Clinical documentation is the cornerstone for all patient medical records. This information should be of the highest quality to allow for optimal patient outcomes as well as supporting research, medical coding and other uses of the medical record. Its purpose is to adequately relate the patient’s current and historical conditions and treatments with primary focus placed on situations that affect the current medical encounter. It also supports the provider’s defense should the case become a legal issue.
Review of 7 criteria that all entries in the medical record should include
Impact of documentation on coding & claims
Establishing a CDI team
The ICD-10 code set requires explicit documentation of conditions & treatments in order to support the severity of patients under treatment as well as allow for the significant specificity required by this code set. Ambiguous documentation and generic coding will no longer guarantee reimbursement and may generate a claims denial for lack of medical necessity. In this session, we will review the theory of high-quality clinical documentation which has the support of healthcare regulatory guidelines and peer-review research.
Additional consideration involves medical outcomes that may result in legal action. When clinical documentation is vague, missing key elements and conflicting statements, the provider may find that he/she is handicapped in supporting medical decisions and patient results, particularly when the result is a negative outcome for the patient.
In today’s healthcare environment, many patients have become educated consumers of medical services. They are more inclined to request their own medical record, carefully review explanation of benefits from payers, and request a review of any information they deem to be incomplete or questionable.
The session will provide an overview of the Anti-Kickback Statute (AKS) and review what it prohibits, as well as review the Statute’s available safe harbors. It will also show how violation of the AKS can raise FCA concerns, and it will provide an assessment of enforcement activities, showing how participants may be at risk. In addition, the session will review recent cases and show how they potentially impact participants.
We will provide an in-depth review of the AKS, focusing on what is prohibited under the Act and what the exceptions are. We will also review the case law, particularly the early case law that sets the stage and basis for how the courts interpret the law. Since one of the exceptions to enforcement under the Act is regulations promulgated by the Secretary, the “safe harbors,” payment practices that will not be subject to criminal prosecution and that will not provide a basis for civil monetary penalties or exclusion from the Medicare or Medicaid programs, we will examine these safe harbors, particularly those more frequently used, to show how protection from enforcement can be achieved. Specifically, we will review the investment, space and equipment rental, personal services/management contracts, and physician recruitment safe harbors.
In addition, we will discuss the OIG’s Joint Venture Advisory Opinion, where a hospital expands into a related service line by contracting with an existing provider of that service. The OIG has significant problems with such an arrangement. We will also discuss the recent advisory opinion by the OIG regarding Physician-Owned Entities. OIG views PODs as inherently suspect under the AKS because the opportunity for a referring physician to earn a profit, including through an investment in an entity for which he or she generates business, could constitute illegal remuneration under the AKS.
Finally, the webinar will review various cases to show how easy it is to run afoul of the Statute, and how the courts view compliance with it.
The AKS is currently the focus of law enforcement officials. The Statute provides that the offer or payment, as well as the solicitation or receipt, of “any remuneration” in exchange for referrals of any good, facility, service, or item for which payment may be made in whole or in part under Medicare/Medicaid is prohibited.
Recent cases and/or enforcement actions involving the AKS, violation of which has been held to be the basis of an action under the Federal False Claims Act, (“FCA”) raise serious concerns regarding compliance issues with hospital, physician practices and other healthcare entities. Recoveries under the FCA are at an all-time high, and the percentage of actions involving healthcare organizations has been increasing at exponential rates.
Venue: Recorded Webinar
The Federal and state unemployment insurance issues are another employment liability that employers must manage. Unlike other taxes however, state UI taxes and costs are experience-rated. Thus, employers have significant ability to control their sate UI tax liability. Additionally, because UI often becomes the gateway for other employment related costs, proper management of employers’ UI activities can have a positive impact on these liabilities. Unemployment insurance taxes and costs have increasingly become more important and represent a potentially critical liability. For some employers, UI tax liabilities and their relationship to other employment related costs have become significantly more important and now have a measurable impact on the bottom line. While higher UI tax liabilities are just most obvious risk created by employee separations and unemployment insurance claims; they are only the beginning. Unemployment insurance claims increasingly expose organizations to other potential liabilities: from wage and hour violations for misclassifying independent contractors, to providing plaintiffs with discovery opportunities in other types of employment litigation. Effective management of your organization’s unemployment insurance experience provides you with the opportunity to improve your talent management results, improve your hiring and onboarding processes, enhance your performance management and discipline procedures, and reduce your exposure to discrimination and wrongful discharge claims. Effective UI management allows you to use UI metrics to assess human capital risks, measure supervisor and manager performance, more accurately allocate resources, and have a positive impact on the bottom line. This webinar provides an update on federal and state UI issues, assesses the risks and costs associated with UI taxes and benefits, reviews the interconnection between UI and other employment and tax issues, and discusses effective UI tax management and cost control techniques. Why You Should Attend Gain an understanding of key unemployment insurance issues Discuss the strategic issues of employment stabilization and employee separation management Learn to identify and assess the risks associated with the federal-California UI program Discuss the financial implications of UI liabilities Learn how sound HR management practices reduce an organization’s exposure to UI liabilities and costs Identify and use UI Key Performance Indicators (KPIs) Areas Covered in this Session Update on 2024-2025 UI tax liabilities A discussion of federal UI law and potential changes Critical assessment of sttate UI laws Managing your organization’s UI tax liabilities Managing employment issues that impact your UI tax liabilities and other employment costs Who will Benefit HR professionals Payroll managers UI Specialists Operations managers CFOs Risk managers Compliance managers External and Internal Auditors
The healthcare environment creates a major challenge in the prevention and intervention of violence. The rate of injuries and illness to healthcare professionals from violence in the healthcare industry is more than three times greater than violence in all private industry. Nurses are victims of violence more than police officers. Healthcare organizations include hospitals, outpatient clinics, medical office clinics, home health care, home-based hospice, paramedic and emergency medical services, mobile clinics, drug treatment programs and ancillary healthcare organizations. What makes violence in healthcare unique is that it carries negative ramifications for quality patient care. What do you do in your healthcare organization tto protect staff and patients? In the U.S. some states, such as California, have passed legislation specifically addressing violence in healthcare. There are other federal and state laws that require the employer to address the hazards of workplace violence, and laws that protect the victims of workplace violence. OSHA identifies healthcare as one of three “high risk” industries for violence and has written a Guidance document specifically outlining steps healthcare should take to combat the risk. Violence in healthcare is perpetrated not only by patients, their families, and visitors, but as well among the health professionals themselves. It may include a patient admitted to the ER high on drugs and wielding a knife. Or, it may be an enraged physician in the operating room flinging a scalpel at a nurse. And, the violence may be one nurse bullying another nurse – depending how the word “violence” is actually defined. Violence in healthcare is not unique to the United States but occurs all over the world. In 2010, the Bureau of Labor Statistics (BLS) data reported healthcare and social assistance workers were the victims of approximately 11,370 assaults by persons; a greater than 13% increase over the number of such assaults reported in 2009. Almost 19% (i.e., 2,130) of these assaults occurred in nursing and residential care facilities alone. Unfortunately, many more incidents go unreported. Why would that be? Why Should You Attend? The healthcare setting is one of the most violent venues in which to work in the U.S. and internationally. Healthcare is unique in that the violence that occurs here, has negative ramifications to quality patient care. The Joint Commission has even taken a stand on dealing with unsafe patient care due to abusive (which may constitute violence) behavior by health professionals. Your role as leaders in your healthcare organization equates to a responsibility to create and sustain a safe working environment for your employees AND a safe and healing environment for your patients. This webinar will review the critical elements required to plan, design, develop, implement, and evaluate your healthcare organization’s violence prevention plan. Are you prepared to deal with an active shooter on one of your patient floors—which happened in a hospital in Minnesota? As we hear more and more about mass shootings, it causes us to pause and wonder if it could really happen in a hospital, clinic, or when visiting a patient’s home. Fortunately, most violence does not rise to that level, but nonetheless, the violence that commonly occurs in healthcare has profound consequences for all involved. It is essential you prepare to prevent and react to minimize violence that occurs. Areas to be Covered? To define workplace violence To provide examples of workplace violence in healthcare To discuss the relevant laws that address workplace violence To state the impact and consequences of violence to the healthcare victims, the organization and patient care To examine the clinical, occupational, social, and economic factors of violence in healthcare To review 10 de-escalation tips when dealing with an angry individual To examine the causes of healthcare violence To discuss a violence prevention program to ensure patients, families, visitors, and staff are safe using JCAHO guidlines To outline the roles and responsibilities of the organization’s stakeholders To explain how to help the workplace and workers recover following a violent episode Who Should Attend? Director of Risk Management Director of Safety Director of Quality Improvement Occupational Health Nurse VP of Nursing/Chief Nursing Officer Legal counsel Chief Medical Officer Chief Operations Officer
Nurse to nurse bullying threatens the safety and well-being of patients and nurses. The misconduct is a major problem causing 60% of new nurses to leave their first nursing position, and 1 in 3 nurses to quit the profession. Sometimes the bullying is so subtle it is almost invisible yet causes cumulative damage to the targeted nurse as well as those nurses who witness the behavior. The Joint Commission requires healthcare organizations seeking accreditation to address the misconduct. Yet, healthcare is notoriously known for not preventing the behavior or intervening when it occurs. What should you do if you are targeted or a witness to the behavior? If you are a nurse leader, what are your responsibilities to prevent and intervene on the bullying occurring in your environment? Nurses, as mostly women, bully in ways that are often subtle and covert yet the behavior has a negative cumulative effect on their ability to work with their colleagues and to provide quality patient care. Learning Objectives To define nurse to nurse bullying To discuss bullying within nursing practice incorporating The Joint Commission’s Patient Safety Standard, Nursing Social Policy Statement, Nursing Code of Ethics, and the Scope and Standards of Nursing Practice To identify theories, causes and contributing factors of bullying in nursing To list the steps to follow when bullying occurs To discuss nursing leadership’s role in the prevention and intervention of bullying Who Should Attend HR Management Any Nurse
Training your organization’s Compliance Officer is critically important to understand all the requirements of the HIPAA Security and Privacy Rules. Besides being responsible for many of the daily operations within an organization, the compliance officer is tasked with managing the HIPAA compliance program. Regardless the size of an organization, the compliance officer must handle the roles as the HIPAA Security & Privacy Official and must know and understand all the requirements to manage the compliance program. In some cases, these roles may be assigned as collateral duty in smaller organizations or combined as the HIPAA Compliance Officer. Being the HIPAA Compliance Officer involves not only ensuring you know the appropriate patient rights and controls on your uses and disclosures of protected health information, but you also have the proper policies and procedures in place. If the subject of a breach investigation or complaint, you will be required to show the government you have all the necessary documentation in place for safeguarding patient Protected Health Information and indicate how you addressed all required security safeguards. This starts with the fundamentals of a HIPAA compliance program. If your organization’s compliance officer needs to understand what all the requirements are or make sure the current program is adequate and can withstand government scrutiny, please join us for this informative and interactive seminar. Webinar Objectives Understand the responsibilities and roles of the HIPAA Security & Privacy Officials Understand the requirements of the HIPAA Security and Privacy Rules Review upcoming changes to the HIPAA Security Rule Learn what HIPAA training requirements must be in place Understand what requirements must be in place for a HIPAA Compliance Program Learn about HIPAA Risk Assessments Review case examples of HIPAA breaches How to create a culture of compliance within your organization Q&A Webinar Highlights Learn from an expert who has served as a HIPAA Compliance Officer in a large organization Learn what is required in this role Daily, weekly, quarterly, and ongoing benchmarks for HIPAA Privacy & Security Officers Who Should Attend Compliance Officer HIPAA Privacy Officer HIPAA Security Officer Medical/Dental Office Managers Practice Managers Information Systems Manager Chief Information Officer General Counsel/lawyer Practice Management Consultants Any Business Associates that access protected health information