Preparing For The 2017 Call Center Monitoring

On November 16, 2016, the Medicare Drug Benefit and C & D Data Group of the Centers for Medicare & Medicaid Services (CMS) issued the “2017 Part C and Part D Call Center Monitoring and Guidance for Timeliness and Accuracy and Accessibility Studies”.

In an effort to ensure continued call center compliance in 2017, CMS has contracted with IMPAQ International, LLC, to monitor plan sponsors’ call centers. Although the call center requirements are nothing new for health plans, CMS describes the elements which will be monitored and provides tips on how to prepare for the monitoring studies. IMPAQ will conduct two studies – the Timeliness Study and the Accuracy and Accessibility Study.

As we are quickly approaching January 1, now is the time for plan sponsors to identify call center compliance issues and work to not only clean up any messes but to also beef up your call center staff. Compliance actions may be on the line, but so is the face of your organization – besides providers, your call center staff engages your members and prospective members most often. A confident and well-trained call center staff is crucial to your prospective and current member experience! Carrie Barker-Settles, Director of Sales & Marketing Services, says, “One of the most important beliefs in developing a strong member experience is effective communication to the member. A health plan may want to consider what messages, tone, look, and feel they want the member to see, read, and hear with every touchpoint.

Contact us for ideas on how we can partner with you to efficiently monitor your call centers in preparation for the 2017 CMS Call Center Monitoring and to empower and revitalize your call center staff and strengthen your member experience.

Below are further details on the 2017 CMS Call Center Monitoring:

Timeliness Study

  • Measures plan sponsor’s current member call center phone lines and pharmacy technical help desk lines to determine average hold times and disconnect rates.
  • Conducted year-round with quarterly compliance actions.
  • Plan sponsor’s will receive a compliance action for the Timeliness Study if: 1) it fails to maintain and average hold time of two minutes or less; and 2) it fails to limit the disconnect rate of all incoming calls to 5% or less.
  • Results will be available quarterly through the Health Plan Management System (HPMS).

Accuracy and Accessibility Study

  • Measures plan sponsor’s prospective call center phone lines to determine: 1) the availability of interpreters; 2) TTY functionality; and 3) the accuracy of plan information provided by customer service representatives.
  • Conducted from February through May with compliance actions taken when an organization’s interpreter availability is less than 75%, its TTY score is lower than 65%, or its rate of accurately answering questions is below 75%.
  • Results will be provided via HPMS and announced via an HPMS email.

Do this now:

  • Verify the accuracy of your 2017 Part C and Part D call center phone numbers in HPMS by January 2, 2017.
  • Conduct internal monitoring to identify any compliance concerns for timeliness.
  • Ensure interpreter availability and monitor call center calls to ensure foreign-language calls are handled according to your policies and procedures.
  • Ensure your call center staff is prepared to promptly respond to beneficiary questions – CMS has their timer set at seven minutes!
  • Test all your call center lines to ensure your ability to accept calls.
  • Regularly test your TTY device to ensure proper functionality.
  • Ensure your call center staff is trained and ready to respond to questions regarding items listed in the Medicare Marketing Guidelines, Section 80.1.
  • Ensure your call center staff is trained on the 2017 benefit information.

Resources

At Gorman Health Group, we want to change the perception that member experience is the responsibility of Sales and Customer Service, instead showing organizations that member experience is a comprehensive approach with full transparency and cross-functional leadership. Visit our website to learn more about our Member Experience Services >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG’s weekly newsletter. Subscribe >>


First Year Communication – Building Loyalty and Trust

How can you deliver customized and personalized products, services, and experiences to members? You and your team need to begin with understanding your membership. Defining your membership by both value and their needs provides line of sight to information that will influence loyalty and trust.

Questions that should be asked by you and your team to better understand your customers to build loyalty and trust:

  1. Does the health plan know what the customer really wants and needs?
  2. Is there a shared understanding of who the health plan’s most valuable customers are and how to meet their needs?
  3. How does the health plan communicate with their members to better understand their needs?
  4. Is health plan customer data integrated and easily accessible across the health plan?
  5. Do the right employees have access to the right information about the health plan’s members?
  6. Does the health plan have knowledge of the current inventory of member touchpoints that exist today?
  7. How does the health plan define “member?” Who is the member?
  8. How is the health plan currently perceived in the market today, not just by current members but by prospects, providers, employers, and community influencers?

Now more than ever, websites are becoming the primary resource by which Medicare beneficiaries not only research health plans in the buying process but also seek out information regarding their coverage once they are enrolled. The member website can support member communication by being clear and easy to navigate and, most importantly, by including a password-protected Member Portal. The Member Portal should include the following:

  • Calendar of local events
  • Health screening reminder banners
  • Monthly member newsletter
  • Real-time access to:
    • Eligibility
    • Benefit information
    • Formulary information
    • Claims information and status
    • Care gaps information
    • Wellness resources
    • Access to plan documents

Diane Hollie, Gorman Health Group’s Senior Director of Sales & Marketing Services, says, “Medicare beneficiaries, especially baby boomers, want to access information in the format they are most comfortable with, and, for many, that is the web. Many beneficiaries want to access their information online, and having a strong interactive member web experience that is easy to navigate will reinforce the health plan’s initiative to drive first year communication.”  This first year communication builds a foundation for future dialog that provides the member with valuable and time-saving information relating to the member’s personal healthcare.

Trust is essential to Medicare beneficiaries, and building relationships with members will harvest that trust. Taking an interest in your clientele, cultivating shared values, and implementing solutions to customer inquiries will support any customer service department in exceeding member expectations.

Instead of waiting for problems to occur, implement preventive services that can eliminate problems before they happen. By creating a path for customer inquiry resolution, you and your team can ensure member loyalty and trust, which ultimately results in member retention. There are two options for the member retention-focused customer resolution:

  • Option One: Utilizing Existing Customer Service Department
    • Enable existing customer service department to solve customer issues
    • Become the customer’s trusted advisor and build customer loyalty
    • Reduce customer complaints and create solutions to common customer problems
    • Online communication – “click to chat”
  • Option Two: Designated Member Experience Department
    • Assign each member a single point of contact
    • Execute on key member communication
    • Drive attendance to member meetings
    • Second-tier customer resolution
    • Monthly complaints review
    • Denied claims outreach, if applicable
    • Welcome home call after discharge from hospital or nursing home
    • Help navigate inquiries about provider access

This Annual Election Period (AEP), don’t just think about how to get new membership, think about how you will build that loyalty and trust for years to come.

For more information, please contact Carrie Barker-Settles at cbarkersettles@ghgadvisors.com.

 

Resources

Gorman Health Group's member experience assessment is designed to meet a health plan’s concerns for retention and service to the member while remaining compliant and also providing strategies to enhance cultural competence, presenting opportunities for the health plan and providers to efficiently deliver healthcare services that meet the social, cultural, and linguistic needs of members. Visit our website to learn more >>

New Webinar: During this webinar on November 9 at 1:30 pm ET, Regan Pennypacker, GHG’s Senior Vice President of Compliance Solutions, and Cynthia Pawley-Martin, our Senior Clinical Consultant, join Melissa Smith and Jordan Luke, the Director of Program Alignment and Partner Engagement Group at the CMS Office of Minority Health, to provide perspectives on how to implement CMS-recommended best practices in the real world within a health plan in support of Quality Improvement and Star Ratings activities as we continue focusing on providing person-centered, holistic care coordination to our members. Register now >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG’s weekly newsletter. Subscribe >>


AEP Marketing: It's Not Too Late

It’s Not Too Late…

To Make Your Marketing Lead and Sales Goals.

During Presidential election years, it can be difficult to book media time, especially with direct response television. If you live in an area with hotly-contested political races, you may be finding it hard to break through the clutter to get the number of marketing leads needed to make your sales goals.

There is still time to make it work, but to do it correctly requires a considerable amount of teamwork and cooperation, especially with your vendors, during this very busy time of year. Although we know every situation is very different, here are some tips to consider:

  • Increase online media. If you have not tried remarketing, now might be the time to try it.
  • Direct mail – but don’t use oversized postcards that may get confused with political propaganda until after the election. Having a direct mailing with a very colorful envelope may help break through the clutter. Make sure you mail your best prospects first class.
  • Move more money into co-op dollars with your most productive agents or Field Marketing Organization.

These are just a few tips to jumpstart the thought process. This is a great time for the Marketing and Sales teams to come together and develop a “unified action plan” to recoup the leads and sales needed to make your goals. Carrie Barker-Settles, Director of Sales & Marketing Services at Gorman Health Group, stated, “It’s not too late to evaluate lead distribution by ensuring marketing leads go to the ‘closers.’ No need to try out new agents/brokers if leads are limited – put company leads in the hands of those agents/brokers who have proven results.”

If you need help brainstorming ideas or assistance with an action plan, don’t hesitate to contact Gorman Health Group ― it’s not too late to make a difference.

 

Resources

The 2017 Star Ratings are out! Join John Gorman, Gorman Health Group’s Founder & Executive Chairman, and colleagues Melissa Smith, our Vice President of Star Ratings, Lisa Erwin, our Senior Consultant of Pharmacy Solutions, and Daniel Weinrieb, our Senior Vice President of Healthcare Analytics & Risk Adjustment Solutions, on Thursday, October 27, from 1-2 pm ET, for a cross-functional review of the 2017 Star Ratings. Register now >>

Gorman Health Group (GHG) is offering a new capability to connect health plans and providers with social impact investors to obtain capital for clinical innovations of which many plans have only dreamed. Join us on Tuesday, November 1, from 2:30 to 3:30 p.m. ET, to learn how social impact investing can be used to improve health outcomes and Star Ratings and how your organization can benefit. Register now >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG’s weekly newsletter. Subscribe >>


Hot Takes on Medicare Advantage and Part D in 2017

The Centers for Medicare & Medicaid Services (CMS) released its annual Medicare Advantage (MA) and Part D "landscape files" with data on plans and bids for 2017. It's a picture of programs that are rock-solid and driving insurers' revenues and earnings, offering better supplemental benefits for no increase in price for two-thirds of beneficiaries. Interestingly, CMS appears to be sandbagging its enrollment projections and assumed no growth for MA in 2017. We think we're heading to 4.2-4.5% enrollment growth, continuing a steady, winning drumbeat for the industry.

By the numbers, the landscape files showed the following:

  • While the number of contracts with CMS dropped by 8%, the number of Plan Benefit Packages (PBPs) is virtually the same.
  • The number of PBPs with $0 premium is virtually the same. Although the number of $0 premium Preferred Provider Organizations (PPOs) with prescription drugs has increased by 21 PBPs, the number of Health Maintenance Organizations (HMOs) with drugs has decreased.
  • The number of PBPs with a $0 drug deductible has decreased 11% from last year.
  • Approximately two-thirds of all beneficiaries on an enrollment-weighted basis will see no premium increase, and most will see additional supplemental benefits in 2017, such as vision, hearing, and dental care. The average enrollment-weighted premium is actually $1.19 less than 2016.
  • Humana will offer the cheapest Prescription Drug Plan (PDP) in 22 of 34 regions. EnvisionRx, which was acquired by RiteAid last year, is the lowest bidder in 11 regions.
  • WellCare and United showed improvement in Part D bidding and are now eligible for low-income auto-assigns in 8 and 27 regions, respectively.
  • MA enrollment is up almost 60% since the passage of the Affordable Care Act (ACA) in 2010, smashing expectations of an exodus.
  • Strangely, CMS implied in its announcement that MA growth would be flat in 2017. We're projecting year-over-year growth of 4.2-4.5% in 2017.
  • Centene (which acquired Health Net), United, and Aetna expanded their service areas in several states.

 

By every measure, 2017 should be another good year for Medicare plans. Let's hope whoever wins this Presidential election doesn't screw it up.

 

Resources

New Webinar! Each year, billions of dollars are set aside by investment banks and pension managers to invest in measurable social good. Gorman Health Group (GHG) is offering a new capability to connect health plans and providers with social impact investors to obtain capital for clinical innovations of which many plans have only dreamed. Join us on Tuesday, November 1, from 2:30 — 3:30 p.m. ET, to learn how social impact investing can be used to improve health outcomes and Star Ratings and how your organization can benefit. Register now >>

The MA marketplace is evolving — are you prepared? Gorman Health Group's marketing experts have developed strategic plans for hundreds of Medicare Advantage Plans, Prescription Drug Plans, Special Needs Plans and Exchange participants. Visit our website to learn more about how we can help you >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG's weekly newsletter. Subscribe >>

 


Sales Oversight — Essential Guidelines

All agents are expected to comply with the Centers for Medicare & Medicaid Services (CMS) regulations and guidelines, federal and state laws, and health plan rules, policies, and procedures.  But what does that mean, and how can health plans enable their employed sales staff and contracted agents to stay compliant while achieving target goals and growth?

Some organizations may have sales management monitoring tools and processes to review the agent's compliance, quality, and performance thresholds. In most cases, sales management personnel are required to provide ongoing monitoring of agent sales activities and performance.

Below are a few key components to Medicare sales force and distribution channel management:

  • Ensure all agents selling Medicare products complete and pass all required training
  • Communicate all product and regulatory information
  • Ensure agents participate in any required remedial training
  • Communicate the results of all ride-along evaluations
  • Document any complaints or corrective action plans in the agent's file, which should be held for a minimum of two years
  • Ensure any corrective action plan is completed and reported back to the health plan
  • Report terminations of any agents/brokers to the state and the reason(s) for the termination

Gorman Health Group (GHG) suggests implementing a variety of compliance monitoring programs to ensure all agents are conducting sales, marketing, and enrollment activities in accordance with federal, state, and health plan regulations, rules, and guidelines. With the Annual Election Period (AEP) just several weeks away, health plans should be finalizing their sales oversight and agent performance standards. Regan Pennypacker, GHG's Senior Vice President of Compliance Solutions, says: "We know it's not easy. These activities take a village. A solid partnership between the creative minds in Sales and the rules-minded Compliance staff is critical to success. A sponsor with a well-planned roadmap for AEP will be one step ahead of competitors that have not executed as well."

To promote compliant behavior, health plans, sales management, agency owners, and agents should take an active approach to compliant behavior — attend additional training, understand and follow the rules and regulations outlined in the Medicare Marketing Guidelines, and always lead by example.

For more information, please contact Carrie Barker-Settles at cbarkersettles@ghgadvisors.com.

 

Resources

Sentinel Elite™ is a flexible, module-based software solution, built from the ground up, and designed to assist government managed care organizations onboard agents, provide training, manage ongoing oversight activities, and pay commissions effectively and compliantly. Request a demo today >>

The Medicare Advantage marketplace is evolving — are you prepared? Gorman Health Group's marketing experts have developed strategic plans for hundreds of Medicare Advantage Plans, Prescription Drug Plans, Special Needs Plans and Exchange participants. Visit our website to learn more about how we can help you >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG's weekly newsletter. Subscribe >>


Double Your Value: Three Critical Ways CMS Audit Readiness and the Member Experience Program Intersect

What do the Centers for Medicare & Medicaid Services (CMS) program audits and member experience programs have in common? At their core, both activities are looking out for and protecting Medicare health plan members. CMS, in their oversight role, is responsible for ensuring Medicare Advantage (MA) and Prescription Drug Plan (PDP) members receive all the rights and benefits of original Medicare as well as the additional services agreed to in contracts with MA plans and PDPs. Operations has to own compliance with CMS as well as how operational functions touch and impact our members' experiences. "The cornerstone of an effective member experience is cross-functional alignment, placing the member at the center of the health plan's initiatives and core business functions" says Carrie Barker-Settles, Gorman Health Group's (GHG's) Director of Sales & Marketing Services. In days of shrinking payments, plans need to be even more efficient as they provide services to their Medicare members but without cutting corners that result in non-compliance or driving members away from our plans. We can each make a difference in the areas of compliance and member experience efficiently as the goals are so aligned.

Here are three critical ways you can increase your member experience program's operational components and drive audit readiness.

  1. Denials in Claims Payment and Appeals: One of the most negative things a member will experience with his or her insurance is having something be denied that he or she thought would be covered. This is reality with any health plan, but how a denial is handled can make things so much worse. Claims denials often include standard templated denial reason codes. Appeal upholds may be more customized, but not always. It is important to review member denial language in claims and appeals to make sure the language is clear and understandable to your members. Are they able to understand the next steps they should take if they disagree with the decision? This is a common audit finding and a big driver of dissatisfaction.
  2. Claims and Appeals Development: Another action that should occur prior to denial of services is to completely develop the claims and appeals prior to the decision. Many plans experience trouble obtaining additional information from their contracted providers. When this occurs, what is the process to escalate that lack of response? Establishing a systematic process to obtain needed information to correctly determine approval or denial of service is critical to appropriate management, member satisfaction, and compliance.
  3. Appeals and Grievances: Root cause analysis on your appeals and grievances and then taking action on what is identified is an important step to close out cases. Often only provider information is tracked and trended, or overall appeals and grievances reports are provided to the Quality Committee. Programs need to ask how complaint information is being used to improve the plan. A plan can enhance a member's experience through analysis of what happened and what can be done to prevent that from happening again.  CMS expects to see thorough and complete investigations and resolutions when complaints are received, as do we all when we submit a complaint. Root cause analysis and follow-through will not only benefit all your members but support your need to demonstrate quality complaint processing to CMS.

Just as compliance is everyone's job, so, too, is ensuring members have the most positive experience possible every time they interact with a plan. Regan Pennypacker, GHG's Senior Vice President of Compliance Solutions, says it best, "I'm often asked what is the cost of non-compliance, or how much is the fine if we don't do X-Y-Z? A final rule was released on September 6, 2016, which adjusts maximum civil monetary penalty (CMP) amounts allowed for all agencies within the Department of Health and Human Services (HHS). This, along with CMS' recent memo on the 2017 CMP methodology, should demonstrate to the industry that the agency is prioritizing this aspect of enforcement for good reason. Denials, appeals, and access to care should be under constant evaluation by Operations and Compliance in order to identify opportunities for improvement." She goes on to say, "Audit readiness aside, ask yourself if you are truly beneficiary ready."

When we in Operations expect CMS compliance to be managed by the Compliance area or member experience to be managed by the Sales & Marketing area, we do ourselves a disservice and lose out on some of our most valuable benefits to our health plan. Implementing these steps will change the dynamics of our department by making our teams more member centric, promoting ownership, and making a live CMS audit easier.

GHG's Operational Performance practice area consultants have been in your shoes. We have faced the multiple priorities and pressures to meet production goals and maintain team satisfaction at the same time. If you need assistance in setting up an audit-ready department or improving your support of member engagement, we can help.

 

Resources

At Gorman Health Group, we maintain the country's largest staff of senior operations consultants.  Our team assists dozens of health plans every year in scrubbing their member data and can translate your business strategies into practical, efficient and rigorous work processes with the highest degree of compliance and accountability. Visit our website to learn more about how we can help you >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG's weekly newsletter. Subscribe >>


Retail Healthcare - An opportunity for success

Are you providing your members and potential members the opportunity to speak with you in person?

In the age of technology, we are forgetting how to serve our customers without them having to pick up the phone or log into a website. For some, this way of doing business fits the population they serve. It's fast and convenient, but in the Medicare world, we still have customers who want to speak with us in person, who need help navigating the complexity of healthcare, and sometimes it just can't be solved by pushing a button on a phone or computer.

So how do health plans continue to evolve in the technology world and still provide a personal touch while remaining profitable?

If providing quality healthcare and outstanding customer service is the objective of a health plan, and members and potential members want services on their time, in their neighborhood, then a brick and mortar location can solve for both.

Brick and mortar locations — or storefronts — can be used as a multi-purpose space for health plan staff, agents/brokers, and the surrounding community. These stores can be strategically designed for year-round activity or be used as a pop-up location during open enrollment and provide numerous advantages that online cannot:

Year-Round Opportunity:

  • Utilizing a variety of healthcare professionals such as medical groups and providers, senior associations, and ancillary community interaction at the store location.
  • Provide informational seminars for both educational and sales purposes, health and wellness information, engagement with the local community, age-in seminars, and Medicaid eligibility clinics to help the low-income population apply for Medicaid/Low Income Subsidy (LIS).

Seasonal Opportunity:

  • Facilitate sales seminars, lead agent appointments, walk-ins, and seasonal health fairs to drive Annual Election Period (AEP) awareness and educational seminars to bring awareness to the products and services offered by your health plan.

Achieving a measurable return on valuable marketing dollars goes a long way toward meeting growth objectives and improves profitability. With marketing budgets challenged by today's economic conditions, and the added pressure of Medicare Advantage rate reductions on health plan's cost structure and a shortened AEP, finding ways to maximize enrollment and spend less gets tougher and more challenging.

So whether your health plan is considering a year-round opportunity or seasonal location, this can bring your members and potential members a comfortable setting to gather, a place for the community to learn more about Medicare/Medicaid services, answer member questions, and troubleshoot issues pertaining to enrollment right in the heart of community — no dialing, no waiting — just fast and convenient.

Potential success with storefronts can be what your market needs, but careful design of a robust strategy is required to maximize your return on investment. Don't delay — Gorman Health Group can help you navigate the complexities and provide you with a plan that will surely satisfy your members, potential members, and your stakeholders.

 

Resources

At Gorman Health Group, we want to change the perception that member experience is the responsibility of Sales and Customer Service, instead showing organizations that member experience is a comprehensive approach with full transparency and cross-functional leadership. Visit our website to learn more >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG's weekly newsletter. Subscribe >>


Is Your Sales Distribution Strategy Up for the Challenge?


It's already July, and time is ticking! Do you have your sales distribution strategy completed and management staff in place?  With the Annual Election Period (AEP) just a few months away, finalizing your distribution channel, creating sales training, developing telemarketing scripts, and hiring management to oversee all these tasks must be completed now.  In addition, making sure you have compliant marketing materials and a compliant website is more important than ever.

Make sure you have done the following:

  • Develop sales recruitment strategies that align with your sales and retention goals
  • Identify Field Marketing Organizations that fit your culture and believe in your value proposition
  • Identify obstacles or gaps within your Sales team
  • Develop sales goals that promote year-over-year growth
  • Confirm the proper number of agents are in place to meet sales goals
  • Verify you have a sales oversight program that will hold up to the Centers for Medicare & Medicaid Services (CMS) standards
  • Create trainings that help your sales staff:
  • Sell against the competition
  • Develop key alliances in the community
  •  Navigate the dos and don'ts of marketing
  • Conduct community meetings
  • Self-generate leads and community outreach
  • Telemarketing implementation plan — whether internal or external resources are being utilized
  • Sales scripts for Telemarketing team that are ready to be submitted to CMS' Health Plan Management System for review
    • Have strong call center staff development scheduled
    • Update policies and procedures for Sales and Member Services based upon internal goals and 2017 Medicare Marketing Guidelines (MMG)
    • Review marketing materials and your website to make sure they are compliant

If you feel overwhelmed by this list, don't worry — our Sales and Marketing subject matter experts can help you maneuver through the overwhelming task of hiring, training, and implementing strategies while navigating your Sales management staff through the newly released 2017 MMG.  We can even provide you with proven interim staff to get you on track for the 2017 AEP.

Our goal is to help you succeed and achieve your 2017 AEP sales goals. Let us weather the storm for you while you watch your membership grow.  Don't let time run out — contact us today!

My favorite quote:
"Sometimes I wish I could just fast forward the time just to see if in the end it's all WORTH IT!"
— Author Unknown

 

Resources

Impact of the 2017 Medicare Marketing Guidelines. On June 10, CMS announced the release of the 2017 Medicare Marketing Guidelines (MMG) for Medicare Advantage Organizations (MAOs) and Part D Sponsors. In a new article, our teams of Compliance and Sales & Marketing experts outline the top changes to the guidelines that we believe will have an impact on your organization. Read now >>

Gorman Health Group's Sales Sentinel™ is a flexible, module-based software solution with the ability to onboard agents, provide training, manage ongoing oversight activities and pay commissions.  Created by GHG, Sales Sentinel™ was designed to address the specific needs of government managed care organizations. Request a demo today >>


Health Plans Need to Start Talking About Disparities in Care

On the heels of a recent groundbreaking RAND report on racial disparities in Medicare Advantage (MA), the US Department of Health & Human Services' Office of Civil Rights (OCR) issued a regulation that requires serious attention in health plans participating in MA, Part D, Medicaid, and ObamaCare. It's a game-changer in advancing health equity and reducing disparities.

The new regs, implementing Section 1557 (the nondiscrimination provision) of the Affordable Care Act, prohibit discrimination, marketing practices, or benefit designs that discriminate on the basis of race, color, national origin, sex, age, or disability. This will escalate disparities from simply being a "quality improvement need" to being a huge compliance issue. It goes without saying that an investigation of your plan by the civil rights cops splashed across local news would be devastating. As the Centers for Medicare & Medicaid Services (CMS) has begun more aggressively using their data to identify these disparities, health plans certainly should begin doing the same.

The final rule prohibits sex discrimination in healthcare, including by:

  • Individuals cannot be denied healthcare or health coverage based on their sex, including their gender identity and sex stereotyping. These last two items are of particular importance given transgender policy enforcement is relatively new. OCR has prosecuted cases recently where transgender patients were discriminated against in hospital admissions and room assignments, denying mammograms to transgender females, denial of gender reassignment surgery as "cosmetic," and harassment by medical transport drivers.
  • Women must be treated equally with men in the healthcare they receive and the insurance they obtain. OCR has prosecuted several cases recently where hospitals assigned male guarantors when a wife obtained services but not the other way around.
  • Categorical coverage exclusions or limitations for all healthcare services related to gender transition are discriminatory.
  • Individuals must be treated consistent with their gender identity, including in access to facilities.
  • Sex-specific health programs or activities are permissible only if the entity can demonstrate an exceedingly persuasive justification.

The regs also include important protections for individuals with disabilities and those with limited English proficiency by:

  • Requiring covered entities to take appropriate steps to ensure communications with individuals with disabilities are as effective as communication with others.
  • Covered entities must post a notice of individuals' rights, providing information about communication assistance, among other information.
  • Covered entities are required to make all programs and activities provided through electronic and information technology accessible to individuals with disabilities, unless doing so would impose undue financial or administrative burdens.
  • Covered entities cannot use marketing practices or benefit designs that discriminate on the basis of disability.
  • Covered entities must make reasonable changes to policies, practices, and procedures, where necessary, to provide equal access for individuals with disabilities.
  • Requiring covered entities to make electronic information and newly constructed or altered facilities accessible to individuals with disabilities and to provide appropriate auxiliary aids and services for individuals with disabilities.
  • Requiring covered entities to take reasonable steps to provide meaningful access to individuals with limited English proficiency. Covered entities are also encouraged to develop language access plans.

 

Resources

CMS recently announced the release of the 2017 Medicare Marketing Guidelines for Medicare Advantage Organizations and Part D Sponsors, which include added language, clarifications, and new requirements. Join Regan Pennypacker, GHG's Senior Vice President of Compliance Solutions, and Carrie Barker-Settles, Director of Sales and Marketing Services, on Tuesday, June 28, from 1-2 pm ET, to discuss what provisions in the final guidelines will have the greatest impact on your organization and how plan sponsors can prepare for the upcoming changes. Register now >>

Stay connected to industry news and gain perspective on how to navigate the latest issues through GHG's weekly newsletter. Subscribe >>


Medicare Marketing Guidelines Summary of Changes — Have They Left You Scratching Your Head?

On June 10, 2016, the Centers for Medicare & Medicaid Services (CMS) announced the release of the 2017 Medicare Marketing Guidelines (MMG) for Medicare Advantage Organizations (MAOs) and Part D Sponsors.

Added language, clarification, and new requirements seem to be the theme with the recent updates.  So how do these changes affect business as we prepare for the 2017 Annual Election Period (AEP)?

At Gorman Health Group (GHG), our team of subject matter experts comes together to provide you with clarification around a few key changes from the final MMG Summary of Changes and recommendations for your organization.

Marketing — Diane Hollie, Senior Director of Sales & Marketing Services, says, "Although CMS has stipulated provider and pharmacy directories are considered non-marketing material, it doesn't mean the provider directories don't get submitted to CMS.  In fact, all plans must submit their hard copy provider directories to CMS on an annual basis."

CMS is now referring Sponsors to the Medicare Managed Care Manual, Chapter 4, for provider directory guidance and the Prescription Drug Benefit Manual, Chapter 5, for pharmacy directory guidance — making it a more complicated process.  The following are just a couple of provider directory rules found in Chapter 4, which were announced earlier this year in a 4/28/16 Health Plan Management System (HPMS) memo.

  • All hard copy directories must be uploaded into HPMS as a non-marketing material under the XXX submission code.
  • All hard copy directories must be uploaded prior to making the directory available by September 30.
  • Because provider directories are considered non-marketing, MAOs should not include a status after the material ID.
  • To distinguish the provider directories as non-marketing, the following material ID should be used:  plan's contract number, followed by an underscore, followed by a series of alpha numeric characters chosen at the discretion of the plan, followed by an underscore, followed by the letters "NM."  Example:  HXXXX_ABC124_NM

While it is noted the MMG has referred readers to the PDBM, Chapter 5, for pharmacy directory guidance, there is no cross-referenced information.  This could be an indicator a revised Part D Chapter 5 will soon be released. Without it, Sponsors will be left scratching their heads.

SalesCarrie Barker-Settles, Director of Sales and Marketing Services, understands the importance of agent/broker oversight and Sponsor sales activities.  "Helping plans/Part D Sponsors and agent distribution channels navigate the dos and don'ts of the rules and regulations can be very overwhelming, but at GHG, we can make that challenging task less daunting for both."

Below are just some of the changes relating to sales oversight:

  • Telephonic Contact — Plans/Part D Sponsors may call their current MA and non-MA enrollees or use third parties to contact their current MA and non-MA enrollees about MA/Part D plans.  Examples of allowed contacts include calls to enrollees aging into Medicare from commercial products offered by the same organization and calls to an organization's existing Medicaid/Medicare-Medicaid Plan (MMP) enrollees to talk about Medicare products. The updated guidance clarifies, when discussing Medicaid products, Sponsors must follow all applicable Medicaid marketing rules. Plans/Part D Sponsors, sellers, and telemarketers may conduct these telephonic activities, but we recommend you fully understand all the regulations for both unsolicited and solicited contact before reaching out to Medicare beneficiaries.
  • Compensation Payment Requirements — Whether you use employed, captive, and/or independent agents, you must inform CMS yearly by the end of July which channels you will be using as well as the compensation payment rates or ranges.  The compensation structure must include:
    • How the Plan/Part D Sponsor intends to disseminate compensation, specifying payment amounts for initial and renewal compensation.
      • CMS has clarified in the revised guidance the compensation structure must stay the same for the compensation year that was put in place by October 1.

Some Plan Sponsors may have already been following this process, but if not, yearly requirements outlined in the MMG suggests all Plan Sponsors check policies and procedures to ensure they adhere to their clarification.

"I come from a trust but verify world," says Regan Pennypacker, Senior Vice President of Compliance Solutions," and when the updated MMG is released, it's important Compliance teams disseminate the document to ensure affected business units can determine impact."  "It's also important," she states, "to reconcile and ensure supplemental memos and clarification emails sent between revisions have also been rolled into the new guidance."  For example, the Part C aspects of the August 13, 2015, "Clarification of CY2016 Medicare Marketing Guidelines" has indeed been rolled into the MMCM, Chapter 4, but as noted above, the Part D aspects pertaining to pharmacy directories has not. "This means plans will need to continue to reference that memo to ensure they are following the guidance as it pertains to pharmacy directories."

"Overall," states Regan, "it will be important for Compliance to partner with Sales and Marketing staff to ensure adherence to all changes and clarifications."

We have highlighted just a few of the key changes, but to learn more, register to join our upcoming webinar on June 28, 2016, from 1 - 2 pm ET.

Resources

Once you have your PBPs in place (we can help with that, too), our teams can develop or review your sales collateral and creative by product type to help ensure your high-impact messaging is both targeted and compliant. Visit our website to learn more >>

Gorman Health Group's Sales Sentinel™ is a flexible, module-based software solution with the ability to onboard agents, provide training, manage ongoing oversight activities and pay commissions.  Created by GHG, Sales Sentinel™ was designed to address the specific needs of government managed care organizations. Request a demo today >>