Geiss Consulting - Clients Served

State Government - Health and Welfare

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Litigation Support


CLIENT: California Department of Aging

  • Lead Consultant to conduct an evaluation of Long-Term Care Innovation Grants (LTCIG) program for the Department. As part of the Governor’s Aging with Dignity Initiative, the Department granted nearly $18.5 million to 28 LTCIGs across the State. We developed an interview guide and conducted interviews of each grantee to capture information about the grantee’s progress during the first six to nine months of the 18-month grant term. We prepared a report that assessed the impact of the LTCIG program on enhancing an older and/or disabled adult’s quality of life and on the potential for reduce nursing home levels.

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CLIENT: California Department of Health Services

  • Consultant on an engagement to evaluate and modify the capitation rate setting methodology used for establishing Medi-Cal (Medicaid) reimbursement rates for managed care plans. Primary objectives of this engagement were to: (1) determine the normative needs of the Medi-Cal managed care population, (2) determine if there was actuarial equivalence between the managed care population and the fee-for-service population, (3) determine if reimbursement rates were sufficient to insure that the Medi-Cal beneficiaries have adequate access to health care services, and (4) propose and evaluate alternative mechanisms for establishing capitation rates for managed care plans.

  • Managed a project to determine the feasibility of combining the data collection and invoicing process for the Breast and Cervical Cancer Control Program (BCCCP) and the Breast Cancer Early Detection Program (BCEDP). The team interviewed State staff from both programs, reviewed program documentation, and interviewed selected Providers to determine major issues related to combining the data collection and invoicing efforts. A management plan with alternatives, strategies, milestones, and assignments was a major deliverable of the project.

  • Project manager to design a new organizational structure for DHS’ Medi-Cal Managed Care Division. The scope of this organizational restructuring project encompassed nearly 200 Division staff in a variety of managerial, professional, technical, and clerical position classifications. Major study tasks included (1) conduct of individual interviews with all Division managers and selected external stakeholders, (2) a confidential survey to obtain input from all Division staff, (3) development of a “Current State” Organizational Profile, (4) identification and evaluation of alternative conceptual organizational structures, and (5) development of a preferred alternative organizational “Blue Print”. The proposed restructuring would flatten the Division’s management structure, consolidate business units at the branch and section levels, and realign staff within individual work units.

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CLIENT: California Department of Health Services, Maternal & Child Health Division (MCH)

  • Project manager on a project to conduct an independent cost/rate study of Adolescent Family Life Program (AFLP) provider rates. The AFLP provides comprehensive case management services to pregnant and parenting teenagers throughout the State. AFLP provider agencies are reimbursed by the State based on a per case rate that did not cover actual case management costs. To perform our study, we conducted detailed cost surveys, and project manager/case manager-level interviews, of a sample of AFLP programs within community-based organizations, county health departments, and school districts. We also administered a survey of all 49 provider agencies to identify problems with access to services and quality of AFLP case management services. The study formed the basis for recommendations regarding AFLP reimbursement rates.

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CLIENT: California Department of Mental Health

  • Project Manager for a DMH FFS/MC Psychiatric Inpatient Data Analysis project. We compiled data on Short-Doyle/Medi-Cal (SD/MC) and Fee-for-Service/Medi-Cal (FFS/MC) psychiatric inpatient rates of treatment and payments for the California Department of Mental Health (DMH). Data was compiled based on different variables, including age, gender, Medi-Cal aid code group, and ethnicity. Charts were then prepared based on the compiled data and distributed to various stakeholders.

  • Project manager on an engagement to assist the Department with the consolidation of Fee-for-Service/Medi-Cal (FFS/MC) funding and Short-Doyle/Medi-Cal (SD/MC) funding for acute psychiatric inpatient services. The main objectives of this project were to: (1) determine total FFS/MC funding for acute psychiatric inpatient services, (2) determine the amount of State General Funds (SGF) to be transferred from the Department of Health Services (DHS) to the DMH for FFS/MC psychiatric inpatient services, (3) identify and evaluate alternative allocation methodologies for distributing the SGF amount to the counties, and (4) identify cost saving to the DHS as a result of psychiatric inpatient funding consolidation.

  • Lead consultant on an engagement to provide technical assistance on cost reporting/data collection system deficiencies in the Short-Doyle/Medi-Cal program. The Short-Doyle/Medi-Cal program receives over $800 million annually in federal financial participation for providing mental health services to Medi-Cal eligible persons. In 1987, the Short-Doyle/Medi-Cal Cost Reporting/Data Collection system was found to be deficient by federal Medicaid cost reporting standards. The objectives of this study were to (1) develop an understanding of the current Short-Doyle/Medi-Cal cost reporting environment, (2) address deficiencies identified in the Cost Reporting/Data Collection system, and (3) develop a revised Short-Doyle/Medi-Cal cost reporting system to meet federal Medicaid and Medicaid standards. Activities performed under Phase II of this engagement included (1) developing automated spreadsheets to facilitate completion of the new cost reporting system, (2) providing on-site training to all 58 counties in California on how to complete the new cost reports, and (3) providing on-call technical assistance for any questions relating to the new cost reporting system.

  • Project manager on an engagement to assist the Department of Mental Health (DMH) in development and implementation of a new rate setting methodology for the Short-Doyle/Medi-Cal (SD/MC) program. Phase I of this project involved (1) analysis of alternative rate setting methodologies and (2) development of a proposed rate setting methodology based on this analysis. Alternative rate setting methodologies considered for the SD/MC program included prospective payment systems, cost-based reimbursement systems, and fee-for-service reimbursement systems. The second phase of this project included implementation of the proposed rate setting methodology. As part of this phase, the estimated impact of the proposed rate setting methodology on SD/MC reimbursement was computed. Also, reimbursement rates under the proposed rate setting methodology were compared to current SD/MC reimbursement rates. Finally, the SD/MC cost report system was modified to conform to the cost reporting requirements of the proposed rate setting methodology.

  • Project manager on an engagement to assist the Department with the consolidation of three cost reports: the State Cost Reporting/Data Collection (CR/DC) cost report, the Short-Doyle/Medi-Cal (SD/MC) cost report, and the Medicare partial hospitalization cost report. Previously, counties were required to complete all three cost reports in order to obtain federal and state funding. The objectives of this project were to develop a single cost reporting system that met federal and state regulations and minimized the workload to counties.

  • Project manager to conduct the evaluation of two federal Medicaid Freedom of Choice Waivers in California (e.g., Medi-Cal Psychiatric Inpatient Hospital Services Consolidation Waiver and Medi-Cal Mental Health Care Field Test-San Mateo County Waiver). The scope of this project involved evaluating Medi-Cal beneficiary access to services, quality of services, and cost effectiveness of services under the two Waiver Programs. Site visits were conducted at seven counties to review relevant Medi-Cal mental health statistics and program information. Statewide data also was collected from the State Department of Mental Health. The data was compiled and analyzed, and the results showed that both Waiver Programs did not impair Medi-Cal beneficiary access to services or reduce the quality of mental health services to Medi-Cal beneficiaries, and were more cost effective than the previous service delivery programs.

  • Project manager to provide financial technical assistance in the implementation of Medi-Cal mental health managed care. This three-year engagement included providing services on an on-call, as needed basis, and included the following tasks:

    • Determine total FFS/MC funding for psychiatrist and psychologist services
    • Determine the amount of State General Funds (SGF) to be transferred from the Department of Health Services (DHS) to the DMH for FFS/MC psychiatrist and psychologist services
    • Prepare cost effectiveness demonstration calculations for the Freedom of Choice Waiver required to consolidate Medi-Cal psychiatrist and psychologist services
    • Identify and evaluate alternative mechanisms for updating the baseline for Early Periodic Screening, Diagnosis, and Treatment Services (EPSDT)
    • Conducting ad-hoc analyses and comparisons for DMH management.
  • Project manager to prepare cost effectiveness demonstration calculations for the San Mateo County Mental Health Field Test Waiver. As part of this study, we compiled historical paid claims data and estimated future costs under the Waiver and without the Waiver. The cost effectiveness calculations we prepared will be used in subsequent Waiver evaluations to determine whether the Waiver was cost effective or not.

  • Project manager to assist the Department in preparing a legislatively mandated analysis of the impact of the Health and Welfare Realignment Program on mental health services and funding. The Health and Welfare Realignment Program transferred financial responsibility for most of the mental health and public health programs, and some of the social service programs, from the state to local governments and provided counties with a dedicated revenue source to pay for these changes. Tasks we performed under this project included comparing each individual county’s revenues under realignment with growth in population and inflation and evaluating each county’s mental health expenditures and funding sources.

  • Project manager to prepare cost effectiveness demonstration calculations for the Medi-Cal Specialty Mental Health Services Freedom of Choice Waiver. As part of this study, we compiled historical paid claims data and estimated future costs under the Waiver and without the Waiver. The cost effectiveness calculations we prepared will be used in subsequent Waiver evaluations to determine whether the Waiver was cost effective or not.

  • Project manager to conduct an analysis of San Mateo County Mental Health Plan (MHP) pharmacy and laboratory costs under a federal Freedom of Choice Waiver in order to determine (1) whether the risk corridor should apply to historical expenditures and (2) what future year pharmacy and laboratory costs are estimated to be. The results of the analysis showed pharmacy and laboratory costs were not increasing at the rate projected by the MHP and that the MHP had been overpaid for some services.

  • Project manager to develop the rate setting methodology and computed the Statewide Maximum Allowance (SMA) for Therapeutic Behavioral Services (TBS). We also drafted a Medicaid State Plan Amendment as part of this project.

  • Project manager to evaluate the impact of negotiated rate reimbursement methodology on the State General Fund payments for Early and Periodic Screening, Diagnosis, and Treatment (EPSDT) services funding through the Department of Mental Health. The results of the study showed that the negotiated rate reimbursement methodology had no impact to date on EPSDT State General Fund reimbursements.

  • Project manager to assist the Department with development of a new rate setting methodology for non-contract FFS/MC psychiatric hospital inpatient services. The current methodology does not provide sufficient incentives for Mental Health Plans or hospitals to enter into contracts, and the resulting rate paid to non-contract hospitals does not necessarily reflect market conditions. Tasks performed under this engagement included meeting with stakeholder groups to further define the issues and identify alternative rate setting approaches that provide meaningful incentives and assisting the Department with modifications to regulations and/or contract requirements.

  • Project manager to conduct an analysis of the case rate reimbursement system for the San Mateo County Mental Health Field Test Waiver. The San Mateo County Mental Health Plan operates under a federal Freedom of Choice Waiver whereby they are reimbursed based on case rates rather than based on units of service as the regular Short-Doyle/Medi-Cal (SD/MC) program. As part of this analysis, we analyzed Medi-Cal costs under the case rates and compared these costs to reimbursement under the case rates and what reimbursement would have been under the Short-Doyle/Medi-Cal program. Discrepancies were documented in a letter report to the Department.

  • Project manager to conduct an analysis of rebasing the Statewide Maximum Allowances (SMAs) for Short-Doyle/Medi-Cal (SD/MC) services. The $1 billion SD/MC program is a cost-based system where SMAs serve as maximum reimbursement rates. In 1993, we developed the rate methodology to establish the SMAs. The Department needed to rebase the SMAs to reflect more recent fiscal year 2001/02 cost data and to consider alternative rate methodologies. As part of this project, we computed SMAs under several alternative methodologies, compared the impact on federal and state reimbursement, and assisted the Department in obtaining a State Plan Amendment to implement the SMAs.

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CLIENT: California Mental Health Directors Association

  • Project Manager on an engagement to study the Small Counties Emergency Risk Pool (SCERP). The SCERP was developed in January 1995 in response to the California Department of Mental Health’s (DMH) implementation of Phase I of Medi-Cal Managed Care Consolidation. The SCERP was developed to allow small counties to share in the risk associated with providing Medi-Cal psychiatric inpatient services to the Medi-Cal population. The purpose of this study was to (1) determine whether there were sufficient number of Medi-Cal beneficiaries to cover the risk associated with providing Medi-Cal specialty mental health services, and (2) determine the range of funding adequate to cover the risk. Project tasks included conducting a survey of the 31 small counties in California, compiling and analyzing the survey results, compiling and analyzing historical Medi-Cal cost and utilization data, identifying alternative risk strategies for the SCERP, developing recommendations for the range of funding necessary to cover the risk associated with the Medi-Cal specialty mental health services in the small counties, and identifying changes to the Small Counties Risk Pool By-laws.

  • Project Manager on an engagement to estimate the additional federal funds that would be available to County Mental Health Plans as a result of expanding the Healthy Families Program (HFP) benefits to mental health clients. Tasks involved collecting and compiling data on each of the counties in California. The results of the project indicated an additional $9.5 million in federal funding would be available statewide in FY 1999/2000 with the expansion of the HFP.

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CLIENT: California Office of Statewide Health Planning and Development

  • Consultant to study construction loan insurance policies concerning life care contract projects. The California Health Facility Mortgage Insurance Program has over $1.5 billion (1987) in outstanding insurance contracts for health facility construction loans. The objective of this study was to review and analyze all federal, state, and industry regulations, policies, procedures, practices, and market conditions concerning life care facilities that impact solvency of the program. Tasks performed included:

    • Conducting a survey of over twenty states on their policies governing life care communities
    • Collecting financial and operational data from thirty life care retirement communities in eighteen states
    • Conducting on-site interviews at eight life care retirement communities throughout California
    • Analysis of financial information contained in over twenty bond prospectuses providing financing for life care communities
    • Developing recommendations concerning financial operation of the program.

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CLIENT: County Alcohol and Drug Program Administrators Association of California (CADPAAC)

  • Project Manager on an engagement to estimate the potential cost of moving from the current clinic-based Drug/Medi-Cal (D/MC) service delivery option to a rehabilitative service delivery option for D/MC services. Specific tasks of the project included estimating the costs of (1) expanding the entire scope of the existing D/MC program to all counties, (2) expanding the D/MC day care habilitative and residential care program benefits to all Medi-Cal beneficiaries, and (3) expanding the D/MC program from clinic-based services to D/MC rehabilitative services provided in the community. The project also included an analysis of alternative funding sources to use as match for federal Medi-Cal funds.

  • Project Manager on an engagement to estimate the additional federal funds that would be available to County Alcohol and Drug Programs (ADP) as a results of expanding the Healthy Families Program (HFP) benefits to ADP clients. Tasks involved collecting and compiling data on each of the counties in California. The results of the project indicated that the expansion of the HFP to ADP clients could result in an additional three to five million dollars in federal funding in FY 2001/02.

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CLIENT: California Department of Corrections

  • Consultant on an engagement to assist the California Department of Corrections (CDC) in analyzing the recordkeeping and information management systems associated with the control, care, and treatment of offenders. The engagement involved several phases of work including the following:

    • Determining the most cost effective alternative for implementing the case record processes and automating the offender control file
    • Identifying any current or potential automated or manual system interfaces required or needed to automate the case records processes and offender control files. The phase included examining the current automated systems and evaluating the effectiveness of each system in the overall record maintenance process
    • Preparing a strategic plan to use when acquiring and implementing the recommended system
    • Determining the information resources required to support the strategic plan, and recommending any organizational changes required with the new plan
    • Identifying all technical specifications for the recommended system.

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CLIENT: California Department of Justice

  • Consultant on an engagement to conduct a field study of California law enforcement agencies for the purpose of obtaining information necessary to develop a widely supported legislative package for improvements in missing person systems, reports, and investigations. A major component of the study involved conducting a survey of over 150 municipal, county, and special district law enforcement agencies, plus about half of the investigative units of district attorneys.

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CLIENT: Judicial Council of California, Administrative Office of the Courts

  • Lead consultant on an engagement to develop and implement a statewide trial court process and prepare a fully documented statewide trial court budget package for inclusion in the Governor’s FY 1994/95 Budget. The scope of the engagement encompassed more than 16,000 court employees at 40 superior, municipal, and justice courts throughout the State. The focus of the engagement was on collecting line item detail workload operating cost information from each of the courts, performing analyses of this information, and compiling the first statewide trial court budget (previously, state funding for trial courts was provided through block grants to each of the State’s 58 counties, and trial court budgeting processes were carried out at the local level).

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CLIENT: Office of Criminal Justice Planning

  • Project consultant on a workload assessment and staffing standards study of the Criminal Justice Specialist I (CJS I) classification for the California Office of Criminal Justice Planning (OCJP). The primary intent of this project was to determine how many CJS Is were needed to process and adequately monitor approximately 1,000 active grant projects per year. A secondary purpose was to develop a model that would project the number of staff required to satisfactorily handle various types of new grant programs assigned to OCJP each year. The project employed a team of CJS I “experts” to assist in identifying assigned tasks and average times to complete each task. Additionally, several significant data surveys were competed, and a special database was developed on all grant projects active at any time during a 12-month project “year.” We also spent two weeks observing and documenting CJS I activities in the main office. The results of the study documented the need for nine existing limited term employees, plus a number of additional positions. It also produced the requested model that provided a means of estimated staffing impacts of multi- or single-funded grant programs, and multi- or single-agency grant programs.

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CLIENT: State of Arizona, Commission on Cost Reduction and Efficiency in State Government

  • Consultant to perform a management audit of five state agencies: the Department of Corrections, the Department of Emergency and Military Affairs, the Department of Public Safety, the Board of Pardons and Paroles, and the Criminal Justice Commission. The scope of work included (1) organizational analysis, (2) cost/financial analysis, and (3) productivity analysis. The study provided recommendations for better use of state monies by reducing or avoiding costs.

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CLIENT: California Department of Real Estate

  • Lead Consultant to study licensee interaction with respect to the marketing of real estate owned/foreclosed properties (REO). This study arose primarily from concern about the increasing inventory of commercial and residential properties acquired by lenders as a result of record loan foreclosures in 1986/87. The goal of this study was to assess and evaluate new techniques and methods for marketing and disposing of REO properties through improved lender/owner and licensee interaction. A broad range of ideas and recommendations were made for improving licensee interaction in the REO marketing and disposal process.

  • Lead Consultant on an engagement to study the past performance and future outlook of the real estate appraisal industry. Major study tasks included: (1) conduct of interviews with relevant federal regulatory and legislative officials, real estate appraisal industry trade associations, mortgage lending and insurance institutions, and realty companies, (2) development, administration, compilation, and analysis of 1,500 surveys distributed to relevant industry-related professionals, and (3) development of viable alternative recommendations regarding the appraisal industry.

  • Lead Consultant on an engagement to conduct an analysis of the escrow industry as it affects real estate licensees. The study examined and compared different regulatory constraints confronting alternative providers of escrow services, and identified and analyzed the regional variations in escrow business practices between northern and southern California. A major component of this study involved conducting a statewide survey of 2,500 industry-related professionals for the purpose of determining the effects of differing escrow industry business practices on the consumer and the real estate industry.

  • Lead consultant on an engagement to assess foreign investment in California as it relates to real estate. The principal goal of the project was to determine the degree, makeup, extent, manner, and effect of current and future investment activity by foreign nationals in the acquisition, development, or operation of California real property. Major study tasks included: (1) determination of the existing status of foreign real property investment, (2) conduct of a survey of individuals, firms, and agencies involved in foreign real property investment, and (3) an evaluation of the economic effects on the general public from these investments and future trends in their development.

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CLIENT: California Department of Transportation

  • Consultant on an engagement to review engineering functions and position classifications used by the Department and to compare Caltrans’ engineering organization with that of other California State Government agencies and with that of transportation departments in other states. Study efforts focused on (1) defining the environment in which Caltrans will be operating five to ten years in the future, (2) defining the most effective and efficient way of organizing engineering functions within Caltrans, and (3) defining lead worker responsibilities and classifications, the first level of supervision, levels of engineering registration. As part of this study, over 2,000 of Caltrans’ 5,000 engineers were surveyed regarding their position duties and responsibilities.

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CLIENT: California Department of Boating and Waterways

  • Project Manager on an engagement to assist the Department with the development of a State statute regarding the procedures used by local law enforcement officers to measure recreational motorboat noise. State statutes did not specifically relate to measuring recreational motorboat noise while patrolling local waterways and the Society of Automotive Engineers had developed newer procedures for use by local law enforcement while patrolling local waterways. Tasks performed included researching and preparing a summary as to what other states currently use for measurement procedures. We also developed an issue paper on the reasons for changing the existing motorboat noise measurement procedure statute.

  • Project Manager on an engagement to assist the Department with the development of State regulations relating to contracting for architectural, landscape architectural, engineering, environmental land surveying, and construction management services. These regulations were intended to clarify, and provide the Department authority in, contracting for architectural and engineering services. We prepared the regulatory package, including the draft regulations and initial statement of reasons.

  • Project Manager on an engagement to assist the Department with the development of State regulations for the $8.1 million County Subvention Program. These regulations were intended to clarify, and provide the Department authority in, the operation of the County Subvention Program. Tasks included preparing the regulatory package, including the draft regulations and initial statement of reasons; facilitating the public workshops to obtain input from stakeholders on the regulations; responding to public comments received during the workshops and/or through other forums; and preparing the final regulatory package for submittal to the Office of Administrative Law (OAL), including assisting the Department in obtaining OAL approval of the regulations.

  • Project Manager on a current engagement to assist the Department with the development of State regulations for the Abandoned Watercraft Abatement Fund Grant Program. These regulations are intended to clarify, and provide the Department authority in, the operation of this grant program. Tasks include preparing the regulatory package, including the draft regulations and initial statement of reasons; facilitating the public workshops to obtain input from stakeholders on the regulations; responding to public comments received during the workshops and/or through other forums; and preparing the final regulatory package for submittal to the Office of Administrative Law (OAL), including assisting the Department in obtaining OAL approval of the regulations.

  • Project Manager on an engagement to assist the Department in implementing changes to the Department’s Boating Safety and Enforcement Financial Aid Program as a result of new regulations. We developed reporting forms to be used by local law enforcement agencies to apply for funds under this program and to report expenditures and operating data if granted funds under the program. We also assisted the Department in developing processes for Department staff to monitor participants in the program.

  • Project Manager on a current engagement to conduct financial reviews of local law enforcement agencies that participate in the Department’s Boating Safety and Enforcement Financial Aid Program. A review protocol was developed, and reviews are being conducted in accordance with this protocol. To date, the result of each review has been a letter to the Department outlining the systems and processes used by each agency to prepare the Quarterly Reimbursement Claims, and any findings and recommendations for modifications to the existing processes. Also, approximately $200,000 in inappropriate claims have been identified through the financial reviews.

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CLIENT: California Department of Conservation

  • Lead Consultant on an engagement to calculate 1992 processing fees. Mr. Geiss’ responsibilities include (1) developing an automated spreadsheet model that distributed recycler and processor costs between material types (i.e., aluminum, glass, plastic, and other materials) based on labor allocations, (2) assessing the reasonableness of data, and (3) determining the 1992 processing fees for each material type.

  • Lead Consultant on a legislatively-mandated study to evaluate the effectiveness of the statewide system of convenience zones and certified recycling centers created by beverage container recycling program. Our work included a determination of recycling rates at pre-existing centers and centers established pursuant to the program, an analysis of consumer recycling trends and preferences, a comprehensive evaluation of the economics of recycling centers and programs, an analysis of barriers to maximum program performance, and an analysis of potential modifications to the beverage container recycling program.

  • Lead Consultant on an engagement to calculate 1991 processing fees as required by Assembly Bill 1490 (effective October 1, 1990). The objectives of this engagement were to (1) compile and analyze cost data on 71 recyclers and processor collected through site visits, (2) calculate the cost per ton for each of the three California Redemption Value materials types (i.e., aluminum, glass, and plastic), and (3) determine the processing fee for each material type. As a result of this engagement, it was determined that processing fees were required for glass and plastic beverage containers.

  • Lead Consultant on an engagement to evaluate the methodology used by the Department of Conservation, Division of Recycling (DOR) to allocate recycler and processor costs to the three California Redemption Value material types (i.e., aluminum, glass, and plastic). The DOR used a time and motion study methodology to allocate recycler and processor costs to the three material types. This study involved evaluating the effectiveness and accuracy of this methodology, and providing possible alternatives for allocating recycler and processor costs.

  • Project manger on an engagement to validate costs and scrap values for recyclers and processors used to compute processing fees. This project involved on-site reviews of 15 recyclers and processors to obtain their cost and scrap value data as well as their input regarding the methodology used to compute processing fees. Several recommendations were developed regarding cost measurement, scrap value measurement, and the overall processing fee calculation methodology.

  • Lead Consultant on an engagement to assist the Department determine the costs of recyclers and processors used to compute the FY 1999/2000 processing fees. The project involved on-site reviews of recyclers and processors to obtain their cost data as well as their input regarding the methodology used to compute the cost per ton of each CRV material type.

  • Lead Consultant on an engagement to assist the Department determine the costs of recyclers and processors used to compute the 2004 processing fees. The project involved on-site reviews of recyclers and processors to obtain their cost data as well as their input regarding the methodology used to compute the cost per ton of each CRV material type.

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CLIENT: California Department of General Services

  • Lead consultant of this large and complex multi-phase, multi-year reengineering project to implement an innovative new procurement process for the State’s commodity, technology, and services acquisition functions. The Governor issued an Executive Order to undertake radical reform of the State’s procurement function. This procurement reform provides for a new decentralized organizational structure, a realignment of the Procurement Division’s responsibilities, use of state-of-the-art procurement processes and techniques and data processing technology, and legislative changes needed to implement and support a new procurement process. Mr. Geiss assisted with the development of the California Acquisition Reform Act, which will enable the reengineering effort to occur. The value proposition for this project is in excess of $200 million a year of annual benefits to the State related to over $2 billion a year in procurement value. The value proposition includes direct operational cost reductions, acquisition value savings, quality enhancement benefits, and business operations benefits.

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CLIENT: California Office of the Auditor General

  • Consultant on a study to determine the feasibility of consolidating the cashiering operations of three major state revenue collection agencies: the Employment Development Department, the Board of Equalization, and the Franchise Tax Board. The study included an assessment of current staffing, operating methods, workflow, and equipment in all three agencies. The desirability of consolidation was evaluated in terms of the benefits that would result only through consolidation, as opposed to benefits that would result from improvements in methods, equipment, etc., as these could be accomplished by the three agencies without consolidation.

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CLIENT: Contractors State License Board, Department of Consumer Affairs

  • Consultant on an engagement that involved (1) an evaluation of existing field office procedures governing the investigation of civil and criminal complaints, and (2) development of objective workload standards for all field office functions. Major study tasks included (1) organization analysis, (2) development and implementation of operations and methods review, (3) collection of workload volume data, (4) development of staffing standards and baseline staffing requirements, (5) conduct of analyses of backlogs and related turnaround time problems, and (6) implementation assistance.

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CLIENT: California Department of Education

  • Project manager to develop a standardized account code structure for use by all school districts and county offices of education in the state. The project developed an overview of the standardized account code structure, including definitions, layout, and descriptions of use. The final product included account code descriptions by fund/group, program goal, function, object, resource, and school. In addition to developing the standardized account code structure, and production of the account code manual, the project developed a plan of conversion, including critical success factors related to automated system support needs in each of the State’s counties. This account code structure will be used by over 1,000 local school districts in the State of California and each of the 58 County Offices of Education. Together these offices administer a $25 billion budget for K to 12 public education.

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CLIENT: Butte County Alcohol, Drug, and Mental Health Services

  • Project manager to develop an accounting systems structure. We analyzed and developed recommendations regarding the Butte County Alcohol, Drug, and Mental Health Services accounting system. Specific tasks included identifying Alcohol, Drug, and Mental Health Services cost reporting requirements through review of existing cost reports and interviews with county staff; evaluating the feasibility of mapping the current accounting system to cost reporting requirements; comparing alternative accounting packages to the current accounting system; and developing a proposed accounting system structure.

  • Project manager to develop an improvement strategy assessment for the Administrative Services Division (ASD) within the Alcohol, Drug, and Mental Health Services Department. The scope of this current engagement is to identify operational, organizational, and technology-related issues and concerns related to the fiscal processes of this 30 person Division. The project will result in an improvement strategy assessment that the ASD can use to improve financial processes.

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CLIENT: Butte County Department of Behavioral Health

  • Project manager to evaluate psychiatric inpatient alternatives in Butte County. This engagement involved assessing the demand for psychiatric inpatient services in Butte County and in the surrounding counties, identifying alternatives for meeting this demand, evaluating the financial feasibility of each alternative, and developing a recommended alternative.

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CLIENT: City of Berkeley Mental Health Department


CLIENT: Los Angeles County Department of Mental Health

  • Project manager to assist the Department in maximizing Medi-Cal reimbursement for mental health services provided through the County Department of Mental Health. This project required reviewing historical Medi-Cal reimbursement and negotiated rate agreements with contract providers. Also, an assessment prepared by Department staff on alternative indirect cost allocations was reviewed. The result was a letter report to the Department supporting the indirect cost approach developed internally by staff.

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CLIENT: Monterey County Behavioral Health Division

  • Project manager on an engagement to assist the Monterey County Health Department’s Behavioral Health Division staff with fiscal analyses of the Early and Periodic Screening, Diagnosis, and Treatment (EPSDT) program. Specific tasks included (1) assisting the County to develop a methodology for monitoring EPSDT expenditures, (2) assisting the County staff to identify the key data elements and fiscal implications that should be tracked to monitor EPSDT expenditures, and (3) assisting the County staff to develop a fiscal forecasting methodology to anticipate the growth in the State Department of Mental Health’s maintenance of effort requirements.

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CLIENT: Polk County, Iowa Commonwealth Charter Commission

  • Lead Consultant on an engagement to estimate the fiscal impact of a proposed Commonwealth Charter. The Charter modified the County government structure and included the merger of City and County Assessors' Offices. Major study tasks included (1) conducting interviews with the City and County Assessors, (2) analyzing cost, staffing, and workload data, and (3) summarizing the analysis in a report to the Commission.

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CLIENT: Sacramento County Department of Health and Human Services

  • Lead consultant on an engagement to provide technical assistance to the Department in expanding their mental health Early and Periodic Screening, Diagnosis, and Treatment (EPSDT) Program. Tasks performed under this engagement include development of estimated administrative and direct service expenditures, revenue, and number of Medi-Cal eligible individuals to be served under the EPSDT program expansion. Proposals submitted by contract providers also were evaluated. Finally, a presentation to the Board of Supervisors was prepared showing the increases in federal and state revenues expected under the EPSDT program expansion.

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CLIENT: Sacramento, California Ad-Hoc Charter Commission

  • Lead Consultant on an engagement to study the fiscal impact of consolidating services provided by both the city and county of Sacramento. Major study tasks included (1) conducting interviews with top-level administrators, (2) developing and implementing financial computer models, (3) analyzing cost, staffing, and workload data, and (4) summarizing the analysis of each service area in weekly reports. A major component of this study was the evaluation of the fiscal effects of consolidating the Sacramento City Police Department and the Sacramento County Sheriff's Department.

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CLIENT: San Diego County Probation Department

  • Project manager to provide Medi-Cal technical assistance. We assisted the San Diego County Probation Department in implementing Short-Doyle/Medi-Cal (SD/MC) services in several day treatment centers operated by the Probation Department. Specific tasks included determining the estimated cost and potential revenue of the program under SD/MC requirements, assisting the Probation Department in developing a Memo of Understanding with the San Diego County Heartbeat Program (i.e., children’s mental health program in San Diego County) including a budget of estimated units of service and costs, and identifying reporting requirements and other requirements necessary to obtain SD/MC reimbursement.

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CLIENT: San Mateo County Department of Public Works

  • Project manager to develop a future state organizational blueprint for the San Mateo Department of Public Works. As part of this project, interviews were conducted with over 40 DPW employees and external customers regarding the operational performance of the DPW. In addition, a Process Owner Group was established to identify areas for organizational improvement, identify alternative organizational structures, and evaluate the alternative organizational structures. This project resulted in a recommended future state organizational blueprint and commitment plan to implement the recommended structure.

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CLIENT: Santa Barbara County Alcohol, Drug, and Mental Health Services

  • Project manager to provide financial technical assistance to the Santa Barbara County Alcohol, Drug, and Mental Health Services Department. This engagement involved providing services one to two weeks per month, and included the following tasks:

    • Educate county and contractor staff on the SD/MC cost report and related processes
    • Provide an overview of the SD/MC reimbursement process (including the claim process, negotiated rate process, and cost report process) to various stakeholders
    • Assist Department staff in preparing the SD/MC cost report, the Medicare Psychiatric Health Facility cost report, and the Alcohol and Drug Program (ADP) cost report
    • Review Department budget estimates
    • Review fiscal provisions of contracts
    • Assist county staff in hiring key positions for the fiscal subdivision
    • Work with Department and other county staff on developing a long range plan for the financing of the Children’s System of Care
    • Assist the Department in complying with SD/MC requirements related to legal entity reporting
    • Provide general consultation on all fiscal issues.

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CLIENT: Ventura County Behavioral Health Department


CLIENT: Arab Republic of Egypt

  • Project manager to establish residential, commercial, and industrial cost-of-service rates for the General Organization for Sanitary Drainage for Greater Cairo (GOSD). The GOSD provides sewer service to 9 million of the 12 million residents of Cairo, Egypt, and surrounding areas. This engagement determined rates required over five fiscal years, 1994/95 through 1998/99, to recover the costs of operating six treatment plants, 17 major pump stations, numerous subsidiary pump stations, and the collection and conveyance system. Annual operating and maintenance capital costs of the full system were in excess of $145 million. A five year financial plan also was prepared to guide the GOSD in becoming an efficient utility providing wastewater services at a reasonable cost. Finally, a number of recommendations were made to address concerns with GOSD’s ability to actually operate independent of the Central Government of Egypt and implement wastewater charges acceptable to customers.

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CLIENT: Angelo Tsakopoulos vs. Eppie Johnson (County of Sacramento Superior Court Case)

  • Mr. Geiss was retained by the plaintiff’s attorneys, Miller, Starr & Regalia, to determine economic damages to Mr. Tsakopoulos as the result of an alleged breach of a verbal agreement to enter into a partnership to split the proceeds of profits from the acquisition and development of 218 acres of real property in South Laguna, Sacramento County. Mr. Geiss' scope of work on this case included (1) studying applicable maps and aerial photographs of subject property, (2) identifying land development feasibility and risk factors for the subject property, (3) determining economic motivations in this complex real property transaction, (4) reviewing raw land purchase transactions and residential paper lot sale transactions, (5) ascertaining the applicable County General Plan, zoning, and entitlement process for the subject property, and (6) analyzing local housing market and economic conditions. Mr. Tsakopoulos’ absolute minimum economic damages were estimated to equal $2.4 million. This case was settled out-of-court by conveying partial interest in an unrelated property. This conveyance was valued at approximately $1.3 million.

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CLIENT: California Glass Recycling Corporation vs. State of California, Department of Conservation, Division of Recycling (County of Sacramento Superior Court Case)

  • Mr. Geiss was retained by the defendant's attorneys, Grueneich, Ellison & Schneider, to determine the validity of the Department of Conservation's January 1, 1991, processing fee on glass beverage containers pursuant to the California Beverage Container Recycling and Litter Reduction Act. The plaintiff argued that the Department erred in calculating the fee in myriad ways, each of which resulted in an increase in the fee. This glass fee results in an assessment of $25 million (1992) a year to beverage manufacturers in the State. The processing fee requires a complex calculation that statistically determines a statewide weighted average cost of recycling beverage containers by three material types and then compares these costs along with an appropriate financial return to the appropriate statewide weighted average scrap values.

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