HMA Investment Services Weekly Roundup Trends in State Health Policy
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Provider Manual for Physicians, Hospitals and Healthcare Providers
Provider Manual For physicians, hospitals and healthcare providers 1 GHHKFMCEN IMO7451 Effective July 9, 2019 This page left blank intentionally. Table of Contents I. Overview of Humana and ChoiceCare 5 II. Contact Information 6 Online Provider Portals 6 Contact Us 8 III. Claims Procedures 9 Checking Member Eligibility 9 Member Identification (ID) Card 9 HumanaAccess Cards 10 Medical Coverage Policies, Clinical Trials 11 Claims Submission and Processing 11 Reimbursement 15 Overpayments: Humana Provider Payment Integrity 16 IV. Utilization Management 17 Preauthorization (Prior Authorization) 17 Referrals 19 Inpatient Coordination of Care/Concurrent Review 19 Clinical Review Guidelines 20 Peer-to-peer Review 20 Second Medical Opinions 21 Special Requirements for Hospitals 21 Special Requirements for SNFs, Home Health and Outpatient Rehab 23 V. Office Procedures 25 Office Appointments and Wait Times 25 Address Change and Other Practice Information 25 VI. Medical Records 26 VII. Provider Claims Dispute Process, Member Grievance/Appeal Process and Provider Termination Appeal Process 27 Provider Claims Dispute Process 27 Member Grievance/Appeal Process 28 Commercial Appeals 29 Medicare Appeals 30 Provider Termination Appeal Process 31 3 VIII. Covered Services 32 IX. Clinical Practice Guidelines 32 X. Compliance/Ethics 33 Liability Insurance 33 Compliance and Fraud, Waste and Abuse Requirements 33 Reporting Methods for Suspected or Detected Noncompliance or FWA 34 Reporting Occurrences 35 Conflicts of Interest 36 Medicare 36 XI. Product/Plan Overview 40 Health Maintenance Organization (HMO) 40 Preferred Provider Organization (PPO) 42 XII. Credentialing 42 XIII. Quality Management 43 XIV. Population Health Management 44 Population Health Management 44 Case Management Programs 45 XV. Humana EAP Section 48 Humana Employee-assistance Program (EAP) and Work-life Services 48 Contact us 48 Clinical services 48 Claims procedures 48 XVI. -
Managed Care: the US Experience Neelam K
Special Theme – Health Systems Managed care: the US experience Neelam K. Sekhri1 This article provides an overview of managed health care in the USA — what has been achieved and what has not — and some lessons for policy-makers in other parts of the world. Although the backlash by consumers and providers makes the future of managed care in the USA uncertain, the evidence shows that it has had a positive effect on stemming the rate of growth of health care spending, without a negative effect on quality. More importantly, it has spawned innovative technologies that are not dependent on the US market environment, but can be applied in public and private systems globally. Active purchasing tools that incorporate disease management programmes, performance measurement report cards, and alignment of incentives between purchasers and providers respond to key issues facing health care reform in many countries. Selective adoption of these tools may be even more relevant in single payer systems than in the fragmented, voluntary US insurance market where they can be applied more systematically with lower transaction costs and where their effects can be measured more precisely. Keywords: managed care programmes; quality of health care; review literature; United States. Voir page 841 le re´sume´ en franc¸ais. En la pa´ gina 842 figura un resumen en espan˜ ol. Introduction laws allowing health plans to be sued for malpractice, a and the team of lawyers that successfully brought the Managed health care as it has developed in the USA, tobacco industry to its knees has now turned its and the current backlash against it, must be viewed in attention to managed care. -
CIB: Medicaid and CHIP Managed Care Monitoring and Oversight Tools
DEPARTMENT OF HEALTH & HUMAN SERVICES Centers for Medicare & Medicaid Services 7500 Security Boulevard Mail Stop S2-26-12 Baltimore, Maryland 21244-1850 CMCS Informational Bulletin DATE: June 28, 2021 FROM: Anne Marie Costello, Acting Deputy Administrator and Director Center for Medicaid and CHIP Services SUBJECT: Medicaid and CHIP Managed Care Monitoring and Oversight Tools The purpose of this Center for Medicaid and CHIP Services (CMCS) Informational Bulletin (CIB) is to introduce a series of tools for states and the Centers for Medicare & Medicaid Services (CMS) to utilize to improve the monitoring and oversight of managed care in Medicaid and the Children’s Health Insurance Program (CHIP). This CIB also provides guidance setting the content and format of the Annual Managed Care Program Report required by CMS regulations at 42 CFR § 438.66(e)(1)(i), and introduces additional resources and technical assistance toolkits that states can use to improve compliance with managed care standards and requirements. The annual report is part of CMS’s overall strategy to improve access to services by supporting Federal and state access monitoring for Medicaid beneficiaries within a managed care delivery system. Introduction Over the last decade, states have drastically increased their use of managed care to deliver Medicaid and CHIP benefits, becoming the dominant delivery system in both programs. For example: • As of July 2018, 53.9 million individuals were enrolled in Medicaid managed care, which represents 69 percent of the total Medicaid enrollment. • In fiscal year 2018, total federal and state Medicaid managed care expenditures were $296 billion, which is approximately 50 percent of total Medicaid expenditures. -
How Does Managed Care Do It?
RAND Joumai of Economics Vol. 31. No. 3. Autumn 2000 pp. 526-548 How does managed care do it? David M. Cutler* Mark McClellan** and Joseph P. Newhouse*** Integrating the health services and insurance industries, as health maintenance orga- nizations (HMOs) do, could lower expenditure by reducing either the quantity of ser- vices or unit price or both. We compare the treatment of heart disease in HMOs and traditional insurance plans using two datasets from Massachusetts. The nature of these health problems should minimize selection. HMOs have 30% to 40% lower expendi- tures than traditional plans. Both actual treatments and health outcomes differ little; virtually all the difference in spending comes from lower unit prices. Managed care may yield substantial increases in measured productivity relative to traditional insur- ance. 1. Introduction • The structure of the $1 trillion U.S. health care services industry is rapidly chang- ing. Traditionally, the provision of medical services and the payment for those services were separate industries. Patients and providers decided on appropriate treatments, and insurers paid the bill. Increasingly, however, medical services and insurance are be- coming integrated, and medical care is being "managed." Insurers now commonly use financial incentives to physicians to limit utilization, restrict the services that they provide through command-and-control methods, and bargain with provider networks to obtain lower prices. The resulting managed-care insurance contracts have quickly become the norm among the privately insured population. Whereas only one-quarter of the privately insured population was in managed care in 1987, the vast majority are enrolled in managed care today (Gabel et al., 1989; Jensen et al., 1997). -
2016 Community Health Needs Assessment
2016 Community Health Needs Assessment A Triennial Report Summary Northridge Hospital Medical Center: 2016 Community Health Needs Assessment TABLE OF CONTENTS Executive Summary……………….……………………………………………………………………………………………………... 3 Assessment Purpose and Organizational Commitment…..……….………………. ……………………………………………………. 9 Community Definition …………….……………………………..…………………………………………………………………….. 10 Demographic Profile ……….………….………………………………………………………………………………………. 12 Community Needs Index (CNI) ……………………………………………………………………………………………….. 24 Assessment Process and Methods……………………..…………………………………………………………………………….….. 29 Assessment Data and Finding………………………..……………………………………………………………………… ………… 32 Prioritized Descriptions of Significant Community Health Needs……………………………………………………………………. 35 Community Resources………………………………………………………………………………………………………………….. 50 Impact: Actions Taken…………………………………………………………………………………………………………………. 51 Appendix A: Acknowledgements………………………………………………………………………………………………………. 53 Appendix B: Demographic Tables…………………………………………………………………………………………………….. 55 Appendix C: Summary of Community Engagement……………………………………………………………………………….….. 67 CHNA Community Public Health and Community Health Expert Participants……….......................................................... 76 Appendix D: Community Engagement Survey Tools ………………………………………………………..……………………….. 81 Appendix E: List of Secondary Data Sources………. …………………………...…………………………………………….……. 95 Northridge Hospital Community Health Needs Assessment, May 2016 2 EXECUTIVE SUMMARY____________________________________________________________________________________ -
Managed Care Plans* Consumer-Driven Health Care Plans (CDHP)* Health Reimbursement Account (HRA) Plan*
HEALTH care Managed care plans* Managed care plans are based on networks of providers that have agreed to charge negotiated rates for health care. The discounted rates are then passed on to you in the form of lower out-of-pocket expenses when you use in- network providers. There are three types of managed care plans: • consumer-driven health care plans (CDHP); • preferred provider organization (PPO); and • health maintenance organization (HMO). Consumer-driven health care plans (CDHP)* Consumer-driven health care plans are an innovative approach to health care. These plans give you flexibility in how your health care dollars are spent. Two CDHPs are available: • the high deductible health plan (HDHP)*; and • the health reimbursement account (HRA)* plan. Health reimbursement account (HRA) plan* Under this plan, Vectren pays 100 percent of medical claims up to a certain dollar amount through the HRA. Vectren contributes money to the HRA, which provides first- dollar coverage for eligible medical services. After your medical claims exceed the funds available in your HRA, then you are responsible for paying 100 percent of additional claims up to a certain dollar amount. The portion of the plan in which you pay 100 percent is called the “bridge” because you are bridging the gap between what Vectren pays at 100 percent through the HRA and traditional health coverage, i.e. 80 percent coverage. After your HRA has been exhausted and you have paid the bridge, then traditional health coverage begins for medical claims. This means that medical claims are paid at 80 percent of eligible expenses when you see in-network providers and 60 percent of eligible expenses when you see out-of-network providers. -
Health Policy Research Brief
Health Policy Research Brief December 2009 Creation of Safety-Net-Based Provider Networks Under The California Health Care Coverage Initiative: Interim Findings Dylan H. Roby, Cori Reifman, Anna Davis, Allison L. Diamant, Ying-Ying Meng, Gerald F. Kominski, Zina Kally and Nadereh Pourat rganized provider networks have been developed as a method of achieving efficiencies in the delivery of health care, and to reduce problems such as limited access to specialty and tertiary care, fragmentation and duplication of services, low- Oquality care and poor patient outcomes. Provider networks are based on collaborative agreements between an array of providers offering a comprehensive range of services, bolstered with extensive administrative, structural and financial supports.1, 2 Standard components of networks include private practice and clinic-based physicians, hospitals, and ancillary service providers such as laboratory and diagnostic services. Service providers are organized and supported by an organization that administers important aspects of the network, including provider reimbursement, utilization management, quality assurance and health information technology (HIT).3, 4 Organized provider networks have been used efforts to develop effective networks based by commercial insurers as part of managed on safety-net providers. care, and are being adopted increasingly by Medicaid and Medicare as an important Inherent Challenges in the Safety Net aspect of an effective health care delivery In contrast to the private sector, networks system.5 -
Connecticut Medicaid: a Primer July 2010
Connecticut Medicaid: A Primer July 2010 By Signe Peterson Flieger, M.S.W. Medicaid Overview Medicaid has provided a health care safety net to millions of Americans since its enactment under Title XIX of the Social Security Act in 1965. In 2007, Medicaid provided health care coverage for almost 60 million Americans.1 With the recent passage of the national health reform law, the Patient Protection and Affordable Care Act (PPACA), Medicaid will continue to play a significant role in the expansion of health insurance coverage to many Americans. In its current form, Medicaid provides health care coverage for many low-income children and families who do not have access to employer-sponsored insurance, individuals with disabilities who lack private coverage or for whom adequate coverage is not available, and low-income seniors dually eligible for both Medicare and Medicaid.1 In addition, Medicaid is the largest payer of long-term care services, and finances more than 40 percent of overall nursing home and long-term care spending, including both institutional care and home and community-based services.1 Medicaid is jointly financed by the state and federal government as an entitlement program. States receive federal matching dollars at a rate based on state per capita income, with poorer states receiving more federal money. In contrast, the Children’s Health Insurance Program (CHIP) is a block grant program, so coverage can be denied for eligible children when the funding runs out.1 States receive higher federal matching rates for CHIP than for Medicaid. Participation in Medicaid and CHIP is voluntary, but all states, the District of Columbia, and the territories participate. -
State Licensing Handbook
State Licensing Handbook Chapter 23 Managed Care Providers Health Maintenance Organizations A health maintenance organization (HMO) is a type of managed care organization that provides a form of health care coverage that is fulfilled through hospitals, doctors and other providers with which the HMO has a contract. Unlike traditional health insurance, an HMO sets out guidelines under which doctors can operate. On average, an HMO costs less than comparable traditional health insurance, with a trade-off of limitations on the range of treatments available. Unlike many traditional insurers, HMOs do not merely provide financing for medical care. The HMO actually delivers the treatment as well. Doctors, hospitals and insurers all participate in the HMO business arrangement. The NAIC has adopted a model law and regulation that governs the licensure of HMOs: the Health Maintenance Organization Model Act (#430) and the Model Regulation to Implement Rules Regarding Contracts and Services of Health Maintenance Organization (#432). In most cases, access to an HMO is only available to employer group plans. Preferred Provider Organizations A preferred provider organization (PPO) is a group of doctors and/or hospitals that provides medical service only to a specific group or association. The PPO may be sponsored by a particular insurance company, one or more employers, or some other type of organization. PPO physicians provide medical services to the policyholders, employees or members of the sponsor(s) at discounted rates, and they may set up utilization review programs to help control the cost of medical care. In some states, managed care providers may be licensed by an agency outside the insurance department. -
BOARD of GOVERNORS MEETING # 207 April 5, 2012 2:00 PM
L.A. CARE HEALTH PLAN BOARD OF GOVERNORS MEETING # 207 April 5, 2012 ● 2:00 PM – 5:00 PM Vision A healthy community in which all have access to the health care they need. Mission To provide access to quality health care for Los Angeles County’s vulnerable and low income communities and residents and to support the safety net required to achieve that purpose. Values We are committed to the promotion of accessible, high quality health care that: • Is accountable and responsive to the communities we serve and focuses on making a difference; • Fosters and honors strong relationships with our health care providers and the safety net; • Is driven by continuous improvement and innovation and aims for excellence and integrity; • Reflects a commitment to cultural diversity and the knowledge necessary to serve our members with respect and competence; • Empowers our members, by providing health care choices and education and by encouraging their input as partners in improving their health; • Demonstrates L.A. Care’s leadership by active engagement in community, statewide and national collaborations and initiatives aimed at improving the lives of vulnerable low income individuals and families; and • Puts people first, recognizing the centrality of our members and the staff who serve them. BOARD OF GOVERNORS Thursday, April 5, 2012 (Meeting No. 207) 2:00 - 5:00 PM, L.A. Care Health Plan 1055 W Seventh Street, 10th Floor, Los Angeles, CA 90017 All votes in a teleconferenced meeting shall be by roll call. Teleconference Information Call (866) 528-2256 Access Code 7485299 Teleconference Sites Honorable Gloria Molina G. -
What Is Sustinet? of Interest
August 5, 2009 The Government Affairs Group at Murtha Cullina LLP is pleased to pro- vide information about current topics WHAT IS SUSTINET? of interest. David J. McQuade* 860.240.6141 By overriding Governor M. Jodi Rell’s veto of the SustiNet act, the Connecticut General As- [email protected] sembly took the first step in moving the state to a “system of universal healthcare” for all its Janemarie W. Murphy* citizens. As approved, Public Act 09-148, “An Act Concerning the Establishment of the Sus- 860.240.6143 [email protected] tiNet Plan,” calls for the creation of a new self-insured health plan to provide health services Michael J. Martone* to a gradually expanding pool of individuals in this state. Starting with the “voluntary” enroll- 860.240.6109 [email protected] ment of non-state public employees, nonprofit groups, and small businesses, the SustiNet Kylene A. Fredrick* Plan requires the state to include all clients of state supported health plans, including HUSKY 860.240.6040 A and B, Medicaid and the state-administered general assistance program; eventually ex- [email protected] panding services to state employees and retirees, the uninsured and larger employers. The Jason K. Crisco* 860.240.6185 act establishes July 1, 2012 as the target date for initial enrollments. [email protected] Establishment of the Plan * Not an Attorney Following a series of guidelines provided in the act, the SustiNet Plan will be developed by a nine-member board of directors. They are as follows: • The State Comptroller (serving -
April 23, 2014 ILLINOIS' UPDATED MEDICAID CARE COORDINATION
April 23, 2014 THIS WEEK IN FOCUS: ILLINOIS’ UPDATED MEDICAID CARE COORDINATION ROLLOUT CALIFORNIA PUBLISHES EXCHANGE ENROLLMENT REPORT INDIANA PROVIDES UPDATES ON UPCOMING MEDICAID MANAGED ABD RFP NEW YORK UPDATES ON MANAGED LTC AND DUALS DEMONSTRATION COLORADO REPORTS ON EXCHANGE ENROLLMENT UTAH AGREEMENT ON MEDICAID EXPANSION WITH CMS REPORTEDLY CLOSE UNITED, CENTENE REPORT FIRST QUARTER 2014 EARNINGS HMA UPCOMING APPEARANCE BY LYNN DIERKER, JUAN MONTANEZ, AND ALICIA SMITH IN FOCUS ILLINOIS’ UPDATED MEDICAID CARE COORDINATION ROLLOUT RFP CALENDAR This week, our In Focus section reviews an updated rollout plan for Illinois Medicaid’s care coordination initiatives. Under a 2011 Medicaid reform law (P.A. 96-1501) passed DUAL ELIGIBLES by the state’s legislature and signed by Governor Pat Quinn, the state’s Medicaid CALENDAR agency – The Department of Healthcare and Family Services (HFS) – is mandated to transition a minimum of 50 percent of all Medicaid beneficiaries into “care HMA NEWS coordination” by January 1, 2015. Shortly after the law was enacted, HFS determined that the state’s Medicaid Primary Care Case Management (PCCM) program, one of the Edited by: largest in the nation at more than 1.6 million enrollees, would not meet the definition of Greg Nersessian, CFA care coordination. Illinois’ care coordination transition is notable for both its scope and Email structure: Andrew Fairgrieve Email Rather than transitioning fully to a traditional Medicaid managed care program, HFS has, through a series of procurements, engaged provider-led care coordination entities (CCEs) and accountable care entities (ACEs) to operate alongside traditional Medicaid managed care organizations (MCOs). Illinois has moved first to transition the most complex recipients – aged, blind, and disabled and dual eligibles – into commercial managed care plans.