Content by Keyword: Integration of Health and Human Services

The Patient Protection and Affordable Care Act (Affordable Care Act or ACA) seeks to reduce the size of the nation’s uninsured population through policies aimed at improving the accessibility and affordability of health insurance coverage.

The neoclassical model of economics assumes that each person has fairly consistent preferences over time and maximizes his or her overall well-being based on the best available information. In contrast, behavioral economics focuses on human limitations, empirically testing the ways in which human behavior departs from the rational and objective ca

1   American Public Human Services Association (APHSA). A-87 Exception Toolkit for Human Service Agencies: Description of the Exception and Recommendations for Action . January 2014. http://www.aphsa.org/content/APHSA/en/pathways/NWI.html .

Federal Officials HHS Susan Golonka, ACF/OFA Vicki Turetsky (along with Jennifer Burnszynski), ACF/OCSE Mark Fucello, ACF/OPRE Rochelle Rollins, advisor to the Chief Medical Officer, ACF Jeannie Chaffin, ACF/OCS Suma Nair, HRSA/Bureau of Primary Care Ben O’Dell and Lisa Carr, Center for Partnerships Gregorio Hunt, OIEA Elizabeth Hadley

This appendix lists a number of promising or emerging practices that, due to resource limits, could not receive a detailed profile in the body of the report. The practices fall into the same three broad categories described above: Streamlining eligibility determination for one program based on data linkages with other programs; Coordinating a

The authors, Stan Dorn, Sarah Minton, and Erika Huber, are a Senior Fellow and Research Associates at the Urban Institute. They are grateful for the financial support provided by ASPE as well as the substantive guidance provided by their extraordinary project officer, Alana Landey in ASPE’s Office of Human Services Policy. This paper benefited f

Several themes emerge from almost every successful case study described above. For health and human services programs to effectively integrate and coordinate eligibility determination and enrollment, a great deal of work may be required. At the same time, a broad range of innovative strategies have increased eligible consumers’ participation lev

Repeated experience suggests that simple referrals may enroll no more than a minority of eligible consumers into benefits for which they qualify. For example, two randomized, controlled experiments analyzed H&R Block’s efforts to help taxpayers obtain various forms of assistance:

Single Stop’s work connecting individuals to services and benefits is not limited to helping students at community colleges. Another initiative focuses on volunteer tax preparation sites in New York City. Single Stop funds nonprofit tax preparers so that, when their low-income clients file federal income tax returns to claim Earned Income Tax Cr

Here, we describe two practices that, at first, seemed promising, but have yet to yield significant levels of enrollment. The first involves Single Stop’s effort to pair health application assisters with nonprofit tax preparers. The second consists of efforts to refer consumers to benefit programs for which they apparently qualify without actual

Over time Single Stop has seen an increasing willingness on the part of community college personnel to partner with the program. Despite some initial reluctance to deviate from traditional educational roles, college officials have become increasingly aware of the challenges facing low-income students. A large and growing share of community college

Single Stop tracks benefit receipt by contacting students directly. If the agency cannot reach students to confirm benefit receipt, the agency assumes that no aid was obtained. Therefore, the outcomes reported by Single Stop and discussed here probably underestimate the number of students who receive assistance.

Students attending community colleges often face financial and other hurdles to completing school. These challenges include balancing work and school priorities, managing finances, raising children, or supporting themselves and their families. In order to help students handle these challenges, Single Stop developed a program that provides a compre

Single Stop USA is a nonprofit organization that provides assistance to individuals and families by helping them connect to benefits and services for which they are eligible. The organization began as a program under the Robin Hood Foundation in New York City. In 2007, Single Stop split off from the Foundation and became an independent, national o

The state’s rapid success involved trade-offs. Because officials decided to enroll as many people as possible, as quickly as possible, state and county staff did a tremendous amount of work manually over a short period of time. This imposed administrative costs. Although staff expressed great enthusiasm for undertaking the work, some exhaustion

By the end of March 2011, the first month of expanded Medicaid coverage, 51,853 individuals had been enrolled. The GAMC program supplied 45 percent of the new enrollees, and MinnesotaCare was responsible for 33 percent. 68 This represented a very rapid start to a program that the previous Administration believed could not be implemented until fin

On January 5, 2011, in his first official act, incoming Governor Mark Dayton signed executive orders implementing Medicaid expansion in Minnesota to cover childless adults with incomes at or below 75 percent FPL, beginning on March 1, 2011. 67 Among the adults newly qualifying for Medicaid coverage, many were already served by the state-funded GA

In March 2011, Minnesota expanded Medicaid coverage to childless adults with incomes up to 75 percent FPL. This represented an “early expansion” of the ACA’s increased Medicaid eligibility for adults. To quickly enroll eligible consumers, the state used two primary strategies. First, the Minnesota Department of Health Services (DHS) collabor