Monthly Archives: May 2015
Dealing with Medicaid/Medi-Cal Temporary Suspensions in California – Tips Based on Our Firm’s Experience
Josh Urquhart, a fellow health care attorney at Gordon & Rees’ Denver office, wrote an addendum to my blog from Monday. His comments are on-point and worth reading.
You can find his blog here.
He offers several, specific California- and DHCS-specific tips. However, these tips are analogous to all states and all dentists who accept any government-funded insurance, especially Medicaid.
Here is his last paragraph:
“I know that some of this might be frightening. My first thought after putting pen to paper on this post was to that scene in Empire Strikes Back, when Luke tells Yoda he isn’t afraid, and Yoda tells him ominously “you will be.” But there is a reason for my sturm und drang. As Knicole says, state Medicaid agencies have a good bit of leverage in these overpayment and fraud and abuse investigations, and in my opinion, DHCS falls towards the very top end of that list. This isn’t a time for providers to put their heads in the sand and figure that they’ll deal with any problems with DHCS later down the line if and when something happens. By that point, it very well might be too late – or at the very least, the providers will have missed the best chance (or even the second best chance) to prevent or resolve any problems cheaply and quickly.”
I have to say…it is so nice being a part of a firm with such an amazing wealth of knowledge about health care…and across the entire nation!! At GR, I am now part of a “deep bench” of experienced health care attorneys. (Sorry to toot our horn, but it is really nice!!)
Plus, I learned something new from Josh’s blog. Who knew that “sturm und drang” is an actual phrase and not a sad oversight of spellcheck?? I started to let Josh know of the misspelled phrase until I googled it. Maybe I will try these words on Words with Friends.
OIG Finds Questionable Billing! California Medicaid Dentists: Expect Withholdings or Other Penalties!
Currently, dentists who accept Medicaid are ripe for pickings as targets for regulatory audits from both the federal and state governments. Actually, this is true for any provider that accepts Medicaid. It just happens that, recently, I have noticed an uptick in dental audits both in North Carolina and nationwide. Some dentists, who accept pregnancy Medicaid, may even bear the burden of determining pregnancy prior to a teeth cleaning…however, that is a topic for another day. Although, I tell you what, if my dentist asked whether I were pregnant prior to cleaning my teeth, he may have an abnormally red cheek the remainder of the day and I may join Crossfit.
Generally, dentists tend to not accept Medicaid. The reimbursement rates barely cover overhead. Add high regulatory compliance requirements, the likelihood of undergoing audits, and the government’s robust and zealous desire to tackle fraud, waste, and abuse (FWA), and it is no wonder why most dentists opt to not accept Medicaid. See blog. And blog.
Those dentists (and other providers) that do make the decision to accept Medicaid, these brave and noble souls, are subject to onerous audits; the result of a recent California audit is probably sending shock waves through the California dental community.
335 dental providers in California have been targeted by OIG as having questionable billing issues. Sadly, this is only the beginning for these 335 providers. Now the state will audit the providers, and these 335 providers may very well become the subject of a payment withhold in the near future.
What will happen next?
I will look into my crystal ball, otherwise known as experience, and let you know.
First, the Office of Inspector General (OIG) recently published a report called: “QUESTIONABLE BILLING FOR MEDICAID PEDIATRIC DENTAL SERVICES IN CALIFORNIA.”
One can only imagine by the title that OIG found alleged questionable billing. Otherwise the title may have been, “A Study into Medicaid Billing for Medicaid Pediatric Dental Services,” instead of “Questionable Billing.” With such a leading title, a reader knows the contents before reading one word.
What is questionable billing?
Importantly, before addressing what IS questionable billing, what is NOT questionable billing? Questionable billing is not abhorrent billing practices. Questionable billing is not wasteful billing or abusive billing. And questionable billing is certainly not fraudulent billing. That is not to say that some of these questionable billing will be investigated and, perhaps, fall into one the aforementioned categories. But not yet. Again, these dentists have a long journey ahead of them.
In this context, questionable billing seems to mean that the OIG report identifies dentists who perform a higher number of services per day. OIG analyzed rendering dental providers’ NPI numbers to determine how many services each rendering provider was providing per day. Then OIG compared the average Medicaid payment per kid, number of services per day, and number of services provided per child per visit. OIG determined a “threshold” number for each category and cited questionable billing practices for those dentists that fell egregiously outside the thresholds. Now, obviously, this is a simplistic explanation for a more esoteric procedure, but the explanation is illustrative.
This study of California Medicaid dentists is not first dental study OIG has undertaken. Recently, OIG studied Medicaid dentists in New York, Louisiana, and Indiana. What stands out in the California Medicaid dental study is the volume of dentists involved in the study. In Indiana, OIG reviewed claims for 787 dentists; in New York it reviewed claims for 719 dentists, and in Louisiana, OIG studied 512 dentists’ claims, all of whom rendered services to over 50 Medicaid children.
In California, OIG studied 3,921 dentists.
Why such a difference?
Apparently, California has more dentists than the other three states and more dentists who accept Medicaid. So, if you are Medicaid dentists, apparently, there is more competition in California.
Juxtapose that, in California, in 2012, only 3 periodontists, 3 prosthodontists, 2 endodontists, and 1 oral pathologist provided services to 50 or more children with Medicaid in California.
Going back to the audit findings…
OIG considered dentists who exceeded its identified threshold for one or more of the seven measures to have questionable billing.
OIG identified 329 general dentists and 6 orthodontists out of 3,921 providers as having with questionable billing. But these findings are only the beginning of what will, most likely, become a long and tedious legal battle for these 335 providers. Lumping together so many dentists and claiming questionable billing practices will inevitably include many dentists who have done nothing irregular. Many other dentists, will have engaged in unintentional billing errors and may owe recoupments. But I foresee a very small number of these dentists to actually have committed fraudulent billing.
Here is an example found in the OIG’s report, OIG identified that 108 dentists provided stainless steel crowns to 18% of the children served by these dentists, compared to an average of only 5% of children receiving stainless steel crowns by those served by all general dentists (non-Medicaid).
Another example is that 98 dentists provided pulpotomies to 18% of the children, while the statewide percentage is 5% to undergo pulpotomies.
Do these examples show that 108 dentists providing stainless steel crowns and that 98 dentists providing pulpotomies are improperly billing?
Of course not.
It is only logical that dentists who accept Medicaid would have a significantly higher number of pulpotomies compared to dentists who service the privately insured. Usually, although not always, a Medicaid recipient will have more issues with their teeth than those privately insureds. In order to qualify for Medicaid, the family must live in poverty (some more than others with the expansion of Medicaid in some states). Some of kids in this population will have parents who do not harp on the importance of dental hygiene, thus allowing many kids in this population to have decay in their teeth. Obviously, this is a generalization; however, I am confident that many studies exist to back up this generalization.
Therefore, if you accept my generalization, it makes sense that Medicaid dentists perform more pulpotomies than private insurance dentists.
And stainless steel crowns go hand in hand with pulpotomies. Unless you extract the tooth after the removal of the decay, you will need to provide a stainless steel crown to protect the tooth from future damage.
What will happen next?
OIG admits in its report that “our findings do not prove that providers either billed fraudulently or provided medically unnecessary services, providers with extreme billing patterns warrant further scrutiny.”
Which is precisely what will happen next…”further scrutiny”…
The OIG report recommends to California that it:
• Increase its monitoring of dental providers to identify patterns of questionable billing
• Closely monitor billing by providers in dental chains
• Review its payment processes for orthodontic services
• Take appropriate action against dental providers with questionable billing
It is that last recommendation, taking appropriate action, which will determine the future course for these 335 Medicaid providers. Because, as many of you know if you have followed my blog, the California Department of Health Care Services (DHCS) has a large toolbox with a considerable amount of tools for which it may yield its power against these providers…right or wrong. The same goes for all state Medicaid agencies. When it comes to a Medicaid provider and a Medicaid state agency, there is no balance of powers, in fact, there is only one power. Instead the scales of justice have one arm on the ground and the other raised in the air. There is an imbalance of power, unless you arm yourself with the right allies.
Possible future actions by DHCS:
• Payment suspensions
• Withholds of all reimbursements
• Post payment review
• Prepayment review
And combinations thereof.
DCHS stated that “it will review the dental providers referred by OIG and will determine by December 2015 what appropriate action may be warranted. Should there exist any provider cases not previously evaluated by existing program monitoring efforts, DHCS will take appropriate action through the available channels.”
First, December 2015 is a short timeframe for DCHS to audit 335 providers’ records and determine the proper course of action. So, expect a vendor for DCHS to be hired for this task. Also, expect that an audit of 335 providers in 7 months will have flaws.
These California dentists and orthodontists need to arm themselves with defense tools. And, quickly. Because it is amazing how fast 7 months will fly by!!
The report also states that OIG will be undertaking a study in the future to determine access to dental care issues. I will be interested in the result of that study.
These possible penalties that I already enumerated above are not without defenses.
These 335 CA Medicaid dental providers have administrative remedies to prevent these possible penalties. In other words, these 335 CA Medicaid dental providers do not have to take this lying down. Even though it appears that an imbalance of power exists between the state agency and the providers, these providers have appeal rights.
The second that any of these providers receive correspondence from DCHS, it is imperative that the provider contact its attorney.
Remember, some appeals have very short windows for which to appeal. Do not miss an appeal deadline!!
A Brave New World With Mergers and Acquisitions of Behavioral Health Care Providers: Not Always Happily Ever After!
Unintentionally, I misrepresented the Benchmark panel discussion on which I appeared last Thursday. See blog. I thought that I would be sitting on the panel along with MCO representatives. I honestly cannot tell you from where I got this idea. Maybe it was a subconscious desire. Regardless, the panel discussion was about merges and acquisitions among behavioral health care providers. While the subject of managed care organizations (MCOs) did come up, managed care was not the primary subject. And the only MCO representative that I saw was Smokey Mountain’s attorney.
Nevertheless, the panel discussion went fantastic and was informative for those who attended. I will summarize the panel discussion here for those who could not attend. First, if you are a behavioral health care provider in NC, joining an association, such as Benchmarks, is an asset. Not only do you get the benefit of attending educational programs, but you also have the opportunity to meet other behavioral health care providers across the state at the events. You never know the potential relationships that could be created by attending a Benchmark event.
Going back to the panel…
There were 5 people sitting on the panel. Besides myself, the panel consisted of Robert Shaw, Senior Counsel with me at Gordon & Rees, Frank Williams, a broker who facilitates mergers and acquisitions for health care providers, and two CEOs of health care providers who have undergone successful mergers and/or acquisitions.
The general consensus of the panel was that the future of behavioral health care will be larger companies which offer multiple services, instead of mom and pop shops that provide few types of services. The panel was intended to bring potential mergers/acquisitions together in one venue and to educate the providers on “Do’s and Don’ts of Merging/Acquiring,” which is summarized below.
This consensus is generally derived from the MCO atmosphere here in NC. Right or wrong, the MCOs are operating in closed networks and have the financial incentives to save money by contracting with fewer providers and decreasing authorizations for Medicaid services requested by Medicaid recipients. See blog. And blog. And blog.
The MCOs seem to be terminating or refusing to contract with smaller health care providers, which, in turn, incentivize small health care providers to join other providers in order to grow its footprint.
Merging or acquiring a company is similar to partnering with another person in marriage. Both parties have to familiarize themselves with the other’s habits, expectations, learn the other’s faults/liabilities, and, ultimately, have to work together on projects, issues and other matters. And as we can discern from today’s high divorce rate, not everyone lives happily ever after.
Some marriages, as well as mergers, simply do not work. Others live happily ever after.
The two provider panelists shared successful merger/acquisition stories. Both shared experiences in creating new and larger entities effectively. Both panelists were happy with the mergers/acquisitions and hopeful as to what the future will bring both new entities.
But all mergers and acquisitions do not have happy endings. The two entities do not always live happily ever after.
Robert and I shared a story of an acquisition from Hades. There is no other way to describe the outcome of the acquisition.
The story of these two companies begins with the fact that the companies leased space in the same building. One company was on floor 2 and the other was on floor 1. The staff knew each other in passing.
The problem with the merger of these companies stemmed from a difference in culture.
Theoretically, the two companies did everything right. The owner of the company getting acquired agreed to stay and work for the company buying it in order to ensure consistency. The buying company agreed to hire all the seller’s employees at their current salaries. The acquisition was to be seamless.
The problems arose when news of the acquisition passed to the employees. There was genuine discontentment with the arrangement. The employees from the seller reacted with hostility and resentment. Prior to the acquisition, the seller was fairly lax in regulatory compliance. For example, if a service note was not drafted and filed the date of services….eh?…not that big of a deal. Well, the buyer had strict document compliance rules for daily service notes. Anytime more stringent policies are enacted on employees, there is sure to be a negative reaction. The buyer also expected the seller’s employees to provide more services for the same salary received before the acquisition.
There was no legal or logical step omitted in the acquisition of the one company to the other. On paper, the acquisition should have been successful. But, then, personalities got in the way of happily ever after.
The other panelists offered great advice as to mergers and acquisitions, both from the providers’ view and a broker’s view. I have compiled the advice that I recall below. I have taken the liberty to provide analogous dating advice, as well, since marriages and mergers/acquisitions are so similar. Hope it helps!!
Do’s and Don’ts of Mergers/Acquisitions
- Do not let the secret out.
One provider panelist explained that if your employees learn of a possible merger/acquisition, they will kill the deal. Confide only in the CEO of the firm of which you are looking to merge, acquire, or sell. Those dating: Never tell other that you want to marry (until the appropriate time).
- Look outside your catchment area.
The reason companies merge/acquire is to grow. Think of potential companies outside your own catchment area to grow even more. For example, if you are in Alliance’s catchment area, think of merging with a company in ECBH/Eastpointe’s area. Those dating: Have you exhausted your resources? Think of others, such as church, Match.com, etc.
- Do your due diligence
This is a task as important as the oxygen you breath. The last thing that you want is to acquire or merge with a company that owes $500,000 in employment taxes or an alleged overpayment. Part of due diligence will be to check the credentials of every single staff member. If someone is acting in the role of a LCAS, ensure the person is appropriately licensed. Those dating: Is he/she employed? Have significant debt?
- Review the other company’s documentation policies
This could be lumped into the due diligence section, but I think its importance is worth emphasizing. Whatever service(s) the other company provides, what are its policies as to documentation? Does the provider have a computer program to maintain electronic health records (EHR)? Does it employ paper copies? Does the other company require the providers to submit daily service notes? Look at your own documentation policies. Contemplate whether your own documentation policies would mesh well with the other company’s policies. Those dating: How does your potential partner document spending, taxes, and calendared events?
- Analyze both company’s corporate culture
Merging or acquiring a company is difficult in many ways, but it’s also hard on staff. Imagine walking into work one day and you notice that the staff had doubled…or tripled. And you and your colleagues are being told what to do by someone you never met. This is not an uncommon occurrence with mergers and acquisitions. Sometimes accepting change of supervision or team members can be a bitter pill to swallow. How will you work through employee issues? Personality clashes? Ego fights? Those dating: Analyze both person’s personalities, dispute resolutions, religion and beliefs. Do you like his/her friends?
In addition to the potential conflicts with employees that stay with the merged entity, you also need to contemplate which employees, if any, may, potentially leave the new entity. Disgruntled employees are a liability. Those dating: How does he/she treat ex-partners?
- Research the company’s relationship with its MCO
In our current MCO atmosphere, it is imperative to know, before merging or acquiring, whether the company has a good relationship with its MCO. What if you acquire the company and its MCO refuses to continue to contract with the new entity. Knowing the company’s relationship with the MCO is not an absolute. As in, the company may believe it to have a good relationship with the MCO, while, in truth, it does not. Ask to review some correspondence between the company and the MCO to discern the tone of the communications. Those dating: How does he/she treat his/her mother/father?
- Surround yourself with knowledge
Have a broker and an attorney with expertise in Medicaid. Those dating: What do your friends think?
To watch the video of me speaking as a panelist for Benchmark, click here. Scroll down until you see the video with Robert and me.
Otherwise, I hope you live happily ever after!
Knicole Emanuel: Panel Discussion – David Is To Goliath As NC Behavioral Health Care Providers Are To MCOs
Isn’t that analogy apropos? (And it’s not mine…its Benchmarks’)
I will be sitting on a panel today in Raleigh, NC. See below.
A wonderful association, Benchmarks, is hosting a panel discussion for behavioral health care providers. While it is meant for smaller providers, in my own humble opinion, all behavioral health care providers would benefit from this panel discussion.
Senior Counsel, Robert Shaw, and I will be sitting on the panel…with managed care organizations (MCO) representatives. It is without question that I have not been a big fan of the MCOs. If I were to suggest otherwise, I believe that my blog followers would scoff. However, I am interested in hearing these MCO representatives’ side of the argument.
Will these MCO reps merely parrot? Or will they truly engage in worthwhile conversations to understand what it is like for a behavioral health care provider in NC today?
Feel free to join the discussion at 12:30-2:30. Below is the Evite: 3801 Hillsborough St.
State Auditor Finds Taxpayer Waste at OMMISS!!!!
New State Auditor report investigates the Office of Medicaid Management Information Systems Services (OMMISS) within the North Carolina Department of Health and Human Services (DHHS).
With DHHS’ emphasis on detecting health care providers’ fraud, waste, and abuse (FWA) across the state, it seems ironic that its own agency is deemed guilty of wastefulness by our State Auditor. What’s that about glass houses……??
What exactly does OMMISS do? Well, for one, OMMISS works with Computer Sciences Corporation (CSC) regarding NCTracks. We all know how wonderfully NCTracks has operated since inception….See blog. And blog.
State Auditor Beth Wood finds:
At least $1.6 million wasted through excessive wages and commissions, unjustified overtime, and
holiday pay to ineligible employees
OMMISS Director engaged in or allowed nepotism
OMMISS Director received unauthorized compensatory time that may result in inflated retirement
Reports to General Assembly omitted at least $260,000 of overtime and compensatory time
Lack of adequate oversight of OMMISS despite findings in prior audit reports
Attorney/Client Privilege: Its Importance to Health Care Providers, and TIPS to Avoid Potential Pitfalls as to Former Employees
This blog is intended to provide TIPS to health care providers who have any amount of attrition with staff members and why these TIPS as to attorney/client privilege are so important.
First, I’d like to say, for the past few weeks, I have been moving homes and firms, concurrently. Add in a trial or two into the mix and I haven’t been able to blog as often. But I’m fairly moved in now (to both) and have one of the trials mostly wrapped up.
The idea for this blog, in particular, actually came to me while Robert Shaw, Senior Counsel, and I were Santa Fe, New Mexico for a trial.
While preparing the witnesses for trial, I re-realized an important aspect of attorney/client privilege that is vital to health care providers if there is any attrition in their staff.
I say “re-realized” because I already knew the importance of attorney/client privilege, but I realized the importance for health care providers to understand its importance, as well…hence, this blog.
If, for whatever reason, your company is forced to lay off staff or, even, if you have staff voluntarily leave your office, you need to read the entirety of this blog and pay special attention to the TIPS at the bottom.
What if you need to rely on that former employee for testimony in a hearing?
For example, you are CEO of a small or large health care provider company and your Medical Director or Compliance Director leaves your employment and you need the former employee to testify in the future. Your former employee and your attorney will not be protected by attorney/client privilege.
You may be thinking…so what?
But attorney/client privilege is key in trial.
Let me give you an illustrative example:
You own a dental practice and accept Medicaid. Lucy is your office manager. She oversees the Medicaid billing, ensures regulatory compliance, and deals with denials that come from NCTracks. She also enters the data into NCTracks. You, as the dentist, provide dental services, but you have little to do with what Lucy does. You trust her and she does her job well.
DHHS via Program Integrity conducts an audit and determines that you owe $750,000 in alleged overpayments. Maybe the auditor didn’t know that the notation “cavies” means cavities and dinged you for billing for filling a cavity because the auditor could not discern from the service note that a cavity was actually filled. Or, maybe you coded the service for scraping the wall of a gingival pocket, and the auditor did not understand what “curettage” is in the service note.
Regardless, you receive a Notice of Overpayment on May 4, 2015. On May 7, 2015, Lucy tells you that she is having her first baby and wants to be stay at home mother. You congratulate her and begin your search for another office manager. You end up hiring Bill.
By the time that you need to get ready to defend your $750,000 overpayment with your attorney, Lucy has given birth to Annie and hasn’t worked for you for over a year.
But your attorney, in order to defend the overpayment, will need Lucy to testify at court. Before a witness testifies in court, your attorney must meet with him or her to prepare the witness for direct examination and cross examination by opposing counsel. (If your attorney does not, instruct him or her to do so).
When I am in a situation such as the one I have outlined above. I am extremely careful. Because there is no attorney/client privilege between “Lucy” and me because she is a former employee, I am very precise in my prep. For example, I would never discuss legal strategy with Lucy. I would never show privileged information; I would never try to “lead” Lucy’s opinion. Leading a witness’s opinion could come across like, “Lucy, If I ask you on the stand whether your opinion is that curettage means scraping a gingival pocket, you would agree, correct?” Instead, I would ask, “Lucy, what do you understand curettage to mean and how would you normally code the procedure?”
Any attorney worth his or her salt knows that attorney/client privilege does not attach to a former employee.
Why does that matter?
Any opposing attorney worth his or her salt will cross exam Lucy as to every detail possible involving the meeting between Lucy and me. And I mean every detail.
Q: “You met with Ms. Emanuel in preparation for this meeting, correct?”
Q: “When exactly was that?”
A: “Two weeks ago.”
Q: “What documents did Ms. Emanuel show you?”
A: “She showed me my direct examination.”
Q: “What do you mean? A hard copy of the questions that you would be asked?”
Q: “Ms. Emanuel, I expect that you have no problem providing me with a copy of what you showed Lucy?”
Me: “Not at all.”
Boom! By Lucy testifying that I showed her my hard copy of my direct examination questions, opposing counsel is entitled to review my draft questions along with any notes I may have notated on that hard copy of Lucy’s direct testimony. What happens if I have privileged notes contained within my questions? My attorney notes contained within the questions are now discoverable by the other side.
[BTW: I would never show Lucy my actual list of questions, unless I fully anticipated giving my list to opposing counsel.]
But you can see the potential pitfalls. Anything discussed or shown to Lucy by your counsel will be discoverable by opposing counsel. What if your counsel, without thinking, tells Lucy that he or she thinks this is a weak case? Or tells Lucy that he or she hopes the other side doesn’t pick up on…..X?
Even if the attorney prepping Lucy states something disparaging about opposing counsel, or God forbid, the judge, those remarks are discoverable and Lucy must testify to those comments on the stand.
On one occasion, I actually had opposing counsel question my witness about our conversation during a 10 minute break, during which I was smart enough not to speak about the case. My witness answered, “We discussed that I think you are b$#@!” But counsel’s question was valid and allowable. Because just as easily, during the break, I could have said, if I were not worth my salt, “Lucy, I did not like how you answered that question. You need to say…..X.”
Judges do not look favorable on coached testimony.
As a health care provider, what measures can you take that if you are forced to call former employees as witnesses, you are poised for the best result?
1. Try to maintain a cordial relationship with former employees.
I know this can be difficult as every provider needs to terminate staff or has disgruntled employees. But, even if you are firing staff, try to do so in a professional, amicable manner. Explain that it is a business decision, not personal (regardless the reason). Give the soon-to-be-fired employee notice, such as 30 days, if possible. If you would recommend the employee to a colleague, let the employee know and to whom. These small steps can help your future in case of trial.
2. Re-hire the employee.
In my opinion, this avenue has an aura of attempted deceit, and I do not recommend this route unless you are re-hiring the employee in good faith. For example, if you truly did not want to fire the staff member and you genuinely could use that person back in your office, or, if, in the case of Lucy, she decides that she wants to come back to work of her own volition and you still have the need.
An employee is protected by attorney/client privilege, generally.
3. Be knowledgeable or hire a knowledgeable attorney.
If you are concerned that your attorney may disclose something otherwise confidential in witness prep of a former employee, have a lengthy discussion with your attorney prior to the preparation session. Sit in with your attorney during the prep of the former attorney.
Along the same lines as above, come to an understanding with your attorney which documents may be considered “hot docs” and essential to the case, and, which should not be discussed with a former employee at all.
4. Test the waters.
Prior to your attorney contacting Lucy, call Lucy yourself. Have a chat. Catch up. Ask Lucy whether she is willing to testify on your behalf. If Lucy starts cussing you out, you may want to think of alternative witnesses. If there are no alternative witnesses, you may want to discuss with your attorney whether an affidavit or deposition could substitute for Lucy’s testimony at trial.
5. Pay for Lucy’s time
There is nothing wrong or unethical about compensating Lucy for her trial preparation and appearance at trial. Obviously, this compensation is discoverable by opposing counsel and questions can be asked about the compensation situation. But I believe it is better to have a happy Lucy, who feels that her time is valuable, rather than an increasingly frustrated Lucy, as each second ticks along.
6. Think ahead
If you know you will be terminating an employee or if you receive notice that an employee is leaving, think about the most important aspects of his or her job and memorialize the procedures. For example, in the case of Lucy, ask Lucy to draft a memo to the file as to her procedures in billing Medicaid. Have her write which service notes are billed for which codes and the reasons in support and how she manually enters data into NCTracks. It may seem tedious, but these notes will be invaluable during any future litigation.
Along the same vein as above, if possible, have Lucy train Bill prior to her leaving. That way, if Lucy is an undesirable witness, Bill can testify that he follows the same protocol as Lucy because Lucy trained him and he follows her protocol.
Hopefully, these TIPS will be helpful to you in the future in the case of employees leaving your practice. Print off the blog and review it whenever an employee is leaving.
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