusetts for 8 years both in the legislature and in the Executive Office of Administration and Finance managing state budget and finance. While with PCG, Ms. Fallon has worked in nearly half of the states in the nation focusing primarily on improving the business of government by improving fiscal functioning, service delivery and operational process. Ms Fallon has particular regulatory expertise in the areas of TANF, CCDF, IV-E, XIX claiming (TCM and Rehabilitative claiming) as well as IV-D. Ms Fallon has managed large scale revenue maximization projects in Texas, Massachusetts, and Colorado. She currently manages the revenue functions for the MA Department of Children and Families where she is responsible for all functions that the department has outsourced to PCG. Ms Fallon has conducted operational studies to improve functionality in the areas of food stamps and early education and care and has conducted national training sessions on both TANF fund management and child care fund management. Ms. Fallon has a Masters in Public Administration and currently teaches graduate level MPA students at the University of Massachusetts the art and science of public budget and finance. Jerrold Wolf, a Manager with PCG, will provide technical assistance and assist Ms. Baker with project management activities. Mr. Wolf currently manages our Chicago, Illinois, office and would be available to DCS staff providing frequent onsite visits. Mr. Wolf is an experienced financial and revenue manager within the state agency environment. Prior to joining PCG in 2004, Mr. Wolf was senior vice-president with another consulting firm. In that capacity, he was responsible for directing the activities of over 70 cost allocation consultants. He directed cost allocation engagements for many large state agencies in
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Illinois, Wisconsin, Ohio, and Missouri, among others. He has an extensive understanding of cost allocation principles and their application to Section I and II issues. He has practical experience in the areas of human services management and finance, including rate setting, cost allocation, time reporting, random moment sampling, organizational planning and audit appeals. His experience includes projects with a wide variety of state agencies that provide services such as Foster Care, TANF, Food Stamps, Child Support, Medicaid and various jobs programs. He has worked extensively with state agencies around the country including work for the states of Illinois, Louisiana, Iowa, Minnesota, Wisconsin and New York. Currently, Mr. Wolf is serving as the project manager for revenue enhancement projects with the states of Illinois, Michigan and Wisconsin. He holds an MA in Social Policy and an MBA in Accounting and Finance from the University of Chicago. He is a CPA in Illinois, a member of the University of Chicago Finance and CEO roundtables, and a member of the CFA Society of Chicago. He is also a member of the advisory board of the Career Advancement Network, a non-profit specializing in job placement services for economically disadvantaged individuals and a board member of the Civic Federation of Chicago. Amy Ferraro will serve as a technical assistant for the Cost Allocation Plan and Random Moment Time Study activities. Ms. Ferraro is an Associate Manager with PCG. Her specific areas of expertise are within Title IV-E and Medicaid revenue maximization; cost allocation; and training. Ms. Ferraro joined PCG as a Business Analyst in 1996. Since this time, Ms. Ferraro has worked on a variety of revenue maximization, revenue management, and consulting engagements. She is also familiar with Health Benefits Advisor Services (HBA); child welfare; and rate setting, particularly as related to Targeted Case Management (TCM) and Rehab Services Option. Currently, she is leading PCGs statewide revenue maximization project in the State of Louisiana. She has also led PCGs efforts to maximize Title IV-E revenue in the State of Montana and has worked on various revenue initiatives for the State of Colorado. Ms. Ferraro is the manager of our Rhode Island, Department of Children, Youth, and Families (DCYF) project, responsible for overseeing the Title IV-E compliance, revenue maximization, cost allocation, and consulting components of the project. She has assisted DCYF to pass its initial primary and primary Title IV-E reviews. She has also worked on the Massachusetts Department of Children and Families (DCF) project since 1996, where she is currently the Technical Advisor for the cost allocation plan. Ms. Ferraro has been working on Medicaid revenue maximization, MHIS claiming, rate setting, and cost allocation plan development projects for the Massachusetts Department of Mental Health (DMH) since 2000. She has led large-scale cost allocation projects in Kansas, Massachusetts, Vermont, and Maine. Ms. Ferraro has been involved with administrative outreach claiming projects for the City of Chicago Public Schools, the City of Boston Public Schools, the City of Cambridge Public Schools, and throughout North Carolina. Ms. Ferraro received her Bachelor of Arts in Politics from Mount Holyoke College and completed a Masters Degree in Public Administration (MPA) at the Maxwell School of Citizenship and Public Affairs at Syracuse University. She has conducted several nationwide training sessions, many on behalf of the National Association of State Human Services Finance Officers (HSFo), in the areas of child welfare financing, Medicaid, and cost allocation. Operations Management Robert Baldacci will provide Operations Management and Technical Assistance to the Cost Allocation and RMTS activities. Mr. Baldacci is a Consultant with PCG. Mr. Baldacci currently works to oversee the quarterly processing of cost allocation plans for the Office of Vermont Health Access, Vermont Department of Health, Department of Mental Health, Department of Disabilities, Aging, and Independent Living, Department of Children and Families, and the Agency of Human Services Central
Office. At the outset of this project, Mr. Baldacci worked to develop and train state staff on a customized CAP solution for all five departments. Mr. Baldacci also has worked with the Delaware Department of Services for Children, Youth and Their Families to revise and negotiate approval for an updated Random Moment Time Study (RMTS); document in procedure manual form the departments cost allocation plan practices; update and combine the previously separate Title IV-E Foster Care and Adoption Assistance procedure manuals; and work to amend the departments cost allocation plan. Additionally, Mr. Baldacci serves as a technical advisor for the quarterly CAP of the Massachusetts Department of Children and Families (DCF, formerly DSS). He also oversees the preparation for the quarterly CAP of the Rhode Island Department of Children, Youth, and Families (DCYF). Mr. Baldacci also performs quality control on behalf of Rhode Island Department of Children, Youth, and Families (DCYF) for their eligibility determinations and permanency hearing investigations and oversees the administration of the departments Random Moment Time Study (RMTS). In addition to developing and administering customized CAP solutions for clients in Vermont, Massachusetts and Rhode Island, Mr. Baldacci developed the cost allocation plans for Broward County (Florida) Sheriffs Office, Kansas Social and Rehabilitation Services, Maine Office of Child and Family Services, Maine Department of Health and Human Services, and the Massachusetts Executive Office of Health and Human Services and all departments within the Secretariat of EOHHS including: Executive Office of Elder Affairs, Department of Mental Health, and Department of Transitional Assistance plans. All included the development of customized AlloCAP solutions. He is currently working on the development of the final plan in the EOHHS Secretariat for the Department of Mental Retardation. Mr. Baldacci has prepared quarterly Administrative Outreach Claiming (AOC) for the Commonwealth of Massachusetts and hospital cost reports for the Massachusetts Department of Mental Health (DMH). In addition, Mr. Baldacci worked with Vermont and Rhode Island to coordinate and review administrative reimbursements to CMS related to Medicare Part D activities. Prior to joining PCG, Mr. Baldacci worked in real estate development and the acquisitions of Section 8 developments throughout the country. He received his Bachelor of Arts in Political Science from Providence College. Jennifer MacBlane will provide Operations Management and Technical Assistance to the claiming and rate setting activities. Ms. MacBlane is the Director of Revenue Operations for the Massachusetts Department of Children and Families Revenue Management Unit at PCG and has over eight years of experience working in government. Ms. MacBlane oversees all aspects of the units operations which includes Title IV-E eligibility determinations and quality assurance, management of social security benefits for children in foster care, Title IV-E and Medicaid claim production including administration of the random moment time study, the cost allocation plan, and submission of the form IV-E1, and Medicaid and Title IV-E rate setting. In addition, Ms. MacBlane oversees operation of the random moment time study for the Commonwealth of Pennsylvania. In her work for both PA and MA, Ms. MacBlane ensures achievement of timeliness and accuracy contract performance measures, upon which PCGs payment is contingent. Ms. MacBlane previously worked for the Commonwealth of Massachusetts Executive Office of Administration and Finance, Fiscal Affairs Division, as a Senior Fiscal Policy Analyst and Assistant Budget Director, as well as for the Massachusetts Department of Children and Families as their Budget Manager. Ms. MacBlane earned her Master of Public Administration degree from Arizona State University and currently teaches masters level Public Budget and Finance at the University of Massachusetts Boston.
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Rate Establishment and Claiming Liz Wiseman will serve as the Consulting Lead for Rate Establishment and Claiming. Ms. Wiseman, a Consultant with PCG, has a depth of experience in the child welfare realm as well as business process reviews. She is currently working with the Massachusetts Executive Office of Health and Human Services to assess current state budgets to leverage for TANF MOE and Contingency Fund. She also has Title IV-E and Medicaid rate setting experience. She recently completed a project working on the Title IV-E rate setting process for the Pennsylvania Department of Public Welfare. Her work in business process and task analysis includes a review of the City of Springfields grant management process which included the review of each individual departments grant managers tasks and grant management process. The review led to the recommendation and development of a centralized grants management office in order to better manage the citys grants. Additionally, she has conducted a business process review of the Rhode Island Department of Human Services Food Stamps intake, eligibility determination, and other processes which led to over 100 process recommendations. Other relevant child welfare work includes Title IV-E case reviews for PA DPW, Title IV-E child care claiming and process improvement, and MA DCF Title IV-E audit preparation. Ms. Wiseman is a graduate of McGill University, in Montreal, Quebec, where she received a Bachelors degree in Political Science and International Development Studies. She is currently pursuing course credits towards a Master in Business Administration from Clark University in Worcester, Massachusetts. Joseph Carbeau, will provide Consulting Support for Rate Establishment and Claiming. Mr. Carbeau, a Business Analyst, currently works with the Commonwealth of Pennsylvanias Department of Public Welfare (DPW) to implement an effective rate-setting tool and process for determining contracted per diem rates related to Title IV-E claims. In addition to the development and implementation of the tool, the process involves working with DPW and Pennsylvania providers to review and finalize contracted per diem rates. He has also provided assistance in reviewing and updating DPWs Policies and Procedures manual and other quality assurance materials. Mr. Carbeau also led a team responsible for calculating Title IV-E rates for all congregate care facilities for the Massachusetts Department of Children and Families (DCF). Additionally for the Commonwealth, Mr. Carbeau also conducts provider Medicaid (Title XIX) enrollment visits for providers throughout the state, increasing Title XIX reimbursement for the Commonwealth through the Title XIX Rehabilitative Option while ensuring compliance with state and federal regulations. Mr. Carbeau also works with DCF in its Title IV-E Legal Revenue Maximization project. Prior to PCG, Mr. Carbeau worked for Medical Information Technologies, Inc., where he supported and trained hospital personnel as a Software Applications Specialist. Mr. Carbeau received his Bachelor of Science from Providence College and his Master of Business Administration from Brandeis University. Cost Allocation Plan and Random Moment Time Study Stephen Haines will provide Consulting Support for the Random Moment Time Study Process. Mr. Haines, a Business Analyst, joined PCG in 2007. Mr. Haines currently works as a SQL programmer and web-based applications developer for the Massachusetts Commonwealth Care program as a subcontractor to Perot Systems, Inc. Responsibilities for this project include the development of quality control reports in Microsoft SQL Server 2005 for invoicing and enrollment functions, design changes to the web-based GoalMind software system, and the creation of data flow diagrams using Microsoft Visio. Prior to this, Mr. Haines subcontracted with Deloitte & Touche, LLC as an Oracle programmer to assist the Office of MaineCare services in Augusta, Maine with the recovery of interim Medicaid loan payments made to state and regional providers. Responsibilities for this project included the development of SQL queries in
Oracle to investigate current and historical claims submitted by providers, the development of SQL stored procedures to calculate weekly recovery amounts, and the creation of weekly status reports. In addition to these two subcontracting roles, Mr. Haines has been responsible for the development of new customized versions of PCGs AlloCAP cost allocation software, and for providing technical upgrades to existing systems. Prior cost allocation clients include the Broward County, Florida Sheriffs Office, Vermont Agency of Human Services, Massachusetts Executive Office of Health & Human Services, Rhode Island Department of Children, Youth & Families, Virginia Department of Human Services, and Harris County, Texas. Kyle Stanley, will provide Consulting Support for the Cost Allocation Plan process. Mr. Stanley, a Business Analyst, joined PCG in 2007. Mr. Stanley currently works to maintain PCGs cost allocation plan databases for multiple clients including the Massachusetts Department of Mental Health and the Rhode Island Department of Children, Youth, and Families (DCYF). He also provides technical support to clients who have purchased PCGs software including several agencies in the State of Vermont. In addition to providing technical support, Mr. Stanley is part of several cost allocation plan preparation teams. All included the development of customized AlloCAP solutions. Mr. Stanley performs quality control on behalf of Rhode Island Department of Children, Youth, and Families (DCYF) for their eligibility determinations and permanency hearing investigations. Mr. Stanley is responsible for overseeing all technical modifications to PCGs EasyRMTS software where this software is used for Strategy & Finance Practice Area clients. Mr. Stanley works closely with client time study administrators for the Massachusetts Department of Mental Health and Department of Transitional Assistance, Louisiana Department of Health and Hospitals, Washoe County Nevada Department of Public Health, and Oklahoma Department of Mental Health and Substance Abuse Services. Mr. Stanley also provides EasyRMTS support for time study clients in Florida, North Carolina, New Jersey, Rhode Island and Colorado. Claiming Technical Assistance Thomas DiMartino, RCR Technology, will provide technical assistance with the claims production. Mr. DiMartino has over 30 years of experience in the IT industry including technology planning, business process assessment, and system implementation. Additionally, Mr. DiMartino possesses 15 years experience as Senior Executive Management responsible for 22 states. As Senior Executive Manager, Mr. DiMartino specialized in public sector systems planning, assessment, technical architecture, cost benefit and cost allocation analyses, re-engineering and solution delivery. Mr. DiMartino was responsible for State Health & Human Services system projects including Child Support Enforcement, MMIS, TANF (formerly AFDC), and Food Stamps. Mr. DiMartino served as Project Executive for Wisconsin Eligibility Management System, Indiana Client Eligibility System, Indiana Support Enforcement Tracking System (ISETS), Michigan Child Support Enforcement Tracking System, South Carolina Child Support Enforcement System, Connecticut Eligibility Management System, Los Angeles County LEADER Eligibility System, State of California Statewide Automated Welfare System (SAWS), and Connecticut Medicaid Management Information System (MMIS). Margaret Judkins, RCR Technology, will provide technical assistance with the claims production. Ms. Judkins has eight years of developmental experience in all phases of Software Development Life Cycle including Analysis, Design, Coding, Testing, Implementation and Maintenance. She has extensive domain knowledge in the Indiana Child Welfare Information System. Ms. Judkins is experienced in organizing and leading a team of professionals, setting deadlines and delivering the product on time. She has extensive practical knowledge of PL/SQL Oracle Stored Procedures. Ms. Judkins is experienced in
performance tuning of Power Builder applications. Additionally, Ms. Judkins is adept in identification/design/creation of reusable components. She has skills in .Net Framework, C# .NET, VB.NET, XML, MS SQL Server 2000 and extensive knowledge in Converting PB Application to .NET Smart Client Application. Joseph Simms, RCR Technology, will provide technical assistance with the claims production. Mr. Simms has more than 22 years of experience in providing business and technology consulting services to public sector clients and nearly 29 years of information technology experience, primarily in the areas of large-scale systems project management, development and implementation. Mr. Simms is nationally recognized for his success in helping large states implement mission critical case management and benefit issuance solutions in such areas as Child Welfare, Child Support Enforcement, Public Assistance (TANF), Labor, Health and Medicaid on technology platforms ranging from large enterprise servers to web based technologies. Mr. Simms had leadership positions on Statewide Child Welfare Information Systems in Indiana, Kentucky, Arizona and Florida. He also assisted State Executives with large state procurements including APDs, Feasibility Studies, RFP, and selection, contract negotiations in Pennsylvania, California, Maine, and Pennsylvania. Training Brandon Brooks, Briljent, will provide assistance with Training DCS staff. Mr. Brooks is currently providing web development and technical expertise on a joint land use study between Camp Atterbury, Muscatatuck Urban Training Center, and the surrounding communities with GRW Engineering. Mr. Brooks has technical experience working in the areas of network infrastructure, management, implementation and web development. He has knowledge of business operations and the integration of technology in the business environment. Mr. Brooks also has a background in time management and client communication for both small and large projects. Mr. Brooks was a Network Engineer at Cornerstone Information Systems, a Network Analyst at The Braun Corporation, a Computer Technician at The Braun Corporation, a Network Administrative Assistant at Eastern Pulaski Community School Corporation, and a Computer Technician at DeGroot Technology. Additionally, Mr. Brooks implemented new infrastructure equipment, procedures, and policies to create a pristine operating environment with the Association of College Unions International. Mr. Brooks is A+ Certified and a Microsoft Certified Professional. Cathy Huff, Briljent, will provide assistance with Training DCS staff. Ms. Huff has successfully managed State projects for Briljent. She has completed Franklin-Covey Time Management courses. Ms. Huff has experience in handling the management of others, a background in event planning for both small and large events, and experience in business development. Ms. Huff has been a Project Manager for Briljent, a Deputy Director for Minority and Women Business Enterprise Division with the Indiana Department of Administration, Executive Staff to the Vice President of Development at the Heritage Foundation, and Supervisor of Commission Accounting at Conseco Services, LLC. Ms. Huff also has project management experience with CTB-McGraw Hill, Indiana Foster Care and Adoption Association and AWS. Ms. Huff is a graduate of the University of Illinois at Champaign-Urbana; she graduated with a Bachelor of Arts degree in sociology and criminology. Raemia D. Moody, Briljent, will provide assistance with Training DCS staff. Ms. Moody has a strong background in training. She has training experience with several organizations including CTB-McGraw Hill, Savin-Vine, Verizon Wireless, AirTran Airways, Girl Scouts, and Newnam-Coweta Habitat for
Humanity. Ms. Moody is currently working with the Centers for Medicare and Medicaid Services on a National Training, Independent Quality Assurance, and Content project. Ms. Moody was the Project Lead for the Free and Clear Smoking Cessation Project and the Call Lead for the Centers for Medicare and Medicaid Services MA PDP Surveillance project. Additionally, Ms. Moody was the Lead Trainer for CTB-McGraw Hill on a curriculum-building and training project and Appriss on a Victim Information and Notification Everyday project. Ms. Moody has a Bachelor of Arts degree in philosophy from the University of West Georgia.
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2.4.1 Cost Allocation/Allowable Costs
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services-Component 1
2.4.1: Cost Allocation/Allowable Costs

In the areas of cost allocation and time and effort reporting, PCG will Ourclientsrepresenta leverage our national experience on behalf of DCS. We understand widearrayofpublic that current claiming processes must continue as we transition this assistanceagenciesina project. PCG will work to continue existing practices in order to numberofregionsacross maintain revenue flow. In many states for example, NJ and PA most recently, PCG has taken over an operation and operated the process in thecountry. the same manner as the prior vendor while developing a work plan and process for incorporating our improved technology and claiming ideas. We propose the same process for Indiana. If we uncover compliance issues during transition and implementation that we believe puts you at risk, we will present these items quickly for your review and action. It is important to understand national trends that impact cost allocation items that are implemented in one or two regions today may become national best practice tomorrow. Our experience working with clients around the country and their respective federal oversight partners has helped us to identify our preferred best practices model for cost allocation and time studies. Please consider our national experience as highlighted in the map below: PCGs National Cost Allocation and Random Moment Time Study Experience
We do understand that regional interpretations and program administration standards are key factors to carrying out the specific duties that fall under the responsibility of DCS. However, the fresh national perspective and trend tracking that PCG will deliver to DCS will help to proactively modify cost allocation and time and effort reporting to better protect DCS from audit exposure than perhaps currently exists. As part of our review, we anticipate that Year 1 or 2 tasks may include leveraging current systems for the cost allocation plan and time study. Through the review of the plan we will also assess these platforms and determine if a migration to a new system is in the best interests of DCS. PCG has our own proprietary systems for both cost allocation and time studies, AlloCAP and EasyRMTS, respectively.
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Please note that both tools, if PCG and DCS determine them to be beneficial for this engagement, will require licensing agreements. The lettering of the following sections corresponds with the RFS. Letters C, G, H, and I were removed via amendment A. Cost Allocation Plans PCG is a national leader in providing cost allocation plan services to state and local health and human services organizations and successfully supporting their efforts to negotiate federal approval for changes to their plans, whether they are submitting CAP amendments and revisions for the smallest changes or undertaking complete departmental reorganizations. Our experience includes agencies that are similar to DCS, like the Massachusetts Department of Children and Families (DCF), a child welfare agency with an annual budget of over $650 million. Recently we have also assisted Vermont and Massachusetts tackle large-scale reorganization, and our work resulted in Division of Cost Allocation (DCA) acceptance of the six Vermont plans and the Massachusetts Executive Office of Health and Human Services cost allocation plan. We are successful in our cost allocation management functions, because we maintain a thorough understanding of federal regulations regarding cost allocation for public agencies. PCG understands the regulations that govern cost allocation plans, specifically, OMB Circular A-87 and its companion guide ASMB C-10. Members of our team have received formal training on how to determine costs under OMB A-87. We are also fully familiar with the specific components of OMB A-87 that govern each type of plan. PCGs project team staff are also experts in utilizing the Division of Cost Allocation Best Practices Review Guide published in December 2007. Moreover, we fully understand that programmatic regulations equally drive allocation plans. As a result, PCG staff maintains a comprehensive understanding of all federal programs that are allocated in the plans we develop, including Title IV-E, Medicaid, and TANF. Reflective of this understanding is our long standing relationship with the National Association of State Human Service Finance Officers (HSFo). We have delivered three day long basic and advanced courses on Medicaid and Cost Allocation in a number of cities across the country. PCG has also developed our own proprietary cost allocation software, AlloCAP. As mentioned previously, although the primary cost allocation work steps will likely include the operation of current systems, we will test AlloCAP against the needs of DCS to how a system migration can benefit the state. We have included screen shots of the system within our response below and as an attachment (see Appendix I). The software, currently based in a Microsoft Access relational database, allows for several user-run functionalities that are necessary for the proper allocation of expenditure data to produce quarterly claims. These functionalities include, but are not limited to: 1. Importing of client specific expenditure data; 2. If necessary, the importing of client specific payroll specific data to allow for more discrete cost allocations; 3. Quality control checks to test import success; 4. Grouping of imported cost by organizational unit; 5. Setting of adjustment classifications (i.e. Reclasses, Coding Errors, Unallowable, etc.); PCGhasdeveloped AlloCAPTM,acustomizable databasethatisusedto processcostallocation plansfor19agencies acrossthecountry.
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6. Entering actual adjustments and recording comments to build audit trail; 7. Entering of quarterly allocation statistics, including often times the direct import of large statistics to eliminate data entry errors; 8. Quality control checks to test proper movement of cost through above processes; 9. Processing the application of statistical data against modified costs; 10. Production of reports used for federal claiming and other claiming needs; and 11. Production of audit trail reports for state and federal audit defense. However, it should be noted that all databases are fully customized for each of our clients and come with their own unique procedure manual. Should additional steps, relative to those above, be required to properly allocate DCS administrative costs, PCG will develop that functionality into the DCS version of AlloCAP. As the accounting data in Indiana looks drastically different from that in Rhode Island, we work with our clients to build front end functionalities that work only for them. This helps to produce an end result is a user-friendly and fully customized version of AlloCAP. Although our core cost reports, audit trail, and claiming reports are standard, we also work with our clients to develop a number of customized reports to fit program specific requirements, provide extra detail in a particular area or to help track allocations more precisely. As part of this project we would customize up to 10 new reports for DCS in addition to the half a dozen core reports that come with our system. Although, PCG is responsible for the federal claims under this contract, we would work to train Financial Management and Policy Staff on AlloCAP as we believe that cost allocation should not be conducted in silos, particularly those of a contractor. Cost allocation impacts everything from service delivery to state plan structures to Memorandum of Understanding and Agreements (MOU/MOA) and all too often is left separate from these areas. As part of any PCG contract, we will work with a wide variety of staff and test their awareness of cost allocation. If appropriate, we will train on these principles, not just with those staff responsible for completing federal reports. This training will also include an understanding of the role the time studies play in federal claiming. These are foundational principles and an understanding of them must be shared amongst as many staff as possible. PCGs system, AlloCAP, is shown below. The drop down menus within the header are completely customized for each clients particular needs. The front-end and reporting capabilities are designed to be user-friendly and not prior understanding of Microsoft Access is required to process a quarterly claim through AlloCAP.
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Main Menu:
All data elements are moved through the customized screens in such a way that each column is able to be sorted and viewed in an easy to understand manner. In the screenshot below, the user has imported data and applied various adjustments to that data. It is grouped by organizational unit, as an example cost pool 6.5 is for the Title IV-E eligibility determination staff, and ready to be applied against their individual corresponding allocation methods. Modified Payroll Screen:
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Major work steps for any cost allocation engagement follow the below steps: 1. Submit data request; a. Data request will include selected items such as organizational charts, cost pool specific information, statistical backup, financial data, etc. 2. Review current plan and other supporting documentation; 3. Review current cost allocation platform; 4. Interview selected staff; 5. Assist with utilizing current systems to maintain cash flow from federal funds during transition period; 6. Produce recommendations for DCS consideration; 7. Finalize recommendations with DCS for plan amendment; 8. Revise CAP platform using AlloCAP, if necessary; 9. Develop procedure manuals; 10. Develop training documents; 11. Review manuals and training plan with DCS staff and finalize as necessary; 12. Implement selected staff trainings; 13. Negotiate approval for plan with federal cognizant agencies and support DCS in negotiation process; and 14. Utilize AlloCAP or current system to produce quarterly claims and other reporting needs. PCG understands that we will be responsible for producing quarterly claims on behalf of DCS on a quarterly basis. As part of CAP preparation we will: 1. Request quarterly expenditure data; 2. Import into AlloCAP or current system; 3. Group cost to match organizational units; 4. Gather adjustments and modify starting amounts for various reasons; 5. Import and enter allocation statistics; 6. Run cost allocation plan for final results; 7. Review results with DCS and finalize; 8. Perform quality control efforts to review starting amounts, final amounts and variances from prior quarters; and 9. Complete quarterly claiming efforts.
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As we explain above, if we were to transition to AlloCAP we would develop specific work steps and transition this process so as to not disrupt current operations. We fully understand that a transition and/or other changes we implement may require cost allocation plan amendments, which PCG would prepare and assist to negotiate their approval. PCG has proposed a Key Performance Indicator by which our performance in producing and submitting timely CAP amendments will be measured.
B. Time and Effort PCG is a national leader in providing time study services to state and local health and human services organizations and successfully supporting their efforts to negotiate federal approval for changes to their time study methodologies. PCG understands the impact that changes to time study methodologies can have on cost allocation. Often there is a need to prepare cost allocation amendments in conjunction with time study revisions. PCG currently administers, through our EasyRMTS software, a number of time studies for clients across the country. As with AlloCAP we have included screen prints of this system as an attachment to our response (see Appendix J). We have reviewed, administered and/or gained approval for times studies for the: Commonwealth of Massachusetts Department of Children and Families; Commonwealth of Massachusetts Department of Mental Health; Commonwealth of Massachusetts Department of Transitional Assistance; State of Rhode Island Department of Children, Youth and Families; State of Oklahoma Department of Mental Health and Substance Abuse; State of Missouri Department of Social Services; State of Colorado Department of Health Care Policy and Financing; and the State of North Carolina Department of Public Health. We are also currently working on administering the Washoe County (Reno), Nevada Department of Social Services time study. PCGs expertise goes beyond the administration of time studies as we have often been asked to review and provide recommendations to clients for changing current time study
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practices and activities. In addition to the review phases of all provided time study reviews to clients in: West Virginia; Mississippi; Delaware; Maryland; Nevada; Kansas; PCGhasadministered13 timestudiesforpublic assistanceclientsacrossthe countrywiththehelpof EasyRMTSTMsoftware.We haveseveralotherpublic schoolsystemclients.
the administration clients above, we have Michigan; New Jersey; Vermont; Arizona; and Florida.
As with cost allocation, we also have developed our own proprietary time and effort reporting system, called EasyRMTS. EasyRMTS is an email based system that meets all DHHS standards and requirements. We are confident that EasyRMTS meets all of the needs outlined in the RFP. However, we understand that DCS may already own their current software. After a review of the current product and your operation we will provide an assessment about the benefits of a chance to EasyRMTS - We will only recommend this change if it is in your best interest. Recently in PA, PCG has maintained the process of the current vendor until PA is ready to consider change. We have managed this transition with no interruption to claiming and not interruption in moment generation! In this section we give you a full understanding of how our process and product works, so that you can feel confident that we are capable in this domain. In EasyRMTS you will find that in addition to standard core reports that build the time study audit trail as well as supporting charging to federal programs, the system selects truly random moments based on each clients specific RMTS formula, which can vary with different maximum rate of occurrences, precision levels, number of participants, and number of necessary valid moments. The system accommodates multiple roles that would be assigned as appropriate to selected DCS staff. We are also familiar with the current system in place at DCS. The vendors software was in use at the Kansas Department of Social and Rehabilitation Services when we began our cost allocation project in 2006. In addition to developing a fully customized CAP solution for KS SRS, we reviewed and recommended changes to the programs, activities and valid combinations that were part of their time study. We are familiar with the functionalities in this system and the reports that are produced and the terminology (specifically around codes) that is used. As with our cost allocation software, we will determine if a transition to EasyRMTS is beneficial to DCS. EasyRMTS has been programmed to meet national requirements for time studies. Work steps for any time and effort engagement will follow the below steps: 1. Submit data request (will include items such as program descriptions, activity descriptions, consecutive quarterly results, administration methodology, etc.) 2. Interview staff connected with current time and effort reporting system; 3. Conduct focus groups with staff participating in time study; 4. Determine if selections make sense or need to be revised for other reasons; 5. Test time study against OMB A-87, ASMB C-10 and DCA Review Guide; 6. Recommend changes to time study selections and allocation methods as appropriate to DCS;
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7. 8. 9. 10. 11. 12. 13. 14. 15.
Review and revise time study platform to EasyRMTS, if agreed to with state; Finalize recommendations with DCS; Implement changes; Develop procedure manuals; Develop training documents; Review manuals and training plan with DCS staff and finalize as necessary; Disseminate information on changes to impacted staff and train them before changes go-live; Incorporate changes in cost allocation plan amendment as necessary; Negotiate approval for plan with federal cognizant agencies and support DCS in negotiation process; and 16. Utilize EasyRMTS or current system to produce sample, statistical bases and other reporting needs.
As with the cost allocation plan, PCG understands that we will administer the RMS on a quarterly basis for use with the cost allocation plan. Administration will include regular trainings for new participants and annual refresher trainings for all participants. Again, our effort will include a complete review, recommended changes and ongoing operation. PCG has proposed a Key Performance Indicator by which our success at producing RMTS samples in a timely manner will be measured.
D. Administrative Costs PCGs best practices cost allocation plan methodology aims at strengthening each clients cash flow through a two-tiered approachone aimed at revenue recovery and the other aimed at revenue retention. Our national experience has helped to flush out many of the nuances within A-87 and its companion guide ASMB C-10. As an example, public relations costs are identified as non-allowable in OMB A-87. One example if public relations costs, while they are unallowable per the guide, we have learned that it is possible to claim costs in come if they are identified as public relations by name but
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really represents allowable agency administrative tasks. Similarly, lump-sum retirement and leave payouts often are treated as standard administrative costs and allocated per the individuals grouping in the cost allocation plan. However, PCG understands that these costs are cited in many federal regulations as being unique in nature. They must be allocated at the highest organizational level and treated as true agency overhead costs to help a particular federal award from paying a disproportionate percentage of the payout. Similar exercises around the classification of cost will be followed in our work with DCS and we know that to create the best claim for you, we need to dive deep into your naming conventions and program areas so that opportunities like the two cited above do not limit your revenue potential. PCG believes that, with an anticipated roll-out of Administrative PCGhasanAdministrative Cost Reviews (ACR) for the Title IV-E program in 2009 or 2010, CostReview(ACR)testing cost allocation methodologies must be solidified to avoid large procedurereadytobe paybacks, disallowances, and future scrutiny. The ACF reviews implementedforDCScurrent were piloted in 2007 with three state departments across the claimingpractices. country. PCG has reviewed the Pre-Site Review Information Request that was disseminated during these ACRs. We have developed a list of items that were requested by ACF for a number of our clients and begun internal testing against the most up-to-date federal standards and national best practices. States without documents from the data request, such as a flow chart of Title IV-E Foster Care claiming practices or 100% semi-annual staff attestations for FTEs directly charged to federal awards, will have audit findings and face disallowances/paybacks for their Title IV-E claiming. A focus on long-term revenue retention and compliance will also be evident in working with PCG. We believe that a fresh set of eyes partnering with DCS is the best manner to achieve this. Our efforts will also yield additional opportunities where administrative claiming mechanisms can be implemented. E. Cost Allocation Consultant PCG has identified Ms. Amy Ferraro as the primary contact for cost allocation questions and issues at DCS throughout the life of this contract. We understand that a go-to contact for CAP and RMTS questions has been a standard of the current vendor and we expect to fully match that level of expertise with Ms. Ferraro and the rest of our cost allocation team who collectively have over 20 years of cost allocation and training experience. Our team resumes will detail their national experience. Ms. Ferraro will work with our cost allocation plan team to administer time studies, prepare the cost allocation plans, and answer questions and issues. Team members will carry out these efforts, but Ms. Ferraro will oversee all work in this area. F. Cost Allocation Process In summary, all work steps associated with this task will include (per the RFP): 1. Identify contracts that may be claimed under federal funds within the Department of Child Services (DCS); 2. Analyze each contract to determine claims under federal programs and the appropriate claiming percentage and Federal Financial Participation (FFP) rates; 3. Identify and modify state-approved Title IV-E training plans and the Cost Allocation Plan based on state approval of the new process; 4. Develop appropriate allocation methodologies; and 5. Develop and maintain claiming protocol and processes.
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The cost allocation plan and related processes will be the basis for all administrative claiming at DCS and support other types of claiming as well. PCG is pleased that DCS has identified training claiming as a key area aspect of this project. Training claiming to Title IV-E, given the enhanced federal participation, receives a high level of scrutiny and audits. It is also a complex regulatory environment that requires a national expert in the area of Title IV-E as well as experience implementing approved training claims across the county. PCG has this experience. As part of our cost allocation plan project work with RI DCYF, PCG works in conjunction with finance staff and staff responsible for the Title IV-B Training Plan on an annual basis. The Training Plan staff must be aware of all training courses conducted in preservice and in-service settings. These trainings must be included in the plan along with corresponding allocation methodologies. When PCGhassuccessfully the trainings are actually conducted in various environments, we defendedtheuseoftraining work to develop quarterly specific allocation statistics based on the allocationsandenhancedFFP training curricula. PCG staff reviews training courses and matches claiminginanumberof them to the approved Title IV-E Training Plan. We also review the federalandstatecost allocated cost and distinguished classifications of cost that are allocationplanaudits. allowable at the enhanced rate and other more general and overhead cost that can only be reimbursed at the standard FFP rate. Although we discuss this law in more detail later in our response, it is important to note that the law allows for new enhanced claiming for various training populations, including guardianship parents, child placing agency staff, court-appointed special advocates, etc. The new populations allow for a graduated FFP level beginning with 55% in FY09 and eventually reaching 70% in FY12. We will work with DCS to capture all allowable training courses conducted in the state, map them to the Training Plan and crosswalk them to the various enhanced or general FFP rates. J. Fund Match and MOE System Design
Public Consulting Group has managed MOE and state match for a variety of federal grants, including but not limited to TANF, CCDF, IV-B, IL, SSBG, numerous smaller discretionary grants, as well as Medicaid and Title IV-E. PCGs cost allocation plan system allocates all administrative spending to the appropriate funding bucket, but that alone does not account for the dollars spent on direct service programming. To account for this spending appropriately, it is necessary to understand agency spending at a detailed level, including programmatic and policy decisions, the population served and eligibility requirements for each grant. PCG has developed expertise in most federal human services funding streams, and we are able to draw upon this depth and breadth of knowledge to identify all state and local funding contracts that may be eligible for match or MOE. PCG understands that identifying and maximizing match and MOE eligible expenditures is a nuanced process. PCGs methodology analyzes each state or local expenditure to determine whether it is eligible for state match or MOE under one or more federal program. PCG is careful to identify all funding streams under which the expenditure may fall, as numerous programs can be dually eligible, i.e. in-home family
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InMichigan,PCGidentified, tracked,anddocumented over$299.3Mofnew matchingfundsfortheTANF program.
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reunification services can meet the program goals of TANF, SSBG, Title IV-B and Title IV-E. Furthermore, PCG consultants understand that match and MOE requirements for the same program can have different requirements, and that these requirements might differ from how the federal dollars may be used. In the TANF program, for example, federal grant dollars may be used on items funded under the old Title IV-A Emergency Assistance plan, but the same programs do not qualify as TANF MOE. There are many similar instances of nuanced rules, and PCG can effectively manage this match and MOE coordination process because the project team understands fully the requirements of each federal grant program. Before PCG recommends changes to Indianas current process, the project team will review claiming reports to understand the current match and MOE environment in Indiana for TANF, Title IV-B Part I and II, Independent Living, SSBG, CBFRS, Title IV-E, and other federal programs identified by DCS. Once DCS has identified the applicable funding sources, PCG will analyze each funding stream to determine requirements and to conform that PCG consultants are relying on up-to-date federal laws, regulations and guidance. PCG will request copies of Indianas policies and procedures manuals and claiming documentation to complete this review. PCG will draw upon previous experience to create and maintain a system to maximize state and local funding for match and MOE. The tool will be developed in Microsoft Access, and it will allow for a full analysis of all state and local contracts. The tool will allow PCG consultants to determine the maximum percentage of spending that can be allocated to each funding stream based on the grants rules and regulations, as well as specifics about the program. The tool will have a separate category for federal grant dollars, state match and MOE. The tool will be managed by PCG consultants who will enter information and make determinations of match or MOE eligibility. Once a program has been identified as eligible for match or MOE for a particular grant, the tool will be able to calculate the claimable expenditures based on a set of rules programmed into the database by PCG. The tool will account for the following variables, among others:
Total expenditures Total people/families served Percent of people/families served that are eligible for each program based on income, family status, citizenship, etc. Expenditures claimed to other federal programs Base year expenditures, if applicable
The tool will be flexible and will be able to be quickly recoded for changes in regulation at the state or federal level or fluctuations in spending. Additionally, the tool will give DCS a constant snap shot of its fiscal position and will indicate where Indiana has available match authority to manage cash flow and to ensure that the state is drawing all funds as soon as possible. The PCG match and MOE tool will also be helpful in ensuring Indiana maximizes revenue, as PCG can speak to you regularly about areas with available general revenue that can be leveraged
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to draw more federal money. PCG has managed MOE and match for many states, including Georgia, Michigan, Utah, North Carolina, Massachusetts, and Colorado, to name just a few. We are confident that our tool will meet and exceed your expectations. Once PCG has developed the tool, the project team will review the Indiana state budget and DCF contract list to identify programs that qualify as match or MOE. PCG will identify necessary changes to current methodologies, develop appropriate methodologies and develop and maintain the match and MOE identification and claiming process for Indiana.
K. Validate Penetration Rates/Front End Cost Allocation Methodology As mentioned previously, the federal government piloted ACRs in 2007 with three states. As part of the data request that preceded its visit, the federal government asked for a number of cost allocation related items so they could conduct their review. Among this request were several items outlining the calculation of all penetration rates in use in the states CAP. Also, DCS may not be aware that ACFs Region III (Mid-Atlantic States) will not approve time study platform changes or other significant cost allocation plan amendments without reviewing a wide variety of supporting information including the calculation of penetration rates. This practice may be implemented in the Mid-West region in the near future. PCG will review the penetration rates in use at DCS. These may include foster care, adoption, candidacy rates, and blended rates to name a few. Subsets of each of these may also exist. New eligibility rates may also be created shortly for the implementation of Kinship Guardianship claiming under the Fostering Connections to Success and Increasing Adoptions Act of 2008. Particular common problems we have seen in our efforts to validate penetration rates include, but are not limited to: 1. Improper treatment of pending determinations in the rate calculation; 2. Unsupportable average length of licensure calculations (originally mandated through the Deficit Reduction Act of 2005); 3. Inability to clearly show how the rate is calculated; 4. Inconsistent calculation of the rates from quarter-to-quarter; and 5. Lack of all funding sources, such as Title IV-B, SSBG, TANF and PSSF, reflected in the rate development. Additionally, procedure manuals for their calculations will be developed and/or revised and added as attachments to the cost allocation plan. As mentioned previously, PCG works with our clients to develop fully unique and customized front end functionality. This allows for the importation of unique client specific data, the grouping of costs to match the clients specific organizational chart, adjustments unique to the client, etc. These functionalities, as they need to be changed, can be modified with our system programmers on an as needed basis throughout the life of the contract. More administrative front end steps are augmented through our review of data requests that may currently exist or the development of data requests for the quarterly claim if they do not exist from the current vendor. Persons of contact for each item on the request are noted and our data requests enable the receipt status for each item needed to prepare the plan.
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L. Cost Allocation/Revenue Recovery PCG will focus on maximum revenue recovery. Our focus will not come at the expense of compliance as we have said many times; PCG is growing in the child welfare product TM area. We believe that clients are moving to PCG in PA, IL, and CA to name UsingAlloCAP , a few because we can show that we have a superior product and committed mostplansandfinal staff without incurring problems with ACF, DCA and CMS. We do not reportscanberunin have a reputation for improper claiming or sloppiness. Our revenue under30seconds. recovery will always be grounded in compliance because we care about our reputation and yours. Using both our cost allocation plan as well as our match/MOE took we will identify specific areas of focus to improve and support revenue recovery. Given the ease of running a plan with AlloCAP, many of our clients elect to implement an eighth quarter claiming process. PCG is not sure if this process can be implemented using the current claiming platform. If it doesnt exist and if DCS wishes to continue to utilize the current platform, AlloCAP could still be leveraged for the eight quarter claiming process. Using this system, after the grouping of all cost and the entry of all statistical data, most plans/final reports can be run in under 30 seconds. Because of this quick process, we work with our clients to develop this retroactive claiming. At any point within the two-year filing limit, claims can be updated and revised figures can be reported as prior quarter adjustments. We work with our clients to track movements up in eligibility rates that can later be entered into the database and revised figures can be run. Also, we understand that the CAP is a dynamic document and system not meant to be accurate for long periods of times. In these unusual times, states are constantly adapting to meet the needs of their cities and towns while still maintaining essential service delivery. These changes often affect the cost allocation plan structures that are presented at any given time. New cost pools and allocation statistics may need to be added to the plan multiple times in a fiscal year. PCG will work to conduct recurring assessments of cost pools and allocation statistics to test the continuing integrity and appropriateness of the DCS plan. In short, PCG will transition ongoing processes while conducting a comprehensive review of all practices. We will document recommended changes and develop a detailed workplan to implement any process improvements.
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2.4.4 Rate Establishment and Claiming
2.4.4: Rate Establishment and Claiming

Each quarter, as the single state agency charged with the execution of the IN Title IV-E state plan, DCS must file the Title IV-E 1 with the Administration for Children and Families to obtain reimbursement for qualifying Title IV-E expenditures. In addition to identifying Title IV-E allowable administrative expenditures as discussed in Section 2.4.1, DCS must also identify allowable care and maintenance expenditures on behalf of Title IV-E eligible children in a foster care setting. Title IV-E will reimburse allowable costs for Title IV-E eligible children in the following types of foster care settings: Residential Child Care facility or home A foster home that is managed through a Licensed Child Placing Agency, or A foster home that is managed through a state, regional, or county public child welfare agency.
Title IV-E allowable costs are specifically defined by law and regulation for each of the settings above. DCS must consider the costs that comprise a daily rate paid to a provider for foster care, and identify whether the costs are allowable to be claimed to Title IV-E as a care and maintenance costs. DCS must also consider whether the facilities and homes meet Indianas safety and licensing requirements in order to claim Title IV-E. Section 2.4.4 of the RFS describes the activities required to identify the portion of a daily rate that can be claimed to Title IV-E and claiming those costs on behalf of Title IV-E eligible children. In order to perform this service on behalf of DCF, PCG must: Work with providers to indentify costs consistent with cost reporting principles defined by DCS and OMB A-87; Review cost reports submitted by providers to verify accuracy and consistency in reporting; Calculate the Title IV-E allowable portion of the daily rate for all types of foster care providers; Validate facility and home licensure status for dates of service; and Compile quarterly claims data that reports the Title IV-E eligible daily rate paid each quarter for services provided to a Title IV-E eligible child.
PCG has national experience providing rate establishment to many states within the area of health and human services. The map below highlights our national rate establishment and claiming experience for health and human service agencies.
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PCGs National Rate Establishment and Claiming Experience
In the following section, in the order you established in your proposal A-K, PCG has described our understanding of the rules and regulations that govern Title IV-E allowable costs for foster care settings and our experience performing rate establishment and claiming on behalf of other states. A. Develop, revise, and process cost reports from LCPAs & RCCs Current System and Process Transition In order to calculate the Title IV-E allowable portion of a daily rate, DCS must first collect and validate information about the costs incurred by LCPAs and RCCs that comprise the daily rate. During the project transition phase, described in the introduction to the Technical Proposal, PCG will work with DCS to understand your current processes and procedures related to cost report development, revision and processing. We will focus on transitioning your as-is process to PCG so that the routine submission and review of cost reports is not interrupted. As we conduct our cost report review in the first year, we will build relationships with providers and work towards establishing trust between DCS, PCG and providers that we are a reliable source of information regarding how costs should be reported. After working with DCS for one season of cost reporting, PCG will provide an assessment of your current process and our recommendations for process improvement or changes. We will bring our national experience evaluating cost reports from hundreds of providers in multiple states to recommend best practice improvements that will increase accuracy of cost reporting and improve efficiency in cost report production, evaluation and processing. We will work with DCS to identify recommendations that DCS approves for implementation, develop a careful implementation plan, and work collaboratively with providers to implement changes.
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Provider Cost Reporting Challenges PCGhasrevisedexistingcostreport guidelinesforchildwelfareservicesin stateagencieslike: OhioDepartmentofJobandFamily Services WestVirginiaDepartmentofMental Health PCGhasdevelopedcostreport guidelinesforchildwelfareservicesin stateagencieslike: MichiganDepartmentof CommunityHealth StateofColoradoDepartmentof HealthCarePolicyandFinancing PennsylvaniaDepartmentofPublic Welfare PCG has worked in states that are at various stages of collecting cost data from providers like RCCs and LCPAs. When PCG first began working with Pennsylvania, the state did not require any standardized statewide cost reporting from providers; per diem calculations, negotiations and contracting discussions occurred entirely at the county level. We helped Pennsylvania to initiate a cost reporting process that now allows the state to understand and approve cost components for payment, as well as identify allowable costs to be charged to various federal funding sources and approve a Title IV-E allowable rate for all child placing agencies and residential child care providers. PA DPW implemented standardized cost reporting requirements for all residential care providers and child placing agencies and centralized the approval of Title IV-E allowable rates at the state level for residential care.
In addition to developing new cost reporting methods, PCG has worked to revise or improve existing methods. In Ohio, PCG worked with the Department of Jobs and Family Services (DJFS) to redesign cost reports to improve compliance with Title IV-E and several other federal funding sources. Our work included rewriting ambiguous definitions of allowable and unallowable costs, redesigning and simplifying cost reports while maintaining fiscal integrity and introducing accountability measures. We also helped DJFS to take cost reporting requirements for child welfare, mental health and substance abuse services agencies and combine them into a single cost report. Providers who contracted with various state agencies to provide services could then complete one report for submission that included all the data elements needed by each individual agency. We have also worked with states, such as Massachusetts, that have established statewide cost reporting standards for all human service providers. PCG collects these cost reports from the state procurement website and enters cost report data into a database that we have developed. PCG has programmed this database to identify providers whose costs in a particular cost reporting category is an outlier, or a cost that lies outside a range of variability that PCG has established as reasonable. PCG can then follow up with the Department of Children and Families (DCF) contracts unit or directly with the provider to determine whether the provider has incorrectly reported the cost or if the cost is a legitimate outlier. If the cost is reported incorrectly, PCG makes these corrections in our database. Because we use this database to establish Title IV-E allowable rates for providers, it is critical to correct and revise data so that provider costs are captured in cost categories as uniformly as possible.
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Inadditiontoour experiencereviewing humanserviceprovidercost reports,ourHealthCare Servicesdivisionreviewsup to150comprehensivecost reportsfromlargeand complexhealthcare providerssuchashospitals andnursinghomeseach year.
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In addition to identifying outliers, PCGs cost report development, revision and processing work seeks to reveal and correct errors in cost reporting. Some of the errors that we find to be the most common include the following: Time study statistics used by providers to identify costs associated with a particular program or task are applied incorrectly or not accumulated properly. Square footage calculations used by providers to allocate costs to different programs or activities are not updated to reflect newly acquired, renovated or different space. Staff costs are coded improperly, such as a nurse reported as a direct service cost rather than a medical cost. Occupancy or utilization rates are improperly or inconsistently calculated. Executive or administrative staff members are not accurately allocated using a reasonable cost allocation methodology among multiple units or programs. Parent organization indirect costs are not reported or are allocated to a program using an improperly calculated cost allocation methodology. Revenue is not properly reported to offset costs that are funded by another source.
The chart below illustrates PCGs ability to jump in and assist states at any stage of cost report development, revision and processing:
PCG is able to assist providers in developing initial cost report submissions as well as to correct cost report errors that PCG finds during our cost report review. PCG will log any communication between providers and PCG to provide an institutional history of the process and to identify and track major issues. B. Develop and operate INRCC and LCPA RMS systems PCG has constructed our approach with the understanding that Indiana DCS currently operates a yearround web-based RMS system to capture how time is spent by RCC and LCPA staff in order to establish
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the Title IV-E allowable portion of the rate paid to RCCs and LCPAs. PCG will focus on following the DCS random sampling and time study methodology that has been approved by the federal Department of Cost Allocation and/or ACF. We will mitigate the risks of transitioning time study responsibilities to a new vendor by customizing our system to reflect your approved methodology. Current System and Process Transition PCG will review the current RMS procedures for RCC and LCPA providers. We will use our experience transitioning other Random Moment Sample systems to PCG to make the transition smooth. As mentioned in section 2.4.1, PCG has developed our own proprietary time and effort reporting system which can be customized to meet your needs. While we support the automated process that we have developed, we also have a long history of administering paper-based time studies prior to the development of EasyRMTS and we still currently use this methodology in county based systems like Pennsylvania, where not all RMTS participants have access to email. In MA, we administer a time study to local area offices on aging that is paper based for some agencies, and automated for those who are able to utilize the computer based system. We are able to respond to your needs with whatever method the RCC and LCPA provider communities require. Provider Random Moment Study Challenges In our experience, one of the most significant challenges in time studying providers is updating the roster of provider employees to be sampled. Without current and up-to-date staff rosters, an RMS sample can immediately be called into question. Staff rosters with workers on leave, retired or no longer employed will create a low response rate. A low response rate raises questions regarding the statistical validity of the RMS and opens the door for additional scrutiny through federal audits. In February 2008, the OIG released an audit report of a provider time study used to claim costs at the Connecticut Department of Social Services with findings related to inadequate roster maintenance. In addition to the challenges posed by roster maintenance, ACF is increasingly looking at Case IDs as a prerequisite for time study claiming. Any response related to case work should be accompanied by a case identification number (ID). In our experience, providers may not have ready access to SACWIS case IDs. PCG has worked with another state who has encountered challenges from ACF regarding case IDs and provider staff time studies. We will bring our lessons learned from that experience to benefit DCS. RMS Moment Generation PCG will leverage our current technology to generate the RMS moments for facility staff according to DCSs approved sampling methodology. The EasyRMTS system selects truly random moments based on each clients specific RMTS formula, which can vary with different maximum rate of occurrences, precision levels, number of participants, and number of necessary valid moments. PCGrolledoutatime studyprocessforover100 Our RMS staff will work with RCC and LCPA RMS coordinators to residentialprovidersin obtain updated staff rosters depending on the schedule set to generate moments. Changes in staffing should be reflected in the system before RhodeIslandin2007 moments are generated so that moments are not generated for staff that whichrequiredintensive has left the facility, impacting the compliance rate. This flexibility will statewidetraining, be particularly important for RCC moment generation, as the RCC coordinationofthetime programs are staffed 24 hours a day and during holidays. Our system is study,andprovider designed to select a random moment out of all possible moments that support. staff are working, and then selects a worker whose schedule indicates
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that he/she will be working during that moment. For LCPAs, we would also work through the roster maintenance process to capture provider staff holidays so that moments are not generated for days when the agency is not open. RMS moments will be generated in the identified frequency and distributed through paper or electronic means. The moments will be generated in advance of the first sampling day to allow PCG to perform quality assurance on the sample, as well as provide the sample to DCS in advance for any quality assurance that DCS staff wish to perform. PCG will follow your approved methodology to produce samples either monthly or quarterly. Monitoring Moment Response PCG has developed an effective response monitoring system to ensure response submissions across agencies, regions, offices, and provider staff and we monitor moment response from the generation of moments to monitoring of moments as they occur. We are able to monitor moments through the following means: Send moment notifications to facility coordinators and individual staff PCGconsistently achievesamorethan 90%responserate fromsocialworkers andjuvenileprobation officersin67counties inPennsylvania. Send reminder notifications to ensure that moments are completed within required time frames Track moment responses across RCC and LCPA Facilities Analyze response trends and address as necessary
In PCG's work with the MA Executive Office of Elder Affairs, a near 90% quarterly response rate is attained due in part to providing RMTS coordinators sufficient management tools that reveal response rates. For example, PCG sends weekly notifications of upcoming moments to designated RMTS coordinators that lists the specific moments for the week. This tool enables local RMTS coordinators to alert staff and encourage a timely response for moments assigned during a given week. InthestateofMissouri, PCGsuccessfullymonitored timestudyresponsesofthe over650residentialcare staffinthefiveregions acrossthestatethrough consistentcommunication before,during,andafter thetimestudyprocess. For PA DPW, PCG developed on-demand, real time reports that the state contract manager can access via the internet that list moments that have not yet been submitted by each county. This report allows our contract manager, as well as our RMTS staff, to have up-to-the-minute data so that counties can be contacted to follow up on missing moments. For MA DCF, social worker supervisors receive notifications when a social worker only has 24 hours left in the time period allotted to complete a moment. PCG has customized notification methods to meet the needs of our clients, and we will do the same for DCS.
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PCG can provide moment monitoring reports including: Missing Moments Error Moments Training Responses Response Rate by Provider Response Rate by Date
Should DCS find it agreeable, we also can work to identify respondents answering more than 90% (or another standard) of their moments. We have found it beneficial to send thank you emails to conscientious staff, and to convey to supervisor and executive staff the names of individuals who fully participate. Likewise, PCG will identify any facilities with a consistently low response rate and develop a strategy with DCS to improve response rates from low performing providers. Forfiscalyear2009,PCG reviewed133ResidentialChild Careperdiemsfrom40parent provideragenciestoestablish paymentratesandTitleIVE allowableratesforthe PennsylvaniaDepartmentof PublicWelfare. C. Identify IV-E eligibility of RCC In order to properly claim Title IV-E for eligible children placed at RCCs, DCS a Title IV-E reimbursement must be established, as defined in the Social Security Act, Federal Code, and through guidance from ACF. Our team is well versed in allowable costs for Title IV-E as defined in the law, regulation, ACF Program Instructions, and the ACF Child Welfare Policy Manual, and further clarified through DAB and OIG audit rulings.
PCG has developed rate setting methodologies in both Massachusetts and Pennsylvania to claim Title IVE for residential facilities. We also have exhaustive experience establishing rates for state agencies in Texas, Colorado, District of Columbia, North Dakota, New York, Wisconsin, North Carolina, Maryland, Missouri, New Jersey, Montana, West Virginia, and Rhode Island. Our Educational Services Practice Area has partnered with our Health Care Services Division to establish Medicaid rates for school districts in Colorado, Texas, Illinois, Michigan, New Jersey, District of Columbia and Wisconsin. PCG is national leader in rate establishment and a trusted partner in calculating reimbursement rates that pass federal scrutiny. Identification of Title IV-E Allowable Costs Residential settings are the only type of foster care setting for which reasonable costs to administer the program can be included in the Title IV-E allowable care and maintenance rate. At the same time, residential settings can provide the most diverse range of services to children in their care. As a result, DCS must carefully consider each cost associated with a daily payment to a RCC and calculate the portion of the cost that supports a Title IV-E allowable service. PCG has found the following challenges associated with identifying the Title IV-E allowable portion of a residential child care facility rate:
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InWestVirginia,PCGcoordinated andreviewedtimestudyresults, costreportdata,andestablished Medicaidreimbursementratesfor thethreeservicelevelsoffered throughDHHR.PCGtimestudies residentialcarestafffor26 providers.
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Direct care staff may provide treatment or social services intended to increase a childs functioning level, as well as daily supervision to a child. The first type of service is not an allowable Title IV-E cost, while daily supervision is an allowable Title IV-E cost. Supervisory, management and administrative staff support other staff members who are providing Title IV-E allowable services, such as daily supervision, and unallowable services, such as treatment or social services. Supervisory, management and administrative staff costs must be appropriately allocated to each type of service that they support using a valid cost allocation methodology. Facility, operating and occupancy costs must also be allocated to each type of service they support using a valid cost allocation methodology. Some operating costs, such as housekeeping and food service, however, are directly related to room and board and are generally 100% Title IV-E allowable. Title IV-E rules are very particular about certain types of costs. Recreational costs, for example, are Title IV-E allowable when taking the place of daily supervision. A recreation cost that is incorporated as part of a treatment plan, such as an art class that is also a venue to provide art therapy, would not be Title IV-E allowable. Indirect costs on behalf of a parent organization are also a reasonable cost to administer a program and can also be incorporated into the Title IV-E allowable portion of the care and maintenance rate for an RCC. However, a valid cost allocation methodology must be used to capture indirect time and expenditures that support only the Title IV-E allowable services provided by the program. Reasonable costs to administer a program are not the same types of costs as those costs allowable as Title IV-E administrative costs. For example, case management services provided by an RCC are not allowable as a cost to administer a residential child care facility and cannot be included in the care and maintenance rate. These are just some of the items we consider in setting rates and our proven methodologies for capturing Title IV-E allowable costs. We understand that DCS utilizes a time study, as described above, as a primary method for allocating costs to Title IVE allowable and unallowable activities. We will work with DCS to transition the current rate analysis and rate calculation methodology to PCG.
InWestVirginia,PCGcoordinatedand operatedatimestudyprocess,reviewed costreportdata,andestablishedMedicaid reimbursementratesforthethreeservice levelsofferedthroughDHHR.PCGtime studiedresidentialcarestaffacrossthe26 providersrandomlyselectedforthetime study.
D. Identify and report facility eligibility, inconsistencies, or license status changes Facility Eligibility In section A, PCG has addressed the review of cost reports for RCC and LCPAs. Any variances or inconsistencies in how costs are reported will be identified will be noted in our cost report review database. In our experience, cost reports can often reveal changes in services that may impact a facilitys eligibility or licensing status. For example, if a RCC becomes approved as a Psychiatric Residential Treatment Facility (PRTF) or a Residential Rehabilitation provider, the cost report may indicate that the
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facility receives Medicaid reimbursement or funding from the state Medicaid agency. The appearance of new revenue on a cost report is a red flag to our cost reporting team that the type of service has been reclassified and the facilitys eligibility for Title IV-E reimbursement must be reconsidered. Any service that is reimbursed by another federal funding source is not eligible for Title IV-E reimbursement. In addition, if a facility is designated as a PRTF, this means that the Medicaid program has recognized that room and board costs associated with living in the facility are part of the treatment costs of the facility and are included in the Medicaid rate. As a result, none of the costs of the facility are eligible for Title IV-E reimbursement. The following types of foster care providers are not Title IV-E eligible: Hardware secure facilities Detention facilities Any public facility serving more than 25 children Hospitals or Psychiatric Residential Treatment Facilities Boot Camps
PCG has worked in a region that has encountered ACF Title IV-E review findings regarding outdoor DCSwillbenefitfromPCGsrelationships programs. ACF has made an argument that if and withchildwelfareagenciesinotherstates outdoor program serves a majority of children that are includingMassachusetts,Missouri,West juvenile delinquents, is in a rural setting and exists Virginia,RhodeIsland,Pennsylvania,and where transportation is limited and running away Delawareaswecommunicatetoyouthe would be impossible, then the program is considered a lessonsthesestateslearnintheirACFTitle secure facility and not eligible for Title IV-E. This IVEEligibilityReviewsandanyOIGaudits. finding is currently in negotiation, as it interprets Child Welfare Policy Manual guidance regarding facilities serving delinquent children very narrowly. PCGs relationships with other states will give DCS the opportunity to anticipate new ACF interpretations and areas of focus in other states and allow DCS to consider how to react to possible audit findings before they occur. Facility Licensure As part of Component 2, you are procuring licensing management services and that information is collected and stored in ICWIS. Working closely with our licensing unit under Component 2 or with your selected vendor, we will make sure that we are in communication to update licensing information in ICWIS and create and manage reports that identify changes in licensure as they relate to claiming. Changes in licensure will be incorporated into the monthly claiming process so that unallowable and unlicensed or unapproved facilities are not claimed. A state cannot receive Title IV-E reimbursement for placement costs until the foster home or facility satisfies all the requirements for licensure or approval. Placements are non-reimbursable for Title IV-E until the first day of the month that the placement comes into full compliance with Indianas licensing standards. Once the home is issued a notification of full licensure/approval, the state can claim from the first day an otherwise eligible child entered the placement in the month that the license is approved.
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Inourrecentworkwitha countyadministeredchild welfaresystem,PCGfoundthat 30%ofcountieswereunder claimingTitleIVEdueto licensingissues.
When a licensed fails to meet a safety or licensing standard and a provisional license is issued, there can be no Title IV-E foster care maintenance claims made for these placements from the date they are put on a provisional license until the date they come into full compliance with the States licensing standards.
PCG and our subcontractor and ICWIS expert, RCR, will make sure that we use all data in ICWIS to track changes in licensing and to utilize existing reporting functionality that will interface with claims data. We will utilize current existing methodology to validate appropriate licensure status for all days that are claimed to Title IV-E. To the greatest extent possible, we will propose solutions that automate the validation of claims data within ICWIS. In Rhode Island and West Virginia, for example, the SACWIS system has an internal validation system that adjusts Title IV-E claims data based on licensing data maintained in the system. In Massachusetts, however, the SACWIS system does not currently have functionality that validates licensing. PCGs Title IV-E eligibility specialists manually validate claiming dates to reflect licensure status. PCG and RCR can work with your system to propose recommendations that make sense in the context of ICWIS functionality and design. E. ICWIS Procedure Streamlining 1. Establish and Implement procedures for coordinating data between all bookkeeping functions both DCS Central Office and Local DCSs with ICWIS PCG knows the importance of data integration and sharing between the agency, area offices, and the state SACWIS system to ensure the appropriate and compliant claiming process as well as the benefit of an integrated case management and bookkeeping information system for child welfare agencies. When a SACWIS system works well it can support improved case management and streamlined claiming. We will work with your ICWIS team to be certain that the design and development leadership understands the practice in central office in regional offices to be certain that efficiency is achieved. We find that regular work group meetings and constant communication are the best ways to broker better systems development.
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CaseExample:MassachusettsDepartmentofChildrenandFamilies PCGencounteredsuccessinMassachusettsinmeetingtwicepermonthwithSACWISprogrammers toidentifyareasofSACWISfunctionalitythatdidnotsupportourwork.TheprogrammersandPCG staffworkedtodevelopimprovementstrategies,testedsolutions,andimplementedimprovements. Thebimonthlymeetingsincludedareviewofticketssubmittedbyeligibilitystaffandfrequencyof issues, maintaining a list of build ideas and increase functionality, discussion and planning of new functionality,aperiodicreviewofthelistofideastoidentifywhatideashavenotmovedorremained stagnant.PCGfoundthatthisstrategyworkedasitinvolvedhighleveldecisionmakersatPCGand theagency.Asaresult,therewasconsistentendorsementandparticipationbythekeyindividualsat theagencyincludingtheCFO,CIO,andperiodicallytheChiefGeneralCounsel.
To be certain that we understand the as it process and the capabilities of the ICWIS system and bookkeeping functions across the various offices, PCG will work with DCS to catch all of your current systems and processes and transition current vendor responsibilities to PCG. Our initial information request may include: Quarterly expenditure reports from DCS central, regional, and local offices Bookkeeping spreadsheets or accounting journals Expenditure reports for care and maintenance services IT tickets submitted by eligibility staff and other DCS staff Any child-specific service reports that can be run out of ICWIS
After transitioning the current process and maintaining operations, PCG and our partner RCR will develop recommendations to PCGsworkwiththe improve the coordination of bookkeeping data. After the review of Commonwealthof the initial data collected, PCG will present the list of areas in need of Massachusettsincludesthe improvement to DCS. PCG will review the list with the group and establishmentand discuss the addition or removal of certain items. This list will serve implementationofdata as the ongoing list of recommendations for greater ICWIS exchangesbetween functionality. The PCG/RCR team will be particularly well suited to bookkeeping,thedepartment this systems related task. PCG is currently conducting a feasibility andvariousoffices,aswellas assessment and comprehensive assessment for MT and PA, and we MassachusettsSACWIS have also completed the same in CA. We understand the functional system. requirements of a SACWIS system as well as the accounting transactions that go into submitting a claim, and we can help improve these discussions and encourage a better and more efficient system. 2. Incorporate work as part of the claiming process PCG understands that one of the key objective when increasing functionality between bookkeeping functions and a SACWIS system is to ensure compliant claims in terms of Title IV-E eligibility and expenditures claimed. Increasing functionality to provide a seamless claim of Title IV-E care and
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maintenance and Medicaid Rehabilitative Option services assists in timely and compliant claim submissions. As increased functionality and implementation occurs through our work above, PCG will work to integrate the improvements through DCS and PCG staff. We will update standard operating procedures and conduct trainings for the necessary staff so that the new processes are fully utilized. PCG understands that the appropriate engagement and integration of functionality is the key to the success of any ICWIS improvements. F. Review IV-E 1 claiming documentation Public Consulting Group has been compiling expenditure information into a Title IV-E claim, including completion of the IV-E 1 documentation for Massachusetts for more than fifteen years. PCG has also worked with Rhode Island to submit their Title IV-E 1 claim for more than nine years. For each of the states where PCG provides this service, we have created customized and adaptable processes to compile expenditure information into its final product, the form IV-E 1. InMassachusetts,PCGhas automatedalmostallaspects ofTitleIVEclaimproduction processes,forboththecare andmaintenanceand administrativeportionsofthe claim.
One of the biggest challenges to compiling expenditure information into a Title IV-E claim is the large volume of information collected and the need to manipulate and match information between large data sets. PCG has worked with our state partners, as well as providers, to develop and revise expenditure reports and automated solutions to efficiently and accurately produce a Title IV-E claim. We have done that by adapting our processes to work with the resources available to our state partners. Quality Control Because claim production involves large data sets, sometimes form multiple sources, and substantial data manipulation, PCG places great emphasis on quality control procedures. Some of the quality control processes we bring to other states include: Random claim sampling and presentation of supporting SACWIS documentation and eligibility documentation at quarterly claim review meetings with state oversight personnel. Quarterly presentation of the form IV-E 1 and supporting documentation to state oversight personnel, including analysis of expenditure variations from prior quarters, such as the chart below:
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One Quarter Lookback Claim Foster Care Maintenance - Current Quarter Maintenance - Prior Quarter Adjustments Administration Foster Care Total Adoption Assistance Maintenance - Current Quarter Maintenance - Prior Quarter Adjustments Administration Adoption Assistance Total Total Claim FFP
2008Q2 FFP $ 6,550,000 $ 430,000 $ 10,200,000 $ 17,180,000 $ 6,200,000 $ 3,000 $ 1,000,000 $ 7,203,000 $ 24,383,000
2008Q3 FFP $ 6,350,450 $ 415,100 $ 10,650,000 $ 17,415,550 $ 6,250,000 $ 2,000 $ 1,100,000 $ 7,352,000 $ 24,767,550 $ $ $ $ $ $ $ $ $
Variance $ (199,550) (14,900) 450,000 235,550 50,000 (1,000) 100,000 149,000 384,550
Variance % -3.05% -3.47% 4.41% 1.37% 0.81% -33.33% 10.00% 2.07% 1.58%
Quarterly quality control checklists, to be completed by PCG personnel and reviewed with state personnel at quarterly claim review meetings such as the excerpt from a checklist below:
6/30/2008
Title IV-E Claiming Certification Meeting Foster Care - Maintenance 1
Foster Care Maintenance Payments Verify Data Entry of Foster Care Maintenance Payment page(s) from the 2008 Q4 Title IV-E Claim Roster. Compare data Entry Results to Claim Summary.
Adoption Assistance - Maintenance 3 Adoption Maintenance Payments Verify Data Entry of Foster Care Maintenance Payment page from the 2008 Quarter 4 Title IV-E Claim Roster. Compare data entry results to Claim Summary.
CAP - Final Recievers Report: 5 CAP QC Worksheet Review CAP QC Worksheet. Foster Care - Administration 6 Final Reciever Report - FF Admin. Payments The Final Reciever Report is compared to the Adoption Assisstance and Foster Care Admin. Payments page. Compare data entry results to Claim Summary.
Adoption Assistance - Administration 7 Final Reciever Report - AA Admin. Payments The Final Reciever Report is compared to the Adoption Assisstance and Foster Care Admin. Payments page. Compare data entry results to Claim Summary.
IV-E1 Forms: 8 IV-E 1 Form Review IV-E 1 form.
Reviewed By:
Reviewed By:
Reviewed By:
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In todays landscape of increasing federal oversight and audit attention, submission of accurate claims is more important than ever. PCG understands the current oversight environment and can bring our claiming and quality control expertise to DCS. Maintaining claim documentation Public Consulting Group has developed standard operating procedures to document claim production processes, as well as completion of the IV-E 1, in the states where we assist with claiming. Development of standard operating procedures ensures that all elements of the claiming process are included in every claim, ensures that all personnel operate under the same understanding, and provides useful process documentation during audits. In Massachusetts, all of the claim production operations performed by PCG are documented in standard operating procedures. The procedures are modified as necessary, and modifications are documented and reviewed with state fiscal personnel. PCG would adapt this process to fit the needs of DCSs Title IV-E Claiming Process. Adapting to changes in federal legislation PCG stays aware of legislative changes, such as the Fostering Connections to Success (FCSIAA) Legislation, to quickly adjust source data and data analysis processes to meet ACFs Title IV-E reporting requirements. Currently, PCG is reviewing ACFs draft IV-E 1 form, modified to incorporate the relative guardianship provisions of FCSIAA. PCG submitted questions, requesting additional clarification and information, on behalf of Massachusetts. Additionally, we have begun meeting internally as well as with Massachusetts state fiscal, technical, and legal personnel, to begin FCSIAA implementation discussions. Implementation will require changes to the Title IV-E eligibility determination process, the RMTS, the cost allocation plan, as well as internal claim production systems. Similarly, the 2005 passage of the Deficit Reduction Act required adapting the IV-E 1 claim of administrative costs for Massachusetts, Rhode Island and Delaware. In PCG, you would be getting a vendor who is ready and willing to take on these challenges for Indiana, and able to bring the experiences of our work with other states to your benefit. DCS Claim Production PCGs experienced staff will work with the employees of DCS to understand the current IV-E 1 claim submission process. PCG would adapt our experience with Title IV-E claiming to fit the processes employed by DCS and the resources available to DCS. PCG will first seek to understand DCS current claim production and documentation process by working within the existing system for the first claim cycle. Following understanding of the current process, PCG will begin to review IV-E 1 claim documentation, claim production processes, quality control procedures, and operating procedure manuals, and make recommendations for change as appropriate. Recommendations will focus on opportunities for: Improved efficiency Improved compliance Better quality control procedures Improved transparency for state oversight personnel Better process documentation
If changes are approved by DCS, PCG would incorporate those changes into operating procedures.
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PCG is prepared to work with DCS to prepare the IV-E 1 and all necessary supporting documentation. PCG has proposed a Key Performance Indicator that will provide DCS with the assurance that we will endeavor to complete the quarterly claim within 40 days of the end of the quarter:
G. Conduct financial reviews of cost reports submitted by RCCs and LCPAs Please refer to Section A.6. Review cost reports submitted by RCCs and LCPAs for details on PCGs approach to review submitted cost reports. H. Residential Care Claiming PCG is familiar with the challenges of collecting data from multiple sources and processing them into a uniform claim, and are willing and able to work with residential care facilities or counties to collect the data, and to standardize the data collection process if it is not developed through ICWIS. Some common challenges include: Varying formats for recording daily attendance or participation in residential programs. Varying methods of transmitting information for claim production, depending on technological resources. Transmissions may be paper-based, faxed, or e-mailed as examples. Submission of incomplete or inaccurate information.
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PCG has the data management and database construction expertise to develop systems that efficiently record, compile, and analyze data, even when that data is received from multiple sources in multiple formats. PCGs experience in Massachusetts, Rhode Island and Pennsylvania allow us to adapt flexibly to any system being utilized by DCS. Our model follows this simple flow: .
Claim Management Because claim production activities must occur within a compressed timeframe, generally within 40 days after the end of a quarter, time must be managed carefully. We have met this 40 day standard in many states by managing our work to ensure they had the time needed to file claims on time. To stay on schedule we follow a Master Claim Schedule to keep our operations staff aware of deadlines and promote timely claim completion. An example of one of our Master Claim Schedules is below and we would use this tool to meet your deadlines as well.
Task CAP CAP CAP CAP IV-E CM IV-E CM IV-E CM IV-E CM CAP IV-E CM IV-E CM IV-E CM Request IV-E SACWIS Developmental Request IV-E Adoption Contracts Data Request PCG Contract Expenditures Request MMARS Data Schedule SDR Pick-up Request IV-E Statistics Extract Request IV-E Online Expenditure Report Request SACWIS Extracts Request Labor Distribution Report Receive IV-E Online Expenditure Report Receive IV-E Statistics Extract Receive SACWIS Extracts
Due By 01/02/09 01/02/09 01/02/09 01/02/09 01/02/09 01/02/09 01/02/09 01/02/09 01/07/09 01/07/09 01/07/09 01/07/09
Staff PCG JV JV JV BY JV JV NS BY JV NS JV NS
Staff Client JR PD
Potential Issues
Comments Phone: 617-xxx-2222 Phone: 617-xxx-2070 Ask for full year
Date Completed Days Ahead 01/02/09 01/02/09 01/02/09 01/02/09 01/05/09 01/02/09 01/02/09 01/02/09 0 0 0 (3) 0 0 0 0 0 0 0
PD
DP DP SP SP SP SP SP SP SP Late last quarter New emplo yee running May not be any to pick up
01/07/09 01/07/09 Brian will pick-up Forward e-mail to BY. 01/07/09 01/07/09
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I.
Foster Care Per Diems
As with claims for Residential Child Care facilities, IN DCS must also validate costs associated with foster homes and develop Title IV-E allowable rates for foster home per diems. PCG understands that DCS contracts with Licensed Child Placing Agencies to find and approve foster homes. In PCGs experience with other states, in addition to utilizing child placing agencies, child welfare agencies in states and counties may also approve, manage and monitor foster homes directly. We will present our approach to foster care per diems for both child placing agencies and foster homes that are managed directly by a county child welfare agency. 1. Establish a procedure for the review of county foster care per diems (both current and ongoing) and the cost included in these per diems to determine if these costs are allowable according to federal Title IV-E Foster Care rules and regulations. Redevelop and maintain county and/or regionally based rates. Child Placing Agency Per Diems In our work with child welfare agencies, PCG has found that many states are incorrectly Withinthefirst100daysofanewcontractfor calculating allowable care and maintenance achildwelfareagency,PCGnotifiedfiscal costs for child placing agencies. Many states managementstaffthattheirpracticeof have treated child placing agencies like includingchildplacingagencyadministrative residential child care facilities and have included costsinthecareandmaintenanceperdiem administrative costs in the care and maintenance claimedtoTitleIVEwasnotcompliantwith rate. According to question 1 in section ACFsguidanceintheChildWelfarePolicy 8.3B.1 of the ACF Child Welfare Policy Manual, Manual.PCGandtheclientworkedtogether child placing agencies are not eligible for Title toimmediatelycorrectthis20yearold IV-E care and maintenance reimbursement for the practiceandbringclaiminginalignmentwith reasonable costs to administer daily supervision federalpolicy. to children. Unlike residential child care settings, where the Title IV-E daily rate for care and maintenance can include reasonable costs to administer the program, the administrative costs of a LCPA are not allowable as part of the care and maintenance per diem. However, states can claim Title IV-E administrative reimbursement for these costs separate from the care and maintenance Title IV-E daily rate, if the state is contracting out for Title IV-E allowable administrative services such as case management, child placing activities, and foster care recruitment. The following case study highlights PCGs efforts to assist Massachusetts DCF in properly claiming a new service model provided by child placing agencies, Intensive Foster Care.
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CaseExample:IntensiveFosterCareTitleIVEEligibilityPerDiemReview PCGiscurrentlyworkingwithMassachusettsDCFandreviewingtheirnewlyimplementedIntensive Foster Care model and the costs associated with the IFC services, which are provided through contractswithchildplacingagencies. PCGhasidentifiedtheallowablecareandmaintenanceportionoftheratepaidtothechildplacing agenciesandisworkingwithDCFtoquantifytheothercostcomponentsoftherate,suchassupport services,administrative costsandfosterhomerecruitmentandhomestudy costs.PCGissurveying providerstafftounderstandwhatadditionaladministrative,serviceandoperationalcoststheyincur andhasproposedtheimplementationofatimestudytoDCF. As discussed in section B. above, PCG will administer a RMS to LCPAs on behalf of DCS. We understand this RMS as critical to identifying the time and cost associated with various administrative activities provided by LCPAs. We assume that these statistics are used to allocate allowable Title IV-E administrative costs to the Title IV-E administrative claim. We will work with DCS to understand and implement your current methodology for claiming LCPA per diems using the RMS. The care and maintenance portion of the per diem paid to the LCPAs is the portion of the daily rate that is passed through the LCPA directly to the foster parent. PCG believes that ACF guidance clearly indicates that the pass through payment to the foster parent is claimable to Title IV-E as a care and maintenance cost. PCG will also work with DCS to ensure that other allowable care and maintenance payments are captured for Title IV-E reimbursement, including: Clothing Holiday Allowances Birthday Allowances Foster Parent Liability Insurance Transportation Costs to visit family members from the removal home Child Care for working foster care parents or for children or parents with special needs Recreational costs that take the place of daily supervision
PCG will work with DCS and LCPAs to identify allowable care and maintenance costs and to capture and report these costs on the quarterly Title IV-E claim for all Title IV-E eligible children. County Foster Care Per Diems In addition to identifying Title IV-E allowable costs paid to LCPAs, PCG can also assist DCS to review county foster care per diems and determine Title IV-E allowable costs associated with county payments to foster care providers. As indicated above, PCG believes that ACF guidance is clear that pass through payments from a state or county agency to a foster care parent are eligible for Title IV-E care and maintenance reimbursement for otherwise Title IV-E eligible children, as long as the foster home meets all of Indianas safety and licensing requirements. In addition to per diem payments made to foster parents, PCG will review other types of payments made to foster care parents. These include the types of payments described above,
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such as clothing and holiday payments. We will also assist counties and DCS in identifying allowable costs for types of payments that tend to present challenges, such as transportation costs and child care costs, as described below. County Foster Care Per Diem Claiming Challenges Transportation One area of potential exposure and confusion in Title IV-E care and maintenance claiming is transportation. ACF policy regarding transportation has undergone a number of changes, many recent. Transportation of a child to visit a family member from the childs removal home is an allowable care and maintenance cost. Transportation to childs school of origin, previously an allowable administrative cost, is an allowable foster care maintenance cost under the Fostering Connections to Success and Increasing Adoptions Act.
Transportation related to an otherwise allowable administrative expenditure, such as a foster parent transporting a child to a court hearing, is an allowable administrative cost. ACF updated the Child Welfare Policy Manual on January 2009 to address transportation costs related to allowable administrative activities. The Fostering Connections to Success and Increasing Adoption Act has changed the definition of foster care maintenance payments in the SSA to include the transportation of a child to his or her school of origin. PCG can assist DCS in navigating complex federal rules regarding reimbursement for transportation. Child Care Another area of care and maintenance claiming that often goes under-claimed or improperly claimed is claiming for child care provided by the state or county to a Title IV-E allowable child. In some states and counties, this type of expenditure is paid by an agency other than the child welfare agency, and is not reported on the Title IV-E claim. In addition, a state or county may not collect information that is required to validate a child care service, and be unable to validate compliance with Title IV-E requirements. In order to claim child care for an otherwise eligible Title IV-E child, the following requirements must be met: If the expenditure is paid by another agency, an agreement must exist between that agency and the single state agency that allows the single state agency to file for Title IV-E reimbursement for the expenditures. The child and family must meet one of the following qualifications: The foster parents are working, or; The foster parents have special needs; or, The child has special needs.
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PCG will work with DCS and counties to appropriately capture child care costs. If mechanisms are not already in place to validate that child care costs meet Title IV-E requirements, we will work with your agency and the counties to establish procedures for verifying costs. In Massachusetts, PCG has worked with the Department of Early Education and Care (EEC) for over six years to validate that child care services provided to Title IV-E eligible children meet requirements. As a result of this project, MA EEC has accessed over $7M in Title IV-E reimbursement for child care costs. Initially, we worked directly with child care providers to collect child specific information regarding working foster parents. As EECs data management systems evolved, we provided consulting services to detail the data elements that their Child Care Information Management System (CCIMS) should collect for Title IV-E purposes. We now match data reports from CCIMS to Title IV-E eligibility data to capture and claim allowable child care expenditures for Title IV-E eligible children in Massachusetts. Appropriate Cost Accounting and Reporting In our work with county administered child welfare programs, PCG works directly with county fiscal staff to review quarterly invoices for Title IV-E funds. As part of this review, we identify any Title IV-E allowable costs, such as clothing, that the county is not including in the maintenance claim. We have encountered large counties that do not claim any clothing costs because they felt their accounting system could not support reporting these costs for claiming purposes. We have worked with those counties to identify strategies to change how they account for these costs. 2. Ensure that all allowable costs are claimed. PCG will work with DCS to understand current methodologies for claiming Title IV-E allowable costs associated with Title IV-E eligible children in foster care placements. As described above, PCG has worked to develop careful claiming procedures that will capture all Title IV-E allowable costs within the confines of current systems. After we transition your current claiming methodology and demonstrate our ability to maintain current processes, we will identify any recommendations or improvements and work with DCS to implement improvements. We will prioritize any areas where PCG believes that current practice is out of compliance with federal rules and regulations, and bring those areas, along with a full regulatory analysis, to DCS attention immediately. J. Provide Financial Management training for bookkeepers PCG understands the myriad of complexities that financial management personnel face on a daily basis and the importance of sufficient and applicable training for all financial and accounting staff. Together with our subcontractor for this engagement, Briljent, PCG has proven experience training financial management personnel. Through our child welfare projects across the country, PCG has trained all levels of financial management personnel including state, county and provider agency fiscal staff. PCG is recognized as a leader in public finance training and regularly provides training sponsored by the National Association of State Human Finance Officers. PCG has trained financial management personnel on the following topics: Overview of federal funding sources, such as Title IV-E, Title IV-A, and Social Security Disability benefits. Financial reporting requirements such as the Title IV-E 1 form
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Information and updates on recent changes to federal law such as the Fostering Connections to Success and Increasing Adoptions Act and the recent federal stimulus bill Billing and invoicing procedures to enhance federal revenue collections Cost reporting Cost allocation plan training
PCG and Briljent will work with the Department of Childrens Services to identify specific training needs. PCG and Briljent will review previous trainings provided to bookkeepers and will conduct focus groups with financial management personnel to identify gaps in training, additional areas of coverage required, and other aspects of their job that could be discussed at the training. PCG and Briljent will then collaborate to re-design or re-create the trainings; with PCG providing subject matter expertise to assist Briljent to prepare training materials. Training curricula and training materials with DCS oversight personnel in advance of trainings for feedback and approval. PCG and Briljent will work with DCS officials to determine the most appropriate training options. More specific information about the training approach that will be employed by PCG and Briljent for this engagement can be found in section 2.4.7 of this proposal. K. Develop and maintain a system for claiming Title IV-E, AA, and Title IV-A EA for audit satisfaction The PCG team understands the Federal and State sensitivity to comprehensive, accurate and timely claiming of expenditures and costs relating to IV-E FC and AA, and IV-A EA. All PCG efforts in classifying and claiming will be guided by OMB Circular 87 to ensure that all allowable costs, direct and indirect, subject to appropriate limitations, meet the highest standards for Federal and State auditing. Public Consulting Groups extensive experience in Title IV-E Foster Care and Adoption Assistance claiming allows us to bring to Indiana a Standard Operating Procedure that assists in memorializing claims and allows for high level quality control of the claiming process: from the initial analysis, development, and through to the production and submission of claims. Our approach will focus on development and implementation of an auditable, sustainable and consistent system for claiming with a special focus on areas of interest to the U.S. Department of Health and Human Services Office of the Inspector General (OIG). PCG assisted the state of Rhode Island with the recent adoption assistance audit conducted by the OIG. And currently, PCG is assisting one other state with the same, with the audit still underway. Additionally, PCG has been assisting states to prepare for anticipated administrative audits in the near future. Areas of particular interest to the OIG right now: efficiency of State program operations legislative approaches to cost containment transfer of costs from the State to the Federal government keeping administrative costs in line with Federal expectations of those costs, meaning they are necessary for the operation of the program adoption assistance claims
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A recurring theme for our DCS engagement will be utilization of PCG best practices from our national engagements. PCG has implemented systems to claim expenses under the referenced programs for many States and plans to utilize the lessons learned from these engagements to ensure the DCS claiming system takes advantage of our broad experience base. 1. Review of Current Procedures In order to ensure that Title IV-E FC, AA and Title IV-A EA program expenditures are being claimed according to federal regulations, PCG will incorporate knowledge gained from its assessment of Indiana DCS present operations, described elsewhere in the proposal. Special attention will be paid to all claim types including but not limited, to any retroactive foster care claims. We understand that any schedule of claims must be certified by State and appropriate County administrators, as true and correct and in proper form, that each person is eligible for the assistance and that there has been an investigation or re-investigation of eligibility within six months, in accordance with the rules et forth by the U.S Department of Health and Human Services, Office of the Inspector General. 2. Transfer of Knowledge Our PCG team will work with DCS assigned staff to transfer the knowledge to operate and maintain the IV-E, AA and IV-A EA claiming system. Our experience with change management in several state agency environments gives us an advantage when assisting our clients prepare to take on new or changing processes and procedures. 3. Claim preparation and data back-up Of paramount importance is the data backup of all source documents and processing databases for every quarters claim using a uniform nomenclature and storage methodology. PCGs work with the Massachusetts Department of Children and Families has established a system that has fit with the DCF process; an example of which is below. Any system of memorializing documents can be adapted to fit the needs of DCS. TitleIVEFosterCareandAdoptionAssistanceClaim
For Title IV-A Emergency Assistance services reported through the TANF claim, the following documentation would normally be submitted to ACF:
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On a Quarterly basis: o ACF-196 Report, which contains all expenditures claimed in the TANF program, broken out by category On an Annual basis: o ACF-196 Report, including footnotes explaining all individual programs claimed o ACF-204 Report, which lists all programs claimed as TANF MOE o ACF-202 Report, the Caseload Reduction Credit Report o TANF Data Report, which contains caseload and work activity data on all TANF recipients
Along with the documentation that a TANF agency would normally submit to ACF to support claims, PCGs standard operating procedure is to also compile and produce a Claim Justification Form, particularly for costs authorized under prior law. This document enumerates the programs being claimed under Title IV-A Emergency Assistance, specifically detailing how individual programs are allowable through particular amendments under prior law. By anticipating the possibility of needing to defend any claims, the Claim Justification Form allows for a preemptive explanation of claiming processes and methodology to be delivered with the initial claim, and is a valuable audit defense and prevention tool. The Claim Justification Form is can easily be adapted to state specific programs, and will be useful in assisting Indiana DCS in maintain a Title IV-A EA claim to audit satisfaction.
And finally, as discussed earlier in this section, PCG undertakes a rigorous and transparent quality control process in our claim production processes. PCG will share quality control documentation with state oversight personnel and will also save the documentation each quarter. PCG has found that these quality control documents have been looked upon favorably by state and federal auditors and provide assurance, particularly when part of a shared process with state oversight personnel, that internal control processes are present and utilized.
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2.4.7 DCS Staff Development
2.4.7: DCS Staff Development

Overview Knowledge transfer is best accomplished through organized and thoughtful communication. While such communication can and does occur informally, and often effectively, PCG has developed a formalized training approach to knowledge transfer. This improves the likelihood that any knowledge transfer takes hold, is sustainable, and is internalized for the long run. PCG has developed and conducted numerous trainings in a variety of contexts, across a wide range of subject matter and audiences. A training component is often included in the scope of work for our health and human services engagements. Not surprisingly, HHS training topics have included cost allocation preparation, time studies, revenue maximization principles, state and federal regulations, and utilizing technology systems. The following map highlights PCGs experience performing staff trainings, including trainings for the Human Services Financial Officers national organization:
In order to effectuate knowledge transfer, PCG will adapt its version of the ADDIE Training Model in order to train our own staff and provide DCS employees with the necessary knowledge and skills to successfully manage the programs and processes developed by PCG. The ADDIE Training Model is comprised of the flowing high-level elements:
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1. Analysis a. Review goals/objectives b. Meet with supervisory staff to discuss c. Discovery of current materials d. Analyze learners and contexts e. Write learning objectives 2. Design a. Grouping and sequencing of topics b. Methods and Tactics of instruction c. Design Assessment of training d. Select Course Format e. Write Instructional Design Document 3. Develop Actual Course Material a. Create course documents b. Review course presentation 4. Implementation a. Schedule training dates b. Train the trainer 5. Evaluation a. Administer Assessment
Roles and Responsibilities PCG is partnering with Briljent, an Indiana-based minority and women business firm with extensive experience serving Indiana state agencies. Briljent will work under PCGs direction, focusing primarily on large-scale training involving large numbers of attendees, wide geographic reach, and covering topics of broad interest. PCG will be responsible for training its own staff and providing knowledge transfer to more limited groups of individuals on targeted and/or specialized topics. An example of the former would be PCGs recent experience in training eight new full time employees in Pennsylvania to perform Title IV-E quality assurance reviews in all 67 counties; an example of the latter would transitioning the management of a TANF MOE tracking system built by PCG from PCG consultants to full-time North Carolina DHS staff.
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A. Transfer of knowledge from respondent to selected DCS staff members including: 1. Train DCS staff on cost allocation processes and procedures
PCG and Briljent strongly believe that cost allocation efforts must not occur in a vacuum. And, that even if outsourced, as in this case, DCS staff must maintain a strong understanding of how the cost allocation processes and procedures work. It is PCGs responsibility to craft and maintain an up-to-date plan, compliant with all federal and state regulations, which maximizes revenue sources. It is also PCGs responsibility to create an atmosphere in which DCS and stakeholders collectively can be confident in its completeness and accuracy. One way to do so is to provide quality training and knowledge transfer to DCS staff. In doing so, PCG will help DCS avoid one of the key factors that undermine confidence in cost allocation processes and procedures. That is when, as discussed elsewhere in our proposal, dependent parties such as budget staff, program staff, and even commissioners do not fully understand how new programs and budgets may impact cost allocation. This lack of information can have a direct impact on DCS ability to shepherd its revenue maximization efforts. PCG is prepared to conduct its training and knowledge transfer activities so that staff at all levels understand the right questions to ask, the proper information to convey, and the communication loops that must be utilized to maintain cost allocation integrity.
PCGappliesnationalcost allocationtrendstoourcost allocationcustomersinRhode Island,Vermont,andKansas.
For this effort, we will maintain procedure manuals for both the cost allocation plan and the random moment time study, customized for DCS, and all processes that we operate for this effort. These manuals are designed with two purposes:
1) To consolidate information needed for federal and other oversight organizations so that they can easily understand the process, with the information needed for oversight review readily at hand, and, 2) To contain complete procedures that outline processes step by step so that they can be implemented consistently and be passed along among staff as necessary. The training manuals will be characterized by several features including: Quality control tools that provide staff with the ability to identify errors and make immediate corrections; PowerPoint presentations that outline overall cost allocation and time study regulations, requirements, and best practices; tips on inter-Department coordination related to the cost allocation; procedures for amending the cost allocation plan and time studies. RMS training tools will also be part of these materials. Below we have included an example of an RMS quality control tool, further below we include additional procedure manual and training tool examples.
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RMTS QC Checklist:
PCG will use these materials as the basis for developing curricula for DCS staff. In collaboration with DCS oversight personnel, PCG will identify the specific groups of DCS staff that need to be trained and propose a training curriculum for each. Additionally, PCG will provide subject matter expertise to assist Briljent with developing training material and presenting large-scale training. At DCS request, all
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training materials can be provided to DCS oversight personnel for review in advance of trainings. The curricula will focus on the overall cost allocation and/or time study process as well as the specific tasks/responsibilities for the specific training groups. An example of a slide from a PCG cost allocation training is included below:
PCG and Briljent understand that changes within large organizations can require multiple avenues for imparting information such as one-on-one trainings, classroom style trainings, web trainings, or train-thetrainer sessions. In Massachusetts, for example, PCG has provided RMS trainings for social workers, social worker supervisors, and area managers via train-the-trainer and WebEx sessions, depending on the specific training issues and the circumstances within the organization at the time. PCG and Briljent will work with Indiana state officials to determine the most appropriate delivery options. 2. Prepare DCS staff to efficiently continue current and newly developed programs
We understand that PCG is being asked to administer the cost allocation plan and time studies, as well as rate setting and claiming activities, but that in the future these processes may be transitioned to DCS staff. As discussed above, PCG will prepare procedure manuals for all PCGregularlyupdatesand activities performed under this project including: reviewscostallocationand Cost allocation plan claimingprocedureswith Time studies Massachusettsstateofficialsas partoftherevenuemanagement Rate Setting servicesweprovidethem. Claiming
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In Massachusetts, PCG maintains procedure manuals for the revenue management services we provide and we review those manuals with the state annually, or whenever changes are made, such as after a state or federal audit or when information system reporting is updated or changed. These regular reviews keep state personnel informed of process and provide a solid foundation for knowledge transfer, should Massachusetts ever decide to transition services. If a permanent transition of responsibilities from PCG were to occur, PCG and Briljent will develop a more advanced curriculum for the particular DCS staff. Following specific classroom style training, PCG will work with staff to recreate processes, for example, a quarterly cost allocation plan, and then provide assistance as DCS takes over the determined processes. Provide reports on trainings and progress of the DCS staff to be trained
3.
PCG will develop tools to assist in the trainings including sign-in sheets, quizzes, and exercises, where appropriate. For each training conducted, we will produce the following deliverables: Written summary of the training Written answers to questions not addressed in training materials Updates to future curricula (as necessary) Updates to procedure manuals and training tools (as necessary) Next steps related to staff proficiency and/or future trainings
We will maintain up-to-date materials to support ongoing and future work, and additional trainings as necessary. B. Provide examples of previous client-staff trainings where the goal was permanent transfer of knowledge to the client. In this section, we describe our experience with a permanent transfer of knowledge to the client as well as providing examples of other training efforts undertaken by PCG. In Pennsylvania, PCG performed trainings in June 2008 that included both newly hired PCG and permanent DPW Office of Children, Youth and Family staff. We worked together to train OCYF and PCG employees in how to perform Title IV-E quality assurance reviews in 67 counties. One of the hallmarks of our work with OCYF is our team approach to quality assurance. OCYF staff and PCG staff work seamlessly in the counties and require the same understanding of Title IV-E policies and DPW claiming procedures. In North Carolina, PCG worked with the Department of Human Services to identify TANF Maintenance of Effort by the state and counties. We then developed a TANF MOE tracking system that allowed DHS to identify TANF and TANF MOE allowable expenditures on the state and local level. After we developed the system, we trained DHS staff on our methodologies for identifying TANF and TANF MOE eligible expenditures. We also trained staff on how the functionality of the MOE system. At the close of the project, we permanently transferred our knowledge and understanding of NC TANF specific expenditures, methodologies for identifying new expenditures, and procedures for operating the MOE tracking system.
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March 23, 2009
In the District of Columbia, PCG developed and customized a training curriculum and materials for all Title IV-E stakeholders at DC CFSA. The PCG team developed and performed role-specific trainings to target policy, legal, SACWIS, social workers and eligibility staff on their role in Title IVE compliance and case management in the agency. PCG provided short term revenue maximization and business process analysis services to CFSA. At the end of our engagement, we trained these stakeholders on their role in the Title IV-E eligibility process in order to better equip them with an understanding of Title IV-E and how this federal revenue program was directly impacted by their work. For the South Carolina First Steps program, PCG developing all required Financial/Accounting policies and procedures including those governing cash flow process, revenue realization, in-kind expenditures, allowable capital expenditures, and administration/overhead to name a few. We created a fiscal-controls policies and procedures manual for 46 local county partnerships as a continuous, self-learning tool for end-user staff; this reference guide enhances staff understanding of state regulations regarding allocated funds and service procurement. With this knowledge, we worked with SC to procure a statewide accounting software to track spending in counties. During the course of our work, PCG conducted monthly training sessions for board members of 46 local partnerships on how to utilize the fiscal accounting system forms and databases including how to interpret fiscal definitions. At the close of our work, PCG transferred our policies, procedures, and training curriculum to the state to continue this important work in equipping local county partnerships in how to properly use the fiscal accounting system. PCG has trained staff who have purchased access to PCGs AlloCAP and EasyRMTS how to operate these systems on a monthly or quarterly basis. PCG developed manuals and training in order to successfully transition operation of these tools to state clients. PCG managed training team responsible for training testers, state trainers (train-the-trainer) and end users on statewide implementation of the State of Maine Automated Client Eligibility System (ACES), including development of training curriculum and materials.
In addition to these examples of permanent knowledge transfer, PCG has provided trainings to many other health and human agencies and providers. Specifically, we have: Conducted separate national training sessions on child welfare financing, cost allocation, and Medicaid in conjunction with the National Association of State Human Services Finance Officers (HSFo). We have extensive experience in working with HSFo to design and present various training presentations, including Managing Fiscal Issues in Child Welfare adjacent to the 2002 HSFo National Conference in Chicago, Illinois; Cost Allocation Plans for Human Services Agencies presented on multiple occasions, including New Orleans, Louisiana and in Reno, Nevada; Advanced Cost Allocation presented in Charleston, West Virginia and Montgomery, Alabama; Medicaid I presented on multiple occasions, including Coeur dAlene, Idaho, Charleston, WV, Baltimore, MD, and Raleigh, NC; Medicaid II presented on multiple occasions including Reno, Nevada, Des Moines, Iowa, and Burlington, Vermont, and several sessions at HSFo annual conferences. PCG has since been hired multiple times to present similar sessions in individual states across the country including Alaska, Massachusetts, Vermont, Wisconsin, and Maine; Conducted multiple focus groups for a variety of different clients related to workers who complete time studies and the appropriateness of the particular time studies. The data used from the time studies is used for administrative claiming and rate calculations;
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Co-hosted regional meetings (information sessions) with individuals from Massachusetts DPH and EOPS to facilitate completion of the Homeland Security Assessment and Strategy Program and the Emergency Preparedness Survey and Local Needs Assessment. We co-hosted regional information sessions with individuals from DPH and EOPS, organized logistics, provided materials, and conducted more than 50 technical assistance training sessions at more than 11 statewide locations following completion of the regional information sessions. Throughout both projects, we proactively reached out to municipalities to encourage participation, offer information and assistance, and monitor progress. We contributed knowledge based management solutions in the form of a webbased project management tool that included: technical information; links to related web sites and online data entry sites; PCG phone and e-mail contact information; incoming call and e-mail tracking system; and tracking of municipal completion status of surveys and assessments; and Developed training materials and conducted training sessions on administrative outreach claiming for school-based clinicians across the country, including the Chicago and Boston public schools.
PCGs Training Partner Briljent In addition to PCGs training experience, our subcontractor Briljent is a leading expert in effective communication. Since 1998, Briljent has helped fortune 500 companies, government agencies, trade associations and small businesses change, learn and communicate. Briljent has led the design and delivery of several training roll-outs including the Indiana Rehabilitation Information System (IRIS) for the Indiana Family and Social Services Administration (FSSA) and the Tax Amnesty Program training for employees of the Indiana Department of Revenue. Briljent is currently under contract with the Department of Health and Human Services, Centers for Medicare & Medicaid Services, to support their virtual contract center strategy. Briljent and its subcontractors are providing a variety of training, content and independent quality assurance support for Medicares Beneficiary Contact Centers (BCC). Once materials are designed they are rolled out to the BCC in a train-the-trainer format, input into a learning management system, and posted to a national training web site. Briljent has met the highest standards in the training industry including preferred vendor status with Walgreens and Eli Lilly and Company. Briljentprovidedtrainingforthe IndianaRehabilitation InformationSystemforFSSAand theTaxAmnestyProgramfor employeesoftheIndiana DepartmentofRevenue.
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2.5 COST PROPOSAL
2.5 COST PROPOSAL

PCG-INDIANA, INC., a wholly owned subsidiary of Public Consulting Group, Inc., is pleased to present this proposal to the Indiana Department of Child Services to provide Cost Allocation & Time and Effort Reporting Services under RFS 9-31. PCG has prepared separate proposals for the two major service areas: Component One Cost Allocation 2.4.1 2.4.4 2.4.7 Cost Allocation / Allowable Costs Rate Establishment and Claiming DCS Staff Development Component Two - Consultative 2.4.2 2.4.3 2.4.5 2.4.6 2.4.7 This cost proposal is for Component One. We used the Excel templates that were issued with the RFS. As discussed at the bidders conference, the attached cost proposal uses standard hourly billing rates by staff level, task and year. These rates provide for all staff costs including salary, fringe benefits, overhead, and fee. Other costs include: PCG IT Charges (hosting and storage) Air Travel Per Diem Lodging Phone Equipment and Furniture Licensing Title IV-E and Title IVA-EA Supplemental Security Income (SSI) Eligibility Indiana Child Welfare Information System (ICWIS) DCS Staff Development
This submission reflects our understanding of the tasks outlined in this RFS. Our cost proposal reflects the assertion that we made throughout this response, that PCG will transition consulting hours to operations personnel, who will be on-site in Indiana over the course of the project. We will work with DCS to establish an invoicing plan, but we propose to submit monthly invoices. These invoices will identify estimated hours by staff, billing rate and task. A status report on tasks and deliverable products will accompany each invoice. Invoices may include adjustments for costs that may not have been available when a previous invoice had been submitted. On a quarterly basis, we will provide a reconciliation of monthly invoices to actual charges.
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Cost Allocation, Time and Effort Reporting Services Attachment E - Cost Proposal
RFS 9-31
(Responses Due on March 23, 2009)
State of Indiana
February 11, 2009
Page 1
2.5 Cost Proposal
State of Indiana, Cost Allocation, Time and Effort Reporting Services RFS 9-31
Attachment G - Cost Proposal Instructions Respondent Name: PCG-INDIANA, INC.
Fill-in all yellow cells
Green cells will automatically populate
Overview This Excel file serves as a template to standardize cost proposals for RFS 9-31. In keeping with the Statement of Work, this template also gives the State the flexibility to accurately price partial-scope of work contracting options with the winning vendor. Please complete this template and submit it on a CD-ROM with the proposal by 3 p.m. Eastern Time, March 24, 2009.
General Instructions This Cost Proposal template provides Respondents with an opportunity to price out components of their technical proposal. Please provide annual pricing for each Statement of Work task, staff and other costs for each year of the contract. All areas requiring Respondent input are shaded yellow, and will serve as the basis for the calculations in the areas shaded green. The tab "Overall Cost Proposal" will also automatically populate itself based upon information the Respondent provides in other tabs. This tab will provide total cost for each service outlined in the RFS, as well as a total cost for the Respondent's proposal. Costs associated with service, as well as the total annual project cost are to be considered NOT TO EXCEED amounts, and must be invoiced as detailed in this cost proposal. Please refer to individual tabs for instructions on their completion.
Attachment G - Cost Proposal Overall Cost Proposal
Instructions: The cells on this sheet will populate automatically. Please do not fill in the grey and green cells. The "Total Project Cost" figure will be used to assign Cost scores.
Respondent Name:
PCG-INDIANA, INC.
Overall Cost Proposal

4,691,184 TOTAL PROJECT STAFFING COST: $ 466,011 TOTAL PROJECT NON-STAFFING COST: $ 5,157,195 TOTAL PROJECT COST: $ "TOTAL PROJECT COST" will be the figure used to evaluate Respondent's cost score. RFP Statement of Work Section
Contract Component Staffing Year 1 $ $ $ $ $ $ 449,533 514,846 130,866 181,795 1,095,245 181,795 $ $ $ $ $ $ Year 2
Project Cost Year 3 (Optional Extension) $ 442,846 $ 608,451 $ 146,930 $ 91,035 $ 1,198,226 $ 91,035 Year 4 (Optional Extension) $ 450,816 $ 627,047 $ 151,218 $ 80,099 $ 1,229,081 $ 80,099
2.4.1 2.4.4 2.4.7 -
Cost Allocation/Allowable Costs Rate Establishment and Claiming DCS Staff Development Other Costs Total Annual Project Staffing Cost Total Annual Project Non-Staffing Cost
434,876 591,059 142,696 113,082 1,168,631 113,082
Attachment G - Cost Proposa Overall Cost Proposal Instructions: Please fill in the "Position", "Hourly Wage Rate Per Position", and "Administrative Overhead Percentage (%)" for staff in the cells shaded yellow. HOURLY Wage Rate Per Position refers to the hourly salary paid for each position. Administrative Overhead refers to all other costs including the benefits (health insurance, dental insurance, 401K, vacation pay, etc.), administrative mark up, profit, etc. Note that the green cells will populate automatically. All positions listed here should be described in the narrative of the technical Proposal. Respondent Name: PCG-INDIANA, INC. Please Complete Yellow Shaded Regions
Staff HOURLY Pricing Year 1 Position HOURLY Wage Admin. Total HOURLY HOURLY Wage Rate Per Cost Per Overhead Rate Per Position Position (%) Position $ $ $ $ $ $ $ $ $ $ $ $ 270 260 245 200 155 245 65 75 88 95 125 149 $ $ $ $ $ $ $ $ $ $ $ $ 270 260 245 200 155 245 65 75 88 95 125 149 $ $ $ $ $ $ $ $ $ $ $ $ 280 275 255 210 160 255 65 78 92 99 131 149 Admin. Overhead (%) $ $ $ $ $ $ $ $ $ $ $ $ Year 2 Total HOURLY Cost Per Position 280 275 255 210 160 255 65 78 92 99 131 149 Year 3 (Optional Extension) HOURLY Wage Rate Per Position $ $ $ $ $ $ $ $ $ $ $ $ 295 290 265 220 170 265 65 82 96 104 137 149 Admin. Overhead (%) Year 4 (Optional Extension) Admin. Overhead (%) Total HOURLY Cost Per Position $ $ $ $ $ $ $ $ $ $ $ $ 310 300 280 230 180 275 65 86 100 108 143 149 Total HOURLY HOURLY Wage Rate Per Cost Per Position Position $ $ $ $ $ $ $ $ $ $ $ $ 295 290 265 220 170 265 65 82 96 104 137 149 $ $ $ $ $ $ $ $ $ $ $ $ 310 300 280 230 180 275 65 86 100 108 143 149
PCG-Manager PCG-Associate Manager PCG-Senior Consultant PCG-Consultant PCG-Business Analyst PCG-Senior Advisor / Legal Operations Analyst Operations Analyst Operations - Technical Analyst Operations - Trng Design and Development Operations - Training and Web Development Operations Manager
Indiana, Cost Allocation, Time and Effort Reporting Services RFS 9-31
nt G - Cost Proposa - Cost Allocation Plans Instructions: Please identify staffing for this component of the Technical Proposal and enter both the total hourly cost from the staffing sheet for each position and the number of hours each "Position" will work per year to complete the component. Respondent Name: PCG-INDIANA, INC. Please Complete Yellow Shaded Regions
Year 1 Position Total HOURLY Cost Per Position Total Proposed Number of Hours Worked per Year 64.00 200.00 200.00 350.00 350.00 1925.00 547.00 3636.00 $ $ $ $ $ $ $ $
Cost Allocation Plans - Cost Proposal Year 2 Total HOURLY Cost Per Position Total Proposed Number of Hours Worked per Year
Year 3 (Optional Extension) Total Proposed Total HOURLY Number of Hours Cost Per Position Worked per Year $ $ $ $ $ $ $ 295 290 265 220 170 65 149 48.00 150.00 150.00 200.00 150.00 2565.00 729.60 3992.60 $ $ $ $ $ $ $ $
Annual Cost
Annual Cost
Annual Cost
Annual Cost
PCG-Manager PCG-Associate Manager PCG-Senior Consultant PCG-Consultant PCG-Business Analyst Operations Analyst Operations Manager
$ $ $ $ $ $ $
270 260 245 200 155 65 149
17,280 52,000 49,000 70,000 54,250 125,292 81,711 449,533
$ $ $ $ $ $ $
280 275 255 210 160 65 149
48.00 150.00 150.00 200.00 150.00 2565.00 729.60 3992.60
$ $ $ $ $ $ $ $
13,440 41,250 38,250 42,000 24,000 166,948 108,988 434,876
14,160 43,500 39,750 44,000 25,500 166,948 108,988 442,846
14,880 45,000 42,000 46,000 27,000 166,948 108,988 450,816
Attachment G - Cost Proposal SOW 2.4.4 - Rate Establishment and Claiming Instructions: Please identify staffing for this component of the Technical Proposal and enter both the total hourly cost from the staffing sheet for each position and the number of hours each "Position" will work per year to complete the component. Respondent Name: PCG-INDIANA, INC. Please Complete Yellow Shaded Regions
Year 1 Position Total Proposed Total HOURLY Number of Hours Cost Per Position Worked per Year $ $ $ $ $ $ $ $ $ 270 245 200 155 245 65 75 88 149 20.00 200.00 300.00 400.00 50.00 1283.00 641.00 1283.00 547.00 4724.00 $ $ $ $ $ $ $ $ $ $
Cost Allocation Plans - Cost Proposal Year 2 Total HOURLY Cost Per Position $ $ $ $ $ $ $ $ $ 280 255 210 160 255 65 78 92 149 Total Proposed Number of Hours Worked per Year 20.00 150.00 200.00 300.00 50.00 1710.00 855.00 1710.00 729.00 5724.00 $ $ $ $ $ $ $ $ $ $
Year 3 (Optional Extension) Total Proposed Total HOURLY Number of Hours Cost Per Position Worked per Year $ $ $ $ $ $ $ $ $ 295 265 220 170 265 65 82 96 149 20.00 150.00 200.00 300.00 50.00 1710.00 855.00 1710.00 729.00 5724.00 $ $ $ $ $ $ $ $ $ $
Year 4 (Optional Extension) Total Proposed Total HOURLY Number of Hours Cost Per Position Worked per Year $ $ $ $ $ $ $ $ $ 310 280 230 180 275 65 86 100 149 20.00 150.00 200.00 300.00 50.00 1710.00 855.00 1710.00 729.00 5724.00 $ $ $ $ $ $ $ $ $ $
Annual Cost
Annual Cost
Annual Cost
Annual Cost
PCG-Manager PCG-Senior Consultant PCG-Consultant PCG-Business Analyst PCG-Senior Advisor / Legal Operations Analyst Operations Analyst Operations - Technical Analyst Operations Manager
5,400 49,000 60,000 62,000 12,250 83,507 48,075 112,904 81,711 514,846
5,600 38,250 42,000 48,000 12,750 111,299 67,011 157,252 108,898 591,059
5,900 39,750 44,000 51,000 13,250 111,299 70,026 164,328 108,898 608,451
6,200 42,000 46,000 54,000 13,750 111,299 73,177 171,723 108,898 627,047
Attachment G - Cost Proposal SOW 2.4.7 - Training Instructions: Please identify staffing for this component of the Technical Proposal and enter both the total hourly cost from the staffing sheet for each position and the number of hours each "Position" will work per year to complete the component. Respondent Name: PCG-INDIANA, INC. Please Complete Yellow Shaded Regions
Year 1 Position Total Proposed Total HOURLY Number of Hours Cost Per Position Worked per Year $ $ $ $ $ $ $ 260 245 200 75 95 125 149 60.00 50.00 75.00 75.00 200.00 200.00 257.00 917.00 $ $ $ $ $ $ $ $
Cost Allocation Plans - Cost Proposal Year 2 Total HOURLY Total Proposed Number of Hours Worked Cost Per Position per Year $ $ $ $ $ $ $ 275 255 210 78 99 131 149 60.00 50.00 50.00 75.00 200.00 200.00 342.00 977.00 $ $ $ $ $ $ $ $
Annual Cost
Annual Cost
Annual Cost
Annual Cost
PCG-Associate Manager PCG-Senior Consultant PCG-Consultant Operations Analyst Operations - Trng Design and Development Operations - Training and Web Development Operations Manager
15,600 12,250 15,000 5,625 19,000 25,000 38,391 130,866
16,500 12,750 10,500 5,878 19,855 26,125 51,088 142,696
17,400 13,250 11,000 6,143 20,748 27,301 51,088 146,930
18,000 14,000 11,500 6,419 21,682 28,529 51,088 151,218
Attachment G - Cost Proposal Other Costs Respondent Name: PCG-INDIANA, Inc. Please Complete Yellow Shaded Regions
Instructions: In the space below, please provide details (quantity and unit cost) for other (non-staffing) costs. Please provide as detailed description as possible in the components column. Other costs include infrastructure costs and software/hardware costs. Costs such as management fees will not be accepted in this section. If you have a monthly recurring cost, please use 12 units to represent the annual cost. The State reserves the right to use its own infrastructure for the proposed services.
Year 1 Components Space - Start up Security System Phone Equipment PCG IT Time PCG IT expense IT Equipment User Computers Wiring Miscellaneous Equipment / Furniture AlloCAP Annual Hosting EasyRMTS Annual Hosting (caseworker only) EasyRMTS Annual Hosting (Child Placement) Annual IT allocation Recruitment Air travel (total for year) Lodging (total for year) Per Diem (total for year) Local Travel (total for year) Estimated Quantity per Year 1 1 1 1 1 1 5 5 5 1 1 1 1 1 1 1 1 1 Unit Cost $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,000.00 2,500.00 16,600.00 5,100.00 2,500.00 10,000.00 1,500.00 400.00 1,000.00 4,800.00 4,800.00 4,800.00 9,277.00 4,000.00 50,000.00 22,000.00 12,168.00 14,750.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Cost 4,000 2,500 16,600 5,100 2,500 10,000 7,500 2,000 5,000 4,800 4,800 4,800 9,277 4,000 50,000 22,000 12,168 14,750 181,795 Estimated Quantity per Year
Other Costs - Cost Proposal Year 2 Unit Cost $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Cost 2,000 2,000 1,000 1,000 3,000 800 2,000 4,800 4,800 4,800 10,694 2,000 37,500 16,500 9,126 11,063 113,082
Year 3 (Optional Extension) Estimated Quantity per Year Unit Cost $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Cost 2,000 2,000 1,000 1,000 1,000 400 1,000 5,100 5,100 5,100 10,694 1,000 28,125 12,375 6,845 8,297 91,035
Year 4 (Optional Extension) Estimated Quantity per Year Unit Cost $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Cost 2,000 2,000 1,000 1,000 1,000 400 1,000 5,400 5,400 5,400 10,694 1,000 21,094 9,281 5,133 8,297 80,099
1 1 1 1 2 2 2 1 1 1 1 1 1 1 1 1
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
2,000.00 2,000.00 1,000.00 1,000.00 1,500.00 400.00 1,000.00 4,800.00 4,800.00 4,800.00 10,693.60 2,000.00 37,500.00 16,500.00 9,126.00 11,062.50
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
2,000.00 2,000.00 1,000.00 1,000.00 1,000.00 400.00 1,000.00 5,100.00 5,100.00 5,100.00 10,693.60 1,000.00 28,125.00 12,375.00 6,844.50 8,296.88
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
2,000.00 2,000.00 1,000.00 1,000.00 1,000.00 400.00 1,000.00 5,400.00 5,400.00 5,400.00 10,693.60 1,000.00 21,093.75 9,281.25 5,133.38 8,296.88
Total
2.6 INDIANA ECONOMIC IMPACT FORM
2.6: Indiana Economic Impact Form (51778)
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2.7 BUY INDIANA INITIATIVE/INDIANA COMPANY
2.7: Buy Indiana Initiative/Indiana Company

PCG -INDIANA, Inc is an Indiana corporation and is a wholly owned subsidiary of Public Consulting Group Inc. We have registered on the IDOA website and are classified as a business whose principal place of business is located in Indiana. Please see section 2.6 for our Economic Impact Form.
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APPENDIX
A. Project Staff Resumes B. CAP Screen Prints C. RMTS Screen Prints
A. Project Staff Resumes
Appendix A: Project Staff Resumes

The following pages document PCG, Briljent and RCR Technology staff experience and relevant past project work. Our team will be augmented by local professionals that we bring on to work on this project. Our hiring goal will be to find staff members that meet our high standards and your. The proposed project team consists of: PCG Kathy Fallon Jerrold Wolf Amy Ferraro Heather Baker Jennifer MacBlane Robert Baldacci Liz Wiseman Joe Carbeau Stephen Haines Kyle Stanley Briljent Brandon Brooks Cathy Huff Raemia D. Moody RCR Technology Thomas DiMartino Shirley John Margaret Judkins Krishnakumar K. Padmanabhan Joseph Simms Murugesan Thiraviam
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Public Consulting Group, Inc. Resumes
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KATHY FALLON Public Consulting Group, Inc. Manager RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts, Department of Social Services Revenue Management Operations Project: Ms Fallon is the manager of the MA DSS Revenue unit, which manages revenue functions for the department of Social Services including IV-E and XIX claiming, SSA rep payee functionality, as well as eligibility determinations. During the project tenure, Ms Fallon developed the Departments revenue projections for all federal revenue sources based on annual appropriations, assisted in rate setting projects for Medicaid and Title IV-E and developed a revenue maximization projects around TANF and Title IV-E claiming for day care services. PCG also provides full ACF audit and case preparation support to the department. State of Colorado, Governors Office of State Planning and Budgeting Statewide Revenue Maximization Project: Managed statewide revenue maximization efforts in the state of Colorado. PCG has completed claiming for IV-E reasonable candidacy, XIX for ACM, as well as XIX claims for TCM. PCG has assisted the state in collecting over $10M to date with over $13M in pending claims with CMS. Ms. Fallon conducted assessments in the area of TANF, child welfare and CCDF as well as early intervention in addition to her role as client contact, and deliverable manager. Commonwealth of Pennsylvania, Department of Public Welfare Title IV-E Compliance Services Serve as Project Manager for statewide quality control and random moment time study administration for 67 counties. Ms Fallon, manages the PCG team that provides quality assurance and technical assistance and training to counties regarding Title IV-E maintenance and administrative claiming, providing Title IV-E compliance assistance in all aspects of Title IV-E claiming to the Office of Children and Youth Services, and administers and calculates statistical results for the statewide random moment time study of social workers. Connecticut, Department of Children and Families Evaluation and Efficacy of Level II Therapeutic Group Homes Serves as PCG engagement manager to assist DCF in developing evaluation tools and outcome measurements for the new therapeutic group home model. Responsibilities include managing a clinical team to develop best practice recommendations and identify key outcomes measures, as well as managing a data analysis team that will evaluate current data collection efforts and identify new data elements and new data collection systems to collect data needed to measure outcomes identified by clinical team. State of Tennessee, Department of Childrens Services IV-E and IV-D Cost Accounting Project: PCG developed a methodology and a systems solution to allow the Child Support Division to make accurate and timely child support distributions to the child welfare agency. Activities included the development of a study to isolate the impediments to proper distributions at this time; a retroactive cleanup of late distributions that allowed the state to offset the costs of some Medical and Residential costs incurred on behalf of children in state care; and recommendations to improve processing and collections going forward. State of Texas, Comptroller of Public Accounts and Health and Human Services Commission Statewide Revenue Maximization Project: Manger of statewide revenue maximization project that identified well over $300M revenues for the state with collections of over $130M to date with pending claims of over $100M. PCG submitted claims for increased school based XIX, enhanced 1931 claiming, Hospital UPL claiming as well as XIX claims for early intervention services. State plans are pending for physician UPL initiatives. Ms. Fallon conducted assessments in the areas of child care, TANF and child welfare and managed client status meetings and deliverables of the work teams.
Commonwealth of Massachusetts, Office of Administration and Finance Statewide Revenue Assessment Project: Managed a state wide revenue assessment project in which PCG was contracted to complete review of all state agencies including health and human services, the courts, higher and K-12 education, environmental
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KATHY FALLON Public Consulting Group, Inc. Manager affairs and public safety to name a few. Using our assessment methodology the team has conducted interviews and written opportunity assessments that have identified over $175M in revenue and cost savings initiatives. PCG conducted a similar assessment twice in the past for the Commonwealth in 1998 and in 1995. State of Florida, Department of Children and Families Revenue Maximization Project: Identified and implemented revenue maximization opportunities involving Titles XIX and IV-E and other Federal funding sources. Assisted the state of Florida Department of Alcohol, Drug Abuse, and Mental Health maximize Title IV-E reimbursements for spending on children in residential treatment facilities. Process included conducting a fiscal review of provider financial statements; creating a database of Title IV-E eligible children; preparing federal claims; facilitating inter agency cooperation; determining what percentage of the daily cost for care could be claimed as IV-E and XIX by reviewing cost reports and General Ledger reports for each facility and level of care; and training the department to develop a process to produce future claims. State of South Carolina, Office of First Steps Fiscal System Development and Financial Consulting Project: Developed the fiscal accountability and fund management systems for the State Office of First Steps. First Steps is a county-based agency charged with improving school readiness for the children of SC. Activities included the development of a fiscal system; training of all employees; development of a fund management and interest maximization strategy; selection of an accounting software package; development of a cash allocation system, all reporting documents and cash management policies; creation of each countys budget and spending plan based on their individual programmatic goals; training sessions with county boards on appropriate purchasing models and sub-contractor management; and a review of each countys spending plan to avoid supplantation especially in the areas of Medicaid covered services and TANF covered services. Massachusetts Department of Transitional Assistance Review of Regional Food Stamps Business Processes: PCG is conducting a business process review of the Massachusetts Food Stamps program. The review is focused on the regional offices which have experienced significantly increased caseloads and staffing reductions. The review will assist the state with staffing issues, technology recommendations, federal compliance issues and helping to improve customer service at the regional offices. As a follow on project, PCG is assisting the department establish a call center to help improve staff functioning as well as customer service. State of Tennessee, Department of Childrens Services TANF program redesign: Ms Fallon manages a project for the state of TN in which PCG is redesigning and establishing procedures and fiscal models for the new TANF program that satisfies the DRA requirements. TN was the last state with a AFDC waiver and as such this project requires consideration of TANF requirements and DRA as TN has never technically been held to TN regulations. PCG assisted in multi state research, and modeling to develop a program that meets the needs of clients, offers flexibility while remaining compliant and cost effective. State of North Carolina, Department of Health and Human Services TANF MOE Tracking/ Systems Development Project: Ms Fallon assisted the state of North Carolina in managing its Federal Block Grant funding. Tasks included reviewing all state expenditures to identify which spending could count as maintenance of effort for the TANF block grant and how the federal grant was being expended - reviewed state spending as well as the spending of 100 counties. Recommended plan to maximize spending to achieve MOE requirements without increased net state dollars while using TANF dollars most effectively. Developed a monitoring system for spending at the state and county in the areas of childcare, social services, Medicaid, and administration to assess how other federal funding sources interact with the TANF block grant spending. Reviewed the states cost allocation plans to ensure that the state is correctly allocating administrative costs to the grant program.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KATHY FALLON Public Consulting Group, Inc. Manager City of Chicago, Chicago Public Schools TANF MOE tracking and Systems Development Project: Assist the Chicago Public Schools (CPS) in managing its contribution of MOE to the state Department of Human Services in exchange for federal TANF funds. PCG has assisted CPS in collecting over $25M to date. Tasks include identifying TANF MOE eligible activities funded by CPS, assisting in data collection and matching, analyzing expenditures, developing rate methodologies, and developing recommendations for the state regarding ways to maximize current CPS spending to achieve MOE requirements with a budget-neutral effect. PCG also wrote a grant application for CPS that won over $3M to combat alcohol abuse for the districts children. decision making process, conducting surveys and focus groups to target the committees efforts, and conducting best practice research in the areas identified including identifying funding sources. Connecticut Bureau of Rehabilitative Services Resource and Process Mapping of Services for Persons with Disabilities: The state of Connecticut received a NGA technical assistance grant to perform an analysis of transition services available to adolescents with disabilities and a Medicaid Infrastructure Grant to develop a state wide plan for supporting the employment of persons with disabilities. PCG is working with the state to map all state services available to the target group, including eligibility criteria, numbers served, and data systems available. PCG is also working with the state to map the agency level processes that clients must pass through to receive services. Massachusetts Department of Early Education and Care Management Review of Child Care System: Project manager for PCGs review of Child Care Resource and Referral Agency and Community Partnership Council activities and functions. A review of various entity functions was determined necessary when the new early education and care agency was created. The final report focuses on functions, areas of duplication, efficiencies and recommendations. Massachusetts Executive Office of Health and Human Services Federal Block Grant Review: Project manager for PCGs review of the MA federal block grants. This review included state plan analyses, identification of all block grant eligible expenditures for and identification of block grant revenue maximization opportunities. PCG provided revenue maximization opportunities and recommendations for an internal tracking system to report and manage federal funds. We reviewed Temporary Assistance for Needy Families, Child Care Development Fund, Maternal and Child Health Block Grant, Substance Abuse Prevention and Treatment, Mental Health Block Grant, Medicaid, Title IV-E and Food Stamps. We have identified up to $69.5M in new revenue opportunity to date. Following this review and the increase in TANF work participation requirements we are doing further consulting with the state to assist with meeting MOE and work participation. Page 5
Massachusetts Department of Early Education and Care CCDF Federal Funds Tracking and Reporting: PCG currently oversees all federal CCDF reporting for the state of Massachusetts. The project includes the tracking of all agency CCDF expenditures (mandatory, match and discretionary) including those used to meet matching and MOE requirements. Complete federal ACF 696 reports and provide data for ACF 272 reports. Rhode Island Family Court Mediation Study: Ms Fallon conducted an evaluation for the state of Rhode Islands Family Court to measure the effectiveness of a new mediation/ case flow model to facilitate adoptive placements. This study included activities such as conducting interviews, administering time studies and surveys, evaluating data and developing regression analyses of various factors that contribute to or impede the success of mediation in Termination of Parental Rights cases. New Hanover County, North Carolina Juvenile Justice and Youth Violence planning process: Ms Fallon assisted the County develop an implementation plan to address the problems of youth violence and addiction in the county. This project involved community development and facilitating the March 23, 2009
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KATHY FALLON Public Consulting Group, Inc. Manager State of Arizona, Department of Economic Security Title IV-E Administrative Claim Review and Enhancement: Ms Fallon managers a project for the state to identify, recommend, and implement enhancements to the IVE Administrative Claiming program at DCYF. Areas of focus include optimization of the IV-E Eligibility Rate, Time Study revisions, and developing IV-E Reasonable Candidates and XIX claims. Title IV-E Eligibility Undetermined Case Review: Project Manager to perform IV-E eligibility determinations for cases in the previous 2 years that never had an eligibility determination performed. Expenditures for cases found eligible for IV-E are claimed retroactively as well as applicable IV-E Administrative costs. Project has generated over $4.2M in additional FFP for Arizona. State of Arizona, Department of Transportation Arizona Rides Human Services Transportation Coordination Study: Project Manager that developed a statewide transportation coordination action plan through the federal United We Ride initiative. The Arizona Rides partnership involves state and local health & human services organizations, state & regional planning groups, and transportation providers. Activities included developing and implementing surveys, public forums, and the development of a statewide plan and final report. Commonwealth of Massachusetts, Executive Office of Elder Affairs Medicaid Administrative Case Management (ACM) Claim Development: Project Manager to develop a revised claiming process for Medicaid Administrative Case Management reimbursement for activities performed at 27 statewide non-profit organization Aging Services Access Points (ASAPs). Activities include researching and analyzing federal Medicaid policy, providing recommendations for action, and implementing a Random Moment Time Study (RMTS) statewide for over 600 participants. PROFESSIONAL BACKGROUND University of Massachusetts, Graduate MPA Ms Fallon currently teaches a Graduate level course annually in the Masters program for MPA candidates in public budget and finance. Responsibilities include a full semester teaching schedule. Commonwealth of Massachusetts, Executive Office of Administration and Finance Budget Analyst: Prepared the Governors budgets and monitored spending and revenue for the Departments of Mental Retardation, Public Health, Transitional Assistance, and the Office for Child Care Services, the Massachusetts Group Insurance Commission - the agency that manages the Health Insurance Coverage for over 250,000 state employees and Retirees. As well as the states pension system. Coordinated the states TANF and CCDBG maintenance of efforts and spending requirements. Coordinated budget officers in a variety of state agencies to search for all un-matched state spending. Used un-matched dollars to meet TANF and CCBG MOE requirements thereby limiting the need for new state spending. Reconfigured the states pension funding schedule moving from a 40-year negative amortization schedule to a 25-year straight-line schedule resulting in tremendous cost savings and a quicker approach to retiring the states un-funded pension liability. Worked on cost models for employee health care benefits to analyze the impact of moving to a defined contribution system. Massachusetts House of Representatives Legislative staff member U.S. Peace Corps, Niger Community Economic Development Specialist
EDUCATION University of Massachusetts McCormack Institute of Public Affairs Master of Public Administration Hartwick College Bachelor of Arts
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services J ERROLD WOLF Public Consulting Group, Inc. Manager RELEVANT PROJECT EXPERIENCE Mr. Wolf has extensive financial management experience with state and local governments. He has been a CPA since 1977 and has participated in numerous financial assignments for agencies of all sizes and missions. He is also a member of the Chartered Financial Analysts Society of Chicago. He has MA (Social Policy) and MBA (Accounting and Finance) from The University of Chicago. State of Illinois Governors Office of Management & Budget Statewide Revenue Maximization Initiative Mr. Wolf serves as the Project Director for PCGs contract with PCGs revenue maximization initiatives with GOMB and various State agencies. These include the Department of Human Services and the Department of Healthcare and Family Services. PCG proposed numerous initiatives with an estimated recovery of about $500 million. Several initiatives are underway and will yield substantial savings in FY 2007. Revenue enhancement projects for the States Medicaid agency include the implementation of a drug rebate program and the recovery of drug program costs for dual eligibles under the States Senior Pharmacy Assistance Program (SPAP). Projects for the States Department of Human Services include the identification of Medicaid participants who should be enrolled in the Medicare program under the Part B Buy-In option. PCG has also implemented a Medicare and Medicaid billing program for eight State institutional hospitals. Finally, PCG is implementing a billing program to recover drug costs for dual eligibles who are patients of State institutions. Centers for Medicare and Medicaid Services (CMS) Medicare Part D State Repayment Reconciliation Fiscal Intermediary. Mr. Wolf serves as the State Liaison for the Midwestern region for a national technical assistance engagement with the Centers for Medicare and Medicaid Services (CMS). PCG serves as the national State Repayment Fiscal Intermediary under contract with CMS. This engagement provides assistance to States in the recovery of emergency March 23, 2009 pharmaceutical expenditures and the associated administrative expenditures made on behalf of dually eligible beneficiaries. Wisconsin Department of Health and Family Services. Mr. Wolf serves as project director for revenue maximization services. These services include Third Party Liability and a Payment Intercept Program. In its first year, PCG identified over 10,000 Medicaid participants who had other forms of insurance in force. PCG is designing an Intercept program that will identify Medicaid and Child Support cases that are expecting insurance settlements that can be subrogated to the State. Michigan Department of Human Services. Mr. Wolf serves as project director for revenue maximization services. These include the claiming of funds from the TANF Contingency Fund. This project is estimated to recover over $300 million for the State of Michigan. Louisiana Department of Social Services Organizational Review. A key aspect of this project was the alignment of field and administrative duties into a streamlined organization. Key to this goal was to understand the mistakes that other merged agencies have made. Mr. Wolf recently worked with this $1 billion budget Louisiana agency that had evolved from the merger of several related agencies. This agency quickly became a smoke stack agency in that the various functions had never merged. It operated as four independent agencies under one umbrella. Agencies like this do not save money as there is rampant duplication. They are unable to achieve the desired efficiencies. Mr. Wolf directed a review of the organization and business processes of this $1 billion state agency. Florida Agency for Workforce Innovations Compliance Review. PCG was retained by the Agency for Workforce Innovation to conduct a compliance audit of its contract with the Florida Department of Revenue. DOR provides collection and field audit work for the States Unemployment Tax program. The UT program is federally funded.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services J ERROLD WOLF Public Consulting Group, Inc. Manager PCG was responsible for the following tasks: Review a sample of cash receipts, cash disbursement, accounts receivables, accounts payables Review internal controls/internal monitoring/compliance procedures and policies Test to determine UT charges are proper Review Indirect Cost Allocation Plan Review UT personnel charges San Diego County Office of Education Mental Health Services Cost Assessment. The San Diego County Office of Education (SDCOE) contracted with Public Consulting Group, Inc. (PCG) on behalf of the local educational agencies (LEA) in San Diego County to identify costs associated with providing mental health services to San Diego County Special Education students, to identify revenue sources available and currently utilized within the mental health services to San Diego County Special Education students and to determine if there are opportunities to decrease costs or increase revenue within the program. Several project goals guided the review. They were to: Identify costs associated with providing mental health services to SDCOE students. Identify revenue sources available and currently utilized within the mental health services program to SDCOE students. Develop and evaluate opportunities to decrease costs or increase revenue within the program In order to address these issues, PCG set out to understand how costs associated with the program are determined. PCG evaluated what processes are in place to avoid incurring costs, learned how provider rates and indirect cost rates are determined, and worked to develop recommendations to reduce costs. In addition, PCG researched what funding sources are available to cover the costs for 2726 students and services. PCG assessed how eligibility rates are used in claiming federal and state funds and how allowable costs are identified for claiming federal and state funds. Finally, PCG spent time developing a recommendation for the anticipated billing process for assigning excess costs. PCG identified several opportunities to control and quantify costs. Some of the opportunities involved direct financing issues while others were more programmatic in nature. The financing issues involved: 1) Negotiating rates to make sure SDCOE and school districts in San Diego County was paying a reasonable cost for services 2) Finding eligibility for other fund sources to divert students into other cost pools 3) Tracking costs at the case level to enable districts to prospectively estimate liability 4) Reviewing the Medicaid matching process at CMH for eligibility maximization In addition to Financing Issues, PCG identified several programmatic suggestions which, if implemented, would also aid in the ability of SDCOE to quantify and control excess costs. Program issues included: 1) a thorough review of the assessment process; 2) implementation of quality assurance/ utilization management processes and guidelines to assist SDCOE in its ability to monitor activities and progress; 3) review of the IEP team process for timeliness and responsiveness; 4) taking into consideration potential long-term options such as developing services on-site and engaging in provider negotiations. Illinois Department of Central Management Services Cost Allocation and Rate Setting Services. Directed the development of the States annual central services cost allocation plan and internal service fund reporting. Illinois Department of Children and Family Services Rate Setting: Worked on several consulting projects for the Department. These projects include serving as project director of a revenue claiming unit for a $1 billion grant funded agency, development of a cost allocation methodology relating to the Departments Office of Information Services; review of the operations of the Office of Financial Services; review and analysis of the Department's methodology for setting purchase of service rates for institution and group home care; development of a methodology related to the direct costing to all federally assisted programs; review and analysis of the provider reporting requirements related to Medicaid mental health counseling Page 8
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services J ERROLD WOLF Public Consulting Group, Inc. Manager services, development of a P/C based software program allowing private agencies contracting with the State to complete and submit their annual Comprehensive Financial Report (CFR) in an electronic format, design of a per diem based rate setting methodology for private child welfare agencies delivering Medicaid eligible services. Illinois Department of Professional Regulation Cost of Service Analysis. Mr. Wolf worked with the Department consistently from 1984 through 2003 in the analysis of its costs of regulating individual professions. He established many of the costing conventions that have been used to distribute general revenue expenses to individual funds. Mr. Wolf also assisted Department management in the creation of the administrative services fund provided for transfers among the dedicated funds. Given his long history of working with the Department, he has gained an understanding of the Departments mission and operating requirements. Illinois State Board of Education Review of Financial Reporting Systems. Reviewed the procedures used by ISBE personnel to report activities, evaluated the process used by the ISBE to prepare its indirect cost rate proposal and how the ISBE complied with the rate setting procedures used by the Purchased Care Review Board. Developed recommendations relating to implementation of a random moment sampling system. Illinois Department of Human Services Development of New Financial Reporting Procedures. Worked with the new department that was created in 1998 on issues related to the federal program cost identification and cost recovery. The ongoing project objectives include the preparation of the Departments first Public Assistance Cost Allocation Plan (PACAP) and issues related to the allocation of central administrative (indirect) costs. Prepared a direct cost allocation methodology for the Departments Management Information Systems division with a budget in excess of $60 million (2001). Cities and Counties Cost Allocation and Revenue Enhancement. Worked with numerous cities and counties throughout the United States on reviews of cost allocation procedures and setting of various user fees for general and internal service fund services. Organization Reviews. Worked with cities and counties to development alternative service delivery approaches to improve customer satisfaction and improve service delivery. Addressed issues involving the delivery of human services, fiscal and personnel management, privatization, rightsizing, mergers and consolidations, public safety and internal services. Strategic Sourcing. Assisted the City of Chicago in developing best practices for natural gas procurement. This process analysis included an extensive flow charting exercise that identified the major steps and control points of the Citys gas procurement process. The analysis was used to highlight where streamlining was needed in order to reduce redundancies and speed up the gas procurement process. Wisconsin Department of Workforce Development County and Community-Based Organization Financial Reporting System: Development new systems and reporting procedures to allow counties and CBOs to report program costs and operational activity to the State.
PROFESSIONAL BACKGROUND MAXIMUS, Inc. Senior Vice-President David M. Griffith & Associates, Ltd. Vice-President, Secretary and Chief Financial Officer Arthur Young & Company Consulting Manager
EDUCATION The University of Chicago MA School of Social Service Administration MBA Graduate School of Business
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services J ERROLD WOLF Public Consulting Group, Inc. Manager Washington University in St. Louis BA in Political Science and Economics
PROFESSIONAL AFFILIATIONS Certified Public Accountant State of Illinois American Institute of Certified Public Accountants Chartered Financial Analyst Level II CFA Society of Chicago University of Chicago Graduate School of Business: CEO Roundtable Finance Roundtable
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services AMY E. FERRARO Public Consulting Group, Inc. Associate Manager RELEVANT PROJECT EXPERIENCE Montgomery County, Maryland, Department of Health and Human Services Revenue Maximization and Cost Allocation Project: Provided guidance to modify existing claiming practices and develop an agency-wide cost allocation plan. Conducted assessment of department wide revenue opportunities, including opportunities related to Titles XIX and IV-E, including via RMTS for Title XIX related activities. State of Maryland, Department of Human Resources (DHR) Cost Allocation Plan and Claiming Review: Conducted evaluation of DHR cost allocation plan and related claiming activities and provided written report. Also reviewed and presented recommendations related to the child welfare random moment time study. Efforts paid particular attention to compliance with Title IV-E regulations and recent federal changes in the Deficit Reduction Act (DRA) of 2005. State of Maryland, Department of Juvenile Services (DJS) Cost Allocation Plan Revision: Conducted on-site evaluation of DJS cost allocation plan and claiming processes related to Title IV-E. Completed rewrite of cost allocation narrative and developed updated claiming tool for submission to the Department of Human Resources (DHR). State of Delaware, Department of Services for Child, Youth, and Families Title IV-E and Medicaid Compliance Project: Conducted review of claiming and compliance activities related to Title IV-E, including adherence to policies dictating claiming for SACWIS and Title IV-E reasonable candidates and Title IV-E rate calculations. Conducted complete review of cost allocation plan to ensure compliance with Title IV-E and other federal regulations. Provided guidance as DSCYF implements IT staff time study to be used in claiming SACWIS and other IT costs. Currently assisting with cost allocation plan and time study amendments. Arlington County, Virginia, Department of Human Services Cost Allocation Plan and Title IV-D/SSI Project: Reviewed LPACAP and developed updated cost allocation plan narrative. Presented various claiming recommendations. State of Louisiana, Department of Health and Hospitals (DHH) Statewide Revenue Maximization Project: Led efforts to maximize federal revenues human service agencies, including Medicaid, child welfare, and youth development. Initiatives implemented include ICM/MR rate updates; Upper Payment Limit (UPL); and school-based rate updates. Reviewed cost allocation plans for DHH departments including mental health and public health; child welfare; and youth development to identify additional administrative reimbursement opportunities. Cost Allocation Plan/RMTS Projects: Led effort to update the narrative for the LA DHH cost allocation plan. Conducted department wide interviews and materials for submission to federal cognizant agency. Led effort to implement an RMTS for health standards staff. State of Rhode Island, Department of Children, Youth, and Families Revenue Claiming and Compliance Project: Oversee Title IV-E compliance work, including eligibility determinations, preparation for audits, and submission of cost allocation plan, prepared with AlloCAP. Oversee all time study activities. Assisted with transition of children in substitute care to managed care for medical and behavioral health services. Implemented cost allocation plan to identify costs incurred in the administration of Title IV-E and other programs. Assisted with process improvements to SACWIS system. Lead efforts related to time studies used to calculate percentages used for Medicaid rehab option and Title IV-E maintenance claiming. State of Vermont,Agency of Human Services Cost Allocation Plan Review: Conducted assessment of all AHS agency cost allocation plans and developed recommendations as agency conducts reorganization of all human service agencies. Key areas of revenue include compliance with federal regulations and revenue maximization. Led efforts to revise all five public assistance cost
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services AMY E. FERRARO Public Consulting Group, Inc. Associate Manager allocation plans, which have been granted federal approval. Conducted review of Title IV-E eligibility processes and Title IV-E audit readiness. Providing technical claiming assistance. State of Virginia, Department of Social Services Cost Allocation Plan Review: Reviewed cost allocation and random moment time study. Prepared final report with recommendations and information on compliance with federal regulations. State of New Jersey, Divisions of Mental Health Services and Addictive Services Time Study and Claiming Project: Oversee ongoing telephone-based time study of providers used to claim Medicaid administrative costs. Assist with claiming efforts using time study results. State of Missouri, Department of Social Services (DSS) Random Moment Time Study (RMTS) Implementation: Led effort to institute a web and email based RMTS system on behalf of DSS. Oversaw administration of time study on behalf of DSS. State of Missouri, Office of Administration (OA) Information Technology (IT) Consolidation Project: Led efforts to assist OA as the state consolidates most IT staff across the state. Providing assistance related to cost identification, cost allocation plan changes, and process changes. State of Maine, Department of Health and Human Services Cost Allocation Reorganization Project: Led efforts to assist MDHHS to revise cost allocation plans as a result of consolidation of two departments. Also prepared indirect rates and worked with Department to phase out process while moving to the cost allocation plan. Also developed separate cost allocation plan for the Office of Child and Family Services (OCFS). Commonwealth of Massachusetts, Executive Office of Health and Human Services Cost Allocation Reorganization Project: March 23, 2009 Page 12 Revised cost allocation plans as a result of agencywide consolidation of administrative functions. Conducting assessment of all health and human services plans in the Commonwealth; rewrote Medicaid agency cost allocation plan, which gained approval from CMS; assessed need for new plans and time study methodologies; and assisted with all amendment and negotiation activities. Implemented updated RMTS methodology at the Department of Transitional Assistance (DTA), the public assistance agency. In the process of developing updated plans for the Departments of Transitional Assistance and Mental Retardation. Provide access to EasyRMTS for DTA and ongoing technical assistance to all agencies. Commonwealth of Massachusetts, Department of Children and Families (formerly DSS) Revenue Management Project: Technical Advisor for cost allocation plan (CAP), prepared with AlloCAP, including quality assurance, OMB A-87 compliance, and review of Title IV-E 1 claim. Managed CAP amendments due to organization restructuring, Random Moment Time Study (RMTS) changes, and program changes. Assisted DCF with reviewing and testing financial reports from the states SACWIS system, FamilyNet. Commonwealth of Massachusetts, Department of Mental Health Revenue Maximization Project: Reviewed departments cost allocation plan to determine opportunities to claim central and area office costs to Medicaid through administrative claims and enhanced rate methodologies. Submitted recalculations of case management and Intensive Residential Treatment Program (IRTP) rates and assisted in the addition of administrative costs to the residential rehab rates. Cost Allocation Plan Development Project: Led effort to revise cost allocation plan. Work steps include interviewing staff, developing new allocation statistics and time studies, and automating the entire CAP process, which included an interface with MMARS financial data. Included the introduction of a web-based random moment time study (RMTS) system. Currently provide assistance to prepare quarterly and annual claims/rates based on the cost allocation plan.
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services AMY E. FERRARO Public Consulting Group, Inc. Associate Manager Residential Rehab Rates Project: Assisted DMH to calculate final and provisional rates for services provided in residential facilities and worked with agency to obtain final rate approval. Trained staff on how to complete associated time studies. Oversee ongoing time study efforts. State of Montana, Department of Public Health and Human Services Federal Revenue Maximization Project: Identified Medicaid and Title IV-E revenue. Led efforts to review child welfare financing related to Title IV-E. Identifying and implementing funding initiatives related to both administrative claiming and direct service funding options. Conducted review of cost allocation plan and recommended and assisted with implementation of multiple enhancements. Conducted Title IV-E case reviews to ensure compliance with federal regulations and assisted with discussions related to audit readiness. Confederated Salish and Kootenai Tribes Tribal Social Services (TSS) Review and Evaluation: Led efforts to conduct an evaluation of child welfare operations including case management functions, service delivery, and funding on behalf of Tribal government located in western Montana. Reviewed Title IV-E eligibility processes. Assisted CSKT to increase Title IV-E revenue and develop internal procedures. State of Colorado, Office of State Planning and Budgeting Federal Revenue Maximization Project: Identified Federal revenue potential with regard to Medicaid and Title IV-E. Conducted review of cost allocation processes. Initiated ACM by amending time study to capture time spent on activities procuring medical and behavioral health services for children at home and placed in substitute care. Also implemented increased claiming for foster care reasonable candidates. Harris County, Texas Cost Allocation Plan Project: Oversee all work related to preparation of annual OMB A-87 and Full Cost Allocation Plans. Regularly conduct county-wide reviews of organization and expenditures. March 23, 2009 Broward County, Florida Cost Allocation Plan Project: Oversaw all work related to preparation of annual OMB A-87 and Full Cost Allocation Plans. Regularly conduct county-wide reviews of organization and expenditures. Organizational Review Project: Conducted organizational assessment of the Broward County Department of Human Services (DHS). Presented findings related to organization, efficiencies, and revenue opportunities. City of Chicago Public Schools Health Services Management Project: Developed training manual for Administrative Outreach Claim (AOC) Time Study as part of the EPSDT program. Trained over 1,800 clinicians to complete the time study. Developed model used to prepare quarterly Medicaid claim. Identified revenue opportunities to maximize quarterly Medicaid claim. State of Tennessee, Department of Mental Health and Developmental Disabilities Cost Allocation and Revenue Maximization Project: Reviewed departments allowable administrative costs and ensured they were being claimed to federal sources. Work included a review of all department expenditures and cost reports. State of Maine, Bureau of Medical Services Health Benefits Advisor (HBA) Project: Managed daily operations for providers enrolled in PCCM program and member of overall project management team. Assisted with development of a system to track provider activity, complaints and grievances, and recipient functions. Developed recruitment materials and trained providers on state programs. Boston Public Schools, Cambridge Public Schools, Charlotte-Mecklenburg Public Schools, Buncombe County Public Schools Health Services Management and Administrative Billing Projects: Developed and calculated claims for Medicaid reimbursement for administrative activities. Worked with financial staff to identify allowable costs and develop appropriate claiming methodologies. Developed training manual for AOC time study and trained clinicians and staff about AOC, EPSDT, and the time study.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services AMY E. FERRARO Public Consulting Group, Inc. Associate Manager State of Alaska, DHSS/Division of Juvenile Services Medicaid Claiming Project: Assisting the State of Alaska to implement an administrative claiming project for activities performed by Medicaid agency workers at the Division of Juvenile Services. Resources, State of Delaware Department of Services for Children, Youth, and Families Managing Fiscal Issues in Child Welfare: Prepared and presented three-day training session on child welfare financing. Topics presented included Title IV-E, TANF, Medicaid, Targeted and Administrative Case Management, SSBG, Title IV-B and other Federal Grants. Presented specifically on Targeted Case Management (TCM), Administrative Case Management (ACM), and Title IV-E Audits. National Association of State Human Services Finance Officers (HSFO), including Coeur dAlene, Idaho, Charleston, West Virginia, Raleigh North Carolina, Salt Lake City, Utah, and Baltimore, Maryland; and States of Wisconsin, Alaska, South Dakota, and Massachusetts Medicaid I: Prepared curriculum and presented three-day training session on Medicaid tenets; services; administrative claiming; and other hot issues. National Association of State Human Services Finance Officers (HSFO), Reno, Nevada, Raleigh, North Carolina, and Burlington, Vermont; and States of Alaska and Utah Medicaid II: Prepared curriculum and presented three-day training session on Medicaid tenets; services; waivers; administrative claiming; and other hot issues. Maryland Governors Grants Office Indirect Cost Rates and Cost Allocation Plans: Presented once in a group format and once individually at the request of the Governors Grants Office.
TRAINING CURRICULUM AND PRESENTATION EXPERIENCE State of Maine, Bureau of Family Independence Statewide Eligibility System Development Project: Training Team Lead, responsible for developing training curriculum and training state staff in a classroom environment on the new ACES system, which is a web-enabled eligibility system for all state and federal public assistance programs administered by the Department of Human Services, including Medicaid, TANF, and Food Stamps. Materials developed include curriculums, exercises, quizzes, cheat sheets, and evaluations. Staff trained include front line eligibility staff, welfare-to-work program staff, supervisory staff, program managers, and Super Users. Developed customer service training for ACES Help Desk Staff. National Association of State Human Services Finance Officers (HSFO), including New Orleans, Louisiana; Reno, Nevada; Charleston, West Virginia; Boise, Idaho; and Manchester, New Hampshire; State of Colorado, Department of Human Services, Denver, Colorado; and State of Vermont, Agency of Human Services, Waterbury Vermont Cost Allocation Plans for Human Services Agencies: Developed curriculum and presented, on multiple occasions, sessions to financial officers on cost allocation plan development, implementation, and modification. Advanced Cost Allocation: Developed curriculum and presented, on multiple occasions, sessions to financial officers on technical cost allocation issues and negotiation. National Association of State Human Services Finance Officers (HSFO), Chicago, Illinois State of Maryland Department of Human
PROFESSIONAL BACKGROUND Center for Policy Research, Syracuse University Research Associate
EDUCATION Maxwell School of Citizenship and Public Affairs, Syracuse University Masters of Public Administration (MPA) with concentrations in Social Policy and Information Technology
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services AMY E. FERRARO Public Consulting Group, Inc. Associate Manager Mount Holyoke College Bachelor of Arts cum laude in Politics Management Concepts Certificate in Cost Principles: OMB Circulars A-21, A-122 and A-87 Certificate in Developing Indirect Cost Rate Proposal and Cost Allocation Plan under OMB Circular A-87
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services HEATHER BAKER Public Consulting Group, Inc. Senior Consultant RELEVANT PROJECT EXPERIENCE National Association for Human, Service Finance Officers National Conference Speaker Systems of Care In August 2008, presented on Systems of Care, with a focus on funding challenges, planning efforts, data collection, and outcomes analysis. Highlighted the critical role of fiscal officers in planning a service model shift from a traditional silo model to a collaborative system of care. Commonwealth of Pennsylvania, Department of Public Welfare Title IV-E Compliance Services Serve as Project Lead for statewide quality control and random moment time study administration for 67 counties. Responsibilities include providing quality assurance and technical assistance and training to counties regarding Title IV-E maintenance and administrative claiming, providing Title IV-E compliance assistance in all aspects of Title IV-E claiming to the Office of Children and Youth Services, and administering and calculating statistical results for the statewide random moment time study of social workers. Ensure that PCG meets performance measures in executing all aspects of the contract. Connecticut, Department of Children and Families Evaluation and Efficacy of Level II Therapeutic Group Homes Serve as project manager to assist DCF in developing evaluation tools and outcome measurements for the new therapeutic group home model. Responsibilities include managing a clinical team to develop best practice recommendations and identify key outcomes measures, as well as managing a data analysis team that will evaluate current data collection efforts and identify new data elements and new data collection systems to collect data needed to measure outcomes identified by clinical team. Commonwealth of Massachusetts, Department of Social Services Revenue Management Services Serve as Consulting Lead for Revenue Management Unit which performs all revenue functions related to Titles II, IV-D, IV-E, XVI, and XIX for DSS. Provide project management and coordinate consulting resources for all aspects of the project including Title IV-E eligibility, rate-setting and claiming, Title XIX Residential Rehabilitative Services rate-setting and claiming, Targeted Case Management services rate-setting and claiming, and Titles IV-D, II, and XVI collection and maintenance of childrens personal needs accounts. Assist Operations Director in ensuring that PCG meets performance measures related to timely completion of Title IV-E determinations, timely submission of Title IV-E and XIX claims, and quality assurance review by the state. PCG has passed all quality assurance reviews with 100% compliance to date. Title IV-E Audit Preparation Led effort to prepare cases for DSSs secondary Title IV-E audit. Identified and provided claims data. Coordinated PCG Title IV-E eligibility staff to compile case documentation for 180 cases, and worked with DSS legal and licensing staff to locate all required documentation. Identified audit exclusions and provided supporting documentation for DSS to present to ACF. Available on-site during the audit to provide information and explanation of documentation to federal and state reviewers. Title IV-E Revenue Maximization Services Led revenue maximization projects to increase Title IV-E revenue associated with the emerging Child Welfare Training Institute and to increase Title IV-E eligibility by working with courts to locate outstanding court documents. Performed review of court document exchange between courts and DSS. Title IV-E Child Care Claiming Assisted in the preparation of claims to attain Title IV-E federal reimbursement for DSS and the Office for Child Care Services (OCCS, now Department of Early Education and Care) on behalf of children receiving child care, contracted residential foster care services, and Commonworks residential foster care services. Coordinated with child care providers to collect relevant data for claiming and establish claiming rates.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services HEATHER BAKER Public Consulting Group, Inc. Senior Consultant Medicaid Residential Rehabilitative Services Provider Enrollment Performed on-site review of provider case documentation, including treatment plans and progress notes to determine if programs meet standards established in MAs XIX Rehabilitative Services State Plan Amendment for children in foster care. Commonwealth of Massachusetts, Executive Office of Health and Human Services (EOHHS) TANF Maintenance of Effort Claiming and Ongoing Consulting Assist EOHHS and the Department of Transitional Assistance in producing claims for programs never before claimed as TANF MOE. Programs include Housing services, education services, child welfare services provided by agencies outside of DTA. Claims require extensive data matching, quality assurance, and compliance with requirements of multiple funding sources. TANF Maintenance of Effort Review Assisted EOHHS and the Department of Transitional Assistance in identifying programs that fulfill TANF MOE requirements in light of DRA changes and the expiration of a waiver. Identified how programs fulfilled TANF goals and the requirements of each goal. Reviewed $1.7B in program spending statewide. Assessed level of risk for each program and level of implementation difficulty. Identified the eligible spending amounts for each program and implementation timelines. Block Grant Financing Review Perform review of all state programs and expenditures and consider options for block grant maximization. Assess programs for eligibility to be funded by SSBG, TANF, CCDF, Title V, SAPTBG, and MHBG and requirements for each type of funding. Review federal block grant draw patters. Issue recommendations on options for improving block grant management, cash management, and revenue maximization opportunities. TANF Federal Claiming Compiled TANF 196 claiming document and supportive documentation on behalf of MA EOHHS and Department of Transitional Assistance. Assessed March 23, 2009 claiming procedures and strategies and provided an analysis of claimable programs and all associated compliance and documentation requirements. State of Missouri, Department of Children and Family Services Title IV-E Audit Preparation and Revenue Maximization Performed case reviews for audit preparation for federal Administration of Children and Families Title IV-E Primary audit. Performed case reviews for Title IV-E eligibility for revenue maximization. Missouri successfully passed this audit. State of West Virginia, Department of Health and Human Services Bureau of Children and Families Title IV-E Eligibility Determinations Review and research previously unclaimed Title IVE foster care placements to improve penetration rate and locate all relevant documentation to increase eligibility for reimbursement. Participate in review of current policies and procedures related to Title IVE eligibility determinations and claiming to update policies and procedures, which will ensure compliance with all state & federal statutes and regulations and increase eligibility rate. Title IV-E Process Improvement Assessment Review cases in sample counties that have been in BCF custody for more than one year. Review cases for compliance with federal Title IV-E eligibility requirements. Interview BCF and county prosecutor staff regarding process of scheduling, conducting, and securing required legal documentation for permanency plan hearings. Produce report for BCF detailing revenue opportunities and recommendations to increase efficiency and Title IV-E eligibility. District of Columbia, Department of Children, Youth and Families Revenue Business Practice Consulting Assess current Revenue practices related to DCYF claiming for Title IV-E and Medicaid. Develop recommendation and implementation report for Business Services Unit which will perform all revenue functions including eligibility and claiming. Continue to revise and update report in collaboration with DCYF. Final deliverable will be a comprehensive design and implementation plan for revenue services.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services HEATHER BAKER Public Consulting Group, Inc. Senior Consultant Title IV-E Eligibility Review Review and research previously unclaimed Title IVE foster care placements to improve penetration rate and locate all relevant documentation to increase eligibility for reimbursement. Participate in review of current policies and procedures related to Title IVE eligibility determinations and claiming to update policies and procedures, which will ensure compliance with all state & federal statutes and regulations. State of New Jersey, Division of Youth and Family Services Child Welfare Revenue Maximization Review Worked with DYFS financial and eligibility staff to identify opportunities to maximize Title IV-E revenue. Works on project to seek Title IV-E reimbursement for children with two parent families who meet the financial need standard. recommendations for the state regarding ways to maximize current CPS spending to achieve MOE requirements with a budget-neutral effect. Researched and delivered report on innovative funding strategies. State of Texas, State-Wide Revenue Maximization. Medicaid Residential Rehabilitative Services Provider Assessment Performed on-site review of provider case documentation, including treatment plans and progress notes to determine if programs meet standards established in MAs XIX Rehabilitative Services State Plan Amendment for children in foster care. Commonwealth of Massachusetts, Department of Youth Services Medicaid Residential Rehabilitative Services Provider Enrollment Performed on-site review of provider case documentation, including treatment plans and progress notes to determine if programs meet standards established in MAs XIX Rehabilitative Services State Plan Amendment for children in care of the juvenile justice agency.
State of Rhode Island, Department of Children, Youth, and Families Title IV-E Eligibility Enhancement Project Assisted the DCYF federal benefits unit in performing quality control on Title IV-E eligibility in preparation for 2004 federal audit. Reviewed case court documentation and assisted in adjusting claims to prepare for audit. Rhode Island successfully passed the federal audit. State of Louisiana, Department of Health and Hospitals Statewide Revenue Maximization Project Assist Louisiana with a statewide revenue maximization initiative. Perform review and develop recommendations for block grant funding including TANF and CCDF. Perform assessment of Office of Youth Services mental health and rehabilitative services for Medicaid reimbursement opportunities. City of Chicago, Chicago Public Schools TANF MOE Tracking and Systems Development Project: Assisted the Chicago Public Schools (CPS) in managing its contribution of MOE to the state Department of Human Services. Tasks included identifying TANF MOE eligible activities funded by CPS, assisting in data collection and matching, analyzing expenditures, and developing March 23, 2009
PROFESSIONAL BACKGROUND Commonwealth of Massachusetts Executive Office of Administration and Finance, Fiscal Affairs Division Senior Fiscal Policy Analyst with fiscal oversight of over $5 billion of state spending including the Department of Education, public higher education, and local aid to cities and towns. Prepared the Governors annual budget submission for education and local aid. Executed fiscal oversight of daily budgeting operations for the Department of Education and the Board of Higher Education. EDUCATION Boston College, Boston MA Master of Arts, Philosophy Hardin-Simmons University, Abilene TX Bachelor of Arts
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services JENNIFER MACBLANE Public Consulting Group, Inc. Operations Manager RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts, Department of Social Services Manage all revenue functions for DSS related to Titles II, IV-D, IV-E, XVI, and XIX and ensure achievement of annual revenue target of approximately $175 million. Ensure successful adherence to performance standards including timely and accurate Title IV-E eligibility determinations, timely Title IV-E and Medicaid claim submissions, and timely Title II and XVI draw recommendations for child beneficiaries in DSS care and custody. Collaborate with the state to manage assets and income on behalf of child beneficiaries, accommodate changes in federal law related to federal reimbursement, and maximize revenue. Partner with the state to implement automated federal claiming and benefit determination processes. Commonwealth of Pennsylvania, Department of Public Welfare Manage the Random Moment Time Study administered to the county child welfare and juvenile probation workers. Ensure successful adherence to data entry timeliness and accuracy measures. Designed web-based data entry system for results reporting and sharing with PA DPW. Incorporated logic into data entry tool to identify data entry errors on the front-end. budget and revenue shortfalls and changes in state and local law. Commonwealth of Massachusetts, Department of Social Services, Budget Manager Forecasted and tracked expenditures of approximately $750 million across administrative and program accounts. Supervised three budget analysts and developed internal tracking and reporting systems. Prepared agency budget requests for submission to the Executive Office of Administration and Finance and Ways and Means Committees. Huntington Family Centers, Family Counselor Provided case management/counseling services to families with children at risk of abuse or neglect. Cases were referred by the local Department of Social Services.
EDUCATION Arizona State University, Tempe AZ Master in Public Administration December, 2000 State University of New York, College at Oswego Bachelor of Arts, Psychology May 1994
PROFESSIONAL BACKGROUND University of Massachusetts, Boston Lecturer Teach yearly graduate-level Public Budget and Finance course. Executive Office for Administration and Finance, Fiscal Affairs Division, Assistant Budget Director Maintained oversight of more than $8 billion of state spending in the areas of healthcare, public safety, environment, housing, and transportation. Supervised five budget analysts in the preparation of the Governors budget recommendations and the daily oversight of agency spending. Collaborated with agencies to resolve fiscal challenges such as
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services ROBERT E. BALDACCI III Public Consulting Group, Inc. Consultant RELEVANT PROJECT EXPERIENCE Broward County Sheriffs Office, State of Florida Cost Allocation Plan: Assist BSO in preparing annual CAP. Work with BSO staff on extracting expenditure data from on-site systems. Compile adjustments and statistics to be used in the allocation process. Conduct comprehensive review to ensure all allowable costs have been captured. Support questions related to BSO allocations to contract cities. Commonwealth of Massachusetts, Department of Social Services Cost Allocation Plan: Prepare DSS CAP on a quarterly basis on behalf of agency. Gather and reconcile financial data including preparing supporting documentation for CAP submission. Determine and assign Department expenses into appropriate CAP departments in accordance with OMB -87 regulations. Finalize statistics including Random Moment Time Study Results, Full Time Equivalent stats, and IV-E penetration rates. Each statistic is used to allocate certain expenditures. Conduct comprehensive review to ensure all allowable costs have been captured. When necessary, finalize amendment submissions to DCA. Periodically process 8th quarter claims for the department meant to enhance federal claims by incorporating updated and enhanced eligibility statistics. Commonwealth of Massachusetts, Department of Mental Health Cost Allocation Plan: Assisted in developing and supporting DMH CAP. Developed source document import functionality and ad hoc reports for client. Commonwealth of Massachusetts, Department of Mental Retardation Cost Allocation Plan: Currently assisting in developing DMR CAP. Reviewed current allocation methodologies and platform. Delivered finding and recommendations for improved methods to client. Developing source document import functionality and ad hoc reports in database for client. Commonwealth of Massachusetts, Department of Transitional Assistance Cost Allocation Plan: Assisted in developing and supporting DTA CAP. Developed source document import functionality and ad hoc reports for client. Project also consisted of training client on use of CAP software as well as negotiating approval for plan. Commonwealth of Massachusetts, Executive Office of Health and Human Services Cost Allocation Plan: Supported client administered CAP preparation. Responded to questions and assisted client with correctly implementing plan amendments. Worked to develop additional reporting needs and increased user-end functionalities within CAP software. Commonwealth of Massachusetts, Executive Office of Elder Affairs Cost Allocation Plan: Supported client administered CAP preparation. Responded to questions and assisted client with correctly implementing plan amendments. Worked to develop additional reporting needs and increased user-end functionalities within CAP software.
State of Rhode Island, Department of Children, Youth, and Families Title IV-E Eligibility Enhancement Project: Provide ongoing quality control assistance to the department, including assistance to eligibility technicians. Develop technician-specific sample sizes with departmental staff. Reviewed cases of children who were pending eligibility determination to identify causes for pending status. Monitored pending cases for determination status and applied quality control practices. Provide on going Permanency Planning quality control to assure Permanency Planning Hearings are held for children in care on a timely and regular basis. Random Moment Time Study: Work on the implementation of the department's Random Moment Time Study (RMTS). Collect employee rosters for the various regions and modify the database to reflect current workers. Prepare
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services ROBERT E. BALDACCI III Public Consulting Group, Inc. Consultant RMTS results on a quarterly basis to be used within the DCYF CAP. Cost Allocation Plan: Assist in preparing DCYF CAP on a quarterly basis. Work with department staff on extracting payroll and expenditure data from on-site systems. Compile adjustments and statistics to be used in the allocation process. Conduct comprehensive review to ensure all allowable costs have been captured. Assists with federal negotiations on approving the CAP. Review of Child Placing Agency Claiming: Conducted provider reviews of all treatment foster care agencies. Document job functions at private agencies and reviewed budget information. Developed report for DCYF to improve child placing agency reimbursement methodology. State of Maryland, Department of Human Resources and Department of Juvenile Services Cost Allocation Plan Review: Worked with DHR, the cognizant agency for DJS Title IV-E claiming, to review the current DJS CAP narrative and Title IV-E claiming methodologies. Worked with client to recommend improvements for claiming worksheets, identified case plan documentation revisions that were necessary for certain claiming practices and worked to establish and updated plan narrative to be submitted for approval. State of Vermont, Agency of Human Services Cost Allocation Plan: Prepare AHS/Central Office (AHS/CO), Office of Vermont Health Access (OVHA), Vermont Department of Health (VDH) and Department for Children and Families (DCF) CAPs on a quarterly basis on behalf of each agency. Gather and reconcile financial data including preparing supporting documentation for CAP submission. Determine and assign Department expenses into appropriate CAP departments in accordance with OMB -87 regulations. Finalize statistics including Adoption, Medicaid, and IV-E penetration rates; departmental time studies; salary statistics; TANF statistics, etc. Each statistic is used to allocate certain expenditures. Conduct comprehensive review to ensure all allowable costs have been captured. When necessary, finalize amendment submissions to DCA. Assisted in developing all AHS-related CAPs. March 23, 2009 State of Connecticut, Department of Social Services Cost Allocation Plan Review: Reviewed DSS CAP documentation to determine compliance with OMB A-87 and other federal regulations. Reviewed CAP software and administration processes and recommending improvements. Reviewed RMS software and administration processes and recommending improvements. Determined cost pools that needed staff interviews to help finalize if cost allocation practices were valid or not. State of Delaware, Department of Services for Children, Youth, and their Families Cost Allocation Plan: Assisted in adding updates to DSCYFs Cost Allocation Plan narrative which involved incorporating a variety of recommendations and changes into their Cost Allocation Plan narrative. Worked with DSCYF staff to discuss and implement new allocation statistics and the creation of cost pools. Assisted in the documentation of all plan preparation activities. Assisted in the revisions to DSCYFs RMTS and participated in negotiation calls with federal cognizant agencies. Title IV-E Manual Project: Developed Title IV-E Eligibility Determination procedure manual. Interviewed key staff responsible for determinations. Identified commonly asked questions and determination issues that were difficult for staff to answer and provided regulatory guidance to staff for efficient and supportable decision-making efforts. State of Maine, Department of Health and Human Services Cost Allocation Plan: Assisted in developing and supporting DHHS CAP. Developed source document import functionality and ad hoc reports for client. Trained client on use of the system. Assisted with federal negotiations on approving the CAP. Developed source document import functionality and ad hoc reports for client. Trained client on use of the system. Assisted with federal negotiations on approving the CAP.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services ROBERT E. BALDACCI III Public Consulting Group, Inc. Consultant State of Maine, Office of Child and Family Services Cost Allocation Plan: Assisted in developing and supporting OCFS CAP. Developed source document import functionality and ad hoc reports for client. Trained client on use of the system. Assists with federal negotiations on approving the CAP. implementation. Assisted department in submitting cost allocation plan amendment to their cognizant agency. Continue to support any technical needs related to the software, now in use by county staff. Centers for Medicare and Medicaid Services Medicare Part D Claiming Assistance: Worked with a number of states in Region I seeking reimbursement from the federal government of both pharmacy claims and administrative costs expended with state money during the initial Part D eligibility transfer. These states provided services on behalf of dually-eligible recipients of Medicare and Medicaid while Part D eligibles were transferred to various new health plans. National Association of State Human Services Finance Officers (HSFO), Baton Rogue, Louisiana and Raleigh, North Carolina Cost Allocation Plans for Human Services Agencies: Developed basic curriculum and presented, on multiple occasions, sessions to financial officers on cost allocation plan development, implementation, and modification. National Association of State Human Services Finance Officers (HSFO), Charleston, West Virginia and Montgomery, Alabama Cost Allocation Plans for Human Services Agencies: Developed advanced curriculum and presented, on multiple occasions, sessions to financial officers on cost allocation plan development, implementation, and modification. Quincy Public Schools and Watertown Public Schools Municipal Medicaid Services Management Project: Responsible for preparing Administrative Activity Claims (AOC) on behalf of Massachusetts public school systems. Collecting and analyzing financial data, applying AOC time study results, and creating claiming used to calculate federal Medicaid reimbursement for EPSDT and health related services performed in school districts.
State of Kansas, Social and Rehabilitation Services Cost Allocation Plan: Assisted in developing SRS CAP. Developed source document import functionality and ad hoc reports for client. Trained client on use of the system. Reviewed all initial cost pools with clients as well as all allocation methods used in the plan. Federal Claiming and RMTS Review: Conducted comprehensive review of all areas of clients federal claiming, specifically with Title IV-E and Title XIX. Also conducted social worker focus groups with client and assisted in revising both their income maintenance and social services time studies across the state. Developed report outlining all findings, recommendations, and next steps for client. State of Mississippi, Department of Human Services Cost Allocation Plan Review: Conducted comprehensive review of all initial cost pools as well as allocation statistics, specifically their social worker time study. Developed report outlining all findings, recommendations, and next steps for client. Washoe (Reno) County, Nevada, Department of Social Services Cost Allocation Plan Review: Assisted in reviewing and recommending updates to the DSS CAP and RMTS structure and administration. Reviewed recommendations and findings with client and finalized report for County staff. Random Moment Time Study: Work on the implementation of the department's Random Moment Time Study (RMTS). Collect employee rosters for the various regions and modify the database to reflect current workers. Revised activities and allocation methods for department. Implemented pilot period with DSS staff. Trained workers in pilot and also in conjunction with countywide March 23, 2009
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services ROBERT E. BALDACCI III Public Consulting Group, Inc. Consultant Commonwealth of Massachusetts, Department of Mental Health, Pocassett Mental Health Center, Coorigan Mental Health Center, Lindemann Hospital, Fuller Hospital, and Massachusetts Mental Hospital Federal and State Cost Reporting Compliance Project: Prepared, submitted and supported all required federal and state compliance reports including Medicare CMS2552 and Medicaid DHCFP-403 cost reports.
PROFESSIONAL EXPERIENCE American Housing Preservation Corporation Worked on the origination and processing of Sec. 8 acquisitions across the country. Carried out replacement reserve requests for capital improvements for the companys property management arm, Liberty Management.
EDUCATION Providence College Bachelor of Arts in Political Science, cum laude
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services LIZ WISEMAN Public Consulting Group, Inc. Consultant RELEVANT PROJECT EXPERIENCE The Fostering Connections to Success and Increasing Adoptions Act Work Group Team Lead for PCG Work Group to plan the necessary steps for states to appropriately implement the changes put into action under the Fostering Connections to Success and Increasing Adoptions Act (H.R. 6893/P.L. 110-351). Commonwealth of Massachusetts, Department of Children and Families (Formerly DSS) Medicaid Revenue Management & Enhancement: Optimize Medicaid reimbursement for all children receiving child welfare services. Identify instances of Residential Rehabilitative services and Targeted Case Management activities and claim full reimbursement from Medicaid. Evaluate opportunities for revenue maximization and assist DSS in implementing new procedures to fully access Medicaid funds. Conduct DSS Time Studies and assess time study results and provider financial data for tabulation of claiming rates. Medicaid Residential Rehabilitative Services Provider Enrollment Performed on-site review of provider case documentation, including treatment plans and progress notes to determine if programs meet standards established in the XIX Rehabilitative Services State Plan Amendment for children in care of the agency. Title IV-E Eligibility Assisted determining Title IV-E eligibility in accordance with Federal regulations. Eligibility determinations and redeterminations required obtaining all documents and other requirements necessary. Medicaid Administration Feasibility Assessment Conducted a feasibility assessment for the DCF on Medicaid Administrative claiming for key health professionals hired by the agency to assist social workers and providers on treatment planning. Title IV-E and Residential Rehabilitation Rate Setting Assist in quality control/assurance in developing final and provisional Title IV-E and Title XIX rates for services provided in residential facilities through time study evaluation and uniform financial report analysis. Commonwealth of Pennsylvania, Department of Public Welfare Provide statewide quality control and random moment time study administration for 67 counties. Responsibilities include providing quality assurance and technical assistance and training to counties regarding Title IV-E maintenance and administrative claiming. Ensure that PCG meets performance measures in executing all aspects of the contract. Child Welfare Title IV-E Quality Assurance Provide overall technical assistance to state on the Title IV-E benefit. Assistance includes review and update to Policies and Procedure Manual and Quality Assurance site visits to each individual county office to review eligibility determinations for Title IV-E Foster Care and Adoption Assistance cases. Site visits also include a thorough review of maintenance and administrative claiming processes. OCYF Policy Manual Development Assist in the development of an updated policy manual that enables eligibility staff to make a case determination. The manual included the process mapping of each of the determination processes as well as applying best practices to the development of a new policy manual. Title IV-E Provider Rate Setting Quality Control Assist in implementation of statewide provider rate setting methodology. Review rate setting process and provide technical assistance on areas in need of improvement. PCG will be reviewing all rate submissions and conducting a quality control. State of Rhode Island, Food Stamp Business Process Review Conducted two day site review at Warwick Area Office to interview case managers, other staff, and observe office practices of the Food Stamp program, March 23, 2009 Page 24 Title IV-E State Audit Preparation Assisted PCG in the preparation of cases for a Title IV-E eligibility review performed by ACF. DSS successfully passed their audit.
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services LIZ WISEMAN Public Consulting Group, Inc. Consultant TANF, GA, and MA benefits. Review included a report with over 34 recommendations for creating efficiency in the food stamp business process. The City of Springfield, Massachusetts Finance Control Board Grants Management Process Review PCG reviewed all grants management functions in the City and made recommendations on consolidation/coordination of grants management activities; office organizational structures; necessary FTEs; and other areas of improvement. PCG provided essential baseline information to the Finance Control Board including an inventory of grants sought, won and lost by the various departments; FTEs charged off to grants; and whether the City is in compliance with grants rules and regulations. Chicago Public Schools Food Stamp Best Practices Research Conducted overview of national best practices for food stamp services and provided service enhancement recommendations to client. Created report that consisted of possible outreach, service provisions, enrollment, and other improvements for Food Stamp enrollment and retention. Commonwealth of Massachusetts, Executive Office of Health And Human Services Revenue Maximization Project: Assisted in coordinating overall project including weekly status meetings, feasibility assessments, revenue estimates and reporting. PCG was contracted to identify, complete feasibility assessments, and execute feasible revenue maximization projects for EOHHS. PCG was able to identify over $70 million in revenue initiatives for the state, including TANF contingency, Title IV-E legal documents, and Title IV-E licensing projects. Commonwealth of Massachusetts, Executive Office of Health and Human Services / Department of Transitional Assistance TANF Contingency Fund Project: Assisted the state access nearly $92M in annual federal TANF funds from the $2B TANF Contingency Fund. Review health and human service agencies throughout the state to identify programs that fulfill TANF goals. Massachusetts qualifies for the funds as a needy state by virtue of its Food Stamps eligibility rate increase March 23, 2009 over 1995 levels. PCG is developing the business process necessary within DTA to maintain eligibility to accept and retain the funds. Tennessee Department of Human Services, Family Assistance Division TANF Waiver Project. Assist the state as it transitions from a program that operates under a TANF waiver to one that is compliant with new federal law under the Deficit Reduction Act. Researched Tennessees welfare system and made recommendations to assist the state in complying with federal standards. New York Office of Mental Retardation and Developmental Disabilities Development of a Rate Setting Methodology for Organized Health Care Delivery System: Working with OMRDD to implement its OHCDS, titled Options for People Through Services (OPTS). Tasks include: providing consultation on CMS rules and regulations regarding OHCDS structure and service provision; review of OHCDS or similar structures in other states; development of OMRDD cost allocation plan or indirect cost rate determination; and rate setting for OPTS services. Commonwealth of Massachusetts, Department of Youth Services Residential Rehabilitation and Targeted Case Management Rate Setting Project: Assist in quality control/assurance in developing final and provisional Title XIX rates for services provided in residential facilities through time study evaluation. Commonwealth of Massachusetts, Department of Early Education and Care Title IV-E Child Care Claiming Project: Assist in identifying Title IV-E claiming opportunities within state funded child care services. Tasks included reviewing state subsidized child care services data, identifying services provided to eligible children in the foster care system through data matches against the state eligibility rolls and claiming Title IV-E match for eligible services. Commonwealth of Massachusetts, Executive Office of Elder Affairs Medicaid Administrative Case Management (ACM) Time Study
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services LIZ WISEMAN Public Consulting Group, Inc. Consultant Assisted in conducting a Random Moment Time Study (RMTS) statewide for over 600 participants. The time study was conducted to capture Medicaid eligible activities performed at 27 statewide non-profit organization Aging Services Access Points (ASAPs). EDUCATION Clark University Master of Business Administration McGill University, Montral, Qubec Bachelor of Arts - Political Science and International Development Studies
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services JOSEPH E. CARBEAU Business Analyst Public Consulting Group, Inc. RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts, Department of Children and Families Medicaid Revenue Management and Enhancement Optimize Medicaid reimbursement for all children receiving child welfare services. Evaluate opportunities for revenue maximization and assist DCF in implementing new procedures to fully access Medicaid funds. Conduct DCF Time Studies and assess time study results and provider financial data for tabulation of claiming rates. Title IV-E and Residential Rehabilitation Rate Setting Led team tasked with data gathering, analysis and quality control/assurance in developing final and provisional Title IV-E and Title XIX rates for services provided in residential facilities through financial reports and time study evaluations. Medicaid Residential Rehabilitative Services Provider Enrollment Perform on-site reviews of provider case documentation, including treatment plans and progress notes, to determine if programs meet standards established in MAs Title XIX Rehabilitative Services State Plan Amendment for children in care of the juvenile justice agency. Title IV-E Legal Revenue Maximization Perform searches for legal documentation in coordination with the juvenile court systems throughout Massachusetts directly with DCF legal staff and juvenile court clerks to locate legal documents required to demonstrate Title IV-E eligibility. Increase eligibility rates by recovering cases which had been previously denied due to lack of legal documentation. Commonwealth of Pennsylvania, Department of Public Welfare Provider Rate Setting Tool, Per Diem Review and Quality Control Lead in implementation of statewide provider ratesetting methodology. Review rate-setting process and provide technical assistance on areas in need of improvement. PCG reviews all rate submissions and conducts a quality control process to ensure accuracy and compliance. Office of Children, Youth and Families Quality Assurance and Policy Manual Development Provide overall technical assistance to state on the Title IV-E benefit. Assisted in the development of an updated policy manual that enables eligibility staff to make case determinations. The manual included the process mapping of each of the determination processes as well as applying best practices to the development of a new policy manual. PROFESSIONAL EXPERIENCE Brandeis University Financial Accounting Teaching Assistant Conducted weekly teaching sessions for graduate accounting students and assisted professor with all course activities. Medical Information Technologies, Inc. Software Applications Specialist Provided software support to hospitals for two applications. Wrote technical articles and conducted formal training sessions for both Meditech and hospital personnel. EDUCATION Brandeis University Heller School for Social Policy and Management Master of Business Administration Providence College Bachelor of Science
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services STEPHEN R. HAINES Public Consulting Group, Inc. Business Analyst RELEVANT PROJECT EXPERIENCE State of Maine, Office of MaineCare Services Out-Of-State Hospital Payment Analysis: Created an MS Access database to analyze Medicaid claims paid to Massachusetts hospitals over a 5 year period. Used SQL queries to calculate instances of improper payment based on Massachusetts Medicaid reimbursement (SPAD) rules and OMS contracts with hospitals. Interim Payment Recovery: Subcontracted with Deloitte & Touche, LLC. to assist in the recovery of loan payments made to Medicaid providers. Developed SQL queries and stored procedures in Oracle to investigate each providers historical and current claims to calculate potential weekly recovery amounts. Also responsible for the creation of weekly status reports. Commonwealth of Massachusetts, Commonwealth Connector Commonwealth Care Program: Subcontracted with Perot Systems, Inc. to develop reports using MS SQL Server 2005 to monitor the accuracy and efficiency of member billing and enrollment procedures. Designed a web-based interface in ASP for viewing the reports. Also created data flow diagrams for various processes using MS Visio. Commonwealth of Virginia, Department of Human Services Cost Allocation Plan: Prepared a single quarter cost allocation plan in MS Excel to calculate the variance in Federal reimbursement amounts between a PCG cost allocation plan and the current DHS plan. Tasks included analyzing quarterly expenditure data and DHS organizational charts to allocating expenditures based on FTE count and Random Moment Survey results. Commonwealth of Massachusetts Department of Children & Families TANF IV-E Eligibility Database: Updated the SQL queries in the MS Access March 23, 2009 Page 28 database used to manage the claimable status to children in foster care based on new guidelines included in the Deficit Reduction Act of 2005. Commonwealth of Massachusetts, Massachusetts Public Schools Municipal Medicaid Services Management Project: Prepared Administrative Activity Claims (AAC) on behalf of Cambridge & Brookline Public School Systems. Tasks included analyzing quarterly financial data, applying random moment survey results, and determining which expenses were allowable under Medicaid rules. State of Vermont, Department of Health Cost Allocation Software: Re-designed the current VDH Cost Allocation Software in MS Access by altering the method of coding and grouping quarterly expenditures. Also built an additional function that imported Allocated Leave expenses and applied them to appropriate accounts for allocation. State of Florida, Broward County Sheriffs Office Cost Allocation Plan: Developed an annual cost allocation plan for the Broward County Sheriffs Office, which included the analysis of annual expenditure data, working with staff to determine cost grouping and allocation statistics, creating a written narrative to document the methodology used, and automating the process by developing a customized cost allocation software system in MS Access. State of New Jersey, Department of Addiction Services Medicaid Administrative Claiming (MAC): Developed a quarterly MAC claim for the DAS. Tasks included phone conferences with Medicaid providers to determine their source of funding and researched the allowable status of expenses and revenue based on federal guidelines issues by OMB Circular A-87 and the Centers for Medicare & Medicaid Services (CMS).
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services STEPHEN R. HAINES Public Consulting Group, Inc. Business Analyst State of Rhode Island, Department of Children, Youth & Families Cost Allocation Software: Modified the SQL queries in the DCFY cost allocation software system to make sure that leftover amounts which were not included in the allocations were then spread proportionally only to accounts that were included in the original allocation process. Random Moment Time Study: Created a template in MS Excel which spread General Administrative expenses proportionally to various Departments within the Rhode Island DCYF based on responses to the month Random Moment Survey. State of Georgia, Human Resource Division Fiscal Intermediary for Childrens Systems of Care: Developed an MS Access database with frontend interface for PCG staff to enter and manage provider information. Also developed provider reports showing provider type, location and services offered. State of Louisiana, Department of Health & Hospitals Cost Allocation Plan: Edited Organizational Charts in Adobe Photoshop for each division of DHH and combined them into a narrative document. State of Texas, Harris County Cost Allocation Software: Upgraded the Harris County cost allocation software system from MS Access97 to MS Access 2003 and developed technical documentation detailing the SQL queries used in the cost allocation process. Commonwealth of Massachusetts, Executive Office of Health & Human Services Cost Allocation Software: Developed customized cost allocation software systems in MS Access for the Department of Transitional Assistance and the Department of Mental Retardation. Also provided technical maintenance to the EOHHS cost allocation system. State of Maine, Department of Health & Human Services Cost Allocation Software: Updated the SQL queries in the DHHS cost allocation software system that allocated expenses based on an organizational Head Count to an FTE Count. State of Maine, Office of Child & Family Services Cost Allocation Software: Implemented a data filter to the quarterly cost allocation software that removed expenses with unclaimable activity codes during the initial data import.
PROFESSIONAL BACKGROUND Hawaiian Telcom Revenue Assurance Analyst DMG World Media IT Projects Coordinator
EDUCATION Hawaii Pacific University Master of Science in Information Systems Hawaii Pacific University Bachelor of Science in Finance
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KYLE R. STANLEY Public Consulting Group, Inc. Business Analyst RELEVANT PROJECT EXPERIENCE State of Rhode Island, Department of Children, Youth, and Families Title IV-E Reviews Project: Reviewed cases of children who were pending eligibility determination to identify causes for pending status. Monitored pending cases for determination status and applied quality control practices. Provide ongoing Permanency Planning quality control to assure Permanency Planning Hearings are held for children in care on a timely and regular basis. Cost Allocation Plan: Assist in preparing DCYF CAP on a quarterly basis. Conduct comprehensive review to ensure all allowable costs have been captured. Assist with federal negotiations on approving the CAP. Commonwealth of Massachusetts, Department of Mental Health Cost Allocation Plan and Random Moment Time Study: Assist in preparing CAP on a quarterly and annual basis. Responsible for changes and maintenance of database. Update RMTS roster and administer moments on a monthly basis. Generate monthly reports. Commonwealth of Massachusetts, Department of Transitional Assistance Random Moment Time Study: Assisted in the transition of administration duties of the time study to DTA. Provide ongoing support and troubleshooting advice. Finalized RMTS procedure manual to assist DTA as they administer the time study. State of North Carolina, Division of Public Health Random Moment Time Study: Assist in the set up and implementation of the division's Random Moment Time Study (RMTS). Collect employee rosters for the various regions and modify the database to reflect current workers. Provide ongoing support and troubleshooting advice. Generate weekly and bi-weekly reports for review. State of Vermont, Agency of Human Services Cost Allocation Plan: Assist in preparing AHS/Central Office (AHS/CO), Office of Vermont Health Access (OVHA), Vermont March 23, 2009 Page 30 State of Missouri, Department of Social Services (DSS) Random Moment Time Study (RMTS): Served as a technical advisor and provided support for the administration of the EasyRMTSTM web-based time study. State of Louisiana, Department of Health and Hospitals (DHH) Random Moment Time Study (RMTS): Assist in the set up and implementation of the division's EasyRMTSTM web-based time study. Serve as a technical advisor and provide support for the administration of the RMTS. Washoe (Reno) County, Nevada, Department of Social Services Random Moment Time Study: Assisted in the set up and revision of the county's web-based time study. Conducted test pilot using PCGs RMTS software countywide and trained DSS administrators and participants on using RMTS software. Will serve as a technical advisor and provide support for the administration of the RMTS. State of Oklahoma, Department of Mental Health and Substance Abuse Services Random Moment Time Study (RMTS): Assisted in the set up and implementation of the division's EasyRMTS web-based time study. Conducted pilot and training for all participants. Serve as a technical advisor and provide training and support for the administration of the RMTS. State of Florida, Department of Children and Families Random Moment Time Study (RMTS): Assisted in the set up and implementation of the department's EasyRMTS web-based time study. Assisted in conducting pilot and training for all participants. Serve as a technical advisor and provide training and support for the administration of the RMTS. Department of Health (VDH) and Department for Children and Families (DCF) CAPs on quarterly basis. Responsible for changes and maintenance of databases.
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KYLE R. STANLEY Public Consulting Group, Inc. Business Analyst Public Consulting Group, EasyRMTS Software Assist in the development and maintenance of PCGs fully-customizable, web-based EasyRMTS software that is utilized by clients for administering a time study for federal claiming, cost allocation, or other similar activities. Responsible for moment generation quality control processes, including: Roster Updates; Work Schedules and Holidays; Sample Parameters (response time, ccs, etc.); Number of moments desired and generated; Moments generated fall within scheduled work hours and days; and Check for moment clustering.
EDUCATION Providence College Masters in Business Administration Providence College Bachelor of Science in Marketing
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services
Briljent Resumes
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services BRANDON BROOKS Briljent PROFESSIONAL EXPERIENCE Briljent, LLC Currently providing web development and technical expertise on a joint land use study between Camp Atterbury, Muscatatuck Urban Training Center, and all surrounding communities with GRW Engineering Conducting site certifications and technical advice to Indiana schools technology coordinators for online assessments Working with CTB-McGraw Hill to help improve online assessment delivery, training, and school technology survey compilations Association of College Unions International Guided the decision making processes concerning the future direction of ACUIs network infrastructure Designed a complete implementation plan and schedule to facilitate a seamless transition into a selfreliant network infrastructure Implemented new infrastructure equipment, procedures, and policies to create a pristine operating environment Web Development Developed website functionality for local businesses and organizations, which improved business image and capability Managed client relationships to meet customer requirements, specifications, deadlines, and budgets Administered a public Linux web server for 25 clients maintaining web sites, e-mail, and databases with 99.9% uptime Cornerstone Information Systems Network Engineer Developed over 15 automation utilities that increased productivity and efficiency while reducing the risk of user errors Designed a multi-faceted network monitoring system that improved response time and increased manageability Implemented and maintained a VOIP phone and conference system which enhanced communication and resulted in a cost reduction of $40,000 per year Administered a 24/7 secured data warehouse to ensure 99% reliability for over 3,000 end users The Braun Corporation Network Analyst Managed an international network with over 200 end users, allowing reliable and secure connectivity to the ERP system and other applications Implemented leading edge mobile technologies for 25 mobile users, enhancing their communication and helping improve sales Controlled technology related purchases of $500,000 per year and negotiated discounts with large vendors resulting in $50,000 cost savings per year Administered 400 user PBX phone system ensuring 99.9% reliability while researching alternative methods of communication to reduce costs The Braun Corporation Computer Technician Trained over 100 end users on various computer applications and hardware, increasing productivity and end user confidence Designed a 3-year rotation program for new workstations to provide full lifespan functionality of existing systems, while utilizing new systems in most needed locations Created an asset tracking database to regulate all technology related equipment enabling more efficient hardware management Eastern Pulaski Community School Corporation Network Administrative Assistant Assisted educators with technological needs, creating a comfortable relationship between teachers and technology Implemented and configured new computer lab equipment to conform with existing security policies Examined proxy and network logs to insure proper security policy compliance DeGroot Technology Computer Technician Delivered and installed regional customer computers, printers, and peripherals Integrated new infrastructure equipment into a secure 3-tier architecture which significantly strengthened network security
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services BRANDON BROOKS Briljent Conducted customer training on computer operation, internet access, and basic application usage Responded to customer inquiries and technical support questions, building strong customer relationships Assisted small business implementations of new network infrastructure equipment and procedures
CERTIFICATIONS A+ Certified Microsoft Certified Professional
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services CATHY HUFF Briljent RELEVANT PROJECT MANAGEMENT EXPERIENCE CTB-McGraw Hill Assisting with project management for Student Learning Assessment Systems state project. Indiana Foster Care and Adoption Association Currently providing project management, and event planning for a state project on adoption recruitment. AWS Currently providing project management, meeting facilitation, and presentation creation for this crisis outreach groups quarterly meetings. Health Care Excel Assisted with project management and provided technical writing and meeting facilitation at county seminars discussing the state of Indiana Flu Pandemic Plan. Health Management Associates Provided project management and technical writing for one research project on Medicare and one procedure manual writing project. Executive Staff to the Vice President of Development Provided assistance to the Vice President of Development which included assisting with the grant writing and proposal process as well as fundraising and event planning for large donor events. Conseco Services, LLC Supervisor of Commission Accounting Responsibilities included overseeing a staff of 7, handling accounting procedures and corrections dealing with insurance agent pay, quarterly reporting to management, managing relationships with marketing companies throughout the country, and responsible for a multi-million dollar budget.
EDUCATION BA in Sociology/Criminology, University of Illinois Champaign-Urbana, IL
PROFESSIONAL EXPERIENCE Briljent Project Manager Responsibilities include project management for state project work, business development and sales for the state of Indiana, technical writing, and meeting facilitation. Minority and Women Business Enterprise Division Indiana Department of Administration Deputy Director Responsibilities included overseeing a staff of 7, responsible for reporting data on department accomplishments to the Commissioner of the Department of Administration and the Governor on a quarterly basis along with presenting this information at quarterly MWBE Commission meetings. She implemented quality control procedures and tracking database entries on MBE and WBE businesses. The Heritage Foundation Public Policy Organization March 23, 2009 Page 35
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services RAEMIA D. MOODY Briljent PROFESSIONAL BACKGROUND Centers for Medicare & Medicaid Services (CMS), National Training, Independent Quality Assurance, and Content (TQC) project Instructional Designer Working with the training department to update Next Generation Desktop (NGD), CMS Tools and Written Correspondence process manuals in order to assure compliance with current standards. Free and Clear Smoking Cessation Project Project Lead Appointed as the liaison between the staff being trained as Quit Coaches, our client Free and Clear, and Briljent Leadership. Assisted trainers and supervisors in technology, training space, and printing needs. Reconciled Quit Coaches project hours to ensure correct billing and wage earnings. Free and Clear Smoking Cessation Project Recruiter Worked with human resources to interview and hire Quit Coaches for the Free and Clear Smoking Cessation Project. This process involved rigorous recruiting and an in depth interview process. Centers for Medicare & Medicaid Services (CMS), MA PDP Surveillance project Call Lead Assisted in the training, scheduling, and the day-to-day activities and technology needs of the survey callers. Various Projects Lead Trainer Expertise in train-the-trainer model, in-person training, classroom style, one-on-one training, and webinars. Provided training services for the following clients: CTB McGraw-Hill Certified on their curriculumbuilding product, Acuity, training school administrators throughout Indiana. Appriss Trainer on their product, VINE (Victim Information and Notification Everyday), the National Victim Notification Network, which allows crime victims to obtain timely and reliable information about criminal cases and custody status 24 hours a day; trained police officers, county victims advocates and other county officials throughout Indiana. March 23, 2009 Various Projects Technical Writer Develop, write, and edit procedure manuals, job aides, web-based trainings, press releases, and requested written materials from clients. Provided technical writing and editing for the following clients: InspectTech - Created user manual job aids and web-based training for their product, Bridge Inspector for Indianas bridge inspectors. Currently updating working on updates to the web-based training and user manual. Pitney-Bowes Designed the user manual for print services for the state of Indiana government offices. GRW - Writing press releases and written material for the Atterbury Joint Land Use Study (JLUS) Various Projects Meeting Facilitator Assist clients with meeting and technology logistics. This includes, but not limited to, securing meeting location, catering, material design, agenda preparation, and writing meeting minutes. Provided facilitation services to the following clients: AWS Facilitate quarterly meetings for their Crisis Management Services, including the creation of the agenda, PowerPoint presentation, meeting logistics, catering and writing the meeting minutes. State of Indiana Assisting in the facilitation of the training sessions for the Direct Support Professional Project, to include meeting and technology logistical support. Affiliated Computers Services, Inc (ACS) Certified Trainer Responsibilities included the training, mentoring, coaching, and counseling of new hires using Learning Management Software (LMS) and various training methods. Through regular evaluation and quality checks was able to monitor the effectiveness of training. Responsible for the monitoring of over 100 new hires payroll issues. Within the training department assisted in developing Standard Operating Procedures.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services RAEMIA D. MOODY Briljent AirTran Airways Reservation Call Center Supervisor Responsibilities included mentoring, coaching, and counseling staff members through formal and informal training. Scheduled and facilitated weekly team meetings. Through regular evaluation and quality checks gave regular feedback to agents regarding their job performance. In order for effective data, reporting, internal, and external communication used necessary airline industry computer systems and programs. Juliette Gordon Low National Center Museum Educator Responsibilities included trained Girl Scouts on the history and the mission of the Girl Scouts. Efficiently created and maintained scheduling of tours, guides, and groups on a daily and weekly basis. Initiated and designed the training and operations manual for the concierge operations department. Newnan-Coweta Habitat for Humanity (AmeriCorps*VISTA national service program) Volunteer Coordinator Responsibilities included creating a viable infrastructure in order for the organization to have a lasting impact on eradicating poverty housing in the community. Developed job descriptions, standard operating procedures, and management plans in order to restructure the organizations committees effectively, created an effective volunteer management system. Developed and implemented an orientation/training program for volunteers through the creation of a user manual for the entire build process. In order to assist families with budgeting and homeowner needs developed homeowner education classes. Wrote and presented monthly and quarterly reports for board presentations and the Corporation for National and Community Service. Attended and spoke regularly at local civic, government and religious organizations. Worked in conjunction with the executive director to develop and procure a grant for the organization, allowing the hiring of an additional staff member to focus solely on resource development. Certified Girl Scout USA Train-the-Trainer
TRAINING EXPERIENCE CTB/ McGraw-Hill Acuity Training SAVIN/VINE Training Verizon Wireless New Hire Verizon Wireless Continuing Education Training AirTran Airways Lead Agent Call Center Training AirTran Airways Continuing Education Training Girl Scout History Training Newnan-Coweta Habitat for Humanity Volunteer Orientation Newnan-Coweta Habitat for Humanity Committee Training Newnan-Coweta Habitat for Humanity Homeowner Education Classes Girl Scout Gold Award Training Girl Scout Train-the-Trainer
CERTIFICATIONS Certified Acuity Trainer Certified Verizon Wireless Trainer Page 37
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services
RCR Technology Resumes
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services THOMAS DIMARTINO RCR Technology RELEVANT PROJECT EXPERIENCE State of Indiana, Family and Social Services Administration (FSSA), Division of Family and Children Services Indiana Child Support Enforcement Tracking System (ISETS) Project Project Director, March 1990 August 1997 Project Consultant, September 1997 August 2004 As Project Director and then Consultant, Mr. DiMartino held fundamental responsibility for the following: Advance Planning Document, Federal Liaison, Cost Benefit Analysis, Cost Justification, RFP authoring, Evaluator Training, Procurement Management, Contract Negotiation, and Process re-engineering Contractor Technical Oversight (IBM, CBSI, CoVanSys) on system architecture, distributed technology, store and forward database synchronization, alternative architecture assessments, back-up and recovery planning and Solution integration with County offices with Rollout to over 180 locations/1,000 staff and Federal OCSE Certification. Authored the Project Scope Statement; Chaired Requirements Assessment & Definition with County Clerks and County Prosecutors Associations; Developed Project Schedule; Responsible for Communications Planning, Risk Management Planning, Contingency Planning, Procurement Planning, and Project Budget Estimate. Reported directly to FSSA Deputy Director of Information Technology for State & Federal status reporting, budget & schedule adherence, development and maintenance of Advance Planning Document (APD), Planning APD, Implementation APD, APD-Updates, As-needed APD-Updates, contractor oversight, system architecture quality assurance, hardware installation oversight, Quality Assurance, Independent Verification & Validation (IV&V), pilot testing, and statewide roll-out. Indiana Family & Social Services Administration Indiana Client Eligibility System (ICES) Project Executive, December 1989 March 1990 Project Senior Consultant, April 1990 March 1995 Mr. DiMartinos responsibilities included the following: Federal & State requirements analysis, Advance Planning Document (APD), (Planning, Implementation, Updates) Cost Benefit Analysis and Cost Allocation Plan securing maximum Federal funding, and RFP development. Technical Architecture Alternative analysis, proposal evaluation and contractor selection, project scheduling, planning and budget control, and Business Process Assessment. Quality Assurance Executive responsibilities between 1990 and 1995 included requirements mapping, data flow diagram verification, system architecture assessment, system transfer technology gap analysis, database administration oversight, contractor oversight, systems documentation validation, systems interface validation, contractor change order review, and Federal Certification Planning. State of South Carolina, Department of Social Services, Child Support Division Child Support Enforcement System (CSES) Project Senior Consultant, June 1997 June1999 Mr. DiMartinos Senior Consultant responsibilities included: System requirements validation, system architecture and technology assessment, architecture transfer issue resolution, and Work-flow analysis As-Is and To-Be modeling, business process gap analysis, implementation planning, County Office liaison, and independent system testing System integrator (Unisys, Deloitte & Touche) management oversight State of Wisconsin, Department of Children & Families Wisconsin Integrated Eligibility Management System Project Management Consultant, October 1989 March 1991 Mr. DiMartinos Project Management Consultant responsibilities included the following:
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services THOMAS DIMARTINO RCR Technology Requirements Analysis, State and County office business process assessment, project scope document, Advance Planning Document, Cost Benefit Analysis, Cost Allocation Methodology, RFP authoring, Evaluator training, and system integrator (Deloitte & Touche) contract negotiation During system construction/implementation phases served as agencys representative on System Technology Oversight Board, and was the System Architecture Consultant. Additionally, Mr. DiMartino was responsible for Budget/Schedule management, Quality Assurance, Change Control, and independent testing.
County of Los Angeles, California Department of Public and Social Services Integrated Eligibility System (LEADER) Project Senior Technical Consultant, June 1993 August 1997 As Project Senior Technical Consultant, Mr. DiMartinos responsibilities included: System transfer technology assessment and database design oversight Development of coding, testing, and documentation standards, and integrated testing procedures State of Alaska, Department of Health & Social Services Eligibility Management System Project Consultant, July 1992 June 1993 As Project Consultant, Mr. DiMartino was directly responsible for the following: Functional Requirements Analysis and Technical Requirements Analysis Cost Benefit Analysis, Cost Justification, and User Preference Interviews
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services SHIRLEY JOHN RCR Technology RELEVANT PROJECT EXPERIENCE Indiana Family and Social Services Administration (FSSA), Indiana ICWIS (Indiana Child Welfare Information System: September 2001 till November 2008 Experience in all phases of Software Development Life Cycle (SDLC); Hands on experience in development of process, team management, project maintenance, and refactoring of core website and web services with AJAX, XML, Visual Studio 2005, and UI design. Met with state representatives to review and clarify the requirements and design of the modernized web based application. Developed new Visual Studio .Net C# web pages based on the design document; Extensively involved in unit testing of the application; Followed NTier Architecture development which involves Presentation Tier, Data Access Tier, Business Tier, and Database Tier; Involved in integration process with other modules of the application; Developed enhancements to the existing Power Builder application; Maintained the existing Power Builder windows application as part of the daily support of the ICWIS System; Interacted with users to understand the user requirements and develop the system using design document; actively involved in unit testing for both the Power Builder and the Web application for the ICWIS System; Involved in gathering user requirements and developing reports for the system; Created and maintained database packages to implement business rules using stored procedures, functions, and PL/SQL tables; Prepared functional specification documents and interacted with the client to perform requirement analysis; Involved in Requirement and Object analysis and developing the application architecture; Extensive use of XML for mapping data for log file and sending across application; Extensive use of ADO.NET (Data Grids / Set); Designing Prototype for the front end screens; Developed Java Script for client side validation; Used AJAX extensions and controls with asp.net handling multiple grids functionality within web page; Created Web Forms using ASP.NET, MS Visual March 23, 2009 Studio .NET, C#, XML, HTML, DHTML, CSS, JavaScript; Developed the User Controls and Custom Controls for reuse the user interface in web forms and also raise the events by Delegation Method; Extensively written custom events for event-driven programming capabilities and added new functionalities for custom events that provides flexibility in handling and controlling events. Software: Powerbuilder8, Oracle 10g , Visual Studio .Net C# NMSDC (National Minority Supplier Development Council) Responsible for enhancement of and maintaining existing system; Responsible for designing and developing Web pages with JSP; Writing Java script functions for taking care of validations for the Web pages. Software: Java Script, HTML Aon Consulting, Winston-Salem, North Carolina Enroller Definition & Pension System (ED) Developed the Pension system of GUI screens with Power Builder 7.0, built interface for the application using Oops technology of Inheritance, Polymorphism and Encapsulation in the system; Functioned as primary support person for the Pension System; Responsible for development, enhancements, maintenance, and daily support of the Pension System; Responsible for Web Designing and developing Web pages with Java/ASP; Actively involved in the conversion of the Penpro Web project from ASP to JSP; Involved in web-based three-tiered development projects using IIS 4.0 as the web server, Jaguar 3.6.1.as the application server, and Power Builder, JavaScript, and JSP (Java Server Pages) as the development platforms. Software: PowerBuilder V7, PFC, Oracle 7, Visual Basic, ASP, JSP Pepsi-Cola Company, Winston-Salem, North Carolina Tel-Sell System Maintaining the Tel-Sell system of GUI screens with PowerBuilder built interface for the application using Oops technology of Inheritance, Polymorphism and Encapsulation in the system; Functioned as primary support person for the Tel-Sell system; Responsible for enhancements, maintenance, and daily support of the Tel-sell Order Entry System; Responsible for Page 41
State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services SHIRLEY JOHN RCR Technology enhancements, maintenance, and daily support of Server/Database stored procedures and performance on 10 Sybase System 11 Databases running on HP 9000 UNIX servers; Other responsibilities include NT workstation setup of supporting software for the Telsell applications and the Integrated Computer Telephony functionality of IBM CallPath; Also done Web Designing with Java using Intranet; Used Web PB in the application using CGI with distributed PB Server. Software: PowerBuilder V6.5, PFC, Sybase System 11 Department of Health and Social Services, State of Delaware Delaware Client Information System (DCIS-II) Responsible for analysis and design of the Benefit Issuance module and in developing of common class objects using Power Builder Foundation Class Library; Functioned as a primary support person for the Benefit Issuance module, to gather user requirements, and to present prototype design to the users; Object oriented techniques of Power builder like Inheritance, Polymorphism and Encapsulation were extensively used; Different edit styles and validations at data window level were used; Interacted with the business analyst to understand the user requirement, analysis and design of the application database design and documenting the test cases; Actively involved in the business logical diagram (BLD) phase and involved in writing functionality and specifications in the physical design phase of the project. Software: Microsoft Windows (95), Banyan Vines V7.12, PowerBuilder V5.0.02, PFC TransAccess Workbench V2.0, MVS/ESA V5.1, CICS V4.1, TransAccess EXEC V2. 4.1, ACF2, DB2 V3.1, VS COBOL/II. Net Technologies C#.Net, VB.Net, ADO.Net, Web Services, Remoting. Software Microsoft Office, PCVS Certificate Course in Computer Programming and Management Applications, India
LANGUAGES/DATABASE Database Oracle 9, 10g; Sybase 10, Watcom 4.0, SQL Server, Informix Tools/ Language PowerBuilder, Visual Studio.NET Visual Basic, C#, HTML, JavaScript, PL/SQL, SQL Plus,VB.NET, C++, VB.
EDUCATION Bachelor of Commerce (Bombay University), India Post Graduate degree in Management, India Advance Technology Course in Database and Front End tools, India Diploma in Information and System Management, India
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services MARGARET JUDKINS RCR Technology RELEVANT PROJECT EXPERIENCE State of Indiana ICWIS project, Programmer Analyst ICWIS serves the needs of the Division of Family and Children of the Indiana Family and Social Services Administration (FSSA), which is responsible for the administration of multiple programs that provide services to children and their families. Conducted JAD sessions and met with the client to help devise a plan and effectively draft what the client had envisioned for the Resource module enhancements. Maintained Project plan to track the progress of the ICWIS Resource module redesign and managed the team of eight Developers. Assisted in the design of the Smart Client - Resource module. Developed Resource module Summary Reports Developed stored procedures for the Resource module. Used OLE Word/Excel to generate reports and all forms needed for licensing of Foster Care homes and Institutions in Power Builder. Actively involved in the centralization of the ICWIS Database. Has been a part of the many data conversion efforts. Analyzed and corrected application problems, as well as, designed, developed, and implemented new system functionality in PowerBuilder using PL/SQL with Oracle database. Provided maintenance of the web based version of the same application using .NET. Served as Team Lead on Resource Licensing Module conversion to using Visual Studios, PL/SQL and the Oracle database for internet access while maintaining previous workload. Coordinated the migration effort for the State. Tasks included: delegating tasks to Help Desk staff for testing of incident report, testing and assigning enhancement user documentation, testing scripts, coordinating all problem fixes and attending daily status meeting on migration progress. Created Online Help Documentation for Child Welfare program using Robo Help. Also, included in this was accessing PowerBuilder to add the tag number to the program itself. Used Object Cycle to access and update Windows, formed and reported specifications for the program. Created Field level Converted Child Welfare system from PowerBuilder to C#.Net, using Visual Studios with PL/SQL and Oracle database under tight time constraints, facilitating Internet access to data for users. Developed, maintained and migrated the Indiana Child Welfare system using PL/SQL and PowerBuilder with an Oracle database to all 92 counties, which included 1300 users. Made changes to Oracle database to correct errors made by users to assure accurate reporting. Recognized for solving problems quickly and efficiently. Technology Used This project was developed in Power Builder v4 and later migrated to ver 10.5, with Oracle 10g as the back-end in the Windows XP environment. SQL Navigator is used to maintain Oracle objects. Smart client architecture is used to redesign the ICWIS in .NET framework with C#.NET as front end and Oracle 10g as the Backend. ICWIS Customer Service Representative ICWIS Project: Provided Help Desk support for the Indiana Child Welfare System program, assisting end-users in use of the program. Wrote incident reports and forwarded them to the proper department for resolution. Ran reports for tracking Incidents for the State of Indiana to make decisions on when to do an upgrade of the program. Worked with developers to resolve any issues which needed to be corrected or changed. Wrote instructional materials for users, describing new functionality added to the application.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services MARGARET JUDKINS RCR Technology help and Win Help for the program and assisted endusers in the use of the Help Documentation. Created reports, using Seagate Crystal Reports to access the SQL database for the ESP32 Customer tracking system. Used Windows NT user manager to unlock and reset user access to the network MHI Governmental Systems Software Support Specialist Installed customer software on the HP 3000 and trained users on the use of the software. Supported customers on-site, by telephone and by modem. Wrote short programs for the HP 3000 in COBOL and made corrections to programs written by others in COBOL and distributed these on cassette, reel tape and by modem. Association Computer Services Software Support Specialist Assembled, Delivered and Installed hardware and associated peripheral devices. Responsible for system backups and customer records. Tested in-house software and evaluated vendor programs. Created installation programs for in-house programs. Supported customers on-site, by telephone and by modem.
EDUCATION University of Indianapolis Business Administration
TECHNOLOGY PowerBuilder 7.0: 2001 PL/SQL: 2001 Visual Basic Programming, Ivy Tech: 1999
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KRISHNAKUMAR K. PADMANABHAN RCR Technology RELEVANT PROJECT EXPERIENCE Department of Child Services, Indiana Indiana Child Welfare Information Systems ICWIS serves the needs of the Division of Family and Children of the Indiana Family and Social Services Administration (FSSA), which is responsible for the administration of multiple programs that provide services to children and their families. As a designer, conducted JAD sessions and meets with the client to help devise a plan and effectively draft what he and the client have envisioned for the enhancements. Maintained Project plan to track the progress of the ICWIS Eligibility redesign and managed the team of eight Developers. Reduced the Average Incident Report count from 200 to 70 after taking over the leadership role by effectively managing the team members and by cross training the new team members. Designed the Benefits Screen, Benefits Graph, Criteria Change and the Amend Determination Process. Designed the Smart Client - Intake and Assessment module. Prepared and submitted the annual reports for the past three years. Developed Case Plan, IA, Intake/Assessment Summary Reports, Duplication feature in Case Windows, ICPC, Contacts and Visitation Plan PB windows. Maintained Placement, Removal, Case Type, Forms, reports and Waiver Payment windows. Developed stored procedures and triggers for most of the Intake, Assessment, Case and Eligibility modules. Maintained the Job Scheduler Process Used OLE Word/Excel to generate reports in Power Builder. A key member of the PB migration from Ver 6.5 to 8 and later to 10.5 Actively involved in the centralization of the ICWIS Database. Has been a part of the many data conversion efforts. Technology Used: This project was developed in Power Builder v4 and later migrated to ver 10.5, with Oracle 10g as the back-end in the Windows XP March 23, 2009 environment. SQL Navigator is used to maintain Oracle objects. Smart client architecture is used to redesign the ICWIS in .NET framework with C#.NET as front end and Oracle 10g as the Backend. ERP Solutions, Sales and Inventory Management SMB Group of Companies is dealers for a variety of computer peripherals headquartered at Dubai. The group was established in 1988. Their primary source of business is exports from the Jebel Ali warehouse. The group is the authorized dealer for Hewlett Packard products in the region except for UAE. The main aim of the project is complete atomization of the business activities of the Group keeping in mind the future expansion of the Groups business plans and the necessity for Net based solutions to facilitate their business activities. Prepared Data Flow Diagrams for the Service module Designed Screens for the Service Module using External Data window and Window Object of Power Builder 6.0. Prepared Program Specifications for Masters and Entry screen development using MS Word 97. Guided a team of 4 programmers during the developmental phase and scheduling was done based for that using MS Excel. Extensive Code-walk-through was done to ensure optimized solutions and confirming standards of Programming. Involved in integration of the module with other modules like Inventory and AR/AP/GL. Developed User object for stock updation and serial number updation. Good Inheritance hierarchy was followed to reduce the number of lines of code and maintain consistency in the interface. Coded common functions to update the financial module. Designed and created table structures for the Service module following the normalization techniques Created Primary and Foreign keys for the tables. PL/SQL was extensively utilized for coding and writing complex database triggers and stored procedures. Used Embedded SQLs for getting the details from the back-end. Created Triggers for Stock updation Database Painters, Table Painter and DB Admin painters were used extensively.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services KRISHNAKUMAR K. PADMANABHAN RCR Technology Technology Used: Power Builder v6, Oracle 8, Windows NT, PL/SQL, Complex Stored Procedures and Triggers
EDUCATION Master of Computer Applications Bharathidasan University, Tiruchirappalli, India. Bachelor of Science Electronics May 1996 Bharathiar University, Coimbatore, India Higher Diploma in Software Engineering Aptech Computer Education, Mumbai, India
PROFESSIONAL CERTIFICATION Sybase Certified PowerBuilder 6.0 Associate
PROFESSIONAL TRAINING Presentation Technique Workshop Essential Consulting Skills Effective Team Leadership Fundamentals of Public Sector Project Management Building Work Breakdown Structures, Principles of Software Testing, Mastering the Management of Iterative Development, Project Requirements Management Workshop
HONORS/AWARDS National Standard Examination in Programming Competence in Advanced Level COBOL First Rank, Computer Society of India ICWIS Award for Outstanding Performance 2002, 2003 ICWIS Client Appreciation Award 2001
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services JOSEPH SIMMS RCR Technology RELEVANT PROJECT EXPERIENCE New Jersey Automated Child Support System Executive Engagement Manager, 2006 2009: As Executive Engagement Manager, hands on requirements, design, development and system testing activities: $94 million contract, 23,000 sq/ft project site, Project Management Plan, Rationale Portfolio Manager, RUP and Rationale development/test tools suite, schedule, cost and scope baselines, J2EE, Java, Oracle and acquisition of project team. Engagement began March 2006 and negotiated three contract amendments valued at $27 million. Successfully implemented the pilot in October 2008 and scheduled to be implemented statewide planned for June 2009. Indiana Family Social Services Agency Indiana Statewide Enforcement & Tracking System (ISETS) Engagement Partner (February 1999 July 2004) ISETS is a $87 million fully certified child support enforcement system for FSSA. It is a client server based application using a relational data base and is implemented in 88 counties. FSSA and ISETS obtained full FSA 88 and PRWORA certification in 2002. GovConnect managed the project from the initial Planning APD to full certification and several years of maintenance. System Integration partners included IBM and Covansys. State of New York Department of Human Services Child Support Cost Benefits and Feasibility Study Project, Executive Project Manager (January 1999 July 2000): Mr. Simms serves as Engagement Partner for the comprehensive cost-benefits and feasibility study for the statewide New York child support enforcement system (ASSETS). It included a detailed analysis of four system alternatives ranging from $100 to $250 million with a ROI of two years while achieving federal certification requirements and federal performance goals. Maine Department of Health and Human Services Bureau of Medical Services Project Executive, Quality Assurance Monitoring Engagement Partner (July 2001July 2004): In this capacity, Mr. Simms functions as the Project Executive for the Quality Assurance (QA) March 23, 2009 monitoring of the $60 million Medicaid Management Information System design, development and implementation project for the Maine Bureau of Medical Services. The project also includes an assessment of all statewide systems for compliance of the new federal regulations for security of medical information and standardization of transactions and code sets, implementation vendor procurement, QA/QC of all implementation vendor deliverables, and support for federal certification. Simms provides direction to the Project Manager and 6 consultants as well as supports the project with project staff and resources, quality standards, issues and risks. GovConnect implemented and customized GovConnect Project Manager and Quality Assurance PLUS on this engagement. State Wide Child Welare Information Systems Project Director (July 1993March 1997) Mr. Simms was the Executive Principal with delivery responsibility for SACWIS engagements: $25 million Indiana ICWIS, $20 million Kentucky TWIST and $24 million Arizona CHILDS. Responsibilities were executive oversight, delivery quality, client relationship management, staffing and risk management. Los Angeles Eligibility Automated Determination Evaluation and Reporting (LEADER) System Project Director (November 1994March 1997) Mr. Simms was the Engagement Principal and Project Manager for the $160 million Los Angeles Eligibility Automated Determination Evaluation and Reporting (LEADER) System public assistance system. The scope of the project included designing a 23,000 foot project site, designing, building and implementing the system, operations and maintenance and certification. Mr. Simms managed 14 SMEs, over 90 programmer analysts, 21 trainers and 9 conversation specialists. In addition, the project included 15 full time client staff and 7 QA consultants. The system was comprised of well over 1,600 programs, two+ million lines of code and 100s of reusable objects, 11,000 desktop pcs, 1,500 printers and mass printing and mailing. The mission critical system supported an agency with an annual operating budget of nearly $4 billion, LEADER is the largest client/server social services system in the world. The system processes 6 million online transactions per day with a near 90% customer satisfaction rating. The PMO was established
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services JOSEPH SIMMS RCR Technology designed by the QA consultant and designed, implemented and managed by Unisys. Philadelphia County, Pennsylvania Philadelphia Automated Recovery Enforcement Tracking System (PARENTS) Quality Assurance Partner (June 1991May 1993) Mr. Simms was engaged by Philadelphia County, Pennsylvania, to transfer, modify, and implement PARENTS. The system being transferred is the New Hampshire version of the New England Child Support Enforcement System (NECSES), which was developed by Deloitte & Touche for the States of Maine and New Hampshire. He provided technical and project management/quality Assurance reviews. Pennsylvania, Department of Public Welfare Pennsylvania Child Support Enforcement System (PACSES) Project Director (December 1990May 1993) Mr. Simms oversaw all QA/QC services to the client, including the planning, transfer, design, development, and implementation of Pennsylvanias $100+ million child support enforcement system. PACSES included nearly 800 online and batch programs, and was implemented in more than 100 locations statewide. His role included developing an Implementation APD and RFP, managing the States procurement, assisting with contract negotiations and project management. Ohio, Department of Human Services Client Registry Information System-Enhanced (CRIS-E) Design Manager (July 1987June 1989) Mr. Simms was application develop manager for requirements definition, general and detailed design for application registration, application entry, SFU, ED/BC, and support subsystems. Managed a team of 12 consultants, 7 client staff and 23 programmer analysts. Massachusetts COMETS-Financial Module Implementation Engagement Executive Mississippi Payment Processing (SDU) Implementation Engagement Executive
GovConnect, Executive Vice President Florida Child Welfare Statewide Information System Quality Assurance/IV&V Michigan MICSE Implementation SDU, IVR and Quality Assurance Engagement Executive New York CSES SDU Implementation Engagement Executive Massachusetts User Acceptance Testing Engagement Executive South Carolina CSES Quality Assurance Engagement Executive New York ASSET$ - Strategic Planning, Cost Benefits Analysis, Transfer Feasibility Study Engagement Executive Florida CAMS Strategic Planning and Cost Benefits Analysis Engagement Executive Indiana ISETS Implementation, Certification and Maintenance Engagement Executive Unisys Corporation, Managing Principal Florida FLORIDA CSE Maintenance Engagement Principal South Carolina CSES Implementation Engagement Principal Indiana ICWIS Engagement Principal Kentucky TWIST Engagement Principal Arizona CHILDS Engagement Principal Deloitte & Touch, Partner Ohio CRIS-E (FAMIS) Implementation Project Manager Pennsylvania CIS (FAMIS) Implementation Project Manager California SAWS (FAMIS) Implementation Project Manager Pennsylvania PACSES Implementation Requirements, Conceptual Design, CBA, Procurement Support, Quality Assurance NECSES (Maine, New Hampshire) Quality Assurance Partner
PROFESSIONAL EXPERIENCE Protech Solutions, Delivery Executive New Jersey Child Support Enforcement System Implementation Senior Project Manager Virginia Payment Processing (SDU) Implementation Engagement Executive March 23, 2009
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services JOSEPH SIMMS RCR Technology EDUCATION M.B.A., Quantitative Analysis Robert Morris University, Pittsburgh, Pennsylvania, B.S., Computer Science and Business Administration West Virginia University, Morgantown, West Virginia, 1976 CERTIFICATIONS PMP, CDP, CMP, PMC, DPMA and QMC
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services MURUGESAN THIRAVIAM RCR Technology RELEVANT PROJECT EXPERIENCE TFACTS Project, Business Analyst/Design & Technical Team Leader, Tennessee DCS Plays a lead role in the system and technical design of Statewide Financials Interface System and its Integration with other Financials in Peoplesoft and FoxPro. SACWIS Interface includes IV-D (Child Support), IV-A (TANF/Medicaid), SSA and AdoptUSKids Web Interface. Involved in Financial Funding Process design. Involved in Healthcare EDI X12 Design (Billing and Collection), Programming of HIPAA Transaction Sets of 837 & 835 and EDI Testing. Involved in the technical design of the web based environment, which involves integration of statewide system with several other target systems using Web Services and SOAP. Conducting Gap Analysis, Rapid Requirement Development (RRD) and JAD Sessions in the design of Child Welfare system. Conducts and Facilitates Business Requirements sessions with users and translates them into technical requirements. Works closely with senior management of client and sub-contractors. Working through RFP and Proposal to identify requirements that are related to Interface and Finance Modules. Developed Oracle Package/Process for Interface Programming. Involved in designing Webservice Call between two systems in different platforms. J2EE, Peoplesoft Financials, Environment: Oracle10g, Web Services, Visio, DreamWeaver, JBoss, ErWin, Compuware TrackRecord Test Tool, Rational Rose, UseCase Modeling Technique/Analysis. Indiana DCS ICWIS Project, Project Development Manager (Design, Development/Implementation)/Project Leader, May06 to Jun 08 ICWIS Redesign Managed development and implementation teams in a large scale SACWIS redesign implementation. Managed a Functional Organization, which includes a team of 2 Senior System Analyst/Project Lead Engineers, 2 Client BAs, 3 Policy Analysts and 8 Developers. Worked on Development and Test Management Planning and Strategy for Functional Design, Development and Testing. Development Strategy involves creation of a concrete approach for the successful development and testing of Smart Client .Net Application, data warehouse, Reports and legacy data conversion. Worked extensively with Internal and External project stakeholders and conducts/several status check meetings and milestone review meetings. Implementation of Project planning approach/processes such as Agile Software Development (Iterative Development). Integral part of organization in Identifying Risks (Risk Management) involved in system development, Time & Cost Estimation. Monitoring and resolution of project wide risks impacting the Systems Integrator or the Client (Internal Risks Vs External Risks) Collaborating with peers and other project development managers and team leaders from other functional areas, QA teams. Played a vital role in Contracts Management such as hiring/leading subcontractors. Decision Maker in the overall selection of methods and approaches that are needed to implement the State Wide Finance/Eligibility Determination tools. Involved in the design of Child Welfare system based on business requirements. Conducted and Facilitated Business Requirements sessions with users and translates them into technical requirements. Worked closely with senior management of client and sub-contractors. Served as well as guided the entire Development Team in designing and developing the system. Had responsible to convert business requirements into development work items, planning& creating work schedule plan and monitoring progress of the projects. It includes tracking project status on a weekly basis using MS Project, participating status meeting with executive committees. Writing/Maintaining Oracle Packages, Store Procedure, Functions and SQL Statements to produce Management Reports and Federal/Other Agency Data Submission.
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services MURUGESAN THIRAVIAM RCR Technology Environment: MS Project 2003, Customized Project Cost Estimation and Tracking Tools, SharePoint, Visual Studio .NET, C#, ASP.NET for server-side, Jscript for client-side Smart Client and Web Based Applications, Oracle 10g, SQL Plus, SQL Navigator, Object cycle 2.0, MS Visio, Visual Source Safe 6.0, Team Environment. Indiana DCS ICWIS Project, Project Leader/ Business Analyst, Indianapolis Mar03 to Apr 06 Involved in JAD session, preparing Detail Design document and coordinating Development Team to implement Provider Licensing Changes to IV-E determination Process. Worked On Development activities and Managed developers of Management Business Reports and Federal Reports (AFCARS, CFSR Review and NCANDS). Managed the development team in implementing Statewide (Federal - Waiver) Funding Allocation System. Played an important role in Proposal Analysis. Assessed Distributed Data based Application with 96 county data bases and replicated database systems to a centralized database application. Played vital roles in analyzing complicated background Oracle Processes in implementing Centralized System. Responsible for the successful conduct of User Acceptance Test by interacting heavily with client teams. Involved in designing and developing Web Based .NET Crystal Reports for Digital Dashboard. Worked on Business Requirement Analyzes and Design to establish Interface between County Finance System to the Eligibility Payment Process. Managed Evaluating Business Requirements, Creating of Work Authorization Statement, Giving Business Justification and Impact Analysis for new enhancement proposal and Performing Risk Analysis. Heavily involved in Suggesting Solutions to the Technical and Business Problems and Project Cost &Schedule Estimation. Environment: PowerBuilder 10, Customized Project Cost Estimation and Tracking Tools, Visual Studio .NET, ASP.NET for server-side, Jscript for clientside, Crystal Reports, Oracle 10g, SQL Plus, SQL March 23, 2009 Navigator, Object cycle 2.0, PFC, PowerGen1.0,MS Visio, Visual Source Safe 6.0. Indiana DCS ICWIS Project, Project System Consultant/ Enhancement Project Leader, Indianapolis Sep98 to Mar03 Conducted requirement analysis and recommended best practices to get a user friendly system. Interfaced between business and application groups on requirements gathering, testing and issue resolution. Managed various level customers meeting to develop Scope and system Detail Design documents. Accurately estimated enhancement (project) sizes and schedule; determined resource staffing requirements and managed project progress. Involved in Interfacing Programming with AFCARS (Adoption and Foster Care Analysis Reporting System) and NCANDS (National Data Archive on Child and Neglect) reporting systems. Manages multiple development and parallel test projects across various aspects of SACWIS Interfaces (ICES TANF /IVA Medicaid and ISETS IVD Child Support). Involved in creation of OLE2.0 Interfacing between PB and Microsoft Excel application to import reports into the Excel sheet. The major achievements are the use of table driven functional calls and standardized procedures. Created and Implemented standardized methods and procedures for documenting maintenance & enhancements designs, application windows, databases tables, and procedures Environment: PowerBuilder 6, Oracle 8, SQL Plus, SQL Navigator, Power Tool 5.0, Object cycle 2.0, PFC, PowerGen1.0,Microsoft Excel and Word, MS Visio.
EDUCATION MBA Butler University, Indianapolis, Indiana 2007 PGDCA (Post Graduation Diploma in Computer Application) NGM College, India 1994 MSc (Mathematics) PSG Arts & Science, India, 1992
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State of Indiana Department of Child Services Request for Service 9-31 Cost Allocation and Time and Effort Reporting Services MURUGESAN THIRAVIAM RCR Technology CERTIFICATION PMP Project Management Institute 2005 Oracle 8 DBA Oracle Corporation 2000 Oracle 7 DBA Oracle Corporation 1998
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B. CAP Screen Prints
Appendix B: CAP Screen Prints

Main Menu:
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Salary View Screen:
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Expenditure Data Screen:
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Grouper:
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Allocation Statistics Entry:
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C. RMTS Screen Prints
Appendix C: RMTS Screen Prints

Reports:
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Calendar:
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Sample History:
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Staff Pool:
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Work Hours:
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Public Consulting Group Rev Max Proposal, DCS, Indiana, March 2009

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Proposal Submitted by: PCG - INDIANA, Inc.

Long Term Care Plan

STATE OF INDIANA DEPARTMENT OF ADMINISTRATION

Cost Allocation & Time and Effort Reporting Services Component 1

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2.2 TRANSMITTAL LETTER

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Rate Establishment and Claiming

785.296.3959 602.542.1626 919.881.2446

Health and Human Services Commission

Health and Human Services Commission

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Department of Youth Services Department of Health and Family Services