How can you protect you and your cash from employee theft?

By Greg Lewis, ELLS CPAs & Business Advisors
714-569-1000
www.ellscpas.com

The responsibilities of receiving funds, disbursing funds, writing checks, signing checks, and reconciling bank accounts are often given to a single employee when in fact these duties should be separated. Having one employee responsible for all cash-related functions makes your business vulnerable to fraud. We all want to trust employees but often times employees have external pressures that result in workplace theft.

Here are a few steps that you can take to protect you and your company:

1. Have monthly bank statements mailed to the owner’s home.

2. The owner should review each month’s bank statement for unusual transactions such as declining deposits and unfamiliar payees.

3. The owner should also look for signatures or endorsements that look forged, missing checks, check numbers that are out of order, and checks where the payee listed does not match the name in the check register.

Business owners should also consider an independent review of the cash accounts and bank statements by an anti-fraud specialist. For more information about our anti-fraud services call ELLS CPAs at 714.569.1000.

Are You Considering Changing Employees to Independent Contractors?

By Brett Adoph, Payday One Source
714.467.3434
www.paydayonesource.com

This is a common question that we get from our clients. Although it is advantageous to the business to have independent contractors over employees, make sure that yours qualify for the designation.

According to the IRS, people engaged in an independent trade, business, or profession in which they offer their services to the general public generally are not employees. However, whether such people are employees or independent contractors depends on the facts in each case. The general rule is that an individual is an independent contractor if you have the right to control or direct only the result of the work and not the means and methods of accomplishing the result. If workers must follow your instructions on when, where, and how to do the work, they are more likely to be employees. The law favors classifying workers in an employee status whenever possible.

Although classifying an individual as an independent contractor can be a valid and appropriate business choice, employers need to exercise extreme caution in making the proper distinction between employees and bona fide independent contractors. Failure to make the correct decision is risky business. In addition to back taxes or premiums, sanctions can include civil fines, interest, and criminal prosecution.

For the IRS list of questions to consider in determining whether an individual is an employee or an independent contractor, click here.

Payer Contracting

By Kim Fenton, Coastal Healthcare Consulting, 949.481.9066

www.healthcareconsultant.org

Perhaps you’ve just joined a medical practice and inherited the managed care agreements of your predecessor. Or you’re established in your group, but day-to-day operations don’t give you time to focus on a payer contracting strategy. Regardless, these tips on managing payer contracts will help you get organized, analyze your data and apply more provider-friendly language. Defining your plan and taking one a task at a time will allow

Inventory your current contracts

Allow yourself four to six weeks to complete an inventory of your group’s agreements with insurers. Gather all of your agreements with amendments and pull from each:

  • Payer/network name
  • Anniversary date
  • Number of days’ notice to terminate/ renegotiate contract
  • Notice address in the agreement and the current representative contact
  • Reimbursement terms

If you are missing some agreements or rates, request copies – in writing – from the payers or networks.

Analyze current reimbursement

While gathering your contracts, start a payer-by-payer line up of all of your practice’s procedures, not just the top 20. Weight each procedure by the amount of use over a recent 12-month period. Take into account which ones you did in a facility (e.g., at a hospital or ambulatory surgery center) and in your office. Look at your best and worst payers by procedure and determine your collection rate by comparing charges. Also compare your collection rate against expected allowables. Don’t be embarrassed if you haven’t been tracking your allowed contract rates, but plan on doing so going forward. Determine the rates you want to offer or counter-offer in negotiations.

Look at the weighted net effect of all of your procedures. Most times your schedules will be based on a given year of Medicare, either by percentage or the Medicare conversion factor (CF). If a payer schedule seems OK except for a few procedures, calculate the carve-out rates your group needs for them, as many payers will consider a few exceptions. Be aware of the year of Medicare a payer is using for a fee basis. Far too many practices focus on the percentage or CF but fail to realize that finding a good year for your

specialty is just as important. With proposed cuts to Medicare rates in the years ahead, stay clear of reimbursement schedules that refer to current or prevailing year Medicare RBRVS or to the payer’s standard market reimbursement.

Verify that your charges are appropriate

Use both publicly available usual, customary and reasonable (UCR) charge data and Medicare rates to verify that your fees are not too high or low. It is not uncommon for UCR in any given market to be between 250 percent and 350 percent of Medicare. If your charges exceed that range in either direction, plan to update your chargemaster. In almost all cases, your practice should charge the same amount to all payers – government, commercial and individual. You can then take off contractual discounts, prompt pay/hardship discounts or uncollectible amounts from the same basis, making collections rate comparisons easier.

 

Start the negotiation process

With all of the above information in hand, identify payers whose contracts are coming due for renewal. Most will require 90 to 120 days advance written notice, so don’t wait until your anniversary. Send a notice to renegotiate well within the time frame required, ask for a new agreement (not an amendment) and provide deadlines by which you expect responses.

If you state in the letter that you plan to terminate the contract on the anniversary if your group and the payer can’t reach acceptable terms, the clock starts and you can walk away from the agreement on that date. You can pull the termination off the table or extend the notice if you are getting close to an acceptable agreement. If putting a termination notice on the table makes you nervous, expect negotiations to take longer, because the payer does not feel pressure to conclude the bar gaining. If you have not heard from payers by the deadlines, notify them that you expected a response.

Don’t accept canned lines

If a payer says it’s evaluating its fee schedule and asks you to check back in “x” months, indicate that you don’t want its standard schedule, that you are abiding by its contract terms and expect its representatives at the table. Don’t be coerced by the argument that you must take a pay decrease and do your part to keep healthcare costs down as a reason that you cannot expect fair reimbursement.

Do a little research on the increases a payer is giving employer groups in your area and learn its executives’ salaries, to the extent they are available. If your practice is a multi-doctor group with one tax identification number, request a group agreement so you do not have to manage many agreements. Expect flack from some payers or networks, but push for the group agreement which is sometimes more negotiable than individual agreements.

Long Term Care Case Review

By Phil Calhoun, Beta Benefits
1.800.50.9799 ext 226

Need: Ideas For Those on Medicare To Cover In Home Assistance; General And Medical Care

Case Background: 70 Year old widow lives alone and in good health. One son lives nearby; the rest of the children live several hours away.

The client has significant retirement savings enough to live comfortably on the interest and gains on savings. Family history shows that her expected life span would likely reach 90+ years.

Her goal is to stay in her home and if necessary have medical and other support provided in-home. Only when unavoidable did she want to be in a facility. In either event, she would prefer to have a plan to cover these costs as effectively as possible.

Solution: To address the in home care goal and transfer the risk for the cost of this care and in facility care, the solution is a LTC/Life combo policy.

We were able to move money from a CD earning less than 2% to a policy paying 4.5% with an interest guarantee of 3.5%. Two carriers quoted and both offered similar long term care coverage as well as a death benefit.

The preferred policy has a five year LTC benefit with no inflation rider (due to client aged 70), no CV build up, and a DB payable to heirs that exceeds the premium paid if no LTC benefit is used. Premium is returned to heirs if benefit is not used.

Decision: Move CD money to LTC/Life combination policy. Premium was $160,000 with initial death benefit greater than policy premuim.

Coverage: 70 Year old female: non-smoker $5,500 monthly benefit; No Waiting period for in-home care; 90 day waiting period for in facility care; $198,000 immediate death benefit; Rated standard non-smoker; No porta medic required for this client; 4.5% interest currently, 3.5% guaranteed

How often do you meet with your Business Office Manager?

By Barbara Horwitz, Horwitz and Associates
619.884.4196 bhorwitz@san.rr.com

How often should you meet with your Business Office Manager? Answer, once a week for one hour. The absence of a consistent weekly meeting, a set agenda, and action items developed for the meeting leaves no one in control or accountable. Your Business Office Manager should have a pulse on the entire practice and unfortunately is an assumption physicians often make with their Practice.

Following the proposed agenda each week will afford you to make your Business Office Manager accountable and you in control.

Remember, just one hour a week can make a difference to the financial and operational efficiencies for the Practice.

Meeting Agenda

  1. Review billing to include reports (A/R, Aging, etc)
  2. Review QuickBooks (month to date, year to date, etc.)
  3. Review Staffing
    • Overtime
    • Validate compliance with HR, performance appraisals for employee are current, etc.
  4. Review number of visit types per week, month to date and year to date
  5. Referral list associated with patient appointments or inquiries
  6. Hospital Updates
    • Lectures
    • Calendar/Mtgs
  7. Marketing
    • Physician appointments 1:1
    • Law Firms
    • Organizations
    • Lectures
  8. Website Update
  9. Payor Contracts
    • Changes in reimbursement
    • Evaluation, time to renegotiate

No Estate Tax in 2010: What Does That Mean to You?

By Danniel Wexler, Quilivan Wexler LLP
714.241.1919 www.qwllp.com

What a mess Congress has created! We are now in a year where there is no federal estate tax – but hold the cheers. Congress has substituted another method of taxation that will collect more taxes from many of our clients and families than the estate tax. Additionally, as has been reported in the local and national media, including the Wall Street Journal and New York Times 1 , these changes will, for some, greatly alter the planned for and anticipated distributions among family members and heirs.

These changes impact people of all levels of wealth, and the new tax will impact an estimated ten times more Americans than the estate tax.

How Did We Get Here?
A brief review of the law will help explain why this is so significant. The much-heralded 2001 tax act, signed into law by President George W. Bush, gradually reduced the maximum rate of the federal estate tax (and the equally onerous generation-skipping transfer tax on transfers to grandchildren) from 55% to 45%. It also gradually increased the amount of property that you could pass free of federal estate tax from $675,000 per person in 2001 to $3.5 million per person in 2009. That means that with basic estate planning, a married couple could pass up to $7 million free of federal estate tax, if they both died in 2009.

Then, in 2010 only , the 2001 tax act repeals the estate tax. But like a horror film character who just won’t die, under the existing law the estate tax returns again on January 1, 2011 – only at a much lower $1 million exemption and a higher maximum 55% tax rate! This strange “now it’s gone, no it isn’t” effect is the result of a rule in Congress that attempts to limit budget deficits.

A New Tax Replaces the Estate Tax
To pay for this one-year vacation from the estate tax, Congress replaced the estate tax with an increased income tax. Before 2010, any assets that pass to someone when you die would be valued at fair market value at the date of death. Thus after death, when a surviving spouse or heirs sold any assets (like securities or a home) that had increased in value, they would not have to pay income tax on any of that growth that occurred during your life. (This is referred to as a “step-up in basis.”) For many heirs this means huge income tax savings, oftentimes tens of thousands of dollars or more.

But in 2010 property that passes at death does not automatically receive this step-up in basis. Instead, each individual has a limited amount of property that can be “stepped-up” in value at the time of death. Property that does not receive this step-up value will be subject to tax on the total increase in value from the date you first acquired the property. This means that the property could be exposed to tens of thousands of dollars of income tax liability for your heirs!

Not surprisingly, these rules are convoluted and in many cases very different from the old law. In fact, Congress attempted to institute a similar tax structure in the 1980s and it was repealed retroactively, because it was too difficult to administer. Because of past experience as well as the anticipated difficulties in calculating such a tax, the common belief was that Congress would change the law before January 1, 2010. But it didn’t.

What Should We Expect from Congress Now?
No one knows what Congress will do next; everyone assumed that Congress would act before December 31, 2009. But Congress was preoccupied by the health-care debate then, and it is very possible that Congress will continue to focus on health care and other pressing matters up to the time of the mid-term elections in early November. In fact, some cynics have suggested that Congress will not act until the end of 2010 or later because Congressional members up for re-election will make repeal of the death tax a campaign issue. These same cynics argue that both Republicans and Democrats will blame the other for this mess, with neither wanting to fix it. If that happens, we may not see anything from Congress regarding the estate tax until 2011, at the earliest.

How Are You Affected?
This law can affect you in several ways. For married couples as well as single clients, we need to first make sure that your estate plan divides and distributes your property according to your desires, and not by the provisions dictated by Congress. For more than 50 years it has been common to use a written mathematical formula to divide the assets of a married couple when the first spouse dies to maximize estate tax savings. Similar formulas have been used to provide funds for charitable causes and to benefit family and friends. But in 2010, when there is no estate tax, these formulas will not work. If a spouse is not your sole beneficiary (for example, if you have children from a prior marriage), the existing formula could result in the disinheritance or substantial reduction of resources provided for the surviving spouse. What Should You Do? We encourage you to meet with us as soon as possible to review your estate plan and make any changes that are necessary for this law. We need to ensure that your property is positioned to receive the maximum step-up in basis increase available under current law. This is a time that demands a new approach to your planning with new thinking and building in flexibility to see that your wishes are fulfilled no matter what Congress will throw at us this year or next. We have solutions that will meet your planning objectives with the least amount of tax impact.

Recovering From Stock Market Losses

By Phil Calhoun, Beta Benefits
800-500-9799 ext. 226

If you were one of the many that suffered through losses over the past several months to your retirement plan or stock investments, you may want to make sure you do the correct math when calculating when you have recovered from these losses. With the recent stock market index gains (Dow Jones, NASDAQ and S&P 500) you may be led to believe that you have “made up” these loses. While your statements tell you the full story, the fact is that your losses and gains depend on when you sold and when you bought into the market. The overwhelming majority of investors score poorly on when to buy and sell.

When doing your math, don’t forget that your gains need to exceed your losses on a percentage basis before you can claim that you have made up or eliminated your losses. For example the market dropped 58% in the recent stock market decline. The gains versus losses table below does the math for you to calculate what increase is needed to get you back to even.

Recovering from loss:
Amount % Gain required
of loss to recover losses 20% 25%

30% 43%

40% 66%
If you want to learn more how you can protect your savings from market losses, read Retire Without Risk. Contact me for a copy, Phil Calhoun 714.664-0311