Kusserow on Compliance: ‘Mock’ DOJ compliance program evaluations may be worthy of consideration

In 2018, Assistant Attorney General Brian Benczkowski developed guidance to educate prosecutors on taking a deep look into the sufficiency and proper functioning of a subject company’s compliance program, giving leniency to an organization with an effective compliance program. In 2019, the DOJ Compliance Program Guidance set the stage with 179 questions that prosecutors should use. The 2020 DOJ version advanced significantly upon the guidance and nearly doubled the number of factors and questions to be considered. It concentrated on a “deep dive” beyond the “paper program” in assessing the effectiveness of program operations. The guidance has now been extended from just the Criminal Division to include all of DOJ, including the Civil Division, where most health care cases are handled.

The multitude of questions and factors related creates a great challenge for Compliance Officers trying to convince prosecutors that their program meets these standards. Inasmuch as the DOJ would have already determined the organization has violated federal law, it is reasonable to expect the DOJ will want hard credible evidence from the Compliance Officer. The fact is, very few programs can withstand detailed examination by the DOJ. Compliance Officers may find a “Mock DOJ Compliance Program Evaluation” as a useful step to advance the program to meet the challenge.

A “Mock Review” is an assessment that mirrors the tenets of a formal evaluation by DOJ prosecutors. When Strategic Management performs such reviews, it take a very different approach from a traditional evaluation or “Gap” analysis.  Those reviews result in something like a report card, whereas the “Mock Review” is more limited and less costly consulting advisory engagement conducted in collaboration with the Compliance Officer that focuses on identifying ways to better document answers to the DOJ question. Results are action items to fortify and fix noted weaknesses and can be used foundation for the annual Compliance Office workplan. A “Mock Review” also has the benefit of evidencing the continuing improvement and advancement of the Compliance Program.

For more information on this subject, contact Richard Kusserow (rkusserow@stratgicm.com).

Richard P. Kusserow served as DHHS Inspector General for 11 years. He currently is CEO of Strategic Management Services, LLC (SM), a firm that has assisted more than 3,000 organizations and entities with compliance related matters. The SM sister company, CRC, provides a wide range of compliance tools including sanction-screening.

Connect with Richard Kusserow on LinkedIn.

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Copyright © 2020 Strategic Management Services, LLC. Published with permission.

Kusserow on Compliance: OIG reports top unimplemented recommendations

The HHS Office of Inspector General (OIG) Top Unimplemented Recommendations: Solutions to Reduce Fraud, Waste, and Abuse in HHS Programs is an annual OIG publication. These recommendations, if implemented, are ones that would most positively impact HHS programs in terms of cost savings, program effectiveness and efficiency, and public health and safety. All were derived from audits and evaluations issued through December 31, 2019, which predated the COVID-19 public health emergency. Fourteen of the 25 were related to Medicare and Medicaid. The recommendations called for CMS to:

  1. Take actions to ensure that incidents of potential abuse or neglect of Medicare beneficiaries are identified and reported.
  2. Reevaluate the inpatient rehabilitation facility payment system, which could include seeking legislative authority to make any changes necessary to more closely align inpatient rehabilitation facility payment rates and costs.
  3. Seek legislative authority to comprehensively reform the hospital wage index system.
  4. Seek legislative authority to implement least costly alternative policies for Part B drugs under appropriate circumstances.
  5. Provide consumers with additional information about hospices’ performance via Hospice Compare.
  6. Continue to work with the Accredited Standards Committee X12 to ensure that medical device-specific information is included on claim forms and require hospitals to use certain condition codes for reporting device replacement procedures.
  7. Analyze the potential impacts of counting time spent as an outpatient toward the three-night requirement for skilled nursing facility (SNF) services so that beneficiaries receiving similar hospital care have similar access to these services.
  8. Provide targeted oversight of Medicare Advantage organizations (MAOs) that had risk adjusted payments resulting from unlinked chart reviews for beneficiaries who had no service records in the 2016 encounter data.
  9. Require MAOs to submit ordering and referring provider identifiers for applicable records in the encounter data.
  10. Develop and execute a strategy to ensure that Part D does not pay for drugs that should be covered by the Part A hospice benefit.
  11. Ensure that States’ reporting of national Medicaid data is complete, accurate, and timely.
  12. Collaborate with partners to develop strategies for improving rates of follow-up care for children treated for attention deficit hyperactivity disorder (ADHD).
  13. Develop policies and procedures to improve the timeliness of recovering Medicaid overpayments and recover uncollected amounts identified by OIG’s audits.
  14. Identify States that have limited availability of behavioral health services and develop strategies and share information to ensure that Medicaid managed care enrollees have timely access to these services.

Richard P. Kusserow served as DHHS Inspector General for 11 years. He currently is CEO of Strategic Management Services, LLC (SM), a firm that has assisted more than 3,000 organizations and entities with compliance related matters. The SM sister company, CRC, provides a wide range of compliance tools including sanction-screening.

Connect with Richard Kusserow on LinkedIn.

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Copyright © 2020 Strategic Management Services, LLC. Published with permission.

Kusserow on Compliance: Evidencing compliance culture is a major focus of the DOJ compliance guidance

“Has the company surveyed employees to gauge the compliance culture”

The DOJ 2020 Evaluation of Corporate Compliance Programs calls for prosecutors to “assess whether the company has established policies and procedures that incorporate the culture of compliance into its day-to-day operation.” The effectiveness of a compliance program requires a high-level commitment by company leadership to implement a culture of compliance from the middle and the top. Additionally, “beyond compliance structures, policies, and procedures, it is important for a company to create and foster a culture of ethics and compliance with the law at all levels of the company.” Prosecutors are told to review the company’s culture of compliance and give consideration to the following questions:

  1. “Has the company surveyed employees to gauge the compliance culture”
  2. “How often and how does the company measure its culture of compliance?”
  3. “What steps has company taken in response to its measurement of compliance culture?”

The challenge is finding the best method by which a compliance culture survey can be administered, analyzed, and evidence a positive compliance culture. This also means having results which are convincing and credible to both those surveyed and those who review the results. One answer is to employ the Compliance Benchmark Culture Survey© which has been employed since 1993 by hundreds of health care organizations and entities with survey population of over three quarters of a million employees. It is the only such survey focused exclusively on the health care sector. It is time tested, reliable and provides credible results meeting the tests of validity in the accuracy of measurement and reliability with the quality of the data obtained and overall survey viability. Unlike the Compliance Knowledge Survey© that uses dichotomous “yes-no” answers, a culture survey uses a Likert Scale where respondents specify their level of agreement or disagreement to a question or statement, thus capturing the intensity of their feelings for a given item. As such, using this type of survey applies when trying to gauge attitudes and perceptions of employees regarding the compliance program.

 

Compliance Benchmark Culture Surveys© are a very cost-effective method and excellent way to gather lots of information from many people. The cost of a most surveys is approximately $5,000 – 7,000.  This includes a 30 page plus report that provides a “deep-dive’” data analysis and interpretation of results for individual questions, panels, or overall scoring with suggested actions for making improvements. It can also be used for internal benchmarking of current results as a baseline against which future surveys can be benchmarked, as well as for external benchmarking against the universe of organizations using same using the same survey instrument.

 

For more information on this topic, contact Richard Kusserow at rkusserow@strategicm.com.

 

Richard P. Kusserow served as DHHS Inspector General for 11 years. He currently is CEO of Strategic Management Services, LLC (SM), a firm that has assisted more than 3,000 organizations and entities with compliance related matters. The SM sister company, CRC, provides a wide range of compliance tools including sanction-screening.

Connect with Richard Kusserow on LinkedIn.

Subscribe to the Kusserow on Compliance Newsletter

Copyright © 2020 Strategic Management Services, LLC. Published with permission.

Kusserow on Compliance: 2020 DOJ compliance program guidelines on continuous improvement and use of data

The DOJ released an update to its Compliance Guidance, intended to assist prosecutors in making informed decisions about whether a company’s compliance program was effective at the time of an offense. It emphasizes the importance of using data and technology to support compliance efforts, including assisting with continuous updates of a compliance program and assessing the adequacy and effectiveness of it at the time of the offense, charging decision, and case resolution. Many of the changes involve adding questions about a company’s ability to learn from its own experience through, among other things, the use of data and technology. The guidance asks whether companies:

  1. Engage in periodic reviews limited to a “snapshot” in time, or one based on continuous access to operational data across functions?
  2. Incorporated “lessons learned” through a “process for tracking and incorporating into its periodic risk assessment” information acquired both internally and from other similarly situated companies?
  3. Update policies/procedures and if they provide enough data to allow for effective monitoring and testing their effectiveness?
  4. Publish policy documents in a searchable format for easy reference and access?
  5. Can track access to specific policies/procedures to understand which are attracting the most attention from employees?
  6. Have means for employees to ask questions arising out of training?
  7. Have evaluated extent to which training has had an impact on employee behavior or operations?
  8. Engage in continuous ongoing monitoring and improving reporting mechanisms?
  9. Periodically test[s] hotline effectiveness, and track reports from inception to conclusion?
  10. Effectively communicate compliance requirements to employees during compliance education and training?

Richard P. Kusserow served as DHHS Inspector General for 11 years. He currently is CEO of Strategic Management Services, LLC (SM), a firm that has assisted more than 3,000 organizations and entities with compliance related matters. The SM sister company, CRC, provides a wide range of compliance tools including sanction-screening.

Connect with Richard Kusserow on LinkedIn.

Subscribe to the Kusserow on Compliance Newsletter

Copyright © 2020 Strategic Management Services, LLC. Published with permission.