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27 <br />add providers who are "willing" may jeopardize funding for these programs. OPC <br />strongly supports DMH's priority strategic objective to right-size and stabilize a <br />highly qualified provider system. <br />• The inability to respond quickly and consistently to the provider <br />community about system changes. <br />With so many competing priorities at both the local and state level, it is often <br />difficult to dedicate the necessary resources to analyze information received from <br />the Division of MH/DD/SAS before forwarding it to the~p~ovder community. The <br />LME must often choose between forwarding information in a timely manner or <br />taking the time necessary to examine its impacfi on internal processes and <br />external providers. When information is sent without this'`'level of analysis, the <br />~ a <br />result is often confusion and a lack of message consistency; The LME also <br />recognizes the volume of information that is transmitted and wN';collaborate with <br />our provider community to identify more efficient ways to communicate.,~~ <br />• Disparate internal systems to track provider information. ~'. <br />Currently OPC maintains separate databases to track provider demographic <br />information, incidents, complairts;._ billing and reimbursement.. With full <br />implementation of the Pro-FilerT"'system, OPC will be able to reduce the <br />separate databases and consolidate ;all ''-pertinent information in order to <br />effectively evaluate the provides community,; a~r~ perform other necessary <br />functions of the LME ~ ` <br />;_~ <br />27 <br />