Collections. Proven Strategies for Collecting Long-Term Care Accounts Receivable. Laura McDonnell

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1 Collections 12 3,, Proven Strategies for Collecting Long-Term Care Accounts Receivable Laura McDonnell

2 Contents About the author vi Introduction vii Chapter one: Collections The importance of collections How to track accounts receivable Getting it right the first time Obtaining correct information on admission Obtaining demographic information Chapter two: Medicare A and B Original billing: Checks for accuracy Double check Fiscal intermediaries Online claims tracking Work closely with clinical departments MDS to UB-92 check What next: After Medicare Chapter three: Medicaid State specific, but some common factors Eligibility Coding and paperwork Billing within time frame guidelines

3 C o n t e n t s Correct information Tracking Medicaid claims Medicaid pending Chapter four: Managed care Managed care Admissions Medicare managed care Managed care contracts Exclusions to the contract The billing process Follow up Relationship with your managed care provider Conclusion Chapter five: Private pay Upfront understanding of payment expectations Preparing monthly bills Ancillary services Room and board Communication Follow ups Using legal assistance and liens to secure debt Ombudsman Small claims court Developing a follow-up plan Chapter six: Resource payments (resident contribution) Resource payments

4 C o n t e n t s Representative payee options Contacting Social Security or pension plan Get the family involved Notification of income changes One-time changes for allowable expenditures Collections Chapter seven: Coinsurance Coinsurance Admissions: Determine level and amount of coverage Family/resident understanding of coverage allowances Medicare Parts A and B coinsurances Automatic crossovers How to bill coinsurance Call: Don t just rebill Medicare cost reporting: Third-party recoverable bad debt Chapter eight: Reporting Accounts receivable spreadsheet Analyze data often Days outstanding Collection expectations Cash planning Conclusion Appendix A: Representative Payee Information Appendix B: Breakdown of the UB

5 Chapter one Collections The importance of collections Collections are vital to the financial health of a skilled nursing home, and the billing and collection department can make or break a facility. Estimates suggest that longterm care is an industry with a profit margin of four percent and with such a small opportunity for profit, facilities cannot afford to miss out on any owed reimbursement. Uncollected amounts can virtually eliminate any such potential, and if money is not collected as promptly as possible, facilities may have trouble paying bills or making payroll. The only way to guarantee financial stability is to have a successful collections program in your facility. How to track accounts receivable Although many nursing homes have computer systems capable of tracking accounts receivable (AR), there is sometimes an information gap. These computer systems typically allow you to track charges, payments, and even adjustments (usually by date and payer), but they do not provide extensive details or explain what has been done

6 C h a p t e r o n e and what needs to be done next. And when tracking receivables, the more information you have on each account the better. Often, many accounts go unattended because they get lost in a large AR aging report (i.e., a report, generated from a billing software system, that details outstanding accounts receivable). Therefore, even with the best and most elaborate computer software, you should still sident Payer Date of $ due Status service e hn rian Mary Sunshine Healthcare University Health Plan Bay State Healthcare establish an AR spreadsheet. This spreadsheet should be separated by payer and contain the resident s name, 1 day billed date to of Sunshine service, 5/04- amount called spoke owed, with and Tim status (Figure 1.1). At the end of each month, update the detailed outstanding balances on the AR spreadsheet. Once the Rogers list - in of med outstanding rec review lrmbalances is established, it is easy to update Figure All Care Feb Health Plan 1.1 Apr Dec Mar Roberts will pay 6/1/04 Billed 1/04- University requested records 2/04- records sent 2/04. Called University 3/2/04 spoke with Mary Paid at $300/day not $400-called bc for On rate authorization- case manager will call back 5/6/04 Sample AR spreadsheet Called All Care on 4/3/04- claim not in system - resubmitted 4/4/04 Facility: Any Nursing Home Updated: 7/15/04

7 C o l l e c t i o n s each month by simply adding new charges and removing any paid claims. By maintaining such a spreadsheet, you keep all collection activity in one place and make it accessible to staff who work on the accounts. The AR spreadsheet should include all the collections-related activity (such as followup calls and promises of payment) that has taken place on the account. Each phone call or follow-up effort should be listed in the status column of the spreadsheet. All information related to the account must be listed, so collections efforts are not duplicated or complicated, especially when multiple staff members are working on the same account. An account history can be invaluable to the collections process. Therefore, keep all collection efforts and communications on the AR spreadsheet, no matter how old the information. Especially with private and managed care cases, it is essential to be able to identify who you spoke with and what was promised comprehensive documentation will allow the collector to hold the person or insurance company liable for such past promises. Creating an AR spreadsheet: The 30-day plan When a facility first brings its accounts receivable into a spreadsheet system, the volume is often so large that it appears overwhelming. Make the project manageable with a 30-day plan (Figure 1.2), in which a supervisor assigns specific accounts to specific billers for collection. Each biller is assigned approximately 10 accounts with a plan of how to resolve them within 30 days. Each biller should focus intensely on

8 C h a p t e r o n e these accounts and aggressively follow up on delinquent payments. When each biller has only 10 accounts to handle, creating the AR spreadsheet becomes a manageable task. In addition, this distribution usually ensures resolution of Figure 1.2 Resident Sample 30-day plan worksheet Date of service payer $ due Action to be taken Status Facility: Any Nursing Home Updated: 10/01/04 Brewer, John Jul-04 Medicare 5450 Need to call medicare and check status of medical review Called Medicare, talked with sue jones: claim will beput into cycle to pay 10/15/04 Martin, Carol Aug-04 coinsurance 3500 Need to check status with medex Called Medex: no record of claim in system - claim resubmitted 9/26/04 Glover, Steven Aug-04 Medicaid 2750 Claim denied: no case mix on Called case mix 4/20: not on file- callcase mix and see if it file, asked for copy from is now on file- if not, get copy nursing; faxed copy to case mix and fax to case mix check- 9/21; called on 9/24 case mix and rebill now on file- rebilled claim 9/25 at least 80% of the accounts, because each biller will become quite familiar with those assigned to him or her. This method, therefore, will cause the number of outstanding accounts to dwindle over time. Once the AR spreadsheet is under contract, the 30-day plan should no longer be necessary the billers will have learned what their responsibilities should be. The 30-

9 C o l l e c t i o n s day plan will have also introduced to the billers ownership and accountability for their accounts. They will have the tools and direction they need to resolve outstanding claims, and they will better understand how successful collections programs can work. Accountability: Assignment of responsibilities After the AR spreadsheets have been established, assign each financial class or payer type (Medicare, Medicaid, private pay, etc.) to a biller. One biller can usually handle more than one class, depending on the size of the AR. Such assignments establish biller ownership of the accounts, and once each biller becomes responsible for specific accounts and financial classes in this way, your facility s collections processes will improve. Billers will become intimately familiar with those for which they are responsible, and they will learn how to address quickly any problems and answer questions. Follow-up timelines For each account, establish regular status reports that address any updates and activity as well as protocols for allotted time between follow-up attempts. Figure 1.3 details timeframes to establish for the different payer types. Dated follow up As mentioned earlier, each time a staff member works on an account, list and date

10 C h a p t e r o n e Figure 1.3 Follow-up timelines Medicare: After 30 days; check common working file weekly for status Medicaid: State-specific; but, in general, after 45 days, billers should follow up to make sure claim has been processed HMOs/managed care: After 30 days, call HMO s claim processing center; after initial call, follow up every 15 days Coinsurance: Call customer service department of coinsurer after 45 days; follow up every 30 days thereafter Private and patient-paid amounts: First follow up when account is 10 days late; then follow up every 10 days after the action taken in the status column of the AR spreadsheet. Dating each action allows the supervisor reviewing collections to determine whether sufficient attempts to collect the account have been made. It also stands as documentation in the event that legal action is needed or as backup in the event that the account must be written off. Having dated status reports will also simplify follow up, since the biller will be able to ascertain whether the promised action has been completed within the anticipated amount of time. Getting it right the first time

11 C o l l e c t i o n s The secret to a successful collections policy is very simple: Bill correctly. Of course, billing correctly is not always as easy as it seems. Many obstacles stand in the way of getting a correct bill out the door, as will be discussed in later chapters of this book, but one of the best ways to prevent the easy mistakes is to have a second set of eyes review each bill. Before every initial bill is sent out of the business office, a second biller should review the bills for basic information, keeping the following questions in mind: Are all the necessary fields completed? Are the codes correct? Are the bills signed? Are the provider numbers on the bill? Do all managed care claims have authorization numbers? Although many claims are billed electronically, most people find hard copies easier to review, so a hard copy of each bill should be printed and reviewed by a second biller prior to being electronically submitted. After this review, update any changes in the electronic copy of the bill before it is submitted. The longest delays in getting payment often occur when you wait for an answer to your claim and then have to resubmit it because of a mistake. By simply checking your bills before they go out the door, you can help avoid future denials. Obtaining correct information on admission

12 C h a p t e r o n e Obtaining all of a resident s demographic and insurance information is imperative to successful billing. However, getting the correct and complete information from each resident upon admission is very difficult. When residents are admitted to nursing homes, they are often very upset and may be uncooperative with admissions screeners. Also, residents and their families may not realize that providing the facility with insurance information is important. Admissions screeners must meet these challenges and do everything they can to obtain as much information about the resident. Billers should work closely with the admission department. Consider including your admissions staff in billers training about different payers and types of insurance. This ensures that your admissions staff understand and accommodate the needs of the billing department. When admissions staff understand billing requirements and insurance, they will be able to make more informed decisions about whether to admit specific residents. Preadmission screening Most facilities have a screener (usually a nurse) who visits acute-care hospitals to chart and visit any patients pending discharge. The screener then forwards this information to his or her facility s clinical and financial staff for review. A designee from the clinical department reviews the resident s clinical needs, ultimately determining whether the resident is appropriate for the facility and whether the

13 C o l l e c t i o n s facility can accommodate his or her care needs. Simultaneously, the business office will review the resident s financial information. At this point, a biller should refer to the prospective resident s common working file (CWF) to determine the number of Medicare eligible days available and whether the resident has any other insurance that will supersede Medicare. A biller should also call the local Medicaid eligibility center and verify Medicaid coverage (if available) and any secondary insurance information. For managed care residents, most facilities have a case manager who will work with managed care organizations to acquire an authorization number and approved number of days and services. After all appropriate insurance checks have been completed, the biller should inform admissions staff of the prospective resident s financial status. In some situations, billers and admission staff will need to defer admission decisions to the facility administrator. There may be circumstances under which the biller does not feel comfortable approving a resident, even if he or she has all the information gathered to help the administrator decide whether the resident is a financial fit for the facility. If, for example, a resident s Medicaid status is still pending, accepting him or her could be a financial risk for your facility. Obtaining demographic information

14 C h a p t e r o n e Responsible party information In addition to the insurance verifications, obtain as much information such as where the patient has recently received medical services as possible prior to admission. Having responsible-party information, including the names and contact information of anyone responsible for the financial affairs of the resident, can be extremely beneficial during aggressive collection attempts. The more names and numbers collected during admission, the better. During some collections attempts, billers may need to contact several family members in order to receive payment. The CWF As mentioned earlier, you must check a prospective resident s Medicare days available through the CWF. However, the CWF is only as good as the last bill submitted, so determine where each prospective resident has been since that time. For instance, if a resident had previously stayed at a nursing facility that did not bill in a timely manner, the CWF would not accurately reflect the number of Medicare days remaining. Social Security numbers and dates of birth The accuracy of information obtained on admissions is vitally important. For instance, you cannot access the CWF without the resident s correct Medicare number and date of birth. Date of birth and Social Security numbers are frequently misread or copied incorrectly, so admission staff should take special care to obtain the correct information. 10

15 C o l l e c t i o n s Insurance cards When most people go to a doctor s office or the emergency room, the first thing they grab is their insurance card. However, when residents are admitted to a skilled nursing facility, insurance cards are typically the last thing on their mind. Even a resident s family members may be in such an emotional state that they too forget to bring the resident s insurance cards. Therefore, try asking family members to return on the day after admission to review all the admission paperwork and provide a copy of the insurance cards. Your facility s business manager or biller should meet with the resident s family for 10 minutes during the admission paperwork process. This time provides a good opportunity for a member of the billing staff to meet the family and explain the facility s billing and collection processes, including when payments are due and what the facility expects in regard to the resident s finances. Although it may be difficult to spend time with every family during the admission process, such meetings are invaluable. Taking 10 minutes early in a resident s stay to explain to families their responsibilities and the facility s financial expectations of the resident can save a significant amount of time in collections and bad debt. 11

16 Order your copy today! Please fill in the title, price, order code and quantity, and add applicable shipping and tax. For price and order code, please visit If you received a special offer or discount source code, please enter it below. Title Price Order Code Quantity Total Name Title Your order is fully covered by a 30-day, money-back guarantee. Enter your special Source Code here: Organization Street Address City State ZIP Telephone Fax Address $ Shipping* $ (see information below) Sales Tax** $ (see information below) Grand Total $ *Shipping Information Please include applicable shipping. For books under $100, add $10. For books over $100, add $18. For shipping to AK, HI, or PR, add $ **Tax Information Please include applicable sales tax. States that tax products and shipping and handling: CA, CO, CT, FL, GA, IL, IN, KY, LA, MA, MD, ME, MI, MN, MO, NC, NJ, NM, NY, OH, OK, PA, RI, SC, TN, TX, VA, VT, WA, WI, WV. State that taxes products only: AZ. Billing Options: Bill me Check enclosed (payable to HCPro, Inc.) Bill my facility with PO # Bill my (3 one): Visa MasterCard AmEx Discover Signature Account No. Exp. Date (Required for authorization) (Your credit card bill will reflect a charge from HCPro, Inc.) Order online at Or if you prefer: Mail The Completed order form to: HCPro, Inc. P.O. Box 1168, Marblehead, MA Call our customer service Department at: 800/ fax The Completed order form to: 800/ HCPro, Inc. HCPro, Inc. is not affiliated in any way with The Joint Commission, which owns the JCAHO and Joint Commission trademarks. Code: EBKPDF P.O. Box 1168 Marblehead, MA /

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