Case study released by PCG Public Partnerships on the Nevada Department of Health & Human Services (DHHS), Aging & Disability Services Division (ADSD) program.

1. www.publicpartnerships.com
case study:
Financial Management Services for a State
Program in Nevada
THE PPL APPROACH
Among its tasks, PPL
• Worked with management teams from NV ADSD to develop
program rules and structure;
• Developed authorization system that supports management and
individual reporting requirements, utilization management, and state
cost efficiency goals;
THE CLIENT
Nevada Department of Health & Human Services (DHHS),
Aging & Disability Services Division (ADSD)
• Developed a tracking budget tool designed specifically to allow
ADSD to track payments made by the division from within a family’s
allotted budget;
THE PROJECT
• Tailored its information technology platforms to meet Nevada’s
unique program requirements;
In 2010, PCG Public Partnerships, LLC (PPL) was selected
to serve as the Financial Management Agent (FMA) for
families who chose to direct the behavioral intervention
services for their children through a state-funded grant for
children with autism.
• Pays electronic timesheets on behalf of Interventionists (employees);
• Pays three care managers working as Independent Contractors; and
• Works in partnership with state care managers to ensure a successful
experience for children, their families, and their employees.
THE RESULT
THE OPPORTUNITY
Public Partnerships (dba Public Partnerships Nevada) currently serves as
the FMA for the Autism Treatment Assistance Program (ATAP), which
provides in-home behavioral therapy designed to minimize
the symptoms of autism. PPL transitioned this existing project
from another vendor in 2009. In doing so, Public Partnerships
was able to provide opportunities for advanced reporting,
payroll activities, and overall program accountability. PPL uses its
Web Portal to provide financial management services through
an electronic, efficient medium that offers a greater selection of tools
to self-directing individuals as they manage their services and supports.
The ATAP program expanded from 115 children in 2009 to 135 children
in 2010, just one year after transitioning. Accomplishments from this
project include
• More efficient management of public funds and resources;
• Approximately 20% program growth in the first year; and
• Productive, collaborative partnerships with ADSD and their
independently hired care managers.
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