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

8/3/2019 Public Consulting Group Rev Max Proposal, DCS, Indiana, March 2009

1/312

Long Term Care Plan

SSTATETATE OFOF IINDIANANDIANA

DDEPARTMENTEPARTMENT OFOF AADMINISTRATIONDMINISTRATION

ONON BEHALFBEHALF OFOF

IINDIANANDIANA DDEPARTMENTEPARTMENT OFOF CCHILDHILD SSERVICESERVICES

Cost Allocation & Time and Effort

Reporting Services

Component 1

March 23, 2009

3:00 PM

Request for Service 9-31

Proposal Submitted by:

PCG - INDIANA, Inc.


2/312

State of IndianaDepartment of Child Services

Request for Service 9-31Cost Allocation & Time and EffortReporting Services-Component 1

Table of Contents

Table of Contents

2.2Transmittal Letter2.3Business Proposal

2.3.1 General2.3.2 Respondents Company Structure2.3.3 Company Financial Information

2.3.4 Integrity of Company Structure and Financial Reporting

2.3.5 Contract Terms/Clauses2.3.6 References

2.3.7 Registration to do Business

2.3.8 Authorizing Document2.3.9 Subcontractors

2.4 Technical Proposal

Project Management ApproachTransition Plan

Staffing

2.4.1 Cost Allocation/Allowable Costs

2.4.4 Rate Establishment and Claiming2.4.7 DCS Staff Development

2.5 Cost Proposal

2.6 Indiana Economic Impact Form

2.7 Buy Indiana Initiative/Indiana Company

Appendix

A. Project Staff ResumesB. CAP Screen PrintsC. RMTS Screen Prints


3/312

2.2 TRANSMITTAL LETTER


4/312


5/312


6/312


7/312

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


8/312


9/312


10/312


11/312

2.3.1 General


12/312



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 enhancementactivity, and an unmatched knowledge base across all child welfare programs. In this section you inviteRespondents to discuss those relevant and important factors that the State need consider for a successfulacquisition of the services requested in this RFS. PCG believes DCS should focus on five factors as itevaluates 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 PCGmeasures up in each. We believe that PCG is a compelling choice for DCS when the scope of workoutlined in the RFS is viewed through these five highly relevant and important factors.

Revenue Management Ability and ExpertisePCG is one of the nations leading firms for assisting state and local government manage and enhancefederal revenue, while strictly adhering to state and federal compliance requirements. We have assistedmore 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 andlocal agencies administering government programs. Over the years, PCG has developed broad and deepexpertise 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 statesincluding 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 CompliancePCGs capacity for helping government maximize federal funding sources would be of little utility ifPCG 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


13/312



has expanded the staff working on child welfare services by 61%. PCG is investing in cutting-edgetechnology to support our program offerings, as you will see when you review our Cost Allocation andRMTS products in this proposal and our pilot project with Social Security Administration. We have wonnew engagements in 5 states in the last year including a SACWIS Feasibility Study for theCommonwealth of Pennsylvania and an SSI eligibility Project for the Illinois Department of Children andFamily Services.

Minimizing Client Risk

PCG is asking that you choose a new vendor for these services based on our ability to demonstratesuperiority in maximizing federal revenue in a compliant environment. But in making that decision, DCSalso needs assurances that it is not taking undue risk in replacing a known commodity. Will a new vendorbe 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 asgood 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 plandescribing how PCG will approach assumingresponsibility for this contract from the incumbent vendor. It addresses facility planning, staffing,telecommunications, computer systems, and knowledge transfer from the incumbent. PCG has opened upover 40 project offices, many of this same scale and several in this program arena. Our clients will tellyou that these transitions have been smooth and successful.

Also, again though not a requirement, PCG is proposing to provide DCS with additional safeguardsaround our proposed performance. In the past few years, PCG has increasingly participated inperformance-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 isproposing to manage our performance utilizing Key Performance Indicators. The objective is forDCS to identify and communicate their most valued project goals and for PCG to continuallyconduct 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 newvendor is not a risky proposition.

Specific Capabilities in RFS RequirementsPCG will be bidding on both components as you have defined them in this RFP. PCG is perhaps one ofthe 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 growthfor us. We believe that we continue to grow in this area because of our continued investment in ourpeople, processes and technologies. For Component 1, please consider the following:

PCG operates Cost Allocation Plans and manages RMTS in 18 jurisdictions, including five in


14/312



PCG is experienced inworking 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 toyour state county requirements quickly.

Rate setting and cost finding are areas of strength for PCG. As one example, CMS touts as amodel best practice the PCG rate setting and cost reimbursement methodologies. Our ratesetting and cost finding methodologies have been accepted by ACF as well in each and everycase. 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 acost allocation plan that is compliant and maximizes revenue is no easy feat, but with a team ofexperts in each federal funding source and a staff committed to knowing your programsand spending items, we are confident that we can do just that.

Component One Cost Allocation2.4.1 Cost Allocation / Allowable Costs

2.4.4 Rate Establishment and Claiming

2.4.7 DCS Staff Development


15/312

2.3.2 Respondents Company Structure


16/312



2.3.2: Company Structure

PCG-INDIANA, INC. is an Indiana corporation and is a wholly owned subsidiary of Public ConsultingGroup, 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. Aseparate wholly-owned subsidiary best positions PCG to pursue opportunities in Indiana in all of itsverticals, described below. This RFS is the first, and certainly not the last, opportunity for PCG to benefitIndiana economically and programmatically, consistent with PCGs mission of helping public sectorclients 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 toIndianapolis 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 thisproject residing, and paying taxes, in Indiana over the life of this contract.


17/312


18/312



Overview of PCGFounded in 1986 and headquartered in Boston, MA, PCG now has almost 700 professionals in 28 officesacross the United States and Canada. PCG focuses on four verticals, which are described below, andwherever possible seeks to leverage each as necessary to solve the unique and often multidimensionalchallenges the public sector continually confronts.

Our Health and Human Services Division has worked in the following states, for a local, county or statejurisdiction:

PCG, and its Health and Human Services practice, draws on more than two decades of consulting topublic sector clients in all 50 states and Canada to deliver best-practice solutions and measurable resultsto state and local public agencies, state-operated facilities, and private providers that do business withgovernment agencies. It is our Health and Human Services division that will execute the scope of workunder Indianas RFS. PCG currently serves health and human services clients in 33 states, withprojects ranging from revenue management to program design, including:


19/312



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, toaddress the changing needs of the K-12 education community.

Consumer-Directed ServicesHelping state and local governments deliver a service model to persons with disabilities thatallows 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 stateand local governments navigate through the complete IT life-cycle, from project inception,feasibility, and procurement through to design, implementation, and maintenance and operation.


20/312

2.3.3 Company Financial Information


21/312



2.3.3: Company Financial Information

Public Consulting Group, Inc. and Subsidiaries(PCG) has been profitable and has enjoyed revenuegrowth in each of its 22 years of existence (with double-digit growth in all but 2 years). For our currentfiscal 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 strongbalance sheet.

According to our most recent audited financial statements (June 30, 2008), PCG has a working capitalbalance (current assets less current liabilities) of $46.4 million, with a $7.5 million credit facility fromnational 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 severalpages, 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 inMillions):

2003 2004 2005 2006 2007 2008

Revenue - Continuing Operations (inmillions)

$54.1 $73.4 $85.4 $49.6 $65.4 $88.4

Revenue - Discontinued Operations (inmillions)

$48.2 $9.8

Total Revenue (in millions) $54.1 $73.4 $85.4 $97.8 $75.2 $88.4

PCGs revenues are from a diversified group of state and local governments. PCGs financial statementsare included on the following pages.


22/312




23/312




24/312




25/312




26/312




27/312



St t f I di


28/312




29/312

State of Indiana


30/312



State of Indiana


31/312



State of Indiana


32/312

State o d a aDepartment of Child Services


State of Indiana


33/312

Department of Child Services


State of Indiana


34/312



State of IndianaD t t f Child S i


35/312





36/312





37/312





38/312





39/312





40/312

p




41/312


Cost Allocation & Time and EffortReporting Services-Component 1


R f S i


42/312




R t f S i 9 31


43/312




Request for Service 9 31


44/312






45/312






46/312

Request for Service 9 31





47/312

q





48/312

q





49/312



Request for Service 9-31C t All ti & Ti d Eff t


50/312



Request for Service 9-31Cost Allocation & Time and Effort


51/312



52/312

2.3.4 Integrity of Company Structure

and Financial Reporting




53/312


2.3.4: Integrity of Company Structure and Financial Reporting

The CEO and CFO of Public Consulting Group, Inc. have taken personal responsibility for thethoroughness and correctness of any/all financial information supplied with this proposal. Although PCGis a privately owned subchapter S corporation and is not directly subject to the requirements of theSarbanes-Oxley Act, PCG has taken steps to implement a number of the Acts safeguards and iscommitted to accurate financial reporting. PCG has the following structural and financial safeguards inplace:

Engagement of an auditing firm whose owners, officers, directors and employees are entirelyindependent 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 auditingfirm 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 thefinancial 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 corporatefinancial records and information.

A corporate compliance program with comprehensive and enforceable ethics code for all officersand employees.

A compliance hot line for individuals to report activities they believe to be improper.

Maintenance of corporate financial records for all required periods.


54/312

2.3.5 Contract Terms/Clauses




55/312

Reporting Services-Component 1

2.3.5: Contract Terms and Clauses

PCG accepts all Contract Terms and Clauses highlighted in Attachment B of the RFS, including non-mandatory contract clauses. PCG has made its understanding and acceptance of these terms clear in itsTransmittal Letter.


56/312

2.3.6 References


Request for Service 9-31Cost Allocation & Time and EffortR i S i C 1


57/312


2.3.6: References

In this section we are providing you with a number of items, as instructed by the RFS. We begin with thethree (3) references that you should consider as you do your review, followed by a listing of any stategovernment 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 eachcase. We believe that this clearly demonstrates for your review team the background and experience PCGpossesses 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 orliquidated damages or experienced any other financial or staffing sanctions under contracts with state

clients.

Three References

COMMONWEALTH OFRHODE ISLAND ANDPROVIDENCEPLANTATIONS

STATE OF KANSAS COMMONWEALTH OFMASSACHUSETTS

Department of Children, Youth,and Families

Social and Rehabilitation Services Department of Childrenand Families

Cost Allocation, Revenue

Management, and Federal

Claiming Services

Mr. Kevin SavageDirector of Financial Management

Department of Children, Youth,and Families101 Friendship Street, 4th FloorProvidence, RI 02906(401) 528-3629

Design and Implementation of a

Department-wide Cost Allocation

Plan Reviewing Random Moment

Time Studies and Reviewing All

Federal Claiming

Mr. Fred HalversonContract ManagerSocial and Rehabilitation Services915 SW Harrison St.Topeka, KS 66612(785) 296 3959

Child Welfare Revenue

Management and

Maximization

Ms. Ellen FinneganDirector of Financial

ManagementDepartment of SocialServices24 Farnsworth StreetBoston, MA 02210617 748 2069


Request for Service 9-31Cost Allocation & Time and EffortReporting Services Component 1


58/312


March 23, 2009 Page 42Printed on 30% post-consumer recycled content paper

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 tothe three references called out above but to contact any PCG reference.

Regional Experience

State Agency/Organization Project Contact Phone

MI Department of Human Services Maximization of Federal Revenue OpportunitiesMr. Stanley Stewart, Deputy Director, Departmentof Human Services

517.373.7500

IL Board of Education for the City of ChicagoTANF Maintenance of Effort Identification Documentation

Project

Ms. Diane Fager, Director, Policy and Program

Development773.553.2751

INFamily and Social Services Administration,Division of Aging

Fiscal Intermediary ServicesMs. Cindy Brown, Assistant Director, Division ofAging

317.232.7900

MIDepartment of Human Services, WayneCounty

Food Stamp Change Reporting Center ReviewMr. Stanley Stewart, Deputy Director, Departmentof Human Services

517.373.7500

IL Department of Children and Family Services Children's Supplemental Security Income ProjectMs. Nancy Haber, Project Manager, Department ofChildren and Families

217.785.9477

MI Department of Community HealthReimbursement Methodology for School Based HealthServices

Ms. Antoinette Hornberger, Manager, AncillaryServices Section

517.335.5206

KY Cabinet for Health and Family Services Supplemental Security Income Disability Determination andScreening for Children

Mr. Jim Wurtsmith, Foster Care Manager 502.564.3427


59/312


60/312




61/312

p g s C p


MA Department of Youth Services Revenue Maximization

Mr. Edward Dolan, Deputy

Commissioner, Department of YouthServices

617.960.3304

WI Department of Health and Family Services Medicaid Rate Setting and DRG RecalibrationMr. Richard Albertoni, Deputy BureauDirector, Bureau of Fiscal Management

608.266.9438




62/312

p g p


Staff Development

State Agency/Organization Project Contact Phone

MA Department of Children and Families Child Welfare Revenue Management and MaximizationMs. Ellen Finnegan, Director ofFinancial Management

617.748.2069

RI Department of Children, Youth, and Families Revenue Management and Maximization ServicesMr. Kevin Savage, Department ofChildren, Youth, and Families

401.528.3629

DEDepartment of Services for Children, Youth andFamilies

Department Organizational Review, Assessment of CostAllocation Practices, and Review of Title IV-E ReasonableCandidate, SACWIS Claiming Procedures, and Title IV-EManual Update

Mr. Harry Roberts, Controller,Department of Children, Youth and

their Families

302.892.4534

KS Social and Rehabilitation ServicesDesign and Implementation of a Department-wide CostAllocation Plan, Reviewing Random Moment Time Studiesand Reviewing All Federal Claiming

Mr. Fred Halverson, Contract Manager,Social and Rehabilitation Services

785.296.3959

FL Department of Children and FamiliesRandom Moment Time Study and Medicaid AdministrativeClaiming

Ms. Angela Boyer, RevenueManagement Staff Director

850.921.8181

ME Bureau of Family IndependenceAutomated Client Eligibility System Development andTraining

Mr. Ed Gott, Senior Account Executive 207.883.0076

N/A

National Association of State Human Services Finance

Officers

Training Program: Cost Allocation Plans for Human

Services Agencies

Richard Humiston, Idaho Department of

Health and Welfare 208.334.5581

AK Department of Health and Social Services Training Programs: Medicaid I and Medicaid IIMs. Michelle Lyons-Brown, MedicaidState Plan Coordinator, MAA IV

907.465.5828

N/ANational Association of State Human Services FinanceOfficers

Training Program: Managing Fiscal Issues in Child WelfareMr. Harry Roberts, Controller,Delaware Department of Services forChildren, Youth and Their Families

302.892.4532

In addition to the summary reference information above, Public Consulting Group has provided complete qualifications for all of theprojects listed above on the following pages. The Qualifications are organized first by those regionally completed and then by experience.




63/312

STATE OF INDIANA

FAMILY AND SOCIAL SERVICES ADMINISTRATION, DIVISION OF AGINGFiscal Intermediary Services

March 2006-present

Scope and ObjectivesPPL has recently begun enrolling individuals who receive waiver services under the Medicaid Aged andDisabled Waiver in a self-directed care program for personal care services. PPL will provide full-serviceFiscal 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 thisoption to other services and waivers in the future. In addition, this is the first state in which PPL willimplement IntegriCare, an IntegriCor, LLC product. IntegriCare is a telephony-based timekeepingsystem with a voice-recognition feature. This system is expected to streamline employee timekeepingwhile 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 ContactsThe following PCG staff can be contacted to learn more about our work on this project:

Marc Fenton Colleen FoxPresident Project Manager(617) 426-2026 (617) 426-2026

ReferenceThe following individual may be contacted to learn more about PCGs work on this project:

Cindy BrownAssistant DirectorDivision of AgingFamily and Social Services Administration402 W. Washington StreetIndianapolis IN 46207




64/312

WAYNE COUNTY, MICHIGAN

DEPARTMENT OF HUMAN SERVICESFood Stamp Change Reporting Center Review

September 2008-present

Scope and ObjectivesPCG is working with Wayne County Department of Human Services (DHS) to review evaluate, andredesign business processes to improve agency efficiency and address environmental conditions such aschanges in policy, growing client numbers, and advancements in technology. We have established a

thorough understanding of Change Reporting Center (CRC) process, workload, and technologies throughthe following activities:

Business Process Review: PCG reviewed the current business process of the (CRC) anddistrict offices. We developed an understanding of how the CRC and district officescommunicate internally and with clients. Our deliverables included process flows describingwork 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.

Outcomes

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.

PCG has and will continue to work with Wayne County to implement changes, develop and provide stafftrainings, and provide recommendations regarding document management and enterprise contentmanagement systems.


Jill Reynolds Amit Vaidya Stefanie Shapiro Rebecca Kanin

Associate Manager Consultant Consultant Consultant(617) 426-2026 (510) 444-0400 (617) 426-2026 (617) 426-2026





65/312

STATE OF ILLINOIS

DEPARTMENT OF CHILDREN AND FAMILY SERVICESChildrens Supplemental Security Income Project

2008-present

Scope of WorkPCG reviews DCFS case files, determines eligibility for SSI and processes those claims to the SocialSecurity Administration (SSA) to secure Title XVI SSI and Title II SSA auxiliary benefits for thechildren 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 yearincumbents who had previously performed work on a regional basis. PCG began the contract in mid-August. We began providing disability representative services on the first day of the contract, while alsodedicating staff to address the transition of over 700 active cases from the prior two vendors. Workingwith the DCF, local SSA and DDS offices, PCG successfully completed the transition phase of the projectwithin 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 benefitso 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


66/312




67/312

STATE OF MICHIGAN

DEPARTMENT OF HUMAN SERVICESMaximization of Federal Revenue Opportunities

December 2007-October 2009

Scope and ObjectivesPublic Consulting Group, Inc. is under contract with the Department of Management and Budget and theDepartment of Human Services (DHS) to design, develop and implement a program that will enable theState 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 fordistressed states. States that meet unemployment or Food Stamp caseload criteria areeligible to apply. Once eligible, states must demonstrate specified levels of Maintenanceof Effort spending. PCG is working with DHS to development documentation for FY2008 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 ofapproximately 10,000 NCPs in one pilot county who have not paid child support for atleast 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 overemployers for over 150 NCPs. Over half of these cases are now remitting child supportpayments.


Jerrold WolfProject Director

State and Local Business Solutions(312) [email protected]

Reference




68/312

(517) 373-7500 (517) 373-7914

THE STATE OF ILLINOISBOARD OF EDUCATION FOR THE CITY OF CHICAGOTANF Maintenance of Effort (MOE) Identification and Documentation Project

April 2001-present

Scope and ObjectivesPCG has contracted with the Board of Education of the City of Chicago (Chicago Public Schools) toprovide 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 TANFMOE. PCGs activities include:

Conducting program assessments of CPS funded social and human service programs to determineapplicability 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 ClientSince federal fiscal year 2001, PCG helped CPS obtain over $66M in revenue from the state of Illinois byidentifying and documenting nearly $140M in qualified TANF or TANF MOE expenditures from theCPS budget.

PCG Contacts

The following PCG staff can be contacted to learn more about our work on this project:

Kathy Fallon Anthony Ong Deborah EisnerManager Associate Manager Consultant(617) 426-2026 (617) 426-2026 (617) 426-2026


Ms. Diane Fager, DirectorPolicy and Program DevelopmentChicago Public Schools125 South Clark Street, 14th floorChicago IL 60603




69/312

STATE OF ILLINOIS

DEPARTMENT OF CHILDREN AND FAMILY SERVICESChildrens Supplemental Security Income Project

2008-present

Scope of WorkPCG reviews DCFS case files, determines eligibility for SSI and processes those claims to the SocialSecurity Administration (SSA) to secure Title XVI SSI and Title II SSA auxiliary benefits for thechildren 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 yearincumbents who had previously performed work on a regional basis. PCG began the contract in mid-August. We began providing disability representative services on the first day of the contract, while alsodedicating staff to address the transition of over 700 active cases from the prior two vendors. Workingwith the DCF, local SSA and DDS offices, PCG successfully completed the transition phase of the projectwithin 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





Identify foster children who are potentially eligible for receipt of any other SSA benefitso Applications to obtain Title II auxiliary benefits to the youth


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



Reduce social worker workload by reducing administrative burden Provide local staff throughout the State to work with DCFS staff in all 10 regions


State of Illinois has received over $15 million annually in Federal revenues




70/312

217-785-9477




71/312

COMMONWEALTH OF KENTUCKY

CABINET FOR HEALTH AND FAMILY SERVICESSupplemental Security Income (SSI) Disability Determination & Screening for Children

1993-2008

Scope of WorkPCG.FM Blake has been reviewing the Cabinets case files, determining eligibility and processing thoseclaims to the Social Security Administration to secure Title XVI SSI benefits for the children in theCabinets 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






Successful completion of all Redeterminations of Income Eligibility (RZ)

Consultation and technical assistance to Cabinet staff on social security related matters



Reduce social worker workload by reducing administrative burden

Provide dedicated on-site staff to work with CHFS staff


Commonwealth has received approximately $60 million in Federal revenues

Completed approximately 8,500 applications and Continuing Disability Reviews over the life of thecontract

Number of reconsideration and administrative appeals is less then 10 annually


Jim Wurtsmith, Foster Care ManagerCabinet for Families and Children275 East Main StreetFrankfurt, KY 40621


72/312




73/312

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 servicesprovided by PCG represents less than 1% of the annual revenue collected.

Dollar Amount of EngagementThis project is currently capped at $3 million per year. Half of PCGs payments are at risk associated withoperational, quality, and financial performance measures.



MA DCF Child W lf R M t d M i i ti


74/312

MA DCF: Child Welfare Revenue Management and Maximization


Current Relationship with the ClientThe current relationship with the client is ongoing.


Kathy Fallon Jennifer MacBlaneContract Manager Operations Director(617) 426-2026 (617) 426-2026


Ellen FinneganDirector of Financial Management

Department of Social Services24 Farnsworth StreetBoston, MA 02210617-748-2069



STATE OF RHODE ISLAND AND PROVIDENCE PLANTATIONS


75/312

STATE OF RHODE ISLAND AND PROVIDENCE PLANTATIONS

DEPARTMENT OF CHILDREN, YOUTH, AND FAMILIESRevenue Management and Maximization Services

1994-present

Scope and ObjectivesPCG is currently engaged in a project to assist the Department of Children, Youth, and Families withidentifying improvements to revenue operations and ongoing revenue management and planning. Thefocus of this engagement is to provide consultative services to enhance federal reimbursement with regardto Titles II, IV-E, XIX, and XVI, to prepare and submit the quarterly cost allocation plan and Title IV-E 1claim, to administer the random moment time study, and to provide quality assurance (QA) assistancerelated to Title IV-E. Previously, we assisted with planning and implementation efforts associated withenrolling children in substitute care with the states Medicaid managed care program. The objectives ofPCGs services during this project include:

Receiving approval for a revised cost allocation plan and labor distribution report from CMS andthe Division of Cost Allocation;

Investigating changes and amendments to Federal regulations and recommending and

implementing necessary procedural revisions to Federal benefits operations in order maintainhighest levels of compliance and revenue generation;

Providing ongoing operational support, technical consultation, and best case practice training toFederal benefits staff regarding Title IV-E eligibility determinations, policies, and procedures;and

Continually identifying potential revenue enhancement opportunities, their success potential andthe necessary implementation plan and schedule.

Key AchievementsSince 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 revenueproducing activities including interviewing all relevant program personnel, documentingoperational 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 andReconciliation Act of 1996 (PRWORA);



RI DCYF: Revenue Management and Maximization Services


76/312

RI DCYF: Revenue Management and Maximization Services


Assisted DCYF in defending cost allocation plan amendments, including a recent amendmentrelated to RICHIST (SACWIS) allocations and a previous amendment related to MedicaidAdministration 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 ContractApproximately $150,000 - $225,000 annually

Claim Rejection RateN/A (PCG assists with Title IV-E administrative claiming; to date no disallowances)

Computer Hardware/Software RequirementsPCG uses state systems, on-site, to perform QA functions. PCG uses its own software program to preparethe CAP and administer the RMTS.


John Shaughnessy Amy Ferraro Robert BaldacciManager Associate Manager Consultant(617) 426-2026 (617) 426-2026 (617) 426-2026


Mr. Kevin Savage



STATE OF DELAWARE


77/312

STATE OF DELAWARE

DEPARTMENT OF SERVICES FOR CHILDREN, YOUTH AND FAMILIESDepartment Organizational Review, Assessment of Cost Allocation Practices, and Review of Title IV-

E Reasonable Candidate, SACWIS Claiming Procedures, and Title IV-E Manual Update

May 2006-present

Scope and Description of WorkPCG conducted a comprehensive department organization review in order to assess what changeswould be necessary for DSCYF to implement to update its existing cost allocation plan. The reviewincluded all child welfare, juvenile justice, and child mental health programs. In addition, PCGsupported DSCYF in its efforts to respond to federal audit findings concerning the agencys treatmentof reasonable candidates for the Title IV-E program and recommended necessary modifications to theagencys procedural guidelines for determining candidacy for the program. PCG also providedassistance with the implementation of updated procedures for allocating development andmaintenance costs for the departments statewide automated child welfare information system(SACWIS) to Title IV-E. PCG concurrently worked to review and revise the departments caseworker Random Moment Time Study (RMTS). The RMTS was submitted to the Division of CostAllocation 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 withprogram and financial staff within each of the various units of the main department servicedivisions as well as the administrative division;

Reviewed existing department random moment time study which is used to determinenecessary data for DSCYFs quarterly Title IV-E administrative claiming;

Provided recommendations to DSCYF to respond to federal audit findings related to theagencys procedures for determining reasonable candidates for the Title IV-E Foster Careprogram and claiming costs for DSCYFs activities in support of the Title IV-E program;

Reviewed claiming procedures implemented by DSCYF for costs associated with thedevelopment and maintenance of its statewide automated child welfare information system(SACWIS) and provided recommendations for updating existing procedures for claimingallowable 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 andfiling claims from the quarterly CAP;

Updated cost allocation plan and prepared it for submission to federal cognizant agencies forapproval;

I t i d Cli t Eli ibilit U it t ff di th i ibiliti


78/312



STATE OF KANSAS


79/312

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 WorkPCG was procured to provide consultant services to review all State of Kansas Department of Social andRehabilitation Services (SRS) cost allocation plan (CAP) and Random Employee Sampling Technique(REST) documentation along with reviewing federal claiming procedures related to Title IV-E andMedicaid. The review phase of this project consisted of a complete review of all cost allocation plandocumentation, which included facilitating discussions with key SRS staff, determining proposedpreliminary changes and recommendations to the plan, evaluating documentation practices, reviewing andrecommending changes in federal claiming practices, and identifying opportunities to leveragetechnology. PCG's primary responsibilities for this contract, under the directive of SRS staff, are toamend and update the cost allocation plan and revise the REST program and activity choices to moreaccurately reflect social worker responsibilities. PCG will also provide some assistance related to federalclaiming 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 andIncome 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 thereasonableness 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.


Amy Ferraro Robert Baldacci

Associate Manager Consultant(617) 426-2026 (617) 426-2026




STATE OF FLORIDA


80/312

BROWARD COUNTYCost Allocation Plan PreparationSeptember 2002-January 2008

Scope and Description of WorkPCG was awarded two consecutive contracts to prepare two cost allocation plans: a full cost allocationplan which allocates all central services costs to benefiting objectives and an OMB A-87 cost plan whichallocates only costs allowable under federal reimbursement guidelines. The process for completion ofthese plans included interviews with agencies and divisions allocating costs to ensure that costs wereutilizing the most adequate statistic to allocate costs effectively. In addition, PCG regularly met withselected final receivers of costs including the Enterprise Funds and Human Services to understand theirconcerns 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 Years2001 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 costpools and allocation bases;

Updated all of the 100+ statistics, some of which were previously out of date (therefore allocatingcosts 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 concernsprior to the completion of the final plan;

Created internal comparisons of the plan from year to year used by Accounting to identify majordiscrepancies 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 forthby the departments included in the plan.


A E F S H



FL Broward County: Cost Allocation Plan Preparation


81/312



Mr. John PryorDirectorAccounting Division115 South Andrews AvenueFort Lauderdale, FL 33301(954) 357-7140



THE NATIONAL ASSOCIATION OF STATE HUMAN SERVICES FINANCE OFFICERS


82/312

Training Program: Cost Allocation Plans for Human Services AgenciesMarch 2003-present

Scope and Description of WorkPCG was selected through separate competitive procurement processes to develop and lead three-daytrainings on behalf of the National Association of State Human Services Finance Officers (HSFo), anorganization designed to focus upon the issues facing state officers responsible for the administration ofcost allocation plans. For the basic training developed for the organization, the program focused onproviding 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 detaileddiscussions about how to use a cost allocation plan as a revenue maximization tool. The presenting teamused its experience in developing cost allocation plans nationwide to convey the importance ofmaintaining compliance with federal regulations (i.e., OMB A-87 and the corresponding implementationguide ASMB C-10) while creating a plan that is an effective fiscal tool. PCG has begun deliveringadvanced cost allocation plan trainings as well. These trainings focus on many of the same areaspresented in the basis trainings, but delve into additional detail related to each topic. The advancedtrainings 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 Plano Significant Termso Purpose of Developing a Plano Applicable Regulatory Documentso Central Service vs. Public Assistance Plans

Presenting the Cost Determination Processo Distinction between Direct and Indirect Costso OMB A-87s Role in Cost Determination

Basic Cost Allocation Plan Structureo Items to be Included in the Plano Items to be Available for Backup and Audit Trails

Allocation Methodologieso Advantages and Disadvantages to Various Allocation Methodologieso Using Time Studies as Allocation Methodologies

Developing a Plan from Scratcho Compiling Items to be Included in the Plano Submitting the Plan to the Department of Cost Allocationo The Negotiation Process

Amending Cost Allocation Plans



The National Association of State Human Services Finance Officers: Training Program: Cost


83/312

Allocation Plans for Human Services AgenciesContinued from previous page.

Differences in Types of Planso Key Differences Among Public Assistance Planso Items to be Included in Each Type of Plano Defining Characteristics of Various Public Assistance Agencies

Using a Cost Allocation Plan as a Revenue Maximization Toolo Analyzing Agency Fundso Common Errors in Using a Plan as a Revenue Maximization Tool

What Other States Are Doing and Other Hot Issueso 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 ServicesReviews 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 thepublic 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 chargedwith developing their states SACWIS into a cost allocation tool. Participants received training materialsthat included comprehensive guides to the issues covered during the three-day training as well as groupexercises and case studies to provide real-world analysis. To ensure that each participant had a clearunderstanding of the programs highlights, participants were asked to complete brief quizzes on eachhighlighted 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 datein New Orleans, LA, Raleigh, NC, Charleston, WV, Montgomery, AL, and Reno, NV.


John Shaughnessy Amy Ferraro Robert BaldacciManager Associate Manager Consultant(617) 426-2026 (617) 426-2026 (617) 426-2026

Reference



STATE OF LOUISIANA


84/312

DEPARTMENT OF HEALTH AND HOSPITALS, OFFICE OF MANAGEMENT ANDFINANCECost Allocation Plan Services

May 2007-May 2008

Scope and Description of WorkPCG assisted the State of Louisiana, Department of Health and Hospitals (DHH) to rewrite its costallocation 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. PCGassisted DHH with determining the appropriateness of each method, developing changes andmodifications, and making changes to internal practices to support new allocation methods. The plan wassubmitted in Spring 2008, and is currently being negotiated by the department. The LA DHH CAP isused to allocate costs incurred by the agency, whose total budget is over $8 billion annually.


Amy Ferraro Kevin CoyleAssociate Manager Senior Consultant(617) 426-2026 (512) 407-9680


Ms. Debbie Loper

Department of Health and HospitalsBienville Building628 N. 4th St.5th FloorBaton Rouge, LA 70802(225) [email protected]



COMMONWEALTH OF MASSACHUSETTS


85/312

DEPARTMENT OF MENTAL HEALTHCost Allocation Plan ServicesMay 2001-present

Scope and Description of WorkPCG developed an implemented a cost allocation plan and random moment time study process on behalfof 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 MADMH 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 acrossthe Department;

A review of the financial accounting (MMARS) system and development of electronic extractioncapabilities;

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 implementationof the departments MHIS system;

Development of a cost allocation plan program to support allocation of over $600 million inannual 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 Officewhich improved upon the previous method of time surveying. PCG analyzed the sample pool todetermine the number of moments necessary to gather a statistically valid sample andsubsequently designed the tool to generate approximately 2,000 random moments on aquarterly basis. Our staff developed training documents for in-service and new caseworkers, andcontinues 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.




MA DMH: Cost Allocation Plan Services


86/312



Ms. Kathy DukeDepartment of Mental Health25 Staniford StreetBoston, MA 02114

(617) 626-8027



COMMONWEALTH OF MASSACHUSETTS

EXECUTIVE OFFICE OF HEALTH AND HUMAN SERVICES


87/312

EXECUTIVE OFFICE OF HEALTH AND HUMAN SERVICESCost Allocation Plan Review and ImplementationApril 2004-present

Scope and Description of WorkThe Massachusetts Executive Office of Health and Human Services (EOHHS) began a reorganization infiscal year 2004 that consolidated many management functions preformed at various EOHHS agenciesand 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, includingimplementing plans for agencies that do not have cost allocation plans, and develop and modernize timestudy processes.

As part of the initiative, PCG assisted EOHHS in developing a revised cost allocation plan, usingAlloCAP 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 bythe 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 theMassachusetts 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 randommoment time study software. PCG is currently in the process of developing a cost allocation plan for theMassachusetts 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 gainedfederal 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 Robert BaldacciAssociate Manager Consultant(617) 426 2026 (617) 426 2026



MA EOHHS: Cost Allocation Plan Review and Implementation

C ti d f i


88/312



Ms. Janice AxelrodDirector of Federal RevenueExecutive Office of Health and Human Services600 Washington Street, Floor 5

Boston, MA 02111(617) 210-5636



STATE OF MAINE

DEPARTMENT OF HEALTH AND HUMAN SERVICES AND OFFICE OF CHILD AND


89/312

DEPARTMENT OF HEALTH AND HUMAN SERVICES AND OFFICE OF CHILD ANDFAMILY SERVICESDesign and Implementation of a Department-wide Cost Allocation Plan

December 2004-present

Scope and Description of WorkThe Department of Health and Human Services (DHHS) implemented a reorganization plan effective July1, 2004 which merges the Maine Department of Human Services with the Maine Department ofBehavioral 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 Proposalfor the Maine Department of Health and Human Services.

PCG has reviewed both agencies and devised a plan for the combined entity known as the MaineDepartment of Health and Human Services. Additionally PCG was contracted to update the Maine Officeof Child and Family Services CAP. Before updating the plan, which was previously a Title IV-E CAPinstead 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.


Amy E. Ferraro Robert BaldacciAssociate Manager Consultant(617) 426-2026 (617) 426-2026

R f



COMMONWEALTH OF VIRGINIA

DEPARTMENT OF SOCIAL SERVICES DIVISION OF FINANCEC All i Pl S i d Ti S d R i


90/312

DEPARTMENT OF SOCIAL SERVICES, DIVISION OF FINANCECost Allocation Plan Services and Time Study ReviewAugust 2007-December 2007

Scope and Description of WorkPCG was awarded a contract to review the Department of Social Services (DSS)s public assistance costallocation plan. DSS recently revised both its cost allocation plan and accompanying Random MomentSampling (RMS) process. PCG was asked to conduct a review of each, in preparation of additionalnegotiations 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 visitand prepared a detailed report with its additional recommendations related to both the cost allocation planand RMS. PCG reviewed all cost pools contained in the cost allocation plan; all time study questions; alltime study allocation methods; and the overall RMS process.


Amy FerraroAssociate Manager(617) 426-2026


Ms. Okpil Kim, CPAFinancial Services Manager II

Division of Finance Financial Operations UnitCommonwealth of VirginiaDepartment of Social ServicesFinancial Branch7 North Eighth StreetRichmond, VA [email protected]



STATE OF VERMONT

AGENCY OF HUMAN SERVICESC t All ti Pl R i d I l t ti


91/312

AGENCY OF HUMAN SERVICESCost Allocation Plan Review and ImplementationMay 2004-present

Scope and Description of WorkThe Vermont Agency of Human Services (AHS) implemented a reorganization effective fiscal year 2005that consolidated the nine AHS departments into five. This consolidation also created the Office ofVermont Health Access to perform the Medicaid program functions for AHS. AHS contracted withPublic 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 implementingplans for who do not have cost allocation plans, and develop and modernize time study processes. PCGassisted AHS to develop new cost allocation plans for all five agencies. All five plans have been approvedby the Division of Cost Allocation (DCA). The VT AHS CAP is used to allocate costs incurred by theagency, 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 newdepartments 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 softwareapplication, 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, whichblock granted the Vermont Medicaid program. PCG had an opportunity to work with AHS staff duringthe 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



VT AHS: Cost Allocation Plan Review and Implementation

Continued from previous page


92/312

Continued from previous page

PCG ContactsThe following PCG staff can be contacted to learn more a