Blog and Helpful Articles

How to Open a Business in the Long-Term Healthcare Industry

Today’s entrepreneurial culture and trends in the long-term care industry have converged into a perfect storm.   The home health field is rife with opportunity for building a profitable business that provides needed, quality and compassionate care.  In response to the questions we receive about how to start a successful agency, we’ve developed webinars that cover the basic requirements for starting your business in this field.

Home health agency (HHA):  HHAs can provide skilled or non-skilled care.  Skilled services encompass care from a licensed professional, such as a nurse or therapist and, if they meet certain requirements, can bill Medicare.  Non-skilled care is limited to helping clients perform activities of daily living (ADLs).  Some agencies provide both skilled and non-skilled services while others limit themselves to the latter.    We have two upcoming webinars that explain the requirements for establishing each type of home health agency.

Nurse registry (NR):   Nurse registries are a “hybrid” type of organization; they can provide both nursing and non-skilled services, but they may not be Medicare-certified.  The requirements to open a NR are less than those to open an HHA, and our upcoming webinar will familiarize you with the steps to launch this type of business.

Homemaker/Companion Service (HCS):  HCS have the least requirements of the three types of Florida businesses and are limited to providing only “hands-off” services.  HCS can offer homemaking services, such as laundry, light housekeeping, meal preparation and errands, in addition to supportive care and assisting clients in maintaining their social connections.  Companions can help clients participate in social outings, pursue hobbies or just keep them company.  If you’d like information about opening an HCS, please call our office.

 

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What We’re Reading – How to Manage an OSHA Inspection

Does your company have a process for if and when any government agency shows up for an inspection?  If you don’t, we suggest you add this to your priority list for the end of this year because many regulatory agencies are increasing their compliance efforts.  What are your staff members expected to do?  Who will they contact?  Will your organization present a calm, confident air to the inspector, or is there apt to be mass hysteria throughout the office?  Preparation is the key.

If you do have an established process, make sure to retrain staff periodically on their responsibilities and review the plan – perhaps even role-play different scenarios – with all applicable staff members.  Make sure that more than one manager is educated on your organization’s processes so there is always someone knowledgeable on the premises.  There are three aspects to your preparation:

  1. Plan in advance.  As mentioned above, advance planning and communication can go a long way to a less stressful inspection.
  2. Manage the inspection. For this step you need to ask yourself, “Why is OSHA here?”  The compliance officer needs to communicate to you: an applicable standard; a hazard; employee exposure; and that you, as the employer, knew of the violation or hazard, or should have known of it with the exercise of “reasonable diligence.”
  3. Be informed. Don’t just accept citations or a penalty reduction.  If you have legitimate disputes for a citation or penalty, don’t miss the informal conference to defend your case.   For more in-depth reading on any of these issues, check out this helpful article.

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What We’re Reading – Medicare E/M claims for new patients

Beginning on October 1, 2013, CMS will use a new claim edit to determine if more than one initial visit code was billed for a Medicare beneficiary within a three year period.   This edit will also identify claims where established visits were billed in advance of the new patient visit. 

Don’t be alarmed if you begin to receive claims denials and/or recoupment letters because of these edits!  There are a few easy solutions to rectify any problems.  If you receive a denial for an initial visit and, upon review, conclude that it should have been billed as an established visit:

  • Use the Interactive Voice Response (IVR) to have the claim reopened;
  • Submit a new claim; or
  • Request in writing to have the claim reopened.

If you have already received recoupment letters regarding these issues, or have any questions about the new edit, please refer back to FCSO’s article.

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What We’re Reading – Improve Medical Practice Staff Communication Skills: 5 Best Practices

A patient’s first contact with your office is by phone, whether scheduling an appointment and/or requesting information.  If your staff doesn’t have the proper communication skills to create rapport with that patient, established or new, you could be in jeopardy of losing that business and any future referrals they could have provided to you.  When we think about it, the front staff is the first line of communication for your practice and their demeanor is a reflection on you as the provider.  This article supplies you with five ideas to help with choosing, directing, and overseeing your employees.

  • Effective staff selections – Utilize the interview process correctly.  Resist the impulse or pressure to hire “a warm body” and recruit employees who are the best fit for your practice.
  • Proper use of scripting – develop standardized scripts – at a minimum – for simple but common situations, such as greeting patients, collecting insurance information, etc.  That way everyone will be on the same page and reflect the standards you want for your practice.  You obviously can’t create a script for every circumstance, but for the more difficult scenarios, think about using continuous training with staff and even role playing as a form of education.
  • Focus on delivering total communication – pay close attention to the three main components of communication: what you say, how you say it and finally, your non-verbal communications.  Facial expressions and/or body language can speak volumes and perhaps contradict what your words are saying.
  • Analyze telephone communication skills – think about playing “mystery caller” from time to time – or ask a friend to call – and assess how your staff interacts with patients.  This will give you an idea of training needs or other coaching that may be necessary.
  • Take the right approach to training – for a successful practice, you need to provide your employees with the essential skills they need in order to construct lasting relationships with your patients.

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The Importance of Customer Service in the Healthcare Industry

The need for healthcare organizations to be profitable drives the industry to enhance the participation of physicians and other caregivers, to stay abreast of technology and cutting edge changes to stay competitive and to innovate in cutting operational costs.

Where does patient satisfaction and the necessity of providing “world class service” fall into this?  Does the healthcare industry truly feel that patients have a choice in where they seek care? As the Affordable Care Act implementation gets underway with its associated expansion in patient choice, customer service and satisfaction will continue to be a priority for all providers. The Agency for Healthcare Research & Quality reminds that, “CAHPS surveys ask patients to report on their experiences with a range of health care services at multiple levels of the delivery system.”  These surveys ask about the patient’s experience with ambulatory care providers, such as health plans and physicians’ offices, and others ask about experiences with care delivered in facilities such as hospitals and nursing homes. The disincentives for lower than optimal satisfaction scores will continue to escalate, so regardless of the payor, every provider needs a solid customer service program in order to survive.

James Merlino, MD, Chief Experience Officer at Cleveland Clinic, says it well, “Patients are made to feel that, because healthcare is a necessity rather than a luxury, they aren’t entitled to a superior patient experience. And this is probably the biggest mistake our industry makes.” The question becomes where to start and the answer is: in Human Resources. The HR team’s plans and policies must ensure that new hires understand that this is the core of the business.  A few musts to achieving this are: 

• Hiring the right people.
• Informing employees from the start what you expect from them and reinforce it routinely.
• Consistent training.
• Monitoring your employees’ performance.
• Holding staff accountable.
• Rewarding superior performance.
• Monitoring patient feedback and setting benchmarks. 

One last suggestion is to involve the entire organization in the results of patient feedback and reward excellent performance for attaining predetermined goals. Imagine a scenario where every employee in your facility is invested in this goal, and that any patient walking through your facility is greeted with a smile and kind word by every single employee with whom he or she comes into contact.  That’s world class service. 

Every business’s success rests on its customers and in the ability to develop them into repeat customers who “spread the word.” The core of this mandate must be rooted in our talent pool and supported by management in order to succeed.

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What We’re Reading – The Power of Outsourcing in Your Medical Practice

Do you ever feel that there aren’t enough hours in the day to get everything done?  Join the club!  These days, more and more office managers and/or administrators express that despite supposed electronic efficiencies, they are drowning in all the added work being thrown at them.   In addition to juggling the daily demands of running a busy practice, regulatory and other changes – in addition to maintaining patient satisfaction – can frazzle even the most talented leader. Outsourcing may be just the thing to lower your stress level and improve your practice’s performance.

Although the most common service to outsource is your medical billing, services that can now be outsourced range from “patient education counseling to credentialing to legal advice, and even weekend staffing,” reports Shelly Schwartz.  Consider the time and effort that certain activities take and explore if outsourcing makes sense for your practice.  It may not work for every office but after reading this article, you will be in a better position to decide if this could be a good fit for your business.

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Home Health Case Managers Can Save the Day

In the field of home health, the single most important individual just might be the case manager.  Given the increasing pressure for all providers to assure cost-effective, high quality care, a skilled case manager can enhance quality of care and financial stability of the agency.  

Quality of care:  Having one individual reviewing a patient’s care is paramount to ensuring the care is: 

–        Appropriate for the patient’s condition.  In other words, is the care provided still needed?  Case managers can spot changes in the patient’s condition that may warrant  modifications to the plan of care or services.

–        Effective.  Goals are established for all home health patients upon admission.  They can range from achieving independence with performing activities of daily living and self-care to pain control and safely ambulating a certain distance.  Goals are directed to particular outcomes, considering that skilled care in the home should be intermittent, and not an annuity.

–        Sufficient.  Because of their training, case managers are the perfect spotters for gaps in care or areas in which the patient could benefit from additional assistance to meet established goals and maintain independence. 

Financial stability:  The hand of CMS giveth and the hand of CMS taketh away, and lately, there is greater emphasis on the latter.  Recovery audit contractors (RACs) are private companies tasked with the responsibility of identifying improper payments made on behalf of Medicare beneficiaries.  They seem to be working overtime these days, scouring records for Medicare dollars that can be recouped.  It doesn’t hurt that RACs are motivated by a contingency fee for successful recoveries.  However, a strong case manager, wearing a RAC-like hat, can scrutinize the documented (or lack of documented) patient care and assess whether the case meets medical necessity.  He or she can also coach clinical staff on proper documentation to support appropriate care.  It’s no secret that documentation is usually the lynch-pin to any recovery case.

We always say that the key to a deficiency-free survey is a robust quality assurance program and the case manager can be instrumental to that effort.  For some agencies, QA is a rote exercise.  Checking a box on a form is not a true embrace of the purpose of performance improvement, which is to be on the look-out for instances or patterns that could spell trouble and to employ a systematic, objective process for identifying root causes and generating solutions.  When a home health case manager reviews a case, he or she is uniquely positioned to identify potential issues that merit further quality study. 

Case management is an integral part of a citation-free and a RAC recovery-free operation. Further, proper case management benefits the patient’s recovery and supports achievement of goals for a healthier daily life. As the old saying goes, ‘You can spend a little now or a lot later.’ Training, education, emphasis and support of the case management personnel and process are time and money well spent.

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2014 Holds Big Changes for the CMS-HCC Model

The purpose of the CMS-HCC model is to improve the accuracy in predicting the costliness of Medicare Advantage (MA) enrollees’ healthcare costs and to properly fund MA plans for those expenses. It isn’t a perfect model but it surpasses the demographically-based payments of the “old days” that neglected an important characteristic in costliness – the presence of medical conditions – and mitigates selection issues.

In the CMS-HCC model, diagnoses are assigned to hierarchical condition categories (HCCs); the Centers for Medicare and Medicaid Services (CMS) currently uses only 70 of 189 HCCs to pay MA plans.  For each HCC, CMS assigns a coefficient which indicates the marginal cost of treating the conditions in that HCC. The coefficients, in addition to some demographic variables, comprise the enrollee’s risk score.  In a nutshell, the “sicker” the enrollee (based on the number of HCCs represented in the individual’s diagnostic profile), the higher the funding to the MA plan in order to fund the cost of the care. However, the Medicare Payment Advisory Commission (MedPac) acknowledges that the model underpredicts costs for enrollees with five or more conditions and, to a larger degree, for those with eight or more conditions. (MedPac, June 2012)

In addition, CMS and the Government Accountability Office have concluded that risk scores in MA plans have risen faster than those for fee-for-service (FFS) beneficiaries and so significant adjustments have been made to the 2014 CMS-HCC model to “bring MA risk scores in line with those in FFS Medicare.” Consequently, the Patient Protection and Affordable Care Act (PPACA) requires CMS to reduce MA enrollees’ risk scores by an amount greater than 3.4% each year.  (MedPac, June 2012)

The biggest operational change affecting our clients is the removal of certain frequently –occurring diagnoses from the model because their HCCs have supposedly lost their predictive value.  One might question whether – instead or in addition to – they were removed because of their widespread presence in enrollee diagnostic profiles. Chronic kidney disease (CKD) is one glaring example.  CKD is classified in five stages based on kidney function, and stages 1 through 3 have been removed from the model for 2014, which means that there is no longer a coefficient associated with these conditions.  According to the National Kidney Foundation, of the 26 million American adults with CKD, almost 19 million have stages 1 through 3.  Similarly, the National Institute of Health reports that 60-70% of diabetic patients have some form of neuropathy; unfortunately, that condition has also been removed from the CMS-HCC model for 2014.

Needless to say, these changes have created quite an outcry among our clients, who have redoubled efforts to ensure the most complete and accurate coding and documentation for the balance of 2013. Moreover, CMS is studying plan and provider use of health risk appraisals (HRAs) and annual wellness visits (AWVs). The Centers for Disease Control defines an HRA as “a comprehensive a systematic approach to collecting information from individuals that identifies risk factors, provides individualized feedback, and links the person with at least one intervention to promote health, sustain function and/or prevent disease. A typical HRA instrument obtains information on demographic characteristics (e.g., sex, age), lifestyle (e.g., smoking, exercise, alcohol consumption, diet), personal medical history, and family medical history.”  An HRA form is a comprehensive document that compiles an individual’s history and summarizes the status of all chronic conditions.  CMS is questioning their validity because of a concern about the absence of HRA-identified conditions in subsequent provider encounters.

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Source:  Issues for risk adjustment in Medicare Advantage, June 2012, Medicare Payment Advisory Commission, accessed on March 7, 2013

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Is your practice utilizing the Advanced Beneficiary Notice of Noncoverage (ABN) correctly?

The Advanced Beneficiary Notice of Noncoverage, or ABN for short, is a waiver of liability that is provided to all Medicare patients if the provider believes an item/service may not be covered by Medicare or considered medically necessary.  Now that we have established when to use an ABN, the following providers should be giving them out: doctors’ offices, providers (including laboratories), practitioners, suppliers, and skilled nursing facilities (SNF) when services may denied under Part B.   ABNs are not required in an emergency situation.

Not only do providers need to make sure they are providing ABNs appropriately, but they need to use the correct version.  As of January 1, 2012, any ABN forms with a release date of 03/2008 (in the lower left hand corner) are considered invalid with CMS, so if you have any stock piles of these forms, get rid of them.  Make sure that you are using the ABN form with the release date of 03/2011 which became mandatory as of 1/1/12.

Since we have reviewed the basics of the ABN, here are a few tips on the billing process when submitting a claim with an ABN.

  • Modifier GZ is used when providers expect Medicare will deny a service or item and they don’t have an ABN signed by the patient.
  • All claims with modifier of GZ will be denied automatically & not subject to complex medical review.
  • Modifier GA is used when providers expect Medicare will deny a service or item and they do have a signed ABN.
  • Failure to report modifier GA could result in your assuming financial responsibility for denied service or item.

If you have any other questions, need additional information on the ABN process, or want to download the newest version of the form, visit the CMS website or for more info on the modifiers visit the FCSO website.

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Employee Relations: Lay the foundation for a good business!

A good work environment is the foundation of a solid and effective employee-relations program.  Employee relations focuses on communication as it relates to satisfactory productivity, motivation, morale and the prevention and resolution of problems that arise or affect work situations. As a manager, you can choose to treat employees in a respectful manner or not, however disrespectful treatment is a foolproof way of yielding little or no productivity. HR “best practice” shows us that going the “respect” route will yield higher levels of productivity, lower your turnover rates and improve morale. So how do you really respect your employees? Respect is not only about how you speak to someone but it applies to how you, as a manager, get things done in your role as a leader, supporter and developer of your employees.

One of the first steps is to ensure that all employees have current and realistic job objectives and a clear understanding of their job responsibilities. Once this is in place, then your multiple roles as manager kick into gear. A pivotal part of leadership is being both a good coach and a good counselor and being able to use the appropriate skills depending on the situation.  As a rule of thumb, coaching should always precede counseling.

As a coach, you identify your employee’s need for instruction and direction related to his or her performance or career goals. Coaching then becomes a shared effort between yourself and the employee and relies on mutual goal setting, personal feedback and an ongoing supportive relationship. Most managers coach because it helps to retain employees, which is a positive outcome because we all know how disruptive our work flow becomes when we constantly have staffing turnovers. So managers should always be ready to coach when a problem occurs. Here are two situations where coaching can pay dividends: A new procedure is introduced that can change the work flow and the employee’s responsibilities; this is a good coaching opportunity because job performance sometimes can slip because of resistance to change.  Sometimes, you might recognize that the employee lacks a skill to perform a job; in that situation, the manager-coach may offer training in order to develop that employee.

Suppose you identify a problem that interferes with an employee’s work performance or a behavior that clearly violates the company standards and rules. In that situation you now have to change hats from Coach to Counselor. By means of the counseling process, you define for the employee exactly what behavior needs to change in order to correct and resolve the problem.  Being firm yet respectful, and maintaining a company policy for handling these situations, lays a good foundation to fostering a positive employee-relations environment within your organization. As employees understand company policies and as management ensures a clear and open line of communication, while consistently and fairly adhering to those policies, the organization will see positive results.

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