Jeff Skoll created The Skoll Foundation in 1999 to pursue his vision of a sustainable world of peace and prosperity. Led by CEO Sally Osberg since 2001, our mission is to drive large scale change by investing in, connecting and celebrating social entrepreneurs and the innovators who help them solve the world' s most pressing problems. Social entrepreneurs are society' s change agents, creators of innovations that disrupt the status quo and transform our world for the better. By identifying the people and programs already bringing positive change around the world, we empower them to extend their reach, deepen their impact and fundamentally improve society.The Pershing Square Foundation is a private family foundation based in New York. The Foundation was founded in December 2006 by Karen and Bill Ackman. Bill is the CEO and Portfolio Manager of Pershing Square Capital Management, L.P.The Pershing Square Foundation awards grants and social investments to support exceptional leaders and innovative organizations that tackle important social issues and deliver scalable and sustainable impact.The Commonwealth Fund, among the first private foundations started by a woman philanthropist-Anna M. Harkness-was established in 1918 with the broad charge to enhance the common good.The mission of The Commonwealth Fund is to promote a high performing health care system that achieves better access, improved quality, and greater efficiency, particularly for society' s most vulnerable, including low-income people, the uninsured, minority Americans, young children, and elderly adults.The Fund carries out this mandate by supporting independent research on health care issues and making grants to improve health care practice and policy. An international program in health policy is designed to stimulate innovative policies and practices in the United States and other industrialized countries.
As a way of saving Medicaid dollars, many states are reintroducing administrative hurdles into the enrollment process to deter people from enrolling. This study finds that administrative tasks associated with enrollment absorb sizable amounts of funds. We estimate that it costs approximately dollars 280 to enroll a child in Medicaid or the State Children's Health Insurance Program (SCHIP) in the New York City area. This amount could be reduced by approximately 40 percent if documentation requirements were simplified. In an era of scarce resources, the case for simplification is more compelling than ever.
States across the country are embracing integrated care delivery models as part of their efforts to deliver high-quality, costeffective care to Medicaid beneficiaries with comorbid physical and behavioral health needs. The Medicaid expansion authorized by the Affordable Care Act brings greater import to these efforts, as millions of previously uninsured low-income adults, many at increased risk for behavioral health conditions, gain coverage. State efforts to ensure that Medicaid beneficiaries have access to integrated care, however, are hindered by a fragmented behavioral health system that is administered and regulated by multiple state agencies and levels of government, and by purchasing models that segregate behavioral health services from other Medicaid-covered services. Drawing on a review of the literature and interviews with consumers, providers, payers, and policymakers, this report explores strategies states are deploying to address or eliminate system-level barriers to integrated care for this medically complex and high-cost Medicaid population. Support for this research was provided by The Commonwealth Fund. The views presented here are those of the authors and not necessarily those of The Commonwealth Fund or its directors, officers, or staff. To learn more about new publications when they become available, visit the Fund' s website and register to receive email alerts. Commonwealth Fund pub. 1767.
As states' Medicaid programs continue to evolve from traditional fee-for-service to value-based health care delivery, there is growing recognition that systemwide multipayer approaches provide the market power needed to address the triple aim of improved patient care, improved health of populations, and reduced costs. Federal initiatives, such as the State Innovation Model grant program, make significant funds available for states seeking to transform their health care systems. In crafting their reform strategies, states can learn from early innovators. This issue brief focuses on one such state: Arkansas. Insights and lessons from the Arkansas Health Care Payment Improvement Initiative (AHCPII) suggest that progress is best gained through an inclusive, deliberative process facilitated by committed leadership, a shared agreement on root problems and opportunities for improvement, and a strategy grounded in the state's particular health care landscape.
Michael Birnbaum interviews Deborah Bachrach about her three-year tenure as director of the nation's largest Medicaid program. Bachrach, who served under Governors Spitzer and Paterson, had previously spent over a decade as a partner in a New York law firm, navigating and shaping health policy for clients whose patients depended on Medicaid. Reviewing the ambitious Medicaid agenda that she helped lead, Bachrach reflects on expanding eligibility and increasing enrollment, designing and implementing payment reforms, and struggling with how best to rationalize program administration. Enactment of national health reform, finalized shortly after the interview was conducted, makes Bachrach's experiences and insights particularly timely and relevant: Medicaid in New York is now less of an outlier and more of a model for states across the nation as they face implementation of major coverage expansions for their low-income residents.
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