It never fails, someone needs to pick up their paycheck before the scheduled paycheck disbursement time.  We’ll say 2:oo pm on Friday.  You know that there is a reason you were told not to let the paychecks go early.  You know that if you let one employee do it, then every other employee will also have an emergency where they need to get theirs as well.  But this one employee is a really hard-worker.  And, she’s going out of town for the weekend as soon as she can pick up her check.  She deserves it, you reason to yourself.  I’m helping her out just this one time.  So, you tell her that you’ll do it just this once as long as she promises and pinky-swears that she won’t go to the bank before 2:00pm.

No, problem, right?  Wrong.  No matter how many times you preach it, someone also goes early.  1 of 2 things usually happen.  Their check will  be declined due to insufficient funds in the payroll account or the bank will go ahead and cash it while assessing a fee to your account.

You see, most companies don’t usually pay from the same account they keep their operating funds in.  The payroll account usually only maintains a small balance.  On payday, there is a bank transfer that has to happen in order for your tens of thousands of payroll dollars to be transmitted from the general operating account to the payroll account.  If someone tries to cash a check before this transfer, depending on how much money is kept in the account by default, you run the risk of creating an overdraft.  Then, you get a nice little telephone call from someone at your company.  I’ll let you figure out the rest.

I don’t pass out paychecks early for any reason.  It’s not my money; it’s the company’s.  I ensure that my employees know this up front and I cover this in orientation with any new staff members.

And, I remind those that ask me…every payday. ;-)

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Barrier Free Living

Are your residents complaining that there is nothing to do?  Is your employee morale at an all-time low?  Do you feel the need to grab a couple pairs of boxing gloves and let your CNAs and LPNs just go at it?  Do you have family members with nothing better to do than to count how many times your CNA checked the other resident across the hall and then tell that family the result?

If not addressed, rest assured, this will not go away.  This ever-growing negative environment will greet you as soon as you walk through the door Monday morning…and usually before that on the phone calls you get on Saturday night at 10:30 pm.

The problem is that there is a division among everyone.  They don’t share a common goal that everyone is working on.  Sure, we all want what’s best for the resident, but can we really even all agree on what that is most of the time?  No, they need something else.  Something that is big, something fun, and something that is challenging.  Something that doesn’t create a direct confrontation between everyone.  Something that produces results.  And, of course, it has to be something that doesn’t cost the facility very much to maintain.

To offer a suggestion, I would like to introduce to you a program you might want to launch in your facility – it’s called the DreamCatcher.  I started this program several years ago and have run it in multiple facilities with success.  (Note:  I have seen similar programs online at several other places, so this is not exclusive).  However, the DreamCatcher program is designed to accomplish a few things including:  Enhance the lives of our residents, promote teamwork among staff members, residents, and families toward a common goal, allow us opportunities to partner with local businesses and organizations in the community, and produce positive media coverage.

A dream come true, right?  Well, it IS called the DreamCatcher!

The types of dreams listed below are modeled after the Second Winds Dreams program.  Here are the nuts & bolts.

  1. We interview our residents to determine what their dreams are.  A dream may be in one of the following categories:
    1. Relationship-based. i.e. – a resident may wish to see a long-lost relative or friend.
    2. Lifelong dreams.  i.e. – a resident may have always wanted to learn to play the piano or ride in a race car.
    3. Relive past experiences. i.e. – a resident who is a former truck driver may want to ride in an 18-wheeler again or a retired schoolteacher may enjoy spending some time back in the classroom with our local elementary students.
    4. Dreams for fun.  i.e. – a resident may wish to go to a sports game or a rodeo.
    5. Needs-based.  i.e. – a resident with a specific impairment may need a special piece of equipment in order to communicate or interact with others.
  2. We select a resident’s dream and, with the consent of the responsible party, partner with a local business or organization that may have the resources or would be a good match in order to help fulfill it.  It usually doesn’t cost any money.  It does, however, take persistence in calling one business after another until you reach someone who will help.
  3. We take pictures and submit a press release to the media in which we give thanks to the specific business or organization that assisted us with bringing the dream to reality.
  4. Some dreams will require more planning and will take more time to develop while others take less; however, as a standard, we will shoot for completing a DreamCatcher every 1-2 months.
  5. Staff members, families, or residents may suggest a dream to be fulfilled.

Even though this program should usually cost nothing but time and effort, I believe it is something that everyone will have a great experience with and benefit from.  You should definitely hold a family and staff meeting to introduce the program.  I have found that many of your “active” family members really take to it and actually contribute something positive to the facility.  Even staff members who usually can’t wait to tell on one another can find something to work together on here.

Residents love it!  It’s a great feeling to create such a memorable experience for them.  I have had professional wrestlers buy lunch for a facility.  I have seen an auto sales dealership supply a brand new suv and driver to pick a resident up and take her to a fine-dining restaurant that supplied her with a complimentary meal.  I have seen residents get to ride in race cars and on motorcycles. I have even seen a resident’s family flown in to see him after years of being apart.  And every one of them talked about their experience for weeks afterward.  It was something they never forgot.

It’s also a great marketing tool.  Putting something positive about your facility in the local newspaper month-after month can create a strong positive perception in the community for you.  Along with this, you are building business relationships in your local community.

There’s no downside!  Give it a shot and send me your success stories!

P.S.  Here are a few resources that may give you some ideas for future wishes to grant for the DreamCatcher program.

http://www.nevertoolate.org/wishes_fulfilled.htm

http://www.dreamfoundation.org

http://www.secondwind.org/gallery.html

http://www.twilightwishfoundation.org/gallery/index.php

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I had a friend call me today with an interesting dilema.  She knows an administrator who is in bedlock.  What this means is the administrator has a building that is dually certified – Medicare & Medicaid – and has so many long term Medicaid and private pay residents that she has no beds to admit a Medicare resident.  That’s great, right?  A full house; every bed is full.  Not so fast.  The Medicaid rate is much, much lower than your average Medicare rate.  Being bedlocked and  not able to admit any Medicare can be devastating to a facility and ruin it financially. 

What do you do?  Well, you can’t just discharge your Medicaid residents (and stay in compliance) unless you decertify some beds from Medicaid.  That isn’t a favorable option usually.  What I advise in this scenario is to focus on the clinical aspects of your facility, something you should be doing anyway.  Are there any residents who actually need a short term stay in another type of facility or hospital?  Specifically, I would look at mental health patients with behavioral issues that the facility has been unsuccessful in managing.  They may benefit from a short-term stay at a geripsyche facility.  Besides getting professional help with the mental health issues, medication adjustments, and suggestions for new behavioral interventions, you may be able to bring this patient back Medicare as long as all requirements are met.

What else can you do?  Take a look at any patients who have improved significantly to the point where they might not need nursing home care anymore.  The facility is still responsible for arranging a safe discharge to the appropriate setting, but this may be a viable option.  Most states have a type clinical evaluation or screening that must be submitted to the State which provides evidence the resident continues to meet nursing home criteria or continues to meet the medical necessity offered at the nursing home level. If they can move up to the Assisted Living level, you’ve opened up a bed that you can market for Medicare.

When you finally start moving out of bedlock, you have to determine how many beds to “save” for Medicare.  10 beds, 5 beds, whatever, you have to market specifically for short-term Medicare or managed care.  No long term care patients for these beds or you’ll be back in bedlock.  Skilled patients only.  You will most likely have to turn down a long term care referral.  That’s ok.  Just maintain quality relationships with your discharge planners and be truthful with them  Also, when you’re able to, help them out with a difficult-to-place patient every once in a while.

I hope this helps you push your facility forward.  Bedlock is just another problem that you have to guard your facility against.  Good luck!

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Every company is different, but something that happens frequently is that an administrator is hired and put in charge of the building without much training on how and what to monitor.  Sometimes, one needs a little direction.

Today, we’ll talk about how to monitor your accounts receivables and the basic things you need to know to stay off the AR “Focus” conference calls.  (You get on a focus call with corporate when there is a problem that needs to be focused upon.  They don’t focus much on what you’re doing well!  Ha!)

You need to ask your Business Office Manager or AR director for a copy of the end-of-month AR Aging…every month.  The aging is where all the outstanding accounts that owe you money are listed.  You don’t want an interim aging.  Get the most recent aging from the closing of the prior month. 

On your aging, you’ll find the names and payer types along with balances from those outstanding accounts.

You usually want to focus on the following:

  1. Medicaid pending – A huge area of risk!  If you have someone that is pending, you need to know if they are actually pending (meaning they have applied for long term care Medicaid) or they are private pay (they have not applied for Medicaid).  After all, you will never get paid by Medicaid until they apply.  You should check your state’s Medicaid rules to see when they have to apply.  In some states, Medicaid coverage will retro back 3 months; in other states, they must apply on the first day of their nursing home stay that is not covered by Medicare.  At any rate, it is best to get them to apply as early as possible so you’ll know if there are eligibility problems asap.  Next, you need to know how long they’ve been pending and what the status is.  Sometimes, you have to hound the Medicaid office to get things rolling.  Or, you have to hound the family to take the necessary documents, bank statements, etc. to the Medicaid office to get their application processed. I suggest weekly reviews of this list to ensure the process is moving.
  2. The next thing you need to know is how many private pay residents who haven’t paid for the current month.  This one’s pretty simple – Are you getting paid?
  3. You should look at any accounts with a balance over $10,000.  This actually would depend on the payer type as current Medicare or managed care accounts may easily exceed $10k.  You need to look anyway and determine what’s going on.  If you have someone who hasn’t payed you for 4 months, there’s your problem.
  4. Look at insurance accounts over 90 days.  Insurance is notorious for paying late, sometimes up to 6 months.  So, make sure your facility is persistent on getting them everything they ask for and make follow up calls weekly until resolved.
  5. Medicare claims typically pay 14 days after a clean claim is submitted.  Once transmitted, an interim aging is printed and worked daily until all the claims are set with a date to pay.  The claim will be set to pay in full.  If the claim is not set to pay in full, you need to know why – incorrect RUG rate, missing modifiers, coinsurance days not correct in software, etc.   If you have unresolved Medicare balances, jump on this.  There is usually a simple reason why you’re not getting paid.
  6. Medicaid claims should be billed as soon as your census is balanced for the month.  Again, sometimes there can be problems with the Medicaid office, so pay attention here.  The numbers can add up quickly month to month.  Don’t let this roll month-to-month.
  7. Supplemental insurance – Upon receipt of the Medicare RA (Remittance Advice), a copy should be attached to the UB04 and mailed within 3 days.  It’s extremely important to follow up with the insurance company to ensure they have received the claim and the claim is in their system.  A rule of thumb is no later than 3 weeks after the claim is mailed, you should be able to confirm either by phone or online that they have your claim.
  8. Full insurance – One of the most problematic types of claims to get paid.  The insurance companies use several stall tactics which delay payment – record requests, incomplete UB04, etc.  It is necessary to follow up on these claims every 1-2 weeks to ensure they will continue to process.

Each week, review these accounts with your AR person to ensure progress is being made.  You’ll take notes on the problem accounts you’ve identified from the list above.    Document all the notes on your end-of-month aging.  When the current month is over and you’re ready to close, it will be easy to see how hard your AR person is working and where help is needed.

If you’re not having major problems and you’re in maintenance mode, you may want to go over the top Medicare claims one week, the top Insurance claims another, etc.  That way, it’s not so overwhelming.

Private Collections Procedures

Again, you should check with your company for their specific rerquirements, but usually, the Private pay Collection procedure is set up something like this.

Week 1: Statements should be mailed by the end of the 4th business day.

Week 2:  If no payment received by the 10th of the month, AR person should initiate reminder calls.  If no success with reminder calls, or no money is brought in this week, issue Collection letter #1.

Week 3:  If no payment received within 7 days of collection letter, send Collection letter #2 and Administrator to contact family/RP.

Week 4:  If no payment recived within 30 days of statement: 1) Issue discharge notice. 2) Social Services to contact family/RP to inform them of  the date of the discharge and initiate involuntary discharge planning.  3)  Notify Adult Protective Services if misuse of resident funds is suspected.  4) Request an asset search from corporate or a contract agency.  5)  Consult with regional finance consultant on disposition of account.

Additional tips

  1. For your long term residents, always encourage families to set up the social security check as a direct deposit to the facility.  Also, have any other checks – railroad, retirement, etc. directed to the facility.  This will eliminate needless stress trying to collect the patient liability.
  2. Watch your balances!!
  3. Ensure your discharge letter has all the required elements as outlined in F-203 of your watermelon book.
  4. Don’t forget to check the balances of the resident trust fund.  If the balances go above the SSI Resource Limit, the resident may be at risk of losing their Medicaid eligibility.  Check your balances each month and ensure the notices go out as defined in F-159.
  5. If you have a resident who has a couple of months unpaid 6 months ago before they had Medicaid, but they are now approved for Medicaid, you need to decide what’s best for your facility.  I typically exhaust all collection efforts up to the point of discharging this type of resident and then write it off if necessary.  Why don’t I discharge?  Well, an administrator has to look not only at an account history, but at the future as well. If a resident is approved for Medicaid and we get their liability, why in the world would I discharge this resident?  That is as much of a guaranteed income as we’re going to get in long term care.  Keep the resident.  They may be with you for several years.  You will more than earn back any money you previously lost on this resident.
  6. You need to be collecting 100%+ of the prior month’s AR.  Usually 103-105% depending on your situation.  Why?  When you “scrub” the aging, most facilities have uncollected accounts.  So, you need to collect not only what is owed to you on the prior month, but you need to make headway on the old accounts on the aging.  If you are only collecting 80-90%, you need to investigate immediately to determine what the problem is!  ie- Medicaid check didn’t come in, private pay wasn’t billed, etc.

I hope this helps.  I know I could have used it when I was starting out.

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