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Biden Administration’s Plan to Rescind States’ Medicaid Work Rules Faces Temporary Hitch

MM Curator summary

 
 

Biden’s effort to unilaterally undo states’ approved work requirements hits a hiccup.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

Republican-led states plan to challenge rollback following last-minute Trump administration agreements

 
 

The Biden administration wants to roll back some states’ requirements that Medicaid recipients work in exchange for government relief, but its task may be complicated by moves in the final weeks of the previous administration to lock in the requirements for months.

The Republican Trump administration supported work requirements, calling them a way to move people out of the program and into jobs with employer-sponsored health coverage. Typically, a beneficiary has to work 20 or more hours a week, or perform community service or participate in education or job training, in order to get or keep their health insurance.

Democrats say the states’ work requirements run counter to Medicaid’s status as a guaranteed benefit for the low-income and disabled people who qualify for the federal-state health program. Kentucky, Arkansas and Nebraska are among the 12 states that received Trump administration approval to impose work requirements, though some plans were blocked by the courts.

Just weeks before President Biden took office, the Trump administration urged states in a Jan. 4 letter to sign agreements that would preserve work requirements in the program for nine months before they could be undone by the federal government.

The letters say the Centers for Medicare and Medicaid Services, the federal agency that oversees the program, must go beyond offering states a hearing to contest changes, as is typically the case, and instead follow a longer, nine-month process for revoking the arrangements. An HHS spokesman said 17 states signed the agreements, including Georgia, Tennessee and Arkansas.

Republican leaders in the states, having signed those agreements, say work requirements should be binding until September. Some state officials say they are examining whether the agreements signed in January give them legal grounds for challenging the Biden administration’s action

 

“Arkansas negotiated in good faith with the last administration over nearly a year for its work requirements, which helps lift Arkansans out of poverty,” said Sen. Tom Cotton (R., Ark.).

“President Biden revoked the program without warning,” Mr. Cotton added, “making unilateral decisions for Arkansas voters from D.C. even before fully staffing his administration.”

Mr. Biden recently signed executive orders directing government agencies to re-examine Trump-era healthcare policies, moves that were expected to lead to the unraveling of initiatives such as Medicaid work requirements and short-term health plans. The orders specifically called for agencies to re-examine rules and policies that limit access to healthcare, including pilot programs to alter Medicaid and waivers that let states change the program, such as adding work requirements.

Meanwhile, the Supreme Court may soon weigh in on the issue. Justices are set to consider appeals by Arkansas and New Hampshire over whether the government’s approval of the work arrangements during the Trump administration is legal, following lawsuits by residents of each state. The Biden administration has asked the Supreme Court not to hear the case, and ended the Justice Department’s defense of the requirements that began under the previous administration.

The Biden administration is seeking to withdraw the requirements before the court is set to hear the case this spring. CMS, meanwhile, said in letters to states in February that it wouldn’t uphold agreements made with the Trump administration granting a nine-month reprieve.

Arkansas in 2018 imposed work requirements for seven months, but a lower court struck down the mandate and an appeals court upheld the ruling. Arkansas appealed to the Supreme Court.

Dennis Smith, a senior adviser for Medicaid and Health Care Reform in Arkansas, part of a state agency, said the Biden administration could choose not to approve new work requirements, but revoking a program that was approved by the previous administration and took months of planning was unfair.

“This is really rewriting the relationship between the federal government and states, and everybody has to be really concerned,” Mr. Smith said. “Once you start down that path, where does it stop? States need stability and predictability.”

A spokesman for the Department of Health and Human Services, which includes CMS, said, “Medicaid’s primary objective, as set out by Congress, is to provide medical assistance to serve the health and wellness needs of our nation’s vulnerable and low-income individuals and families—based on need, not based on one’s ability to find work.” He added, “This is not the time to experiment with policies that risk a substantial loss of health coverage or benefits, especially for communities significantly impacted by Covid-19 and other health inequities.”

In Nebraska, ending the work requirements could potentially strip some beneficiaries of certain benefits, state officials said. The state required newly eligible adults to meet certain work and other requirements to get dental and vision coverage that aren’t traditionally covered by the Medicaid program.

Nebraska state officials said the Biden administration should be reviewing Medicaid changes on an individual basis and not reject innovations.

“Nebraska will be making the case for why federal approval of our program should stand,” said Taylor Gage, a spokesman for Republican Nebraska Gov. Pete Ricketts.

Georgia’s program was designed so that lower-income people previously not eligible for Medicaid could get coverage if they met work or related requirements, and state officials said rescinding the approval would deprive coverage to future enrollees. The program has been set to begin July 1, and the state is bound by legislative statute from adopting the Affordable Care Act’s Medicaid expansion. Georgia officials said they plan to argue to maintain their program.

CMS will work with Georgia and Nebraska to explore opportunities for covering the same people, an HHS official said. CMS said it would consider whether the programs promote Medicaid’s objectives before making any decisions.

 
 

The new administration’s quick action to start rolling back the agreements is partly a legal maneuver, some legal analysts said, since waiting nine months before revoking them would keep the Supreme Court case alive.

These analysts said the administration would prefer to leave the question of the programs’ legality—and whether Medicaid’s purpose is to provide health insurance or improve the health of its beneficiaries—out of the hands of the Supreme Court.

A decision that defines Medicaid’s purpose solely as providing health coverage could limit the administration’s ability to approve new proposals from states, such as programs that use Medicaid funding to help with housing or transportation, or incentivizing people to participate in wellness programs.

“It would limit the agency’s discretion and could come back to hurt the Biden administration,” said Nicholas Bagley, a health law professor at the University of Michigan.

The Biden administration has asked the Supreme Court to vacate the earlier D.C. Circuit Court of Appeals decision saying the purpose of Medicaid was to provide health insurance.

The administration’s initial steps to end Medicaid work requirements were cheered by advocacy groups and Democrats who say work requirements reduce access to health coverage.

More than 18,000 beneficiaries in Arkansas lost health coverage in the seven months work requirements were in place in 2018, according to state data. Arkansas state officials said the numbers of disenrollment are due to traditional churn in the program, and that other states without work requirements have had higher numbers of people who have been disenrolled.

 
 

 
 

 
 

Clipped from: https://www.wsj.com/articles/biden-administrations-plan-to-rescind-states-medicaid-work-rules-faces-temporary-hitch-11614605414

 
 

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Top 4 mistakes Medicaid health plans make when vetting solution vendors

6-minute read

Many of our clients are Medicaid health plan operational teams that manage vendor relationships. The article below is based on our experience working with Medicaid health plans who have been able to optimize their vendor management processes.

Mistake 1: Failing to have a process for managing vendor sales meeting requests

Most Medicaid health plans describe their vendor management scenario as “deluged” with vendor meeting requests. When our plan clients quantify the time they spend on each vendor sales effort, they realize that all the meetings and followup meetings and related correspondence and efforts add up to many hundreds (and sometimes thousands) of health plan staff hours. While some Medicaid plans have begun to implement more policies to manage this process, most plans still have room to optimize the return on this significant time investment.

A defined vendor-engagement process is critical

Mistake 2: Not setting up expectations on the front end for how your vendor engagement process works

Communicate expectations to vendors from the very first meeting

Few vendors (especially new vendors) understand the way your plan prefers to manage procurement efforts. Each plan is different in how it prefers to engage with vendors. Some plans only meet with vendors related to a problem they are actively trying to pursue. Some only meet with vendors they have invited to respond to an RFP. Other plans meet with vendors at any time, to learn more about solutions or to get new ideas.

Once a vendor is engaged in a potential solution discussion, they will need to know what to expect in terms of different business units involved in the decision, information and data that will be needed to support the business case, what to expect in terms of acceptable pricing models and how long the overall process normally takes. Most vendors have no idea what to expect, and most plans do not communicate what to expect. Setting expectations from the start will go a long way to keep everyone aligned and making the best use of your precious time.

Mistake 3: Not right-sizing the proposed project to the problem and the vendor’s current scale

Sometime you need a solution to close HEDIS gaps for 100 members. Sometimes you need an overhaul of an entire process, or a brand new critical technology system. Rest assured, whatever the size of your problem, any solution vendor engaging you in a sales process wants to maximize the size and duration of the contract. If you do not set quantified scope parameters correctly, you will end up with a solution that either doesn’t go far enough or goes too far. Best practices include using a member-level target list (for interventions / gap closure based projects), starting with an initial pilot, and breaking any effort more than 60 days up into phases.

Always fit the size and complexity of the solution to the size and complexity of the problem

Mistake 4: Not checking references in depth

Invest time in longer discussions with vendor references

Vendors pitching you their solution will only show you their very best results. While this information is important, this should not be the only data you use to kick the tires of their capabilities. Ask for more than three references – this way you have a better chance of getting a broad perspective of what other plans have experienced with the vendor.

How You Can Address The Risks of Partnering with Solution Vendors in the Medicaid Space

In addition to your own research into potential vendor partnerd, there are a few key tactics that can help you overcome some of the common challenges in the space.

  1. Engage a consulting firm with deep expertise in the space, but that also has a practice area focused on assisting Medicaid health plans vet solution vendors. We provide this type of assistance to our health plan clients, and are happy to have a conversation anytime. If our services and expertise are a fit for your needs as you develop or execute your strategy, engaging with us is a simple process. If we are not the right fit, we are happy to make a referral to another firm who may be.
  2. Consider adding a Medicaid-specific, independent vendor review product to your toolkit. While there are multiple options for vendor reviews in the healthcare space, most are not independent evaluations (they receive their revenues from the vendors reviewed). If you are considering enhancing your vendor review process, an independent review tool is critical.

Reach Out

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What are the 4 critical risks of investing in the Health and Human Services (HHS) space?

6-minute read

Many of our clients are investment professionals working in the health and human services space (including the full spectrum from angel to VC to equity firms). The article below is based on our experience working with investors who have succeeded in this space.

Risk 1: Failing to understand that seeking revenues in the Health and Human Services (space) creates a new set of challenges for your portfolio companies

One of the worst mistakes investors new to the space can make is to assume that strategies rooted in the commercial payer or Medicare Advantage space can be simply pivoted into the Medicaid space. The mistake is understandable, because few portfolio companies understand this risk and they do not know to communicate it to their investment partners.

Risk 2: Underestimating the Learning Curve

Understanding that commercial and Medicare strategies need to be dramatically altered to work in Medicaid is the first step. The next risk is underestimating the learning curve for Medicaid. Each state operates its own Medicaid program, and most benefit, operational and procurement decisions are done independent from federal operations. We have a saying in our space: “If you have seen one Medicaid program, you’ve seen one Medicaid program.” Besides the policy differences across states, each state has its own agency and stakeholder environment, and navigating these is extremely complex for HHS veterans. Finally, the regulatory environment for this space evolves constantly, and in ways that greatly impact revenue projections. For those new to the space, critical mistakes and loss of time are guaranteed.

Risk 3: Miss the Unique Complexity of the HHS Sales Cycle for Your Portfolio Companies

Many investors rely on the relational nature of other verticals for confidence in sales revenues. While relationships play an important role in the HHS space, most contracting is done using a defined competitive procurement process. This applies to both state agency and health plan contracts (though less so in health plans). Because of the regulatory and bureaucratic components, the sales cycle for this space is much longer and much more unpredictable than in other verticals.

Risk 4: Differences in pricing models

The Medicaid space has two key components that drive unique pricing models: A focus on the rate-cell capitation payments to managed care plans, and long-standing efforts to implement value-based payment models.

Medicaid health plans are paid a per member per month (pmpm) fee by states to manage different populations (such as diabatics or pregnant mothers). All the costs for care and management of each member must be funded by those rates or the plan loses money. Each plan thus thinks of all vendor solution costs in terms of pmpm. This type of pricing is not the norm for most portfolio companies operating in the commercial space, and it may take a large effort to structure pricing models in a way that will succeed in the Medicaid space. Most portfolio companies price solutions at an aggregate level and do not have a way to assign costs at the plan member level.

The second challenging part of HHS pricing models is the focus on value-based payments. Most Medicaid state agencies and health plans are required to place an ever-increasing amount of their payments to providers in what is called a “value-based” arrangement. While precise definitions of these models remain elusive, the critical risk is not being able to clearly tie a portfolio company solution to specific member outcomes. Vendors should also be prepared with standard risk sharing arrangements to offer to prospects in the Medicaid space.

How You Can Address The Risks of Investing in the HHS Space

In addition to your own research into this vertical, there are a few key tactics that can help you overcome some of the common challenges in the space.

  1. Engage a consulting firm with deep expertise in the space, but that also has a practice area focused on assisting investment professionals. We provide this type of assistance to our investment clients, and are happy to have a conversation anytime. If our services and expertise are a fit for your needs as you develop or execute your strategy, engaging with us is a simple process. If we are not the right fit, we are happy to make a referral to another firm who may be.
  2. Consider adding a vertical-specific market intelligence product to your toolkit. While there are multiple options for general investing market intelligence in the healthcare space, if you are considering (or already executing) an investment thesis tied to HHS-vertical revenues, the more specific your research sources, the better.

Reach Out

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Medicaid Concepts: Electronic Visit Verification

This is part of our Medicaid Concepts series, in which we provide a high level overview of key concepts in the Medicaid industry today.

What do we mean by electronic visit verification (EVV)?


Electronic visit verification (EVV) is a category of technologies and services used to validate that a visit actually occurred (usually in the member’s home). While EVV has been around for a long time, the 21st Century Cures Act made it mandatory for all state Medicaid programs by January 2020 for personal care services and January 2023 for home health services.

At a minimum, EVV systems must document:

  • Date of service
  • Location of service
  • Individual providing service
  • Type of service
  • Individual receiving service
  • Time the service begins and ends

What role does Medicaid play?


In addition to implementing required EVV systems, Medicaid agencies are in a unique position to leverage EVV data to improve member service provision. Medicaid agencies also play an important role in educating members on the benefits of EVV and reassuring those members that have privacy concerns related to GPS data tied to their home.

While EVV is primarily designed to prevent fraud in the Medicaid system, there are opportunities to use EVV data to improve care coordination and identify member quality gaps. The ability to use EVV to improve member outcomes is only beginning to be explored.

Explore further


https://www.medicaid.gov/federal-policy-guidance/downloads/cib080819-2.pdfhttps://www.medicaid.gov/sites/default/files/2019-12/evv-requirements-intensive.pdf

https://www.medicaid.gov/medicaid/data-systems/outcomes-based-certification/electronic-visit-verification-certification/index.html

https://medicaid.publicrep.org/feature/electronic-visit-verification-evv/

https://medicaid.ohio.gov/INITIATIVES/Electronic-Visit-Verification

https://medicaid.georgia.gov/programs/all-programs/georgia-electronic-visit-verification-evv

https://chfs.ky.gov/agencies/dms/dca/Pages/evv.aspx

https://dhhs.ne.gov/Documents/EVV%20October%20Slides.pdf

https://www.in.gov/medicaid/providers/1005.htm

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Medicaid Concepts: Member Engagement

This is part of our Medicaid Concepts series, in which we provide a high level overview of key concepts in the Medicaid industry today.

What do we mean by member engagement?

With so much focus in the Medicaid space on improving health outcomes for the sickest, most vulnerable populations, the need to have the member engaged in their own health is clear. “Member engagement” is a broad term that includes a range of ideas: treatment compliance, emergency room avoidance, self-directed care, decision-making, health assessments, and member onboarding.

All efforts centered on member engagement are based on the idea that people will make better healthcare decisions when they are more engaged. One of the biggest obstacles to increasing member engagement today is the overload of information. It is increasingly difficult to get the member’s attention in an information-rich world of social media, email and entertainment.

Member engagement should not be confused with care management. Care management describes a model focused on care coordination, treatment pathways and targeting members with complex needs. While care management also relies on member engagement, the two terms are not synonymous.

What role does Medicaid play?

Over the past several decades, Medicaid agencies have worked to improve member-engagement. Many of the earlier efforts evolved out of the disease management programs of the late 1980s and 1990s. Newer efforts focus on maximizing the effectiveness of communications to members, targeting specific members to close quality gaps and aligning incentive programs to encourage healthy behaviors.

While much of the member engagement effort focuses on newer technology solutions (think smartphones or telehealth), there are still important functions related member engagement that happen in a call center, or when a member fills out a member satisfaction survey. Medicaid agencies, health plans, and providers all have opportunities to increase member engagement in a wide range of settings and thereby improve health outcomes.

Explore further

https://carenethealthcare.com/medicaid-member-engagement-strategies/

https://medcitynews.com/2018/09/here-are-some-high-impact-engagement-strategies-for-medicaid/?rf=1

https://www.chcs.org/media/PRIDE-Culture-of-Engagement-FINAL.pdf

https://healthpayerintelligence.com/news/how-to-improve-medicaid-member-engagement-care-coordination

https://www.colorado.gov/pacific/hcpf/performance-measurement-and-member-engagement

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Careers | West Virginia University Medicaid Claims Data Specialist (Research Associate) – Health Affairs Job in Charleston, WV

 
 

The Office of Health Affairs are West Virginia University is seeking applications for a Medicaid Claims Data Specialist (Research Associate) located in Charleston, WV. The Medicaid Claims Data Specialist is a key participant in the State-University partnership between the West Virginia University Office of Health Affairs and the West Virginia Department for Health and Human Resources (WV DHHR). Overarching responsibilities include implementation and management of a data science training program to assist faculty and staff at Office of Health Affairs in analyzing administrative Medicaid claims and other state data sources. This position will also be responsible for working with the WV DHHR to leverage data resources and support analytic needs, overseeing the use of state data sources for research at West Virginia University, participating in interdisciplinary research and evaluation teams, and providing oversight and management of other data analysts and personnel embedded within the Department for Health and Human Resources. The Medicaid Claims Data Specialsit will be an employee of the West Virginia University Office of Health Affairs, however, this individual will be embedded within the Department for Health and Human Resource’s Bureau for Medical Services and will work full-time out of the Office of Health Affairs offices in Charleston, West Virginia.

In order to be successful in this position, the ideal candidate will:

  • Provide training in the analysis of administrative Medicaid claims data using SAS or other statistical analysis packages to other faculty, staff, and students at West Virginia University
  • Serves as a University representative and liaison to the West Virginia Department of Health and Human Resources for the planning and performance of projects, programs and activities involving health data analytics and program evaluation.
  • Oversee data governance and data stewardship for the West Virginia University Office of Health Affair
  • Manage a standardized data science training program for faculty and staff in the West Virginia University Office of Health Affair
  • Work as part of a team to advance the partnership between the West Virginia University Health Sciences Center and the West Virginia Department of Health and Human Resources
  • Oversee and conduct analyses of Medicaid claims data and other state data sources at the direction of leadership within the Office of Health Affairs or Department for Health and Human Resource
  • Support both West Virginia University faculty as well as leadership within the Department for Health and Human Resources in using Medicaid claims data as well as other state data sources to answer research questions of interest to the stat
  • Manage the use of state data sources for independent research by faculty, staff, and students at West Virginia University
  • Ensure that data analytic and research/evaluation activities are compliant with University-level policies for the responsible conduct of research as well as federal, and state policies.
  • Provides consultation to faculty and government partners regarding preparation of research proposals, design and methodology, data analytics and interpretation of results
  • Conduct or direct special projects as assigned.
  • Act in other matters and capacities as delegated by leadership within the Office of Health Affairs

     

Qualifications

  • PhD in health or data science-related field; or equivalent amount of combined education and work experience.
  • Two (2) years experience
  • Record of research and achievement in health outcomes and policy research (health services research, public health informatics, health policy, clinical outcomes) as evidenced by publications and / or sustained involvement in a research program.
  • Experience conducting research/evaluation using large administrative claims data sources within the healthcare industry or academic or governmental sectors
  • Experience training and managing other data analysts
  • Extensive knowledge and experience in utilizing large administrative claims databases for research, program evaluation, and policy development.
  • Experience training others in how to analyze administrative claims data using SAS or other statistical package
  • Proficiency in the use of standard statistical analysis packages such as SAS or
  • Ability to project and maintain a positive and collaborative attitude
  • Record of accomplishments in the area of health data analytics.
  • Experience managing other data analyst
  • Strong ability to communicate goals, methods, and results of research initiatives with key stakeholders
  • Proficiency presenting the results of data analyses to diverse groups of stakeholders
     

Requirements

  • Valid driver’s license and ability to travel
     

About WVU

At West Virginia University, we pride ourselves on a tireless endeavor for achievement. We are home to some of the most passionate, innovative minds in the country who push their limits for the sake of progress, constantly moving the world forward. Our students, faculty and staff make this institution one of the best out there, and we are proud to stand as one voice, one university, one WVU. Find out more about your opportunities as a Mountaineer at http://hr.wvu.edu/.

West Virginia University is proud to be an Equal Opportunity employer, and is the recipient of an NSF ADVANCE award for gender equity. The University values diversity among its faculty, staff, and students, and invites applications from all qualified applicants regardless of race, ethnicity, color, religion, gender identity, sexual orientation, age, nationality, genetics, disability, or Veteran status.

 

Job Posting: Dec 10, 2020

Posting Classification: FE/AP

Exemption Status: Exempt

Benefits Eligible: Yes

Schedule: Full-time

Clipped from: https://www.glassdoor.com/job-listing/medicaid-claims-data-specialist-research-associate-health-affairs-careers-west-virginia-university-JV_IC1143753_KO0,65_KE66,98.htm?jl=3768151460&utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

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Help at Home Medicaid and MCO Coordinator in Chicago, IL

 
 

Medicaid and MCO Coordinator

Updated 3 days ago

Help at Home
Chicago, IL 60602

 

Full-time

Similar jobs pay $9.25 – $15.36
 

Refer friends, get paid!

View commute time

 
 

Help at Home is still hiring in your community!

Help at Home is the nation’s leading provider of high-quality support, providing a gold standard of care to seniors and people with disabilities.  

Right now, our clients need us more than ever. We are still hiring compassionate caregivers, and we are taking every precaution to protect our communities.

We commit to being transparent and open in our hiring process to ensure your health and safety. Our clients, caregivers and employees will always be our top priority.

Help at Home seeks an experienced Medicaid and MCO Coordinator. In this role, the ideal candidate will be responsible for the administration of all Help at Home Medicaid revalidations and Manage Care Organization (MCO) credentialing functions.  
 
The Medicaid and MCO Coordinator coordinates all aspects of Medicaid revalidations and MCO credentialing. He/she will ensure all renewals are completed accurately and timely. The Medicaid and MCO Coordinator will work closely with all key stakeholders within the Business Development department and with Regional Vice Presidents to ensure all Medicaid revalidations and credentialing are completed per state regulation. Additionally, the candidate will have a solid understanding of Medicaid revalidation and MCO credentialing policies and procedures. The ideal candidate will also be responsible for key reporting, managing key metrics, monitoring due dates, and developing presentations to provide business intelligence.  

 
 

Responsibilities

  • Ensures all Medicaid revalidation is maintained and renewed accurately and timely
  • Ensures all MCO credentialing is maintained and renewed accurately and timely
  • Continued communication with Regional Vice President’s and Medicaid/Managed Care plans for follow up on licensure, applications, (effective dates/terminations), demographic changes, etc.
  • Maintains positive and professional relationships with all providers, field questions and collect data from supervisors, managers, directors, outside vendors, Interact on a project/consistent basis with various departments
  • Problem solving and troubleshooting as needed
    Stays abreast of provider recruitment and strategic partnership opportunities
  • Maintains spreadsheet on current credentials including, user identification and passwords, NPI numbers, State, and expiration dates, effective dates for each Medicaid Provider ID and MCO credentialing period
  • Maintains Medicaid revalidation and MCO credentialing trackers in smartsheet
  • More responsibilities will be added per business needs

 
 

 
 

Qualifications

  • Bachelor’s degree in a related field
  • Minimum of three (3) years of Medicaid Waiver enrollment/revalidation and/or MCO provider credentialing experience
  • 15 % or occasional travel required (adjust as needed)
  • Comprehensive knowledge of data sets and analytics
  • Proficient in Microsoft Office Suite
  • Experienced in smartsheet
  • Exceptional presentation and reporting skills
  • Strong research and analytical abilities
  • Able to work independently, and efficiently with a minimal amount of oversight
  • Excellent oral and written communication skills
  • Experience in working within the non-medical home care or home health care sectors is strongly preferred
  • Ability to work well within a diverse team and across departments
  • Flexibility to adapt to a fast-paced and dynamic work environment
  • Ability to multi-task, organize and meet deadlines
  • Personal attributes include initiative, discretions, sound judgment, collaborator, positive behavior and performance

 Clipped from: https://www.snagajob.com/jobs/603815336?utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

 
 

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Project Manager (Medicare, Medicaid, or Healthcare verticals) – Remote Position

 
 

Working remotely within the United States is acceptable for this position.

What you will do:


Oversees one or more software products end-to-end and assists in the direction of particular project-level activity and associated team personnel.

Works under general supervision.
Maintains relationship with client, project scope can increase in complexity and size.
Manages client relationships at the client customer work site.
Provides project management for prime or sub-contractor, fixed price, or time and materials projects.
Provides project management on projects with a team size that is up to 100 employees concurrently.
Provides project management on projects with annual total contract value of up to $50M and complexity (hours) of up to 300,000 hours.
Provides end-to-end responsibility for one or more products, sub-systems or level responsibilities.
Develops detailed, resource loaded project schedule with the required metrics.
Confers with project personnel to provide technical advice and to resolve problems.
Manages project risk by working with project schedulers to track project schedules, deliverables, and milestones; monitors costs and schedules using EVM and other tools.
Oversees and develops a feasible plan for one or more software products that achieves the goals and objectives of the project and aligns with the organization’s overall business strategy.
Assists in developing a feasible plan that achieves the goals and objectives of the project and aligns with the organization’s overall business strategy.
Determines project scope and recommending and assigning resources as available.
Determines estimated time and financial commitment of project, and in monitoring progress.

General:


Implements, maintains, and reports Earned Value (EV) metrics into project plans.

Implements, maintains, and reports CNSI project delivery metrics into project plans.
Assists in monitoring and developing a project budget and tracking actual spend compared to the planned budget, escalating to senior leadership as needed.

Customer:


Partners with customers and analyzes issues and problems from the customer perspective.

Provides customer-facing presentations on quality.
Communicates and provides status to define, schedule, and accurately estimate the task duration for project schedule.
Possesses unwavering commitment to customer service and operational excellence.
Keeps abreast of new technology and market developments.
Adheres to CNSI CMMI standards and processes.
Manages internal customer relationships for long-term corporate success

Talent Development:


Requests and gives both negative and positive feedback.

Recruits highly skilled, motivated leaders and individual contributors and recommends potential new hire resources to meet client commitments in alignment with program delivery.

Project:


Familiarity with medical bill and provider enrollment forms.

Identify reoccurring problems and provide feedback to management to affect change.
Familiarity with payment adjustments, claim disputes, prior authorization, claims processing,
Manage sensitive data in accordance with HIPAA and Medicaid regulations.

About us:


We are proud to be a partner to the public sector, a trail blazer in health IT and a passionate advocate for better health, better care and lower costs for millions of Americans. Innovation is core to our DNA and through our iCare program we invest in the well-being of our employees and the communities in which we live and work. You will be offered a solid compensation package which includes:


• Annual and Other Paid Leave

• Medical/Dental Insurance
• Flexible Spending Account (FSA) Plan
• Disability Insurance (Short & Long Term)
• Life Insurance
• 401(k) Retirement Savings Plan
• Employee Assistance Program
• College Savings Plan
• Tuition & Training Assistance
• Paid Holidays
• Employee Referral Program

CNSI maintains a policy supporting equal employment opportunity. Employment decisions at CNSI are made without regard for race, color, religion, sex, national origin, age, disability, sexual orientation, gender identity, marital status, genetic status, family responsibilities, protected veteran status or any other status protected by applicable Federal, state, or local law. We are proud of our diversity and encourage all qualified applicants to apply.


#LI-CV1


Equal Opportunity Employer/Protected Veterans/Individuals with Disabilities


The contractor will not discharge or in any other manner discriminate against employees or applicants because they have inquired about, discussed, or disclosed their own pay or the pay of another employee or applicant. However, employees who have access to the compensation information of other employees or applicants as a part of their essential job functions cannot disclose the pay of other employees or applicants to individuals who do not otherwise have access to compensation information, unless the disclosure is (a) in response to a formal complaint or charge, (b) in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or (c) consistent with the contractor’s legal duty to furnish information. 41 CFR 60-1.35©

Clipped from: https://motherworks.com/job/995231/project-manager-medicare-medicaid-or-healthcare-verticals-remote-position/?utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

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Director of Finance Medicare/Medicaid, Countycare – Finance

 
 

Chicago, IL, USA | America’s Health Insurance Plans (AHIP)

The Director of Finance Medicare/Medicaid, County Care provides leadership and oversight for the Cook County Health’s strategic plan for Medicaid and Medicare products. This includes, but is not limited to, responsibility for County Care financial reporting, driving medical cost action planning processes and execution to achieve established goals and targets. Assists in hiring and managing County Care Finance Department Staff. Work with the Director of Finance to create an innovative department, which is in alignment with and supports the Cook County Health’s mission statement and strategic plan.

This position is exempt from Career Service under the CCH Personnel Rules.

 
 

Minimum Qualifications

 
 

* Bachelor’s degree from an accredited college or university (Must provide official transcripts at time of interview)

* Five (5) years of managed care health plan finance experience


* Two (2) years of management experience


* Current knowledge of Medicare and Medicaid programs, rules and regulations


* Intermediate proficiency with Microsoft Word and Excel

 
 

Preferred Qualifications

 
 

* Master’s Degree in Finance, Economics, or other related quantitative field (Must provide official transcripts at time of interview)

Clipped from: https://www.ivyexec.com/job-opening/director-of-finance-medicaremedicaid-countycare-finance/chicago/illinois/usa?job_id=8061643&ref=ccjsv&promo=ccjsv&ccuid=29504120317