The Culture of Compliance: What Does Compliance Mean to You?

Merriam-Webster defines compliance as the act or process of doing what you have been asked or ordered to do: the act or process of complying. The definition of compliance for many of us in the O&P profession: Whatever Medicare asks or orders us to do. To me, though, compliance is a culture—a way of life for a practice. While compliance may feel like a daunting task, it does not have to be. When you make compliance a part of your practice's everyday routine, it becomes a culture, and it becomes second nature. However, creating a culture of compliance in your organization does not mean doing only what Medicare obliges you to do. It also means weaving compliance into the fabric of your organization—making compliance part of the core values and standards of your practice, an essential part of your organization's mission. Your company's culture should be a valued asset, something you are proud of, and something you share on your practice's website. When the focus changes from simply being compliant to creating a compliant culture, everything changes with it. The following are some suggestions to help you begin creating a culture of compliance in your practice: Education. Create a compliance team or designate a compliance officer who is thoroughly educated about Medicare's current local coverage determinations. From there, adopt employee training programs to share that knowledge with the rest of the staff, and incorporate training programs regularly into your business meetings. Transparency. Requirements for compliance with Medicare regulations should not be kept secret from any member of your staff, your patients, or your referral sources. Educating all parties is essential. Create and implement a plan that best suits your practice. For example, to create transparency for patients and referral sources, generate educational leaflets or newsletters about five-year rules, Advance Beneficiary Notices, corroborating documentation, etc. Make the patient part of the process and enlist his or her help in getting required information to and from his or her physician. Communication. You need to have good, open communication with your staff. Bringing problems and suggestions to your compliance officer by any member of the team is essential to the success of creating a culture of compliance. Problems with compliance encountered by the staff are opportunities for improvement. Identify and address the issues, and ask all staff for suggestions; the culture of compliance only works when all hands are on deck. Get feedback from the billing and administrative staff—these are the people who encounter compliance issues every day and who have experience handling these matters. Accountability. Once you've established transparency and communication, you need to ensure accountability. And the company's owner has to be at the top of this list. He or she must demonstrate accountability first, leading by example, and then the staff must hold themselves accountable. This can't just be a nice idea; it really has to happen. Establish performance criteria, and regularly measure that criteria as an objective means for issuing positive reinforcement or corrective guidance. While compliance may look like an unclimbable mountain, be assured that you will reach the summit by exercising strong leadership, implementing training programs, and committing to monitor the process as part of the standard operating procedure of your practice. Erin Cammarata is president and owner of CBS Medical Billing and Consulting, Hampton Falls, New Hampshire. While every attempt has been made to ensure accuracy, The O&P EDGE is not responsible for errors. For more information, contact erin@oandp-solutions.com .

The Culture of Compliance: What Does Compliance Mean to You?

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The Culture of Compliance: What Does Compliance Mean to You?

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Mark Kroll, CO

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Certified Prosthetist / Prosthetist-Orthotist (CP/CPO) Gates Prosthetics + Mobility Clinic — Mountain Home, AR

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EDGE DIRECT

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