ROM_PO_P-57399.3_IDoA_Rate_Study_Contract_-_Executed-_ PE_Redacted.pdf

Illinois Department on Aging Rate Study for the Community Care Program, Care Coordination Units, and Adult Protective Services 2025 -

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H. FINAL REPORT AND FISCAL ANALYSIS

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Present results to Department senior management.

I. Provide ongoing support to the Department, this shall include, but not be limited to:

I.1.

.1.

Submitted by:

JERRY WOLF

DIRECTOR, FINANCIAL SOLUTIONS

790 FRONTAGE RD, STE 114

NORTHFIELD, IL 60093

847.404.0030

JWOLF@MGT.US

Proposal

JULY 22, 2025

RFP # 23-416CMS-BOSS4-B-34795

JPMC COST ALLOCATION REPORTING AND RATES

Illinois Department on Aging

Rate Study for the Community Care Program, Care Coordination Units, and Adult Protective Services

MGT.US

ILLINOIS DEPARTMENT ON AGING

RATE STUDY

JULY 22, 2025

Table of Contents

COVER LETTER

UNDERSTANDING OF THE PROJECT

THE RATE DEVELOPMENT PROCESS

SCHEDULE

PROJECT TEAM

BUDGET

PROJECT ADMINISTRATION

APPENDIX A: RESUMES

ILLINOIS DEPARTMENT ON AGING | JULY 22, 2025

RATE STUDY PAGE 2

Cover Letter August 15, 2025

Ms. Becky S. Dragoo, MSN, RN Deputy Director Illinois Department on Aging One Natural Resources Way Springfield, IL 62702-1271 Becky.Dragoo2@Illiinois.gov

Mr. Derek Hedges Division Manager, Division of Planning, Research, Development and Training Illinois Department on Aging One Natural Resources Way Springfield, IL 62702-1271 Derek.R.Hedges@Illinois.gov

RE: ILLINOIS DEPARTMENT ON AGING RATE STUDY

Dear Ms. Dragoo and Mr. Hedges:

Thank you for reaching out to MGT Impact Solutions, LLC (MGT) and for your help in describing the Department’s needs for updating its reimbursement rates under the Medicaid Waiver program. MGT, along with our partner for this project, Burns & Associates (a division of Health Management Associates, HMA-Burns) is pleased to present this proposal. As the Department of Central Management Services (CMS) has already engaged MGT under the Joint Purchase Master Contract (JPMC), this letter will focus on:

• Understanding of the Project

• Rate Development Process

• Schedule

• Project Team

• Budget

MGT is celebrating its 50th anniversary of providing consulting services to state and local governments, including the State of Illinois. Since 2006, HMA-Burns has completed over 20 rate studies, like the project envisioned for IDoA. We previously provided you with qualifications and references for both MGT and HMA-Burns.

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Understanding of the Project Illinois’ Community Care Program (CCP) covers a variety of home and community-based services (HCBS) for individuals who are 60 years of age and older, including:

• In-Home Services (Homemaker)

• Adult Day Services

• Adult Day Services Transportation

• Emergency Home Response Services

• Automated Medication Dispenser

The CCP is comprised of both a Section 1915(c) HCBS waiver for individuals who meet Medicaid eligibility requirements as well as a state-only program for those ineligible for the waiver. The waiver must be renewed by October 1, 2026.

The Illinois Department on Aging (IDoA) last reviewed CCP reimbursement rates in 2019. As part of the 2026 renewal of the 1915(c) waiver, IDoA seeks to conduct a comprehensive rate study of covered services to ensure rates are sufficient to support access to quality services.

IDoA is also considering the addition of a new service – Assistive Technology Services – to the

CCP.

In addition to CCP services, IDoA seeks to review its payment rates for Care Coordination Units (CCUs) and Adult Protective Services (APS) investigators.

The Rate Development Process Our proposed approach includes several tasks, which have been designed to fulfill the scope of work defined by IDoA. The proposed schedule that follows this section crosswalks these tasks to the scope of work requirements.

TASK 1.0: PROJECT KICK-OFF MEETING AND FINALIZATION OF

APPROACH AND SCHEDULE

Upon the commencement of the project, we will facilitate an in-person (on-site in Chicago or Springfield) meeting with IDoA staff to discuss current requirements and payment frameworks for each service included in the scope of work. This meeting will both ensure that our team has a comprehensive understanding of existing services, including strengths and challenges, and allow for initial discussion of potential changes to payment frameworks (such as changes to billable units and considerations of regionalized rates).

At the conclusion of this meeting, we will confirm project tasks, IdoA’s project coordinator, and the schedule. The proposed workplan schedule (below) is for 12 months, which is based on our experience working on similar engagements. We will try to shorten this timeframe, but project length depends on many factors beyond our control.

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TASK 2.0: PROVIDER AND COMMUNITY OUTREACH

At key points in the project, we recommend a provider outreach program to facilitate implementation and enhance adoption. Transparency and provider input should help support acceptance of the final rates. We recommend separate sessions for lines of business e.g., CCUs and Adult Protective Services (APS). The goals of these meetings are to solicit comments about the current rates and document suggested changes from stakeholders.

TASK 3.0: DESIGN OF DATA COLLECTION TOOLS

The strategy for data collection will focus on provider costs, units of service, and the time needed to provide services. We will begin by reviewing the data that providers submit to the Grant Accountability and Transparency Act (GATA) Consolidated Year End Financial Report (CYEFR) and their Direct Service Worker Cost Certification Worksheet (DSCCW). These documents will give us a window into the type of data providers submit.

We will ask IDoA to provide us with a complete list of providers by program with agency name and ID and contact information (name, email, phone number). This will serve as our control sheet for status reports.

We do not anticipate that these reports will provide the level of detail needed to develop rate models. We will therefore develop Excel-based templates to collect data at the service level, including hourly wages for staff; availability of benefit offerings, participation rates, and costs;

staff productivity (billable and non-billable time); staffing ratios; and other direct and indirect costs.

To assist in the completion of the templates, we recommend holding weekly “office hours” question and answer sessions during the month prior to the data submission deadline. MGT will maintain a frequently asked questions log that providers can access to submit questions and review discussion threads. MGT will create a dedicated email inbox at MGT.US so providers can submit questions. We will review questions and answers with IDoA via email exchanges or our biweekly status meetings.

Once providers submit their data files, we will review the files to check that all requested data has been provided. As necessary, we will follow up with providers to clarify any unclear data.

Although we will not audit provider submissions, we will employ several strategies to validate the reasonableness of reported data, including:

• The surveys will collect both revenue and expense data and we will seek clarification if reported expenses exceed revenues.

• Since current rules require that certain percentages of payments must be directed to direct care staff, we will evaluate the extent to which the reported data reflects this requirement and seek clarification as needed.

• When compiling and analyzing the reported data, we will apply statistical tests to screen for outlier responses.

TASK 4.0: REVIEW AND ANALYSIS OF DATA

All surveys submitted by IDoA’s providers will be compiled in a single file for analysis. The results – which will be reported in the aggregate rather than for individual providers – will be

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shared with IDoA and the stakeholder community. The detailed report will include data such as typical wages for staff providing billable/direct services; benefit-related costs such as offer rates, take-up rates, and costs by benefit; service design factors such as staff caseloads and productivity; and agency overhead rates.

Our data collection instrument will be structured to allow for analysis of regional cost differences across the state.

TASK 5.0: COLLECTION OF BENCHMARK DATA

Since provider costs are largely a function of existing payment rates, we will supplement the results of the provider survey with other independent data sources. For example, we will use Illinois-specific information from the Bureau of Labor Statistics to determine benchmark wages for comparable positions.

Additionally, we will consider rates paid for comparable services in other states. IDoA listed nine states (California, Indiana, Michigan, Minnesota, Missouri, New York, Ohio, Pennsylvania, and Wisconsin) as peers for comparing programs and rate structures. As available, we will gather and review service requirements and rates. If our review suggests that these states do not offer comparable services, we may recommend substitute states.

TASK 6.0: MODELING OF RATES

Based on the analysis of data from service providers and the review of benchmark data, we will begin modeling rate options. This review may include the impact of rate bundling, treatment of travel, or adjustments for staff availability.

We will request that IDoA provide claim level detail from Healthcare and Family Services (HFS) to support the modeling process.

TASK 7.0: PRESENTATION OF RATE OPTIONS TO IDOA

We will present our recommended rate models to IDoA. These models will detail assumptions for key cost drivers, such as staff wage and benefit costs, staffing levels/ratios, facility-related costs (for site-based services), vehicle-related costs (for community-based services), and agency overhead costs. Detailed and transparent rate models will allow IDoA to make targeted adjustments over time. For example, if there are adjustments that would only apply to food or travel or labor, those items could be revised to recalculate the overall rate.

We will also be available to review recommendations with HFS and the Centers for Medicare & Medicaid Services (CMS).

TASK 8.0: PUBLIC DISCUSSION

We will plan a virtual presentation for providers and other stakeholders. This will begin a public comment process wherein stakeholders will have an opportunity to submit written feedback.

We will review all submitted comments and draft responses. As appropriate, we will adjust our initial recommendations.

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TASK 9.0: FINALIZE RATE STUDY REPORT AND PROVIDE

IMPLEMENTATION SUPPORT

We will provide IDoA with our final report based on any additional feedback from the public discussion and stakeholder comment process.

We will support IDoA in implementing the changes to payment methodologies and rates.

Examples of support often include working with clients to implement the rates, identifying changes to internal management systems, and supporting budget forecasts. If funding is not available to implement the recommended changes immediately, we will develop options to phase-in rate changes over time. We will also identify the implementation tasks that we would not undertake. For example, we would defer supporting IDoA if there is a need to change its billing system. We will develop a workplan to identify specific requirements.

We have provided 120 hours for implementation support in our project budget (below). We will discuss specific requirements during our biweekly meetings. If implementation will require more resources, we will discuss the budget needed.

Schedule We estimate a 12-month timeframe for this project as presented below. IDoA has requested a nine-month project, and we will try to meet that goal but we believe 12 months is more realistic based on similar projects, especially with stakeholder engagement. The following schedule notes the deliverables that IDoA identified in its July 3rd Rate Study Deliverables document.

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Project Team

MGT has assembled a highly experienced and credentialed team of professionals to lead and support this initiative. The team combines deep subject matter expertise with decades of hands-on experience in cost allocation, financial analysis, human services reimbursement, and public sector consulting. Under the leadership of Jerry Wolf, CPA, the team is structured to ensure both strategic guidance and effective day-to-day project execution.

PROJECT EXECUTIVE – KATTRINA SCHMITZER, MSIST

Kattrina Schmitzer will serve as Project Executive, providing executive oversight for the project.

She is a seasoned Vice President with 20 years of experience in regulatory compliance, consulting, and leadership within the public sector – including Medicaid reimbursement and public health. Known for her top-tier interpersonal and communication skills, Kattrina has successfully managed state-wide and large-scale projects, system implementations, and business process reviews for state government and educational agencies, local governments, and nonprofits. With a strong background in data analysis and change management, she excels in structured communication and training, ensuring operational efficiency and standardized procedures.

Ms. Schmitzer holds an MS in Information Systems Technology as well as a BBA with a focus on Finance and Information Systems from George Washington University. Additionally, she holds a certificate in Executive Presence and Influence from the Wharton School Aresty Institute of Executive Education.

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PROJECT DIRECTOR – JERRY WOLF, CPA, MA, MBA

Jerry Wolf will serve as Project Director, providing executive oversight and strategic direction for the project. A seasoned consultant and licensed Certified Public Accountant (CPA) in Illinois, Mr. Wolf brings over 40 years of experience advising public sector clients across the country.

His areas of expertise include cost allocation planning, rate setting, enterprise fund management, and operational efficiency reviews. He has worked extensively with cities, counties, states, and special-purpose districts, helping them streamline services, improve cost recovery, and evaluate the feasibility of mergers and intergovernmental collaborations. Jerry is Project Director for our Special Education rate setting project for the Illinois State Board of Education.

Mr. Wolf holds both an MBA and an MA in Social Policy from The University of Chicago, as well as a BA in Political Science and Economics from Washington University in St. Louis. He also serves as a lecturer in Public and Nonprofit Finance at The University of Chicago, where he continues to mentor future leaders in the field. His leadership will ensure a thoughtful, data-driven, and practical approach to every phase of the engagement.

SUBJECT MATTER EXPERT – STEPHEN PAWLOWSKI, MBA

Stephen Pawlowski will serve as the Subject Matter Expert (SME), providing technical and policy-level expertise throughout the project. Mr. Pawlowski is a nationally recognized leader in human services financing and home- and community-based services (HCBS). With over 20 years of experience in government finance, reimbursement modeling, and operational strategy, he brings deep insight into service utilization, provider rate setting, and program evaluation.

As a former Chief Financial Officer for the Arizona Department of Economic Security, Mr.

Pawlowski managed a $5 billion human services budget and led financial operations across a wide range of programs, including developmental disabilities, adult protective services, and workforce development. In his consulting career, he has led dozens of provider rate studies and reimbursement reform initiatives across the country. Mr. Pawlowski brings a national perspective on best and emerging practices in HCBS and cost allocation, ensuring that the project approach is grounded in proven methodologies and tailored to the unique needs of the client.

PROJECT LEAD – JON HARTFORD, MBA

Jon Hartford will serve as the day-to-day Project Lead, managing the workflow, deliverables, and communication with the client team. With over 15 years of cross-sector experience in nonprofit, public, and private sectors, Mr. Hartford has extensive knowledge of cost recovery, user fee studies, cost allocation plans, and federally reimbursable program design. He is a seasoned project manager with deep familiarity working with public health agencies and state governments entities.

Project Consultants Supporting the project leadership, this team of consultants brings focused expertise in financial analysis, cost allocation, and public sector consulting:

• Lisa Norman, CPA – Over 30 years of experience in cost allocation and government auditing, with strong expertise in Statewide Cost Allocation Plans and federal compliance. Former Audit Manager for the Florida Auditor General’s Office.

• Ricardo Cepin, CPA, CFE – Director at MGT with 10+ years in government audit and consulting, specializing in public sector financial management and internal controls.

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• Tina Harper – Senior Consultant skilled in financial and operational analysis within healthcare and human services, with significant experience in CMS-aligned rate setting and data-driven decision support.

• Trevor Zagara (Chicago-based) – Experienced in data collection, financial modeling, and policy analysis; has led numerous user fee and cost allocation studies nationwide.

• Lilia Teninty, MPA – Principal with over 15 years in public administration and policy analysis focused on long-term supports for people with disabilities and older adults;

extensive experience in state agency leadership and program evaluation.

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Budget The following exhibit presents our proposed budget for this project. IDoA has developed comprehensive goals for this assignment. We’d be happy to discuss options with you.

We will invoice IDoA during the term of the project for hours incurred to date.

IDoA Rate Study

Deliverables

Hartford, Pawlowski (Burns/HMA), Wolf

Teninty (Burns/HMA), Norman, Cepin

Harper (Burns/HMA) Zagara

Total Consultant

1.0 Project Kick-Off Meeting and

Finalization of Approach and Schedule D2 44 44 88 Deliverable: Notes and draft workplan;

monthly status reports

2.0 Provider and Community Outreach 44 44 44 132

Deliverable: Summary of Comments from Provider Meetings E2, F4, F5

3.0 Design of Data Collection Tools 44 44 80 168

Deliverable: Excel Data Collection templates for provider operations

4.0 Review and Analysis of Data 80 200 400 680

Deliverable: Initial analysis; will incorporate benchmark analysis when available E2, F4

5.0 Collection of Benchmark Data 40 80 80 200

Deliverable: Summary of peer data on rates and rate structures D3, F5

6.0 Modeling of Rates 80 80 120 280

Deliverable: Analysis and presentation of draft rates G1

7.0 Presentation of Rate Options to IDoA 88 88 88 264

Deliverable: In-person discussion of rate structures and options; potential impact on funding requirements H

8.0 Public Discussion 48 16 84 148

Deliverable: Virtual session for providers and stakeholders; recap of public comments

9.0 Finalize Rate Study Report and Provide

Implementation Support 48 48 44 140 Deliverable: Final report and discussion of impact of public comments H Total Hours 516 644 940 2100

Rates (Items 10-12 of JPMC) 290.00$ 250.00$ 240.00$

Fees 149,640.00$ 161,000.00$ 225,600.00$ 536,240.00$

Estimated Expenses (MGT)

Total Estimated Fees and Expenses 536,240.00$

Personnel By Task

Tasks

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Project Administration Our work plan and proposed fee for this project were developed with assumptions about the project. Changes to these assumptions may impact either or both our methodology and proposed fee. We welcome the opportunity to meet with you to review these assumptions, validate or adjust these assumptions based on more complete information, and adjust the work plan and/or budget accordingly.

Below, we present our assumptions:

• IDoA will designate a Project Coordinator/Officer. This person will function as the primary point of contact for the project and will facilitate the flow of information between IDoA and MGT.

• The Project Coordinator/Officer will ensure that comments on draft documents are consolidated into a single document and any conflicting comments are reconciled before delivering the comments to MGT.

• We have provided for two drafts of rate options. The first draft will present the team’s rate options and recommendations. IDoA will review this draft and we will incorporate IDoA’s comments in the second (final) draft. If you request additional drafts, it may affect the cost and schedule of our work.

• MGT will have access to and cooperation and participation by staff and management.

MGT expects to have reasonable, timely access to your personnel and data. If you stop the project for any reason, MGT will be due all fees for services performed to date.

• All costs and other data provided to us will be considered accurate and valid. We ask that IDoA send all data in Excel or PDF format. MGT will not be responsible for the audit and/or verification of any cost or other data provided by the providers or IDoA.

MGT is committed to fulfilling the tasks in our proposal. Please contact me if you have any questions or comments about this proposal (which is valid for 90 days), please contact me at 847.404.0030, or at jwolf@mgt.us. Thank you for the opportunity to submit this proposal for this important study.

Sincerely, Jerry Wolf, Director MGT Impact Solutions, LLC

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Appendix A: Resumes

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• Operational, Efficiency, and Business Process Reviews

• Systems Development & Change Management

• Working with State Agencies in the Public Sector

• Procedures Review and Standardization

• Project Management

• Structured Communication and

Training

• Data Analysis and Presentation

Development

• Special Education Compliance

& Reporting

• Stakeholder Engagement

• 2 CFR Part 200, Cost Allocation

Plans, Indirect Cost Rates

• M.S., Information Systems Technology with a focus on Information Systems Development, George Washington University

• B.B.A. with a focus on Finance and Information Systems with a Secondary Field in French, George Washington University

• Executive Presence and Influence: Persuasive Leadership Development, The Wharton School Aresty Institute of Executive Education

Kattrina Schmitzer Vice President Kattrina Schmitzer is a seasoned Vice President with 20 years of experience in regulatory compliance, consulting, and leadership within the public sector. Her expertise spans federal compliance and reporting, stakeholder engagement, and project management.

Known for her top-tier interpersonal and communication skills, Kattrina has successfully managed state-wide and large-scale projects, system implementations, and business process reviews for state agencies, local governments, and nonprofits. With a strong background in data analysis and change management, she excels in structured communication and training, ensuring operational efficiency and standardized procedures.

Selected Project Highlights Illinois State Board of Education Development of Tuition Reimbursement Program for Special Education Providers

Idaho Department of Health and Welfare (DHW) Cost Allocation Policy and Operational Consulting, Audit Support, Training

State of Idaho Controller’s Office

(SCO)

ERP Implementation Consulting

Metropolitan Government of Nashville and Davidson County Streamlining Building Permit Processing

City of Gainesville, FL Organizational Review

Office of Program and Policy Analysis and Government Accountability – Marion County Public Schools, FL Performance Audit

Work Experience MGT Impact Solutions, LLC, Vice President, 2021-Present Public Consulting Group, Inc., Client Services Manager, PCG

Education (NJ) Public Consulting Group, Inc., Senior Consultant, PCG Education

(Fee-for-Service Business Line) Public Consulting Group, Inc., Consultant, PCG Education (NJ/Fee-for-Service Business Line) DC Government Office of the State Superintendent of Education

(OSSE), Special Education Data Project Director

K Vice Ka

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• Enterprise Funds

• Central Administrative Services

• Public Works

• Law Enforcement

• Dispute Resolution

• Financial Analysis

• Mergers and Consolidations

• Rates and Charges

• Intergovernmental Agreements

• Building, Planning, Zoning

• M.B.A., Business, Booth Graduate School of Business, The University of Chicago

• M.A., Social Policy, Crown School of Social Service Administration, The University of Chicago

• B.A., Political Science and Economics, Washington University in St. Lous

• C.P.A., State of Illinois

• Civic Federation of Chicago

Board of Directors

• Lecturer in Public Sector

Financial Management – University of Chicago – Crown School of Social Service Administration (SSA 49600)

Jerry Wolf, CPA, MBA, MA Director Jerry Wolf is a seasoned CPA and director with over 40 years of consulting experience in the public sector financial and operations landscape. Specializing in rate setting, enterprise funds, central administrative services, public works, law enforcement, and financial analysis, he has assisted hundreds of cities, counties, states, and special-purpose districts in identifying and implementing best practices for operations, improving cost reimbursement approaches, and reducing operating expenses. His expertise extends to mergers and consolidations, rates and charges, and intergovernmental agreements, providing comprehensive solutions to complex governmental financial challenges.

Mr. Wolf holds an MBA and an MA in Social Policy from The University of Chicago, as well as a BA in Political Science and Economics from Washington University in St. Louis. Licensed as a CPA in Illinois, he brings a wealth of knowledge to a wide range of programs, including human services management and finance.

Currently a lecturer in Public and Nonprofit Finance at The University of Chicago, Mr. Wolf continues to influence the field through his academic and practical contributions. His notable projects include revenue impact studies, streamlining permit processes, rate structure reviews, and merger feasibility studies, showcasing his ability to enhance service delivery and fiscal efficiency for governmental entities.

Selected Project Highlights Illinois State Board of Education Development of Tuition Reimbursement Program for Special Education Providers Hillsborough County, FL Revenue Impact Study Metropolitan Government of Nashville and Davidson County Streamlining Building Permit Processing State of Colorado, Marijuana Enforcement Division Review of Rate Structure and Cost of Services Metropolitan Government of Nashville and Davidson County Analysis of Short-Term Rental Property Licensing

Oregon Department of Revenue Cost Recovery Analysis DuPage County, IL Merger Feasibility Study Opportunities for Ohioans with Disabilities, OH Review of Reimbursement Rate Structure Midwest State Health and Human Service Agencies Increase Federal Reimbursements City of Detroit, MI Emergency Manager Development of Centralized Grant Management System

Work Experience MGT Impact Solutions, LLC, Director, 2019-Present Fiscal Choice Consulting, Partner (Merged with MGT in 2019) Public Consulting Group, Midwest Manager MAXIMUS, Inc., Financial Services Practice Director

J Dire Je

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Stephen Pawlowski, MBA

Managing Director

Phoenix, Arizona

Range of Experience

• More than 20 years of experience in human services operations and financing, budget development, and government affairs

• Nationally recognized leader in home and community-based services practice with a focus on assisting state operating authorities in program operations; service utilization, and fiscal modeling; provider rate setting; and program evaluation

• Successful leader of dozens of HCBS rate studies that have updated reimbursement approaches, implemented value-based payment models, and collectively resulted in billions of dollars of investment in provider reimbursement

• Former Chief Financial Officer for the Arizona Department of Economic Security, the state agency responsible for delivering services to individuals with developmental disabilities, overseeing non-medical home and community-based services to older adults funded by the Older Americans Act, conducting Adult Protective Services investigations, managing the child welfare system, operating welfare and child support programs, and administering Department of Labor-funded programs

• Skilled project manager with a national perspective on best and emerging practices in home and community services

Professional Experience Burns & Associates division of Health Management Associates, Inc., Managing Director, September 2020–present

Burns & Associates, Inc., Phoenix, AZ, Vice President, November 2009–September 2020

• Led a provider rate study for the Oregon Department of Human Services’ Office of Aging and People with Disabilities (APD) and Office of Developmental Disabilities Services (ODDS) to standardize rate-setting elements (such as direct support staff compensation) across programs, including both agency-managed and self-directed services

• Led more than 10 rate studies for the Maine Department of Health and Human Services, including HCBS programs for the elderly and people with physical disabilities, individuals with intellectual and developmental disabilities, individuals with traumatic brain injury, and people with behavioral health needs

• Leading several rate studies for the Vermont Agency of Human Services to review reimbursement strategies for multiple HCBS programs, including long-term services for older adults and people with physical disabilities

• Served as subject matter expert in a review of payment rates for non-medical HCBS administered through Arizona’s Area Agencies on Aging

• Providing analytic support for the Minnesota Department of Human Services’ Waiver Reimagine initiative, which seeks to standardize individual budgeting and provider payment policies and practices across its four HCBS waivers for people with disabilities

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• Led dozens of other rate studies for a variety of human services, including HCBS for persons with I/DDs, child welfare systems, childcare programs, and vocational rehabilitation programs

• Supported state I/DD authorities in evaluations and redesigns of waiver programs, including reviews of eligibility, assessment, and wait-list policies; service requirements and definitions; and quality measures

• Oversaw claims data analyses to project future enrollment and utilization trends and to perform fiscal modeling

• Participated in developing resource allocation systems for multiple state I/DD programs to account for differences in support needs and budgets based on acuity, residential placement, region, and other factors

• Served as the day-to-day project manager for a study of services available to adults with autism and the design of pilot programs to better meet the needs of this population

• Assisted the Arizona Health Care Cost Containment System (AHCCCS, Arizona’s Medicaid program) in reviewing the provisions of the 2025 One Big Beautiful Bill Act and estimating impacts; previously assisted several states in evaluating the impact of the federal Affordable Care Act

Arizona Department of Economic Security (ADES), CFO, January 2006–November 2009

• Directed a $5 billion human services budget comprised of grants from four federal departments and dozens of programs

• Prepared the department’s annual budget request for executive and legislative consideration

• Served as a member of the department’s executive leadership team, responsible for agency coordination, strategic planning, and policy implementation

• Participated in rate-setting projects for providers of services in the developmental disabilities program, including establishment and rebasing of independent cost models (published rates) and negotiations with providers for competitively procured services

• Served as the liaison to the state Medicaid agency for the financial operations of the long-term care program for individuals with developmental disabilities and eligibility determinations for acute care

• Managed various revenue maximization initiatives

• Reviewed state and federal legislation and regulations for financial implications and drafted legislation and amendments to implement policymakers’ initiatives

• Worked with elected officials on budget and policy issues as a registered public lobbyist

Community Involvement/Board Affiliations Member, Arizona First Things First Finance Committee Fellow, Arizona Civic Leadership Academy

Education Master of Business Administration, Arizona State University Bachelor of Science, Management, Arizona State University

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• User Fee Studies

• Development of Federal

Medicaid Reimbursement Methodologies for Public Providers

• Development of Medicaid State Plan Amendments

• Cost Allocation Plans

• Implementation of State-Wide

Federal Reporting Systems for Emergency Medical Services Providers

• Cost Reporting and Random Moment Time Study Systems

• 2 CFR Part 200, Uniform Guidance Requirements and Cost Principles

• M.B.A., Clark University, 2014

• B.A., Politics, Saint Anselm

College, 2004

Jon Hartford, MBA Director Jon Hartford is a seasoned Director at MGT with over 15 years of cross-sector experience in the non-profit, public, and private arenas.

His expertise lies in navigating federal and state regulations to facilitate accurate reimbursement claims and reporting. Jon is an accomplished project manager and client lead, particularly adept in working with Medicaid agencies and public stakeholders. His extensive background includes developing User Fee Studies, Cost Allocation Plans, school-based and emergency medical services reporting, cost recovery, random moment time studies, policy development, and training. He has also collaborated with the Centers for Medicare and Medicaid Services (CMS) on State Plan Amendments and launched new state reimbursement initiatives.

Before joining MGT, Jon led federal cost reporting efforts for public-sector clients at a national consulting firm, managing projects for state-wide Medicaid departments and local municipal clients in over a dozen states. He has developed online portals for federal reporting, overseen customer service initiatives for statewide health projects, and managed call center staff. Jon's comprehensive experience makes him a vital asset in maximizing cost recovery and ensuring compliance with complex regulatory requirements.

Selected Project Highlights Department of Health and Welfare (DHW), ID Medicaid Reporting Cook County, IL Consulting Services Sacramento State University, CA Cost Allocation Plan

Department of Housing and Community Affairs, TX Technical Assistance Department of Human Services, OK

Contract Requirements & Procurement Consulting Services

Work Experience MGT Impact Solutions, LLC, Director, 2022-Present Public Consulting Group, Inc., Senior Consultant, 2015-2022;

Consultant, 2012-2015; Business Analyst, 2010-2012 American Cancer Society, Community Manager, 2009-2010 hopeFound Boston, Volunteer Coordinator, 2008-2009 Best Buddies International, Program Manager, 2006-2008

J

Jo

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• Process review of cost allocation, accounting, and other business functions

• Evaluation of internal controls, including policies and procedures

• Development of policies and procedures for the conduct of Single Audits

• Statewide Cost Allocation Plan (SWCAP) Compliance

• Evaluation of non-profit organizations’ cost allocation plans for compliance with Federal Cost Principles, State law, and contact requirements

• Utilization of data analytics to identify trends and anomalies

• Evaluation of trust and enterprise funds, including the appropriateness of the allocation of expenditures to those funds

• B.S., Accounting, Florida State University

• B.S., Finance, Florida State University

• CPA, State of Florida

Lisa Norman, CPA Financial Specialist Lisa Norman is a highly experienced Lead Financial Specialist with over 30 years of expertise in cost allocation, accounting, and business function evaluation. She holds dual bachelor’s degrees in accounting and finance from Florida State University and is a Certified Public Accountant (CPA) in the State of Florida. Lisa's extensive background includes developing policies and procedures for Single Audits, ensuring compliance with the Statewide Cost Allocation Plan (SWCAP), and utilizing data analytics to identify financial trends and anomalies. Her comprehensive understanding of federal cost principles, state laws, and contract requirements has made her a valuable asset in both governmental and non-profit sectors.

During her tenure as an Audit Manager with the Florida Auditor General’s Office, Lisa managed audits of some of the State’s most complex agencies, including Medicaid, the Department of Children and Families, and the Office of Insurance Regulation. She was responsible for overseeing the State’s Single Audit, which covered approximately $32 billion in federal expenditures. Lisa has spearheaded data analytics audit efforts, developed auditing processes and documentation, and provided extensive training on cost principles and Single Audits. Her project highlights include significant work with the Florida Office of Program Policy Analysis and Government Accountability, Walton County and Marion District School Board Discretionary Sales Surtax Performance Audits, and cost allocation consulting for the Santa Barbara County Fire Department. Currently, Lisa continues to apply her extensive expertise as a Financial Specialist at MGT.

Selected Project Highlights Santa Barbara County, CA Fire Department Allocation of EMS and Fire Costs Regional Fire Communications Center Cost Allocation Office of Program Policy Analysis and Government Accountability, State of Florida Walton County Discretionary Sales Surtax Performance Audit

City of Orem, Utah Allocation of Fire Department Costs City of Long Beach, CA Allocation of Fire Department Costs Department of Health and Welfare (DHW), ID Cost Allocation Consulting Services

Work Experience MGT Impact Solutions, LLC, Financial Specialist, 2022-Present State of Florida, Office of the Auditor General, Audit Manager

L Fina Lis na

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• Internal Controls

• Performance Audits

• Operational Audits

• Compliance Audits

• Management Studies

• Organizational Reviews

• Data Analytics

• Fluent in Spanish

• M.B.A., Florida State University,

• B.S., Accounting, University of South Florida, 2007

• Certified Public Accountant (CPA), licensed in Florida, 2015

• Certified Fraud Examiner (CFE), Ricardo Cepin, CPA, CFE Director Ricardo Cepin, a Director with MGT, is a skilled audit and accounting professional with over 10 years of government audit and consulting experience. With a deep understanding of public sector financial management, Mr. Cepin has successfully led numerous audits and consulting projects for local and state government agencies.

In addition to his technical skills, Mr. Cepin is a dedicated professional who values integrity, accountability, and continuous improvement. He is passionate about serving the public interest and contributing to the sound financial management of government resources.

Selected Project Highlights City of Gainesville, FL Organizational Review Alachua County School District, FL Performance Audit Bulloch County, GA Management Study City of Orem, UT Management Study Marion County Public Schools, FL Performance Audit School District of Manatee County, FL Performance Audit

Broward County, FL Performance Audit Collier County, FL Performance Audit County of Orange, CA Performance Audit Okaloosa County, FL Performance Audit St. Lucie County, FL Performance Audit Walton County, FL Performance Audit

Work Experience MGT Impact Solutions, LLC, Director, 2022-Present; Manager, 2021-

2022; Senior Consultant, 2019-2021; Consultant, 2018-2019 Hillsborough County Internal Auditor's Office, Senior Internal

Auditor, 2017-2018 Florida Auditor General, Senior Auditor, 2016-2017; Auditor, 2014-

R

Ric

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Tina Harper

Senior Consultant

Phoenix, Arizona

Range of Experience

• Expertise in financial, operational, and clinical analysis within the healthcare sector

• Conducts deep-dive, complex analysis, collecting, coordinating, and interpreting data to enable fact-based decision-making across states, populations, and data availability

• Pushes through challenges to ensure the integrity of systems, data, and trends

• Collaborative, active listener across departments and with external parties

• Advanced Microsoft Excel skills

Professional Experience

Health Management Associates, Inc., July 2023–present

• Collaborate with project managers on home and community-based services (HCBS) projects with an emphasis on rate setting and resource allocation aligned with federal Centers for Medicare & Medicaid Services (CMS) guidelines

• Conducted a high volume of financial analysis, including geospatial analysis

Dignity Health East Valley Rehabilitation Hospital, Chandler, AZ, Controller, August 2022–May

• Prepared annual hospital budgets and financial statements and oversaw all accounting

• Worked in collaboration with hospital leaders to keep the staffing model in line with budget per patient volume; created accounts receivable tools to monitor the account status on all claims, allowing for directed collection activities

• Improved collaboration between key team members through regular strategy sessions, resulting in accounts receivable balances at their lowest point in more than a year;

transformed outdated hospital tools, enabling enhanced patient care coordination throughout the hospital

• Overhauled the patient account audit process from an individual paper form to a shared Excel workbook, greatly reducing time spent in audit, improving the accuracy of patient accounts, and reducing paper waste

Banner MD Anderson Cancer Center, Gilbert, AZ, Associate Director, Finance, November 2020–August 2022

• Utilized extract, transform, and load to leverage available software tools to revamp all research finance reporting, resulting in a 50 percent reduction in time spent updating reports and increased accuracy

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• Developed new accounts receivable tools and guidance for the team and increased payments collected from pharmaceutical sponsors by 52 percent in the first year in the role

• Developed a claims analysis to evaluate which research charges were not processed correctly for the research, resulting in $4 million in corrections

• Ensured compliance with clinical trial contract agreements, federal grants, insurance versus sponsor billing, the Human Research Protection Program, company fiscal policies, and generally accepted accounting principles

Banner Health Corporate, Phoenix, AZ, Financial Analysis Consultant, Financial Planning and Analysis/Decision Support, June 2019–November 2020

• Managed the production of monthly stewardship reporting for all acute facilities and medical groups, including executive, surgical, emergency, and discharge services

• Played a significant role in the development of reporting across Banner service lines, incorporating waterfall charts and tables reflecting facility stewardship reports presented as entity-wide service lines

• Developed a consolidated Banner MD Anderson (MDA) stewardship profit and loss statement and stewardship reporting, including Gateway and satellite locations, by isolating encounters with MDA providers in cost accounting data; developed multiple budget tools, including other income-expense and medical supply upload tools, and the flex forecast tool

• Wrote macros to produce reports for 30 facilities and periodic data refreshes from budget software utilizing OData connections

Banner Gateway Medical Center/MD Anderson Cancer Center, Gilbert, AZ, Operations Consultant and Business Analyst, Oncology, February 2018–May 2019

• Built an analysis in a multiple source data warehouse environment to display a surgical oncology group productivity dashboard showing charges, hospital admissions, work relative value unit comparisons to the Medical Group Management Association, and month and year trends

• Coordinated massive data collection during ActionOI healthcare performance improvement solution implementation; interviewed leadership to identify normalizations needed, data validation, and report writing

• Overhauled the vacancy management tool for evaluating whether hospital departments should add staff to meet budget and volume; added options to the forecast based on run rate or select historical or budget data for projections for both volume and work hours

• Identified opportunities for department leaders to improve productivity and performance, including improved charting education for nurses and additional management training

Burns & Associates, Phoenix, AZ, Lead Financial Analyst and Consultant, February 2014– February 2018

• Collaborated with project managers on HCBS projects to manage the organizations’ budget and financial health while maximizing access to care, with an emphasis on rate setting and resource allocation aligned with federal CMS guidelines

• Conducted a high volume of financial analysis, including geospatial analysis

• Helped create…