why, how, what: compliance, operations & reimbursment - the circle of safety
DESCRIPTION
This presentation discusses the key elements of a Corporate Compliance program allowing an organization to self-monitor operations on an ongoing basis to ensure compliance with supportive documentation to adhere to applicable laws and the organization’s own policies and procedures. Appropriate for CEOs, CFOs, Administrators, Nursing Management, Direct Care Nurses in a SNF, MDS Coordinators and Business Office Managers.TRANSCRIPT
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“Why, How, What: Compliance, Operations & Reimbursement –
The Circle of Safety”
HARMONY UNIVERSITYThe Provider Unit of
Harmony Healthcare International, Inc. (HHI)
Presented by:Elisa Bovee, MS OTR/L
Vice President of Operations
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Copyright © 2014 All Rights Reserved Harmony Healthcare International, Inc.
About Elisa
Elisa Bovee, MS OTR/L
Elisa Bovee is the Vice President of Operations at
Harmony Healthcare International, (HHI)
an industry leader in Long Term Care consulting.
Over 20 years of experience in the long-term care industry
Appeals Coordinator for a National nursing home company
Follow Me! @ElisaBovee
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Objectives
The learner will be able to:Summarize the OIG Report and the significant impact on the SNF setting
State the latest compliance risks the OIG is targeting in long term care organizations
State three ways to use data analysis and auditing methodologies to address risks and keep the organization compliant
Utilize strategies for maintaining a current compliance program
State the intent and practical application of the Jimmo Settlement
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OIG AUDITThe Significant Impact on SNF
Providers
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Wall Street Journal, November 12, 2012
Thomas Burton, November 2012“More intensive services were done than actually performed”
“Patients could not benefit from it”
“Cutting fraud” Obama
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Wall Street Journal
Sample 499 claims by 245 (stays) nursing facilities
1 home reached a settlement agreement on allegations of fraudulent billing for “medically unnecessary” therapy
“More therapy during the period on which bills were based”
“Look-Back Period”
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OIG Report:Claims in 2009
25% billed all claims in error: 1.5 billion
26% claims not supported in the medical record
542 million in over payment
“Majority” error “upcoded”*
Many Ultra High
* Original RUG was a higher paying RUG than the revised RUG
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OIG Report:Claims in 2009
20.30%
2.50%
2.10%75.10%
Billing ErrorsIssues found with skilled-nursing fa-cilities’ Medicare claims, based on an outside review of 2009 data
Properly billed
Billed for a more expensive treat-ment than was pro-vided
Billed for a less ex-pensive treatment than was provided
Billed for a condition not covered by Medi-care
Source: Department of Health and Human Services Office of Inspector General
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1. Increase and expand reviews of SNF claimsCMS should instruct its contractors to conduct more medical reviews of SNF claims
2. Use its Fraud Prevention System to identify SNFs that are Billing for Higher Paying RUGs
CMS should use its Fraud Prevention System to identify and target these SNFs
3. Monitor Compliance with the New Therapy AssessmentsAs of October 2011, SNFs must complete a “change of therapy” assessment when the amount of therapy provided no longer reflects the RUG and an “end of therapy” assessment when therapy is discontinued for 3 days
CMS should instruct its MACs and RACs to closely monitor SNFs utilization of these assessments through analyses of claims data. Such analyses will identify SNFs that are using the assessments infrequently or not at all.
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OIG Recommendations
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4. Change the Current Method for Determining How Much Therapy is Needed to Ensure Appropriate Payments
5. CMS should instruct the MACs to provide education to all SNFs, as well as specific training to selected SNFs, to improve the accuracy of their MDS reporting
6. Follow up on the SNFs that Billed in Error
In a separate memorandum, we will refer to CMS for appropriate action for the SNFs with claims in our sample that had inaccurate RUGs or that did not meet coverage requirements
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OIG Recommendations
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Utilize this site as a resource for educating the team on Compliance Program expectations of the government.https://oig.hhs.gov/compliance/
http://oig.hhs.gov/authorities/docs/cpgnf.pdf
https://oig.hhs.gov/compliance/compliance-guidance/docs/complianceguidance/nhg_fr.pdf
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OIG Website
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Probe Reviews and RAC Audits
Program for Evaluating Payment Patterns
Electronic Reports
(PEPPER)
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PEPPER
This report will contain the SNFs detailed facility specific Medicare claims data in certain targeted areas and compare the SNF to other SNFs nationally
Skilled Nursing Facilities (SNFs) should sign up to receive email notification that your PEPPER is available
PEPPERResources.org from the PEPPER HELP Desk(http://pepperresources.org/HelpContactUs.aspx)
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Where is My Pepper?
Updated Release Schedule: On or about May 6 through May 12, 2014
Staged Release
Freestanding SNFs will receive via a secure portal on the PEPPERresources.org website
SNFs/Swing beds that are part of a short-term acute care hospital (3rd digit in the PTAN/CMS certification number/provider number = “U”) will receive electronically via QualityNet secure file exchange
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Accessing Your SNF PEPPER
Access to the PEPPER will be restricted to the provider’s Chief Executive Officer, President or Administrator
Corporate offices and/or facility management companies will need to obtain PEPPERs from each individual provider in their organization
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Accessing Your SNF PEPPER
What you will need:
Facility specific 6-digit CMS Certification Number
The 3rd digit of this number will be a 5 or a 6
This is not the same number as the tax identification number or national provider identification number
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Accessing Your SNF PEPPER
For verification purposes, requestors will be required to enter either one of the following from the UB-04 for a fee-for-service Medicare patient who received services at the provider between September 1-30, 2013:
A Patient Control Number (found at form locator 03a on the UB04 claim form)
or
A Medical Record Number (found at form locator 03b on the UB04 claim form)
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PEPPER
Targeted areas were derived from two recent Office of Inspector General (OIG) Reports:
“Inappropriate Payments to Skilled Nursing Facilities cost Medicare more than a Billion Dollars in 2009” (November 2012)
“Questionable Billing by Skilled Nursing Facilities” (December 2010)
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Fraud, Waste and Abuse
The Government Accountability Office has designated Medicare as a program at high risk for fraud, waste and abuse
Payments to skilled nursing facilities (SNFs) have been identified as vulnerable to abuse
In 2012 the Office of Inspector General (OIG) found that approximately 25% of SNF claims were billed in error
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Compliance
The Office of Inspector General encourages SNFs to develop and implement a compliance program to protect their operations from fraud and abuse
Beginning in 2013, SNFs are required to have a compliance program
As part of a compliance program, a SNF should conduct regular audits to ensure services provided are necessary and that charges for Medicare services are correctly documented and billed
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Compliance
The Program for Evaluating Payment Patterns Electronic Report (PEPPER) can help guide the SNF’s auditing and monitoring activities
There is no “Good” or “Bad” PEPPER
Facility Specific
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PEPPER
PEPPER gives provider-specific Medicare data statistics for services vulnerable to improper payments
Allows providers to see how their facility compares to all other SNFs:
Nation
Medicare Administrative Contractor (MAC)
State (MAC only)
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Claims Data
The SNF PEPPER provides SNFs with their jurisdiction, state and national percentile values for each target area with reportable data for the most recent three fiscal years
FY 2013 (October 1 2012 through September 30th 2013 ) is displayed on the first table
When the target (numerator) count is less than 11 for a target area for a time period, statistics are not displayed
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Claims Data
Claim “From Date” and claim “Through Date” fall within the time period of October 1, 2010 through September 30, 2013
Additional claims for June 1, 2010 through September 30, 2010 will be included for episodes of care beginning prior to the reporting period
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Target Areas
Therapy RUGs with High ADLs
Nontherapy RUGs with High ADLs
Change of Therapy Assessment
Ultra High RUGs
Therapy RUGs
90+ Day Episodes of Care
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Percentiles
Percentiles are calculated for each of the three comparison groups
State
Medicare Audit Contractor (MAC/FI) jurisdiction
Nation
SNF are to focus on National DataGiven the MAC may potentially use data for Additional Documentation Requests (ADR) reviews, all data is important
SNFs whose target percents are at or above the 80th percentile (i.e., in the top 20 percent) are considered at risk for improper Medicare payments with areas at risk for over coding
SNFs whose target percents are at or below the 20th percentile (i.e., in the bottom 20 percent) are considered at risk for improper Medicare payments with areas at risk for undercoding
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Target Area Reports
Target area graph provides a visual representation of the SNF’s target area percent over three years
Target Area SNF Data Table titled “Your SNF” includes total number of episodes of care for the target area (numerator) and total (denominator)
Roughly correlates to Patients Episodes
Based on the definition of the target area
Comparative Data for National, State and JurisdictionSome include 80th and 20th Percentile
Some only include 80th percentile
Average Length of Stay for the numerator and for the denominator
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Comparative Data-FY2013
Target Area
20th Percentil
e
50th Percentil
e
80th Percentil
e
Therapy RUG Days 85.5% 93.2% 97.3%
Ultra High RUG Days 28.1% 53.9% 73.1%
Therapy High ADL Days 20.0% 32.9% 48.1%
Non-Therapy High ADL Days 11.5% 23.4% 42.2
90+ Day Episode of Care 7.5% 14.1% 25.9%Change of Therapy Assessments 7.0% 12.7% 19.0%
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Facility Specific Risk Factors
Focus on National Data
Risk Assessment
Review areas approaching or at outliers (80th Percentile, 20th Percentile)
Discuss with the team facility characteristics that may lead to High/Low Utilization target areas
Does the data make sense
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HHI Analysis
FY 2013 PEPPER ANALYSIS
Harmony Healthcare International (HHI)430 Boston Street, Suite 104, Topsfield, MA 01983
MAC: NHIC
Percentile Ranking
Target Areas Target Count Percent National Jurisdiction
(MAC) State
Therapy High ADL Days 2,730 51.6% 85.30 82.70 83.10Non-Therapy High ADL Days 528 26.7% 58.30 46.10 40.00Change of Therapy Assessments 60 6.9% 19.90 34.00 40.00Ultra High RUG Days 3,097 58.5% 64.60 71.40 69.30Therapy RUG Days 5,292 72.8% 8.80 13.70 15.0090+ Day Episode of Care 19 9.0% 25.90 36.90 32.90
≥ 80th Percentile ≤ 20th Percentile
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Therapy RUG Days
Ultra High RUG Days
Therapy High ADL
Days
Non-Therapy
High ADL Days
90+ Day Episode of
Care
Change of Therapy Assess-ments
0%10%20%30%40%50%60%70%80%90%
100%
National Comparative Data
(Actual Percentages)
80th PercentileActual SNF 20th Percentile
Target Areas
Perc
ent
HHI Comparative Data
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Actual SNF 20th
Percentile50th
Percentile80th
Percentile
72.8% 85.5% 93.2% 97.3%58.5% 28.1% 53.9% 73.1%51.6% 20.0% 32.9% 48.1%26.7% 11.5% 23.4% 42.2%9.0% 7.5% 14.1% 25.9%6.9% 7.0% 12.7% 19.0%
Non-Therapy High ADL Days
90+ Day Episode of Care
Change of Therapy Assessments
Target Area
Therapy RUG Days
Ultra High RUG Days
Therapy High ADL Days
National Comparative Data-Actual Percentages
HHI Comparative Data
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Harmony Healthcare International, Inc.
Concluding Thoughts on PEPPER
There is no “Good” or “Bad” PEPPER
Compliance chart auditing at regular intervals for outlier areas
Analyze PEPPER data
Develop a Compliance Program
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Concluding Thoughts on PEPPER
PEPPER is a Tool for Ensuring Compliance with High Risk Areas
Accurate and Appropriate Reimbursement for Care Provided
Compliance is the Foundation for Accurate and Appropriate Reimbursement
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Identify areas of exposure
Identify areas of strength
Highlight weak areas and prioritize solutions
Seek interdisciplinary participation
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Conduct Baseline Audits
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Introduction to Healthcare Compliance for the SNF
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In 2012, the government received the highest amount of whistleblower complaints in its history
This, combined with the advent of the Affordable Care Act and PEPPER, leaves the entire SNF industry under overwhelming scrutiny for accurate payment
Numerous changes taking place specifically within the reimbursement process
Medicare and Medicaid billing are now the most prominent risk areas in healthcare
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Compliance Programs
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Critical changes have occurred with the False Claims Act
Most noteworthy change; Leaders be advised!
Revision of the "intent" to submit an incorrect claim
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Compliance Programs
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Historically, proof of "intent" was required to prosecute
Today, no proof or specific intent to defraud is required
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Compliance Programs
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The government only needs to show:1. The provider had "actual knowledge of the
information" or
2. The person acted in "deliberate ignorance" of the truth or the falsity of the information, or
3. The person or provider acted in "reckless disregard" of the truth or falsity of the information
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Compliance Programs
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Providers have only 120 days to correct MDS errors and submit a billing adjustment for Medicare Part A claims
Late identification of billing errors yields mandatory self disclosure within 60 days of overpayment identification
It is a felony not to return the payment
The civil penalty for the aforementioned is $5,500 to $11,500 per false claim along with three times the amount of damages which the government sustained
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Compliance Programs
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The only defense for an incorrect claim is a great offense in the form of an effective
Compliance Program
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Compliance Programs
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The following 7 elements are outlined for your success: 1. Written Policies and Procedures
2. Compliance Officer, Committee and Oversight
3. Effective Training and Education
4. Effective Lines of Communication
5. Transparent Disciplinary Standards
6. Effective Auditing and Monitoring
7. Prompt Response to Compliance Issues
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Compliance Programs
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Compliance Programs
The Office of Inspector General encourages SNFs to develop and implement a compliance program to protect their operations from fraud and abuse
Beginning in 2013, SNFs are required to have a compliance program
As part of a compliance program, a SNF should conduct regular audits to ensure services provided are necessary and that charges for Medicare services are correctly documented and billed
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Compliance Programs
Beginning March 2013, SNFs are required to have a compliance program
OIG has determined seven elements that are fundamental to an effective compliance program
Principles that each nursing facility should consider when developing and implementing an effective compliance program
May require a significant commitment of time and resources by all parts of the organization
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Compliance Programs
“Superficial efforts or programs that are hastily constructed and implemented without a long term commitment to a culture of compliance likely will be ineffective and may expose the nursing facility to greater liability than if it had no program at all”
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Cost of Compliance Program
An effective compliance program may require a reallocation of existing resources
The long term benefits of establishing a compliance program significantly outweigh the initial costs
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Cost of Non-Compliance
$305,072 was required to hire a full-time physician or NP after it was found to have sub-standard pressure ulcer treatment and prevention, incontinence care, pain management, nutrition, weight monitoring, infection control, and diabetic care
Criminal sanctions may be mitigated by an effective compliance program
$1.5 Million for submitting claims to Medicare and Medicaid for services provided by an unlicensed speech therapist
$13 Million Dollars for incentives for productivity and providing care not supported by documentation
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Benefits of Compliance
Formulation of effective internal controls to ensure compliance with statutes, regulations and rules
Demonstration to employees and the community of the commitment to responsible corporate conduct
Obtain an accurate assessment of employee and contractor behavior
Identifying and preventing unlawful and unethical behavior
Prompt reaction to employees’ operational compliance concerns and effectively target resources to address those concerns
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Benefits of Compliance
Improvement in the quality, efficiency, and consistency of providing services
Establish a mechanism to encourage employees to report potential problems and allow for appropriate internal inquiry and corrective action
Centralized source for distributing information on health care statutes, regulations and other program directives
Improve internal communications
Prompt and thorough investigation of alleged misconduct
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Benefits of Compliance
Early detection and reporting, minimizing loss to the Government from false claims, and thereby reducing the nursing facility’s exposure to civil damages and penalties, criminal sanctions, and administrative remedies
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Seven Elements of Compliance
Policies and Procedures
Reporting and Investigating
Education and Training
Prevention and Response
Auditing and Monitoring
Responsibility/Oversight of Compliance Officer/Committee
Enforcement, Discipline and Incentives
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P-R-E-P-A-R-E
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Creating and Enforcing Policies and Procedures
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Compliance Programs
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Policies and Procedures
The development and distribution of written standards of conduct
Policies, procedures and protocols that promote the SNFs commitment to compliance
Includes policies for adherence to the compliance program
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Policies and Procedures
Set expectations in easily read language
Living documents that do not collect dust on the shelf
Functional for the Organization
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Policies and Procedures
Policy: Statement of Approach
Procedures: Steps to Achieve
The development and distribution of written standards of conduct
Policies, procedures and protocols that promote the SNF’s commitment to compliance
Includes adherence to the compliance program
Clear Language
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Policies and Procedures
Code of ConductProvides expectations
Practical Guidance
Accountability
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Policies and Procedures
Best practice & policy and procedure for:MDS Completion
MDS Accuracy
ADL Accuracy
Nursing Documentation
Billing
Triple Check
Therapy Documentation completion
Therapy Billing Logs
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Compliance Officer and
The Board
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Compliance Programs
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Program Oversight
Choosing the Right Compliance Officer
High Level Executive, credible, integrity
Authority and resources to get the job done
Who does the Compliance Officer report to?
Knowledgeable Board
No barrier to access
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Program Oversight
Oversight of Compliance Officer/Committee
“charged with the responsibility for developing, operating and monitoring the compliance program, and who reports directly to the owner(s), governing body and/or CEO”
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Program Oversight
Communicate High Risk Areas to StaffEmployees
Contract Providers
Communicate Plan to ensure compliance
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Education and Training
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Education and Training
#1 Reason for Non-compliance is lack of training
Facility Compliance process
Risk Areas identified by Risk Assessment
Focused
Mandatory – Reinforced regularly
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Education and Training
Easy to understand focused education
Risk AreasADL Documentation
Therapy Documentation
Therapy Minutes Accuracy
Nursing Documentation
MDS Accuracy
Billing Accuracy
Compliance with technical and clinical Medicare requirements
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Education and Training
The goal is to yield change in behaviorEmployees to make the right choices
Practical and effective training programs
Make education diverse and not routine
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Education and Training
Internal Controls Preventative
Detective
Directive
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Education and Training
“The development and implementation of regular, effective education and training programs.”
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CommunicationReporting and Investigating
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Compliance Programs
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Communication
Establish a code of conduct prioritizing compliance
OIG requires “effective line of communication between the compliance officer and all employees, including a process, such as a hotline or other reporting system, to receive complaints, and the adoption of procedures to protect the anonymity of complainants and to protect whistle blowers from retaliation”
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Communication
Employees and Stakeholders require an anonymous system to seek guidance and report violations
Hot line
Log all calls
Non-retaliatory
Trusting atmosphere so staff feels safe to disclose
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Communication
Fact finding before full investigationMay require a management solution vs. an investigation
Once identified, resolution may be easily obtained
Investigation warrantedConsistency defined by high level officers prior to initiation
Investigators require expertise
How will the findings be documented
Is Attorney Client privilege required (This should not be routine in nature – could be challenged)
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Reporting and Investigating
Includes an Anonymous System
Non-Retaliation Philosophy to report concerns
Investigate all concerns
Investigator/Auditor should have a specialty in subject matter
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Identification of Non-Compliance
RespondMDS Corrections within 120 Days of Billed Date
Billing Adjustments
Staff Concerns
Investigate all reports of non-compliance
ReportSeek Counsel to determine requirements
Enforcement and Discipline
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Enforcement, Discipline and Incentives
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Enforcement and Discipline
Employees must abide by:The law
Code of Conduct
Compliance Program stipulations
Employees have a duty to report suspected misconduct
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Enforcement and Discipline
Investigate promptly and thoroughlyProfessionalism
Consistency with disciplineReflect the severity of the violation
Compliance officer and management are accountable
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Enforcement and Discipline
Define disciplinary standards for the organization
Document all disciplinary actions taken
Evaluation of job performance should include criteria for non-compliance
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Incentives
Ethical incentives consistent with the organization’s compliance program
Creative incentivesOften cash and cash equivalents are not allowed
Verbal feedback from supervisor
Public recognition
What is the message the organization is sending?
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Enforcement, Discipline and Incentives
Follow Policies
Consistent Discipline
Incentives to be Compliant
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Auditing and Monitoring
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Compliance Programs
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Focus on Compliance
Auditing and Monitoring
“The use of audits and/or other risk evaluation techniques to monitor compliance, identify problem areas, and assist in the reduction of identified problems”
Detect
Prevent
Deter
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Auditing and Monitoring
MonitoringCommon management tool
Determines how effective the controls are
Know what is happening in the field
Day to day reviews
Includes self reviews and peer reviews
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Auditing and Monitoring
AuditingCompleted by someone with no vested interest
The higher the level of independence an auditor has in relation to an organization, the greater the integrity of the audit
Risk Adjusted Selection
Formalized Approach
Established Approach
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Auditing and Monitoring
AuditingInternal audit is NOT the control
Internal audit tests and evaluates the controls
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Auditing and Monitoring
As part of a compliance program, a SNF should conduct regular audits to ensure services provided are necessary and that charges for Medicare services are correctly documented and billed
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Auditing and Monitoring
MonitoringCommon Management tool
Determines how effective the controls are
Helps facility or corporate know what is happening in the field
Day to day reviews
Includes self reviews and peer reviews
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Auditing and Monitoring
AuditingCompleted by someone with no vested interest
Formalized Approach
Established approachMethodology
Effectiveness of correction
Scientific sampling when completing for corrective plan
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Response and Prevention
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Compliance Programs
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Response and Prevention
Respond to reports
Root cause analysis
Provide education in risk areas
Develop policy and procedure to prevent non-compliance
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Enforcement and Discipline
Investigate promptly and thoroughlyProfessionalism
Consistency with discipline
Root Cause Analysis to resolve the problem
Compliance officer and management are accountable
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Risk Assessment
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Compliance Programs
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Risk Assessment
Identify
Measure
Prioritize
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High Risk Areas
Quality of Care
Resident Rights
Billing & Claims Submission
Employee Screening
Kickbacks, Inducements and Self-Referrals
Cost Reporting
HIPAA Privacy and Security
Record Creation and Retention
Anti-Supplementation
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Risk Assessment
Determine risk areas
Prioritize on severity, likelihood and impact
Ongoing assessment
Best Practice
Changes in Policy
Medicare
MDS
Therapy
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Secrets to Success
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Compliance Programs
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Appoint Compliance Officer/Committee
High level executive to oversee compliance program
Reports directly to the top
Authority and Resources to complete job
Credible
Demonstrates integrity
Prioritizes
Manages versus completes tasks
Makes it real
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Communication
Introduce Compliance Officer
Present Code of Conduct
Educate staff on Compliance Program Development and Plan
Initiate a process for reportingAnonymous
Initiate a process for investigating all reports
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Complete a Risk Assessment
Determine Risk areas
Develop an Annual Plan
You Can’t Do It All
Prioritize
Prioritize on severity
Facility specific history
Established CIA Agreements
Denials
Known Deficiencies
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Complete a Risk Assessment
Prioritize likelihood
Staff Turnover in Key Roles
Changes in Federal/State Policy
OIG Reports
PEPPER
Prioritize impact
Volume
Fines and Penalties
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Pick a Starting Point
Program for Evaluating Payment Patterns Electronic Report (PEPPER)
Therapy RUGs with High ADLs
Non-therapy RUGs with High ADLs
Change of Therapy Assessment
Ultra High RUGs
Therapy RUGs
90+ Day Episodes of Care
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Analyze and Plan
Identify a point staff member for identified risk area
Policy and Procedure Review
Update/Create
Education Plan
Current Staff
On Hire
Annually/Quarterly
Formal/Informal
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Enforcement, Discipline and Incentives
Consistent Enforcement
Role Model
Prompt DisciplineHuman Resources involvement
Advice of Counsel
Positive reinforcement and incentives for compliance
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Keys to Success
Provide clinically appropriate care
Document Medical necessity
Deficits
Outcomes
Meet technical requirements
Review entire medical record
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Bibliography
Office of Inspector General, U.S. Department of Health and Human Services (OIG) “Inappropriate Payments to Skilled Nursing Facilities cost Medicare more than a Billion Dollars in 2009” (November 2012)
OIG “Questionable Billing by Skilled Nursing Facilities” (December 2010).
PEPPERResources.org
PEPPER HELP Desk: (http://pepperresources.org/HelpContactUs.aspx)
Skilled Nursing Facility Users Guide
http://pepperresources.org/LinkClick.aspx?fileticket=xnGEABk7_dU%3d&tabid=172
UB04 claim form
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Harmony Healthcare International (HHI)
For attending this seminar, you are eligible for one of the following:
Free PEPPER Analysis
Free RUGS Analysis
Assess your facility against key indicators and national norms.
Contact us at:
Analysis is cost & obligation free
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Questions/Answers
Harmony Healthcare International(978) 887 - 8919www.Harmony-Healthcare.com Connect with Us!
@elisabovee @Harmonyhlthcare
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Harmony Healthcare International, Inc.
Upcoming Seminars & Webinars
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A Hands on Approach on How to Respond to ADR’s & Appeals in the SNF
August 4, 2014: 8:30am-3:30pmHarmony University, Topsfield, MA
Speaker: Carrie Mullin, OTR/L, RAC-CT, Claims Review Specialist
108
Online Registration Coming Soon!
http://www.harmony-healthcare.com/education-training/schedule/
Visit our website for webinars, seminars & workshops!
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Register online http://info.harmony-healthcare.com/harmony2014
or by phone (978) 887-8919 ext. 13
Register Online
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