Physician Integration - Seeking provider based status and how to navigate its' compliance. Evaluation of provider based status for physician integration.
Compliance and Legal Risks in Laborist, Surgicalist, and Hospitalist Arrangem...MD Ranger, Inc.
Have you structured your hospital-based physician contracts to address all aspects of compliance?
Hospitalist agreements involve unique compliance and financial issues, particularly when global payments and advanced practice providers are involved. Risks include indirect compensation, billing and other compliance issues. This presentation will discuss compliance risks and provide guidance on how to structure compliant contracts and business arrangements.
The patients hand over their future and lives to them and hence medical credentialing is a must at the hospitals, clinics, laboratories and other healthcare centers.
Overcoming the challenges of credentialing and privilegingCompliatric
While COVID-19 has consumed our lives both personally and professionally, health centers are still required to maintain compliance with Section 330 and FTCA requirements. How do we do that? By implementing an effective and cohesive credentialing and privileging process. The purpose of this webinar is to provide a better understanding of the requirements for credentialing and privileging, as well as provide tips and strategies for overcoming the challenges associated with the process during this time of crisis. Areas of focus include the following:
1. Basic Concepts
2. Understanding the difference between credentialing and privileging
3. How credentialing and privileging relates to Scope of Project
4. Where Peer Review fits in
5. Credentialing and privileging during COVID-19
Compliance and Legal Risks in Laborist, Surgicalist, and Hospitalist Arrangem...MD Ranger, Inc.
Have you structured your hospital-based physician contracts to address all aspects of compliance?
Hospitalist agreements involve unique compliance and financial issues, particularly when global payments and advanced practice providers are involved. Risks include indirect compensation, billing and other compliance issues. This presentation will discuss compliance risks and provide guidance on how to structure compliant contracts and business arrangements.
The patients hand over their future and lives to them and hence medical credentialing is a must at the hospitals, clinics, laboratories and other healthcare centers.
Overcoming the challenges of credentialing and privilegingCompliatric
While COVID-19 has consumed our lives both personally and professionally, health centers are still required to maintain compliance with Section 330 and FTCA requirements. How do we do that? By implementing an effective and cohesive credentialing and privileging process. The purpose of this webinar is to provide a better understanding of the requirements for credentialing and privileging, as well as provide tips and strategies for overcoming the challenges associated with the process during this time of crisis. Areas of focus include the following:
1. Basic Concepts
2. Understanding the difference between credentialing and privileging
3. How credentialing and privileging relates to Scope of Project
4. Where Peer Review fits in
5. Credentialing and privileging during COVID-19
Hidden Risk Area: Grievances- Are you Prepared for a Survey?PYA, P.C.
PYA Consulting Manager Susan Thomas co-presented with Sheila Limmroth of DCH Health System on “Hidden Risk Area: Patient Grievances–Are You Prepared for a Survey?” Their presentation focused on the following objectives:
-Define CMS expectations for a patient grievance process and how to use the guidance as a compliance work plan auditing tool.
-Discuss what state auditors review when they come onsite to assess your patient grievance process.
-Consider the role of compliance in the patient grievance process.
A comprehensive review of the Medicare appeal process. Appropriate for all SNF nursing staff, management, and therapy professionals. The presentation discusses the level of Medicare appeal, how facilities can thoroughly and timely manage the appeal process, and how facilities can participate in a successful ALJ hearing.
All You Need To Know About Insurance Prior Authorizations In HealthcareGaryRichards30
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As digitization of the healthcare industry increases, the need to safeguard electronic patient data is also becoming increasingly important. Electronic protected health information (ePHI) is not just in the electronic medical records (EMRs). It also resides in emails, in documents and images on computers, servers, printer hard drives and mobile devices like laptops, cell phones, tablets and USB memory sticks. Healthcare professionals are also using texting and online file sharing services to conveniently share confidential information. The loss of this confidential patient health information is disastrous for patients and healthcare organizations.
This presentation provides a comprehensive review and forecast of the trends in Medicare Medical Review by numerous Medicare Contractors and is appropriate for all SNF Management, nursing staff, and therapy professionals. The presentation provides insight on the tidal wave of newly exposed compliance issues at the eye of the storm, leading to remote and on-site audits in the long-term care industry. Presentation highlights the historical drought in audits and the tornado effect the current scrutiny is causing amongst the SNF providers. Learn strategies to prepare records before the impending audit storm. Avoid slip ups on the seemingly invisible black ice of Medicare non-compliance. Become aware of the most recent CMS updates impacting the RAI process and subsequently reimbursement. Create an anemometer for Managers and staff to read the winds of change and create clear visibility for accurate and compliant records.
1. Learn to summarize the multiple types of Medicare Contractor Audits and associated Compliance themes.
2. Understand the trends and triggers in Compliance Audits and Common Provider Pitfalls.
3. Learn strategies for appealing Medicare Claim Denials.
Hospital-based contracts are often essential to secure coverage for physician services like anesthesiology, pathology, critical care, and more. These contract terms can be complex, and address elements like call coverage, medical direction, quality initiatives, and conditions of exclusivity. Hospital-based services are among the fastest-growing segments in hospital expenses.
Certain insurance companies require prior approval to give coverage for medications. Prescribing physicians must gain approval before billing their claims to avoid denials.
In this webinar, staff from the CMS Innovation Center provided an overview of the Demonstration, and offered information about how to apply.
More at: http://www.innovations.cms.gov/resources/GNE_overview.html
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Skilled Nursing Facility (SNF) “Program for Evaluating Payment Patterns Electronic Report” (PEPPER) was released in April 2014 by CMS. Join Keri Hart, MS, CCC-SLP, CHHRP-QT, RAC-CT, in this in-depth interpretation of the elements of the PEPPER. Keri will detail how to interpret your PEPPER and discuss the practical application of this critical information to your Skilled Nursing Facility’s practice. Follow along with your own PEPPER report to develop an action plan to ensure compliance with Medicare regulatory requirements and ensure accurate reimbursement for clinically appropriate care provided.
CMS introduced this new annual report for Skilled Nursing Facilities in August 2013. PEPPER data is shared with both Medicare Administrative Contractors (MACs) and the Medicare Recovery Audit Contractors (RACs). This important report details your facility-specific Medicare claims data in certain targeted areas and compares your facility to other SNFs Nationally, by State and by Jurisdiction (Medicare Administrative Contractors/Fiscal Intermediaries).
This New York Medicaid Nursing Facility Case Mix Seminar discusses the necessary documentation needed to support the assigned Medicaid RUG to ensure accurate reimbursement for care provided. New York OMIG Auditors are focused on auditing "high risk" Medicaid Case Mix MDSs for Nursing Facilities with a change in CMI by more than five percent for 2012.
1. Learn to identify the specific components of NY RUG-III 53 categories.
2. Learn to identify high risk NY RUG-III 53 categories.
3. Learn to identify documentation requirements to support the RUG components.
4. Learn to identify strategies for organization of the Medical Record in preparation for OMIG Audits.
Critical issues in hospital and health system m&a fall 2014Rex James Burgdorfer
Since the enactment of the Affordable Care Act, the pace of hospital and health system consolidation has accelerated to a level not seen since the late 1990s, when hospitals were reacting to the formation of HMOs. The year 2013 saw a total of 87 consolidation transactions, following 105 in 2012. This volume represents a significant increase over 58, the median number of transactions completed each year between 2001 and 2011. Unlike the last wave of consolidation, which was driven primarily by financial and reimbursement considerations, today’s hospital mergers are just as likely to be between financially strong partners as they are to be in response to challenged operations or economics. Hospital companies increasingly are turning to mergers and acquisitions as a tool to improve quality, manage risk, access capital and contend with the changing regulatory environment. The articles in this collection explore the drivers of the current wave of consolidation, address the causes of transaction failures and review the range of structural alternatives available in the marketplace.
Mastering Pharmacy Medical Billing + Claims Submissionkendall100
Claim your free access to invaluable pharmacy billing guides and streamline your processes with confidence. Pharmacy billing encompasses submitting claims to insurance payers for reimbursement for pharmacy services. These services range from dispensing medications to providing medication therapy management (MTM) and other clinical interventions you can bill for!
Hidden Risk Area: Grievances- Are you Prepared for a Survey?PYA, P.C.
PYA Consulting Manager Susan Thomas co-presented with Sheila Limmroth of DCH Health System on “Hidden Risk Area: Patient Grievances–Are You Prepared for a Survey?” Their presentation focused on the following objectives:
-Define CMS expectations for a patient grievance process and how to use the guidance as a compliance work plan auditing tool.
-Discuss what state auditors review when they come onsite to assess your patient grievance process.
-Consider the role of compliance in the patient grievance process.
A comprehensive review of the Medicare appeal process. Appropriate for all SNF nursing staff, management, and therapy professionals. The presentation discusses the level of Medicare appeal, how facilities can thoroughly and timely manage the appeal process, and how facilities can participate in a successful ALJ hearing.
All You Need To Know About Insurance Prior Authorizations In HealthcareGaryRichards30
Prior authorization is the talk of the healthcare industry since the increase in specializations in healthcare. Any healthcare process has its own pros and cons. Prior authorization is no exception to that. A Health Insurance Company must verify if the patient is eligible for an insurance for a certain drug or procedure. Before the physician prescribes it to the patient, it is a common practice to parallely check for authorization from an insurance company. Watch to know more about insurance prior authorizations!
As digitization of the healthcare industry increases, the need to safeguard electronic patient data is also becoming increasingly important. Electronic protected health information (ePHI) is not just in the electronic medical records (EMRs). It also resides in emails, in documents and images on computers, servers, printer hard drives and mobile devices like laptops, cell phones, tablets and USB memory sticks. Healthcare professionals are also using texting and online file sharing services to conveniently share confidential information. The loss of this confidential patient health information is disastrous for patients and healthcare organizations.
This presentation provides a comprehensive review and forecast of the trends in Medicare Medical Review by numerous Medicare Contractors and is appropriate for all SNF Management, nursing staff, and therapy professionals. The presentation provides insight on the tidal wave of newly exposed compliance issues at the eye of the storm, leading to remote and on-site audits in the long-term care industry. Presentation highlights the historical drought in audits and the tornado effect the current scrutiny is causing amongst the SNF providers. Learn strategies to prepare records before the impending audit storm. Avoid slip ups on the seemingly invisible black ice of Medicare non-compliance. Become aware of the most recent CMS updates impacting the RAI process and subsequently reimbursement. Create an anemometer for Managers and staff to read the winds of change and create clear visibility for accurate and compliant records.
1. Learn to summarize the multiple types of Medicare Contractor Audits and associated Compliance themes.
2. Understand the trends and triggers in Compliance Audits and Common Provider Pitfalls.
3. Learn strategies for appealing Medicare Claim Denials.
Hospital-based contracts are often essential to secure coverage for physician services like anesthesiology, pathology, critical care, and more. These contract terms can be complex, and address elements like call coverage, medical direction, quality initiatives, and conditions of exclusivity. Hospital-based services are among the fastest-growing segments in hospital expenses.
Certain insurance companies require prior approval to give coverage for medications. Prescribing physicians must gain approval before billing their claims to avoid denials.
In this webinar, staff from the CMS Innovation Center provided an overview of the Demonstration, and offered information about how to apply.
More at: http://www.innovations.cms.gov/resources/GNE_overview.html
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Skilled Nursing Facility (SNF) “Program for Evaluating Payment Patterns Electronic Report” (PEPPER) was released in April 2014 by CMS. Join Keri Hart, MS, CCC-SLP, CHHRP-QT, RAC-CT, in this in-depth interpretation of the elements of the PEPPER. Keri will detail how to interpret your PEPPER and discuss the practical application of this critical information to your Skilled Nursing Facility’s practice. Follow along with your own PEPPER report to develop an action plan to ensure compliance with Medicare regulatory requirements and ensure accurate reimbursement for clinically appropriate care provided.
CMS introduced this new annual report for Skilled Nursing Facilities in August 2013. PEPPER data is shared with both Medicare Administrative Contractors (MACs) and the Medicare Recovery Audit Contractors (RACs). This important report details your facility-specific Medicare claims data in certain targeted areas and compares your facility to other SNFs Nationally, by State and by Jurisdiction (Medicare Administrative Contractors/Fiscal Intermediaries).
This New York Medicaid Nursing Facility Case Mix Seminar discusses the necessary documentation needed to support the assigned Medicaid RUG to ensure accurate reimbursement for care provided. New York OMIG Auditors are focused on auditing "high risk" Medicaid Case Mix MDSs for Nursing Facilities with a change in CMI by more than five percent for 2012.
1. Learn to identify the specific components of NY RUG-III 53 categories.
2. Learn to identify high risk NY RUG-III 53 categories.
3. Learn to identify documentation requirements to support the RUG components.
4. Learn to identify strategies for organization of the Medical Record in preparation for OMIG Audits.
Critical issues in hospital and health system m&a fall 2014Rex James Burgdorfer
Since the enactment of the Affordable Care Act, the pace of hospital and health system consolidation has accelerated to a level not seen since the late 1990s, when hospitals were reacting to the formation of HMOs. The year 2013 saw a total of 87 consolidation transactions, following 105 in 2012. This volume represents a significant increase over 58, the median number of transactions completed each year between 2001 and 2011. Unlike the last wave of consolidation, which was driven primarily by financial and reimbursement considerations, today’s hospital mergers are just as likely to be between financially strong partners as they are to be in response to challenged operations or economics. Hospital companies increasingly are turning to mergers and acquisitions as a tool to improve quality, manage risk, access capital and contend with the changing regulatory environment. The articles in this collection explore the drivers of the current wave of consolidation, address the causes of transaction failures and review the range of structural alternatives available in the marketplace.
Mastering Pharmacy Medical Billing + Claims Submissionkendall100
Claim your free access to invaluable pharmacy billing guides and streamline your processes with confidence. Pharmacy billing encompasses submitting claims to insurance payers for reimbursement for pharmacy services. These services range from dispensing medications to providing medication therapy management (MTM) and other clinical interventions you can bill for!
Louisiana medical psychologists telemedicine overview - the who, what, when, ...Conrad Meyer JD MHA FACHE
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When Section 501(r) was added to the Internal Revenue Code in 2010, focus on the Affordable Care Act (ACA) regulatory changes shifted to non-profit hospitals, namely imposing requirements to maintain tax-exempt status. The amended ACA affects organizations with one or more hospitals, which are reviewed on a facility-by-facility basis.
Physician assistants (PAs) and nurse practitioners (NPs), collectively known as advanced practice providers (APPs), play a vital role in healthcare across various specialties. Their responsibilities, including billing for clinical and procedural services, have evolved significantly. In particular, the Centers for Medicare and Medicaid Services (CMS) has implemented substantial changes to split/shared billing policies, impacting APPs and physicians treating patients collaboratively. To understand these changes, tracing the historical timeline that led to the evolution of split/shared billing services in the United States is essential.
Read detailed blog : https://www.247medicalbillingservices.com/blog/split-shared-billing-in-medicare/
Outsourcing to 24/7 Medical Billing Services emerges as a strategic solution, offering expertise to navigate the complexities of regulatory changes. Such a professional medical billing company specializes in staying abreast of the latest guidelines, ensuring accurate billing, and mitigating the risk of non-compliance. By entrusting billing processes to these professionals, healthcare providers can streamline operations, enhance efficiency, and focus on delivering high-quality patient care. Outsourcing becomes a valuable ally in maintaining financial stability, fostering adaptability to evolving regulations, and ultimately contributing to sustained growth in the healthcare industry.
Professional Services Agreement: An Alternative Strategy to Hospital EmploymentCBIZ, Inc.
Any compensation arrangement between a hospital and physician must meet a litany of regulatory constraints, mainly those implicating the Stark Laws, the Anti-Kickback Statute, and the IRS regulations of not-for-profit entities.
How Providers Can Reshape their Operations to Master Value-Based ReimbursementsCognizant
Healthcare providers must make sweeping system, process and operational changes to thrive under the inevitable move to value-based payments. Here are our recommendations on how to get started.
Can Billing Partner Help Improve Your Revenue.pptxOmniMD
Increasing the number of new patients while retaining current patients is vital to the success of any physician’s practice. But, unless that practice receives steady, profitable cash flows throughout most revenue cycles,contact us at https://www.omnimd.com
Can Billing Partner Help Improve Your Revenue.pptxOmniMD
Can a Billing Partner Help Improve Your Revenue Increasing the number of new patients while retaining current patients is vital to the success of any physician's practice. But, unless that practice receives steady, profitable cash flows throughout most...
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Meyer provider based status lha health law symposium 11-5-14
1. Physician Integration:
Provider Based Practices and the OIG
A PRIMER FOR NAVIGATING POTENTIAL ISSUES FOR BRINGING DOCS TO YOUR FACILITY.
Conrad Meyer JD MHA FACHE
Health Care Sections
Chehardy Sherman Law Firm
cm@chehardy.com
(504) 830-4141
11/6/2014 Conrad Meyer JD MHA FACHE 1
2. Issues for discussion
Provider Based status? Why is it a big deal?
OIG 2014 Work plan and provider based status (PBS)
Issues dealing with compliance
Operations for provider based
Billing issues – Split v. Global
42 CFR 413.65 – Definitions for PBS
How to comply with PBS for integration?
Obligations for providers/facilities relating to PBS
Attestation?
Review of increased PBS revenue
Compliance, compliance, compliance
11/6/2014 Conrad Meyer JD MHA FACHE 2
3. What’s all the fuss about PBS?
Continued push for integration between physicians/facilities
Hospitals can consider their physician practices “provider based” or
freestanding; however, payment implications for PBS compared to
freestanding are significant.
Hospitals prefer PBS due to higher reimbursement
Usually higher reimbursement than MPFS
Compliance requires cost report to include PB cost
CMS – concerned about failure of hospitals to meet PBS requirements
OIG work plan focusing on PBS status – compliance 2014
Use of audits to recoup overpayments will continue to increase
11/6/2014 Conrad Meyer JD MHA FACHE 3
4. Provider Based Practices
As a department of the hospital, the practice may be paid for services from
Medicare and Medicaid based upon this PBS
The hospital will generate a charge on a UB-04 and the physician professional
charge on a separate CMS 1500 claim form. Because billing is under PBS –
professional fees are reduced.
11/6/2014 Conrad Meyer JD MHA FACHE 4
5. PBS Issues
TJC has provided some feedback regarding PBS issues from some of its
surveys including issues related to lack of medical record integration between
hospital and provider based clinics.
Place of Service (POS) coding errors dealing with processing Part A and Part
B claims
If hospital operates provider based clinic and CMS determines hospital/PB
Clinic is not in compliance – fines and repayment of claims will result.
11/6/2014 Conrad Meyer JD MHA FACHE 5
6. PBS Requirements
42 CFR 413.65 dictates the requirements that a facility or an organization
must meet to be considered PBS.
Reg defines what operations are part of a Medicare certified provider
Providers include: Hospital, Critical Access Hospital (CAH), SNF, Home
Health Agencies (HHA), ASCs, Comprehensive Outpatient Rehab Facilities
(CORF), Hospices, ESRD facilities, IDFTs with some limitations, Rural
Health Clinics (RHCs), FQHC, Certified Mental Health Center (CMHC).
CMS defines the provider as the hospital and provider based to mean hospital
based.
Provider based status means – the relationship between the main provider
(Hospital) and a PB entity or department of the provider (Hospital), remote
location of a hospital, or satellite facility – essentially a department of the
hospital providing outpatient services
11/6/2014 Conrad Meyer JD MHA FACHE 6
7. 42 CFR 413.65
42 CFR 413.65 does not apply to determine PB status of the following
providers:
ASCs, CORFs, Hospices, HHA, SNFs,
Inpatient Rehab Units,
ESRD facilities,
IDFTs with some limitations (Labs paid only on fee schedule),
PT, OT, ST – unless in CAH,
Ambulance,
Non-revenue producing depts.
Reg only applies to HOPD and RHCs
11/6/2014 Conrad Meyer JD MHA FACHE 7
8. 42 CFR 413.65
Definitions:
Main provider: a provider that either creates, or acquires ownership of,
another entity to deliver additional health care services under its name,
ownership, and finical and administrative control.
Campus: physical area immediately adjacent to a provider’s main buildings,
other areas and structures that are not strictly contiguous but located within
250 yards.
Department of a provider: a facility or organization that is either created by,
or acquired by, a main provider for the purpose of furnishing health care
services of the same type as those furnished by the main provider under the
name, ownership, and financial and administrative control of the main
provider.
The department is not licensed in its own right and by itself cant participate in Medicare;
COPS does not apply to department as an independent entity.
Must be identified by signage and/or communication efforts as owned by the main provider
using marketing, websites, etc.
11/6/2014 Conrad Meyer JD MHA FACHE 8
9. 42 CFR 413.65
Definitions:
PB entity: separately certified provider created by, or acquired by, a main
provider for the purpose of furnishing health care services of a different type
from those of the main provider under the ownership and administrative and
financial control of the main provider.
Remote location of Hospital: another site for inpatient services.
Free Standing Facility: entity that is not integrated with a main provider, a
department of a provider, a remote location of a hospital, satellite facility, or a
provider based entity
11/6/2014 Conrad Meyer JD MHA FACHE 9
10. CMS Requirements
Universal Provider Based Department requirements that applies to all
facilities or organizations seeking PB Status:
Common licensure for both main provider and dept – if allowed by State Law
Financial integration:
Operations are integrated between facility and main provider – shared income/expenses,
Must be included in allowable cost centers on Cost Report – just as any other hospital dept,
and
Must be included in main provider’s trial balance.
Clinical integration:
Same clinical oversight as any other hospital dept.
Medical records should have a consistent retrieval system for charts to be readily available at
all locations – See TJC comments
Medical Staff of hospital have clinical privileges at site/facility
The medical director maintains a reporting relationship with the chief medical officer of the
main provider that is similar to any other hospital dept.
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11. CMS Requirements
Universal Provider Based Department requirements that applies to all
facilities or organizations seeking PB Status:
Public Awareness: must be held out to public and other payers as part of the
main provider
Obligations:
Must comply with antidumping rules
Must bill with correct site of service
Must comply with the terms of the provider/hospital agreement
Must comply with non-discrimination policies
Must treat all Medicare patients as hospital outpatients
Comply with issues related to co-insurance liability for beneficiary (for outpatient and
physician service)
Notice to patients (Amount of liability, explanation of coinsurance liability for both outpatient and physician
services); estimate of charges, must be provided before delivery of services.
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12. CMS Requirements
Off Campus Sites:
Required Management Contract (MSA/PSA) needs:
Provider control is clear in Policies and Procedures
The facility or organization is operated under the same organizational documents as the main
provider. For example, the facility or organization seeking provider-based status must be
subject to common bylaws and operating decisions of the governing body of the main
provider where it is based
Provider must employ all non-management staff members who provide patient care
(excluding physicians and mid-levels)
Management and Senior Management must follow provider policies
Manager’s policies must be approved by provider
Reports to provider must be contained in policies/procedures
Employment of site staff members subject to provider approval process
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13. CMS Requirements
Off Campus Sites Cont.:
Common Ownership – same legal entity and governing body
Administrative and supervision as any other hospital dept. by main provider
Facility is under direct supervision of the main provider
Accountable to governing body of main provider
Accounting functions done by same employees – billing, HR, Benefits, Salary, and
purchasing
Location:
Must be within 35 miles of main provider or meet market share test.
Market share – 75% of patients served are same as 75% of patients in contiguous zip codes
of main provider
Management contract rules apply
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14. PB Clinics
Requirements:
Provider-Based Clinic may be on the hospital’s main campus or within 35 miles of the main
campus
Must operate under the Main Provider’s (Hospital’s) license unless state law mandates
separate licensure
PBC has ready access to the hospital’s and other provider-based clinics’ medical records
Physicians and staff operating within the clinic are under the same reporting structure as all
other hospital departments
PBC is incorporated into the hospital’s organizational chart
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15. PB Clinics
Requirements:
Directors and managers are involved in the same meetings as their peers in other hospital
departments
Professional staff must have hospital privileges
Support staff receives the same in-service training as the clinical-support staff of the hospital
as applicable
Hospital policies on infection control, safety, disaster plans, etc., apply at Provider-Based
Clinic
Signage, name badges, business cards, letterhead, logos, billing invoices, voicemail, etc. are
identified as that of the hospital
Provider-Based Clinic appears on the hospital’s trial balance as an identifiable cost center
Must use the same Charge Description Master (CDM) as the hospital
Medicare patients must be registered as hospital patients
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16. Hospital Obligations
Place of service (POS) indicator for professional component must be billed at
facility RVUs.
Cannot use POS 11 – Office Based Physicians
Must use POS 22 – Hospital Outpatient Services
Ensure that COPS are adhered to by hospital and any PB site
Remind PB site of compliance with non-discrimination rules.
EMTALA –
On campus – apply as part of the hospital (250 yards of main buildings)
Off campus – only if held out as Urgent Care or at least great than 33% of patient visits are
unscheduled
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17. Hospital Obligations
Treat all Medicare patients as hospital patients – Bill facility/tech component
on UB-04
Inpatients of hospital – 3 day payment window applies to all facility
components for services in PB entity, and all disgnostic and related
therapeutic professional components
Off campus sites must provide dual co-insurance to each patient (see above).
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18. Hospital Obligations - Claims
In many organizations, billers are either knowledgeable about Part B
(physician) or Part A (hospital) claim submission requirements, but they
seldom know both.
Part B billers are accustomed to identifying correct service provision on a
claim by using modifiers.
But split-billing a physician office visit for a provider-based clinic is not really
similar to billing a procedure or diagnostic service with modifiers.
There are no modifiers equivalent to 26 (professional component) and TC
(technical component) that would allow a provider to indicate to CMS
whether it is billing “globally” or “split-billing” the professional component
and the technical component.
Billers must be knowledgeable about POS 22 for 1500 claim forms
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19. Hospital Obligations – Split Billing
Split Billing Reimbursement—A structure under which two separate bills, for
professional and technical reimbursements, are generated for a service.
Professional reimbursements go to the physician/physician practice and
technical reimbursements to the hospital.
Professional—Billable services provided by physicians. These include
physician consultation, physician interpretation of an x-ray, CT Scan or MRI ,
or physician interpretation of a laboratory test, often in the form of a written
report. Reimbursement is directed to the physician/physician practice.
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20. Hospital Obligations –
Split Billing – what is it?
Definitions:
Technical—Billable services provided in a hospital setting. Includes lab, x-rays
and any other non-professional services. Reimbursement is directed to the
hospital.
Global Reimbursement—A structure under which one bill is generated for
each service. The service is billed and reimbursed at a global rate that includes
one global payment for the professional and technical components. All
reimbursements go to the physician practice.
11/6/2014 Conrad Meyer JD MHA FACHE 20
21. Hospital Obligations –
Split Billing – what is it?
The Hospital incurs cost associated with facilitating the physicians and in turn
receives technical component reimbursement for services conducted by the
physicians in the hospital facilities. The physicians receive fee schedule rates
for the professional component.
The technical component and the professional component associated with
each service is billed separately.
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22. Hospital Obligations –
Global or Non-Facility or Private Practice
A service is billed and reimbursed at a global rate that includes one global
payment for both the professional and technical components. The
combined payment is designed to compensate physicians operating in a
private practice and covers overhead and technical expenses associated with
operating the practice.
Applies to Medicare/Medicaid reimbursement as a hospital owned practice
wherein patient receives billing for both facility and professional charges.
11/6/2014 Conrad Meyer JD MHA FACHE 22
23. Hospital Obligations –
Pros and Cons of Split Billing (PB Billing)
Pros
Ability to generate more total net revenue
The total of the professional and technical components are usually more than the global
payment for the same service.(1)
Split billing is commonly used by hospitals for surgery and radiology services.
The combination of professional and technical should be greater than the
global reimbursement, as would be the split billing reimbursement greater
than the global reimbursement.
The theory supporting this reimbursement is that if a service is performed in a
hospital (as opposed to a private practice setting), the technical component
should be greater because the hospital has more overhead costs than a private
practice.
Might not necessarily by true with advent of G0463 HCPCS for 2014.
11/6/2014 Conrad Meyer JD MHA FACHE 23
24. Hospital Obligations –
Pros and Cons of Split Billing (PB Billing)
Cons
More complex to manage and administer
Not all payors participate in split billing
The receipt of two bills are confusing and oftentimes a source of patient
dissatisfaction
The need for allocation of revenue between hospital and physician
organization must be considered (could be a pro or a con)
The site of service considerations as to costs are a factor; often this is a
positive to split billing in that greater margins result from billing in this
manner at the practice level as opposed to at the hospital
The possibility of CMS moving toward bundled payments could create
challenges to split billing scenarios in the future; this can lead to
conflicting incentives that may affect decisions about the care to be
provided (G0463 HCPCS)
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25. Hospital Obligations – G0463
Effective January 1, 2014, all outpatient clinic visits furnished to Medicare
patients (regardless of on or off campus) require use of single HCPCS Level
II code, G0463, under OPPS.
Physician component will not be affected.
G0463 rate for 2014 is $92.53.
Eliminates need for CPT E/M codes 99201-99205 (New patient) and 99211-
99215 (established patient).
G0463 – removes acuity mix from payment methodology and could affect
future PB integration strategies.
Emergency E/M codes are not affected by G0463 at this time – deferred for
further study.
11/6/2014 Conrad Meyer JD MHA FACHE 25
27. Private Payors
Private pay: to bill or not to bill commercial / private payors as provider-based?
All Medicare patients must be billed as hospital patients – 413.65(g)(5)
Have obtained CMS regional office confirmation that this does not apply to:
Medicare Advantage (HMO) patients and
Medicare secondary
Private pay point-of-care payment for provider-based services by patient may
be significantly higher than “free-standing” service!
Educate staff for appropriate explanations to patients/payors
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29. Attestations
Application for provider-based entity, or pre-approval by CMS is NOT
required!
Eliminated by 2003 FY IPPS regulations and 42 CFR 413.65 now says may
submit “attestation”:
Notify CMS of provider-based locations
On Campus – just attestation
Off Campus – supporting documentation
Hospital states that applicable requirements have been met
Attest to meeting obligations for provider-based operations – to MACs
May notify CMS of material changes
Attestation of provider-based status, and meeting the requirements for PB is
“voluntary.”
Per CMS, provider-based operations depend on hospital’s self- monitoring
process
Protects from overpayments in case requirements are not met for PB Status.
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30. Attestations - Limitations
If CMS accepts the attestation following review, it will limit recoupment if the
facility is later determined to be out of compliance.
Without a reviewed attestation on file, CMS can recoup as far back as the
applicable statute of limitations allows.
If subsequent review determines that the criteria were not met, the additional
money reimbursed due to billing as provider-based, rather than freestanding,
will be recouped.
11/6/2014 Conrad Meyer JD MHA FACHE 30
31. PB Benefits
Miscellaneous benefits or deterrences
340-B benefits follow provider-based status – drugs used at PB departments are eligible for
340-B discounts.
Residents in provider-based location (department) count for IME / DME
FTE count
Direct payments (DME): These payments cover a portion of the direct costs of training
residents, including stipends, teaching physician and resident salaries and benefits, and
educational activity costs. DME is based on a prospectively determined per-resident amount,
weighted FTEs, and Medicare patient load.
Indirect payments (IME): These payments compensate for the anticipated higher cost of care
in teaching hospitals based on the ratio of FTEs to hospital beds. A portion of these funds
are disproportionate care funding, which subsidizes uncompensated care.
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32. PB Benefits
Physicians in outpatient departments as POS 22, but not I/P or ER (POS 21
& 23) count for EHR incentives
Cannot use Stark group practice compensation methodology for ancillary
bonus pools
If docs employed by hospital, by definition not group practice
Medical Group, Inc., is group practice; however, ancillaries will not be part of
its business; will be in hospital
11/6/2014 Conrad Meyer JD MHA FACHE 32
33. PB for a new location
Any time a provider (hospital) adds a new service location, the provider is
required to report it to the MAC within 90 days of the effective date of
change, regardless of whether the provider is filing a provider-based
attestation or not.
Per 42 CFR 424.520(b), failure to report such changes within 90 days may
result in the deactivation or revocation of the provider’s Medicare billing
privileges. These changes must be reported by submitting a CMS form 855.
File the 855 first so that it will have already been accepted by the MAC by the
time any provider-based attestation is filed.
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34. Physician employment
Not required for PB status
Physicians must be compliant and bill POS 22 for Medicare/Medicaid
If hospital is not billing, must have a billing agreement requiring physicians to
bill POS 22 and allow hospital to audit
Hospital is ultimately responsible
Could be a risk if physicians cherry pick patients as private v. hospital
outpatient
All patients seen in PB locations must be admitted to hospital, processed
under hospital record system, and protected by hospital policies under COPS.
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35. La. Admin Code. tit. 50, pt. V, § 5111
A. In order to receive Medicaid reimbursement as a hospital provider-based outpatient facility, an off-site
campus of a hospital which provides outpatient services shall meet the provider-based
requirements for Medicare as established in 42 CFR 413.65, except when the provisions in §5111.B
are applicable.
B. Closure of a State-Owned and/or Operated Hospital. If a state-owned and/or operated hospital
ceases to do business and surrenders its license, the off-site campus of that closed hospital may be
deemed to be “provider-based” for purposes of Medicaid reimbursement only when all of the
following criteria are met:
1. The off-site campus shall comply with the provider-based requirements in 42 CFR 413.65 except that:
a. the off-site campus shall be deemed in compliance with 42 CFR 413.65(d)(2)(vi) if the off-site
campus refers patients requiring inpatient hospital services to either its main hospital provider campus
or to the nearest available inpatient services; and
b. the off-site campus shall be deemed in compliance with 42 CFR 413.65(e)(3)(i) if they are licensed as
an off-site campus of another state-owned and/or operated hospital that is within 100 miles of the off-site
campus.
2. The off-site campus provides outpatient hospital services.
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36. Provider Based – should you?
Analysis of G0463 HCPCS is necessary to determine overall financial impact
to facility as G0463 removes case mix and depending if your facility case mix
could impact negatively if your have increased patient acquity
Audit physicians to determine compliance
Follow the money
Compliance with cost reports
11/6/2014 Conrad Meyer JD MHA FACHE 36
37. Questions Please contact:
CONRAD MEYER JD MHA FACHE
Health Care Section - Chehardy Sherman
One Galleria Blvd Suite 1100
Metairie, La. 70001
(504) 830-4141
cm@chehardy.com
11/6/2014 Conrad Meyer JD MHA FACHE 37