Weather Alert
September 2, 2010
Looking at the tropical weather map this morning, it occurs to me that our friends on the North East coast may be experiencing some very unpleasant weather over the weekend. Because we have experience in hurricanes, I am going to list the things that I think are most important to weather the storm and I encourage all my Gulf Coast and Florida Readers to contribute anything that may help our friends that are visited by Earl over the weekend.
- Follow your emergency preparedness plan. I am assuming that all states require one. If you have never been involved in mass evacuations, you will learn that the plan is more than a regulatory exercise.
- Medicines. Medicines. Medicines. Patients need a complete, accurate list of medications. After Katrina, it was a nightmare trying to determine what displaced people took. When asked, patients will say they take a white pill for sugar or the purple pill. Yay Nexium for that marketing campaign.
- Medicines again. If possible, ensure that your patients have a two week supply of medications. Often the state will allow Medicaid patients to pick up medications early when a hurricane landfall is expectected.
- BACK UP YOUR DATA. TWICE.
- Keep track of patients. It is wonderful when a patient is going to weather the storm at a family member’s house. But after the storm, you need to locate your patients and will require contact information to get in touch with them.
- Contact the electric company to let them know the address of any patients who are dependent upon electricity for oxygen, IV pumps, etc.
- Call your state OASIS coordinator to determine how to deal with patients who go to hospitals for shelter. Otherwise, your hospitalization rate can skyrocket.
I am sure there is so much more. I am counting on all my Gulf Coast and Florida readers to add to the list.
Finally, if your agency is off the path of the storm in an area that is likely to receive evacuees, remember that natural disasters are NOT marketing events. If you are called upon to see a patient who has been temporarily evacuated, call the original agency and visit them under contractual arrangement. This will mean less paperwork for an agency overwhelmed by a storm and will clean up your karma.
Having experience with hurricanes, I am praying that our friends on the northeast coast are spared. If they are not, let’s do everything we can to help them.
F Words
August 26, 2010
Most of you can continue on in your web surfing without stopping at today’s post. It is directed to a very small percentage of you who either have or are considering turning in a visit note without actually making a visit. This seems absurd. I know. Who would do that? What could they be thinking?
I have no earthly idea. I do know this. More than one client over the last year has discovered a staff member submitted paperwork for visits never made. These discoveries are not based on the occasional call from a confused patient. They are well documented and leave me with no doubt that some staff members have submitted fraudulent paperwork to Medicare Certified Home Health agencies. And in more than one instance, harm has come to the patient as a direct result of not being assessed as ordered. And every single time this has occurred, I was astonished. Knowing the clinicians involved, I simply could not believe they would do such a thing.
In some agencies, I suspect the culture of the agency is such that not turning a note, forgetting a recert or creating a LUPA situation results in being terminated. If that is the case, find another agency. There are worse things than being fired.
What could be worse than being fired you ask? Well, for starters, if it ever occurs to you to simply write a note and not make a visit, understand that you are committing Medicare fraud. This is a federal crime. Being convicted of Medicare Fraud has and will continue to ruin many lives. Prison is never fun from what I hear. Even if you are not convicted, the lawyer fees will bankrupt you.
Secondly, I cannot think of a single state’s nurse practice act that doesn’t consider fraudulent documentation to be an offense worthy of licensure revocation. If you think it is difficult working in the field for a living, try working at Taco Bell. (No offense to the crew of my favorite fast food restaurant.) And because missing a visit can potentially harm a patient and is related to professional standards, termination for a cause such as this must be reported to the state board.
I know that many of you are thinking this is a silly post. Everyone knows better than to commit fraud. Yet I am always surprised at the people who are caught. And how many are not caught? How many times do we have a small, nagging doubt about someone that is never proven?
When it occurs to you that it will be easy to just submit a note so you can get paid, avoid being fired, etc. get over it. Get fired. Hand in a missed visit slip. Screw up. Be a human. Ask for help. There are three F words at our office. The obvious one, fraud and forgery. If you succumb to the temptation to indulge in the latter two, you find plenty of occasions to use the obvious one.
DO NOT COMMIT FRAUD!
Clinical Pathways Vs Disease Management
August 23, 2010
I am not a fan of Clinical Pathways. Let’s get that out of the way. The pathways I have seen offer arbitrary steps to achieve a goal that may or may not be appropriate for a patient in an arbitrary sequence that is in no way related to the individual disease process of the patient and do not take into consideration comorbidities of the patient.
But a serious, almost pathological aversion to Clinical Pathways doesn’t mean that we can’t improve upon disease state management.
In traditionally offered, academic exercises, we identified a patient with a specific disease process and followed a recipe for care. Thus clinical pathways were born. Disease Management is a little different. When I mention disease management, I assume that a patient has one or more illnesses that has been studied sufficiently to determine best practices. And those best practices, whether they are written for MD’s or nurses should be a part of our practice.
Diabetics should have a Hemoglobin A1c, feet inspections, dilated eye exams, etc. at determined time points. So, if I ask you to tell me when the last time your diabetic patient had a dilated eye exam, could you tell me? If I read your arthritic patients chart, would I find anything other than pain medicine for pain relief? What about your CHF patient? Are you certain that all of your CHF patients are on an ACE Inhibitor? If the MD did not order PT/INR’s for your Coumadin patient, are you certain they are having lab drawn at the MD’s office?
Yes, these are medical interventions. But coordination of care means coordinating care with other providers. Furthermore, this attention to detail will likely appeal to physicians and other referral sources. If I were referring a diabetic patient to your agency, I would want the one who keeps up with everything whether they did it or simply provided reminders to other health care providers.
In fact, a short fax could be generated to the MD upon admission stating that their patient has been identified as having a high risk of complications related to (name your disease) and you are interested in incorporating certain information in the clinical record. And then ask for it. Date of last eye exam, last A1C, weight range, last lab, etc.
Anything not provided by the physician can be arranged by the agency. And if the physician is not interested in playing along with you, it might just be time to find other referral sources.
So ask yourself if you want to improve care to your patient. An overlooked foot inspection or PT/INR is caught and complications are avoided. That gives me a warm feeling inside. It also protects the MD because they have outcomes that are measured for certain disease processes as well. That gives him or her warm feeling a possibly more cash at the end of the year. It distinguishes you from one of the agencies where nurses go in, grab some vitals and teach the same thing 82 visits in a row notifying the MD only when the patient is really bad.
And you get more business. How’s that?
Pain Management
August 9, 2010
I have spent a good deal of time this past weekend managing pain – my own dental pain. It is a full time job. I had to plan my meals to be just the right temperature, take just the right combination of pain meds at exactly the right times, avoid ice cream, sleep when I could, etc. It was an exhausting weekend. But today, my pain will be fixed.
What does this have to do with home health, hospice, etc? I was reminded first hand that there is more to managing pain than just teaching the patient to take their medications as ordered. And that is what I see the majority of the time. A patient complains of pain and a nurse teaches the patient to take meds as ordered.
It takes creativity and insight to manage pain. Patients who are not healthcare professionals need our help to do this. Pain management cannot be accomplished without individualizing care plans for patients.
Taking medications as instructed is always important regardless of the med. But just as we do not expect diabetes to be managed by medications alone, we should not expect pain from arthritis, disc problems, etc. to be managed by medications alone. Terminal patients with retractable pain obviously need large doses of narcotics to cope with pain but a good nurse can balance the side effects of narcotics with the patient and family needs to spend quality time together.
Since beginning this blog post, I have spent some quality time with my dentist. My pain has been drilled away. So many of our patients have pain that is not solved by a 30 minute procedure. If ever we as nurses can be of value to our patients it is in the mitigation and management of pain. I challenge you to be as creative and effective as possible in pain management. It takes time and imagination but it is worth it – especially to our patients.
Some suggestions I have learned from my clients:
- If a patient is afraid to take pain pills because they will be hooked, ask the MD if a non-narcotic may help. If so, refer to the medicines as anti-inflammatory meds instead of pain pills.
- Teach the aide to call the patient before visits and teach the patient to take pain meds before the aide arrives to make bathing, etc. more comfortable.
- Pain meds often contribute to falls in the elderly. Teach the patient to eat, void and be in a position to relax prior to taking narcotic pain meds.
- For pain moderate pain, try NSAIDS during the day and stronger pain meds at night. This allows the patient to get rest and participate in household activities during the day.
- Fear exacerbates pain. Whenever possible, reassure the patient that their pain is not a sign of a worsening or new illness and that it can be treated.
- Physical and occupational therapy can teach the patient how to function safely while minimizing pain.
- Be very careful of pain medications containing Tylenol. Many over the counter pain relievers, allergy meds and prescription pain meds all contain Tylenol. It is easy for an elderly patient to get too much Tylenol when on multiple medications.
- Non pharmaceutical pain relief measure may be beneficial by themselves or in conjunction with pharmaceutical measures. Consider meditation, breathing and relaxation exercises, yoga, music therapy, distraction through books and movies, etc. to assist in pain relief measures.
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Remember that any rating of seven and greater on a 1 – 10 pain scale is considered to be severe pain and should be addressed.
Any additional suggestions that you wish to share with readers would be greatly appreciated. As always, you can email me or leave a post below.
Playing Nicely in the Sandbox
August 5, 2010
For as long as I have worked in the home health care arena, there has been friction between the nursing and business office departments within home care agencies. I suspect this occurs in any business setting where two departments working towards different goals are dependent upon each other for success. As a nurse, I can be quite flippant to a biller who wants me to review an OASIS assessment when I have three additional patients getting out of the hospital in the same 24 hour period. And I suspect billers who are billing next to nothing because of incomplete assessments do not feel very kindly towards nurses.
In a good agency, a low level of friction is actually good. People are challenged by others, reminded that their work impacts the entire agency and things tend to get dropped less frequently. When the friction escalates to a level nearing hostility, agencies can be crippled.
And this situation is not unique to agencies. Almost every agency at one time or another has a period where the level of hostility between clinical and business operations is unhealthy. Here are some of the things that I have found to help.
- Email. How simple is that? Emails requesting information create records. It is one thing to ask a nurse to please come to the office to complete an assessment. It is a request that is easily forgotten. An email on the other hand, stays in the inbox until the nurse has time to read email and it creates evidence that the office staff did in fact contact the nurse.
- Weekly meetings. At least once a week, department heads should get together and discuss outstanding issues. This may include late paperwork submissions, end of episode billing issues, incorrect and incomplete paperwork. Weekly minutes with action items should be created and reviewed at subsequent meetings. Marketers can often assist if they are involved.
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Develop indicators for each department. Not every agency can adhere to the same indicators but in general, management needs to know:
- How long between admit/recert and dropping raps
- Average length of time before a 485 is sent to the MD
- Number of times an admit or recert packet is returned for corrections
- How long it is taking for paperwork to be brought to the office from the field
- How many claims require corrections
When the friction gets to the breaking point, agencies are often forced to make very painful decisions. A time consuming but often effective way to get the two warring factions to understand each other and work together is to have them shadow each other. All business office people should ride along with nurses for a day or two and all nurses should sit in with the office staff. When the two sides are able to actually experience how inefficiencies affect the agency, support from both sides may be exponentially increased.
When all else fails, call a consultant. I know a good one if you need a name. But ultimately, it all comes down to playing nicely in the sandbox.
Your suggestions are most welcome. Please post below or email us.