PASRR Sample Clauses

The PASRR (Preadmission Screening and Resident Review) clause requires that individuals being considered for admission to certain care facilities, such as nursing homes, undergo a screening process to identify serious mental illness or intellectual disability. This process typically involves an initial assessment before admission and, if necessary, a more detailed evaluation to determine appropriate placement and services. The core function of the PASRR clause is to ensure that individuals receive the care best suited to their needs and are not inappropriately placed in facilities that cannot provide adequate support, thereby protecting vulnerable populations and ensuring compliance with federal and state regulations.
PASRR. LIDDA must Comply with all PASRR requirements set forth in the LIDDA’s Medicaid Provider Agreement for the Provision of PASRR and 26 Tex. Admin. Code Chapter 303.
PASRR. 1.1.1 LIDDA must comply with all PASRR requirements set forth in the
PASRR. LIDDA must Comply with all PASRR requirements set forth in the LIDDA’s Medicaid Provider Agreement for the Provision of Intellectual Disability Service Coordination and PASRR and 40 Tex. Admin. Code Chapter 17. If a PASRR Evaluation (“PE”) is positive, the LIDDA must complete and provide the PASRR Evaluation Report Form 1014 to the individual and LAR that describes the specialized services being recommended. If, during a PE, the LIDDA suspects an individual of having ID or DD but is unable to confirm the individual has a diagnosis of ID or DD due to lack of records or access to family history, the LIDDA must ensure compliance with the requirements in the handbook.
PASRR. 2.3.4.1. The Contractor shall invoice the Department by the last day of the month for all Pre-Admission Screenings and Resident Reviews. The Contractor may invoice for Psychological Evaluations for up to four hundred twenty three dollars and forty four cents ($423.44) of the total cost. The Department will pay for all screenings and reviews once the invoice is reviewed and accepted.
PASRR. The results of this evaluation result in a determination of need, determination of appropriate setting, and a set of recommendations for services to inform the individual's plan of care. The State is required to implement improvements to its existing processes for screening individuals prior to approving nursing facility placement and ensure that all individuals applying for nursing facility services are provided with information about community options. The State is required to develop and implement standardized training required for all personnel who complete any part of the Level I screenings (with the exception of physicians). The State is to provide additional training to ensure that evaluators who are completing the Level II PASRR are familiar with the complete array of home- and community-based services available to provide and maintain community integration. The State is also required to revise Level II forms to include more extensive and detailed information regarding services in the community. In addition, the state must ensure that each individual in the Target Population who has been admitted to a nursing facility receives a new PASRR Level II annually, and upon knowledge of a significant change in the resident’s condition, to determine whether his or her needs can be met in a community-based setting. The evaluation must be conducted by a qualified professional independent of the nursing facility and the State. During the first 18 months of implementation, the State is required to establish annual targets for diversion of Target Population members from nursing facilities to successful placements in the community. In addition, it must establish annual targets and strategies for decreasing referrals for individuals with serious mental illness to nursing facilities.
PASRR. For nursing facility stays, Provider shall provide Health Plan with all information necessary for Health Plan to complete a PASRR and to determine need for level of services consistent with OAC rules 5160-3-08, 5160-3-09, and 5160-101. (SC App. B., §2.s.)

Related to PASRR

  • Helpdesk Customers must contact LightEdge Support to report service trouble or an outage with LightEdge Technical Support. LightEdge Technical Support will be available seven (7) days per week; twenty-four (24) hours per day; three hundred sixty-five days (365) days per year. LightEdge Technical Support provides support for network monitoring, trouble ticket resolution, and fault isolation up to the termination point of LightEdge provided Equipment. LightEdge Technical Support will accept trouble and outage related support calls from any customer representative. LightEdge will not perform any requested activity which may cause Service disruption or perform any changes to Service unless request is initiated by an Authorized Contact. LightEdge reserves the right to delay response on support tickets opened by anyone other than the Authorized Contact. Communication between Customer and LightEdge not initiated by Authorized Contact will not be subject to SLA remedies. All communications with Customer will be in the English language.

  • STATEWIDE CONTRACT MANAGEMENT SYSTEM If the maximum amount payable to Contractor under this Contract is $100,000 or greater, either on the Effective Date or at any time thereafter, this section shall apply. Contractor agrees to be governed by and comply with the provisions of §§▇▇-▇▇▇-▇▇▇, ▇▇-▇▇▇-▇▇▇, ▇▇-▇▇▇-▇▇▇, and ▇▇- ▇▇▇-▇▇▇, C.R.S. regarding the monitoring of vendor performance and the reporting of contract information in the State’s contract management system (“Contract Management System” or “CMS”). Contractor’s performance shall be subject to evaluation and review in accordance with the terms and conditions of this Contract, Colorado statutes governing CMS, and State Fiscal Rules and State Controller policies.

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus