PRE105 Workshop: Gaining Board CertiÀcation … Resources...PRE105 Workshop: Gaining Board CertiÀcation Through ACMPE: Getting Started Sunday, October 8, 2017. ... MGMA Physician

PRE105 Workshop: Gaining Board Certification Through ACMPE: Getting Started

Sunday, October 8, 2017

Gaining Board Certification Through ACMPE: Getting Started

1 PRE105 Gaining Board Certification Through ACMPE: Getting Started MGMA Professional Development | MGMA | [email protected] | www.mgma.org

Gaining Board Certification Through ACMPE: Getting Started MGMA Professional Development Updated October 2017



Introduction The goal of the workshop was for you get a good idea of the exact steps of board certification. This take-home guide will further what you have learned at the workshop to push start your path into board certification. This will review each exam in detail. Test-taking tips are discussed, preparation strategies identified, frequently asked questions answered, and examples provide you with an accurate idea of what the questions may look like.

Objectives

• Understand the ACMPE board certification requirements • Grasp the scope and competencies of the Book of Knowledge • Assess your readiness to meet the board certification exam • Develop a plan to meet the requirements of Board Certification

Tab - Overview



Certification Overview Current Program Criteria – Ends December 31, 2018

Enhanced Program Criteria – Begins January 1, 2019 Pathway 1- Professional Pathway 2- Early Careerist/Student

1. Apply � Have two years in

healthcare management with six months in a supervisory role

� Be a current national MGMA member

� Pay and submit the one-time application

1. Apply � Have two years of

healthcare experience

� Completed a bachelor’s degree or 120 college credit hours

� Be a current national MGMA member

� Pay and submit the one-time application

1. Apply � Be a current national

MGMA member � Pay and submit the

one-time application

2. Become Board Eligible � Register and pass the

multiple-choice exam NEW! Add Board Eligible to

your Resume

2. Become Board Certified � Register and pass

the multiple-choice exam

� Register and pass the scenario-based exam

� Earn 50 hours of continuing education(CE) credit hours

2. Become Board Certified � Register and pass

the multiple-choice exam



30 MGMA sources o 12 hours

face-to-face events

20 qualified sources

3. Become Board Certified � Earn a bachelor’s

degree or 120 hours of college credit

� Obtain two years of healthcare experience



30 MGMA sources o 12 hours

face-to-face events

20 qualified sources

3. Maintain your Credential � Submit 50 CE hours

every three years � Remain an MGMA

member

Starting JANUARY 1,

2019, you will have THREE

years from your application

date to become certified

3. Maintain your Credential � Submit 50 CE* hours


member

4. Maintain your Credential � Submit 50 CE* hours


member



CONTINUING EDUCATION (CE) CREDIT REQUIREMENTS Continuing education encourages you to keep learning, improving and seeking best practices while also demonstrating personal and professional development and keeping abreast of changes in the medical practice management field. To Earn MGMA recognizes that numerous activities contribute to your professional growth and management effectiveness. Continuing education hours are granted for programs that include relevant content aimed at improving your management competence and medical practice management knowledge. *You may receive credit for continuing education taken up to one month prior to your application acceptance date. � Educational programs (e.g., MGMA and non-MGMA conferences, seminars,

webinars or online courses) � College/university course work and independent study courses � Authorship of published articles, books and chapters, and online course content � Book editorship � Formal, face-to-face and webinar presentations at least 30 minutes in length � Participation in distance-learning programs (e.g., audio conferences, self-study,

online courses) that include the opportunity for interaction and feedback � Poster presentations (credit hours equal to number of clock hours scheduled to

staff poster for presentation of discussion) � Survey participation and questionnaires (e.g., MGMA Cost and Revenue Survey =

six hours, MGMA Physician Compensation and Production Survey = four hours, MGMA Management and Staff Compensation Survey = three hours)

� MGMA magazine article assessments � Read designated MGMA magazine articles and complete the related assessment

(each assessment equals one credit hour) � Participate in a study group preparing for the board certification exams (hour-for-

hour credit when delivering or listening to a formal presentation) � Conduct or participate in internal staff training (must cover topics from the Body

of Knowledge, not just organizational policy) � Participate in a board retreat with a formal presentation � Attend your local or state MGMA organization meetings � Attend a vendor presentation that covers more than product features (such as

the regulatory issues behind a system) � Participate in education required by your medical malpractice insurance carrier



� Career Track or other career-development training � CME courses offered through your state medical association � Some medical societies, such as the American Academy of Family Physicians,

offer continuing education credits for completing quizzes associated with their magazines

To Log

Automated Method (National MGMA) Manual Method (Local or Non-MGMA) Log in to mgma.org. Access your Account by clicking “My Account” or your name.

Log in to mgma.org. Access your Account by clicking “My Account” or your name.

Click “Claim Continuing Education Credit,” found at the bottom of the page.

Under “My ACMPE Transcripts,” click “Enter your continuing education credits for ACMPE.”

Select “Credit Details” for the event “Select credit details for the learning activity you have participated in”

Please click “I accept” to accept the terms of use. Enter in your MGMA ID.

From the menu of credit types, click “Claim Credit” in the row corresponding to ACMPE.

To add credit hours, click on the “Add New Credits” button. Complete the entry fields and press “Save this entry.”

Add ACMPE credit to your transcript immediately b a a

Please allow 24-48 hours for your credit hour submissions to be uploaded to your transcript. To view full transcript, click “PDF Transcript”

Starting January 1, 2019

•30-hour minimum from MGMA resources Includes 12-hour minimum from MGMA national/state face-to-face events

• 20 hours from qualified outside sources CE hours will also need to include a post-test

for online learning or attendance verification for face-to-face opportunities.

Tab - Body of Knowledge



Body of Knowledge History ACMPE, the standard setting and certification entity of MGMA, facilitates the development and maintenance of the BOK by facilitating discussions about the key competencies required for successful management medical practices. These discussions are validated through a field survey of all CMPEs and Fellows in medical groups representing a variety of practice settings and sizes, geographical regions, educational levels and years of experience. Findings from the field study are then analyzed and codified by leading external psychometric consultants. BOK Breakdown in Percentages

Operations Management 29% Risk and

Compliance Management

15%

Patient-Centered Care

8%

Organizational Governance

7%

Human Resource Management

17% Financial

Management 24%

Based on The Body of Knowledge for Medical Practice Management – 3rd Edition, the American

College of Medical Practice Executives (ACMPE) Personal Inventory is a tool to help you assess your

current level of knowledge in the s ix domains that define the scope of responsibility of medical

practice executives. Each section of the personal inventory focuses on a different domain and

includes a list of tasks for consideration.

The Six Domains:

1 Operations Management

2 Financial Management

3 Human resource Management

4 Organizational Governance

5 Patient-Centered Care

6 Risk Management

After completing the inventory, use your ratings in each domain to target personal objectives for your professional development plan and identify study areas for the ACMPE certification examinations.

Find more information about the domains online and in the Body of Knowledge brochure .

For an objective assessment of strengths and weaknesses in your medical practice management knowledge, take the 175-question ACMPE Knowledge Assessment, 3rd Edition (available for purchase through mgma.com). Based on The Body of Knowledge, this evaluation is useful in preparing for the ACMPE multiple choice exam or as a guide for your professional development.

Copyright does not prohibit printing a desk copy or sharing the link to this self-evaluation with others.

ACMPE® PErsonAl InvEntory | 01

1 Operations Management

low moderate high

> Design and implement a process improvement program

> Analyze, develop, implement and provide feedback on the strategic plan

> Evaluate present needs, forecast future needs and locate appropriate

opportunities for purchasing and asset management

> Develop, adapt and maintain facilities to provide safe environment

> Identify, select and utilize outsourced business services and external expertise

Identify, develop and manage information technology

Indicate your current level of knowledge by checking the appropriate box.

Develop and manage communications, marketing and community relations plans

Establish, communicate, implement and maintain productivity and compensation benchmarks for physicians and staff

Monitor physician conduct and performance expectations with the practice's governing body

Find a complete description of Business Operations tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.

Get an objective assessment of your knowledge in all areas of the Body of Knowledge by taking the ACMPE Knowledge Assessment, 3rd Edition (available for purchase through mgma.com).


2 Financial Management

low moderate high

> Develop, implement and manage the revenue cycle

> Manage Cash Flow

> Manage accounts payable

> Manage the payroll system

> Create and manage budgets


Find a complete description of Financial Management tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.

Get an objective assessment of your knowledge in all areas of the Body of Knowledge by taking the ACMPE Knowledge Assessment,


3 Human resource Management low moderate high

> Create, implement and manage a staffing plan

> Direct and manage the retention of clinical and nonclinical staff

> Manage systems, processes and structure for training and development of clinical and nonclinical staff

> Develop, coordinate and implement staff compensation and benefit plans

> Evaluate the performance of staff


Find a complete description of Human Resource Management tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.



4 Organizational Governance low moderate high

> Facilitate the corporate legal structure and governance for the organization

> Integrate the corporate mission, vision and values statement

into the organization's culture


Find a complete description of Organizational Governance tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.



5 Patient-Centered Care low moderate high

> Provide an environment to create, implement and maintain care coordination processes that lead to the best patient outcome

> Design, implement and maintain quality initiatives and measurement activities.


Find a complete description of Patient-Centered Care tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.



06 Risk Management

low moderate high

> Create, implement and maintain a risk management plan to

provide a safe environment

> Develop, implement and maintain policies and procedures to prevent or minimize the impact of adverse events

> Develop, implement and maintain a compliance program for federal and state laws and regulations

> Comply with necessary accreditation and licensure requirements


Find a complete description of Risk Management tasks and knowledge in The Body of Knowledge at mgma.com/BodyofKnowledge.

Get an objective assessment of your knowledge in all areas of the Body of Knowledge by taking the ACMPE Knowledge Assessment,

Tab -Examinations



The ACMPE Exams Testing Administration:

• Offered four t imes a year • 48 test days per year • Available at 500 locations in the U.S. • Results within 2-6 weeks

Exam Scoring:

• Calculating the number of correct responses in the examination produces your examination score.

• Uses scaled scoring, similar to the college entrance ACT test.

• Scale scores provide a consistent scale of measurement, so that from one test administrat ion to the next, the same scaled score represents the same level of knowledge.

• MGMA uses mult iple test forms to l imit exposure of test questions. While the different forms are built to the same test specif icat ions and designed to be similar in diff iculty, rarely are they able to be built to be exactly equal in the level of diff iculty. Therefore, the number of answers correct cannot be used.

• Like raw score, percentages are not used as the percentage score would not take in to affect the diff iculty of the form.

Upcoming Exam Dates

Sept. 9-23, 2017 Exam Registration July 24- Aug. 4, 2017

Dec. 2-16, 2017 Exam Registration Oct. 23- Nov. 3, 2017

June 9-23, 2018 Exam Registration Apr. 23- May 7, 2018

Mar. 10-24, 2018 Exam Registration Jan. 22- Feb. 8, 2018

Sept. 8-22, 2018 Exam Registration July 23- Aug. 7, 2018

Dec. 1-15, 2018 Exam Registration Oct. 22- Nov. 6, 2018



Multiple Choice Exam Purpose -- Tests knowledge and understanding of medical practice management principles and issues

• 175-item, multiple-choice test • 3 hours and 15 minutes in length • Passing score: 500+

Tips for answering multiple choice questions

• Answer all of the questions. If you don’t know the answer, you have a 25% chance of guessing correctly, and no points are deducted for incorrect answers.

• Rule out at least one option to increase your chances of correctly answering the question. If you rule out one or even two options, you improve your chances of guessing the correct answer to 33% or 50%.

• Skip questions to which you don’t know the answer and come back to them later. Other questions on the exam may jog your memory.

• Read all of the choices before selecting your answer. • Trust your instincts. Once you have answered a question, don’t change your

answer unless you are certain that your first choice is wrong. Research shows that most changed answers go from the correct choice to an incorrect one.



Scenario-based Exam Purpose --To assess your knowledge of medical practice management principles and issues, problem-solving and decision-making skills.

• 25 scenarios with 3-5 questions, 90 items total • 120 minutes to test • Passing score: 500+ • Multiple choice, multi-select, drag and drop, and short answer question types.

Tips for answering scenario-based questions

• Read each question carefully to make sure you understand what the scenario is presenting and process all important information.

• Do not try to answer the questions prior to reading and understanding the scenario.

• Answer all of the questions. If you don’t know the answer, you have a 25% chance of guessing correctly, and no points are deducted for incorrect answers.

• Skip any questions you have difficulty answering and come back to them after reviewing the other questions in the set. Completing other questions or re-reading the challenging question may give you a different perspective and help you to answer it.

• Read all the choices before selecting your answer and be sure to notice if it is asking you to choose one, two or three.

• Trust your instincts. Once you have answered a question, don’t change your answer unless you are certain that your first choice is wrong. Research shows that most changed answers go from the correct choice to an incorrect one.

• For multi-select, you will get credit for all or part of the correct options. • The short answer is looking for a one to four word response. Spelling does not

count.



ACMPE Exam Samples Question (1) FM1

How are commercial payor and Medicare "gain sharing" bundled payments usually

structured?

a) Providers are paid for the number and type of procedures they do.

b) Providers are paid based on the health gains experienced by their patients.

c) Providers are paid a portion of the total budget based on the expenditures of all

participants.

d) Providers are paid portion of the budget savings for procedures that are not

performed.

Question (2) FM2

What is a Risk Adjustment Factor (RAF) program?

a) The RAF is used by malpractice payors to determine insurance rates for

providers.

b) The RAF is used by commercial payors to determine the amount of risk for a

particular clinical procedure.

c) The RAF is used by CMS to adjust payments made to providers to reflect the

severity of their enrolled populations.

d) The RAF is used by CMS to adjust payments to providers to reflect the rate of

medical errors in their practice.

Question (3) FM4 Currently, medical practices usually bill medical services at which of the following?

a) Full charge.

b) Cost.



c) Payor fee schedule.

d) Cost plus profit.

Question (4) FM8

Which of the following is an effective tool for analyzing accounts receivable?

a) Gross collection rates.

b) Statement of cash flow.

c) Aged trial balance.

d) Net collection rates.

Question (5) FM24

What is the Internal Revenue Service form to be issued for amounts paid to independent

contractors (that are not corporations) for services provided?

a) Form W-2.

b) Form W-3.

c) Form 1099-Misc.

d) Form SE-12 Misc.

Question (6) FM43

Which coding system is used to report durable medical equipment provided to a

patient?

a) Current procedural terminology (CPT).

b) Health Care Financing Administration Common Procedural Coding System

(HCPCS).

c) International Classification of Diseases (ICD-9-CM).

d) Medicare National Correct Coding Initiative (NCCI).



Question (7) HR32

What does a closed shop agreement provide for?

a) The employer must hire union members only.

b) Government contracts are to be given priority.

c) Minority groups are to be employed in the shop.

d) Union members are not to be employed.

Question (8) HR33

What does the staffing ratio for medical groups commonly refer to?

a) Number of full-time equivalent staff to patient encounters.

b) Hours worked by clinical staff per patient visit.

c) Number of full-time equivalent staff to full-time equivalent physicians.

d) Number of full-time equivalent primary care physicians to full-time equivalent specialty

physicians.

Question (9) HR2

Which of the following is true of employees who are "employed at will"?

a) They can be terminated without cause.

b) They do not have to receive benefits.

c) They must be paid on a salary basis.

d) They have no written or stated verbal contract.

Question (10) HR4

Employee discrimination laws become applicable at which point in the employment process?

a) When employees complete their introductory or probation period.

b) When employees first report for work.

c) When applicants are interviewed.

d) When an employee is determined to be exempt.



Question (11) OG1

Which document defines the governance and other rights associated with stock ownership?

a) Operating agreement.

b) Articles of incorporation.

c) Corporate bylaws.

d) Professional services agreement.

Question (12) OG19

Which of the following advantages does an "S" corporation provide to the medical practice?

a) Income is only taxed once.

b) Investors are able to deduct losses against other income.

c) Provides for automatic tax filing extension.

d) Graduated tax rate.

Question (13) OG3

What is an integrated delivery system (IDS)?

a) A computer software which is very adaptable to the group practice environment.

b) A federal demonstration project to promote managed care.

c) An organization that includes physicians, hospitals and health plans.

d) An agency developed under The Health Insurance Portability and Accountability Act

(HIPAA).



Question (14) OM1

According to total quality management theory, which of the following is the source of most

errors in the medical office?

a) Having limited resources to provide the desired outcome.

b) The work process.

c) Not having enough time to perform the task.

d) Negligence or skills of staff.

Question (15) OM10

What is the purpose of a needs assessment?

a) A survey to determine what patients want from their providers.

b) A tool to communicate what the practice wants from a vendor.

c) A process to identify gaps between current conditions and desired conditions.

d) A process to match the needs of providers with available resources.

Question (16) OM2

Which of the following describes the change in management style that must accompany

successful total quality management efforts?

a) Shift from team to physician management.

b) Shift from physician to professional administrative management.

c) Shift from top-down to team management.

d) Shift from bottom-up to professional management.



Question (17) OM3

Which of the following is critical to engaging providers in population health management

processes?

a) Competition with other providers.

b) Bonuses.

c) Actionable data.

d) Suggestion boxes.

Question (18) OM5

What is quality assurance?

a) An evaluation method to measure the final quality of a service or product.

b) A set of tools that map and measure processes in order to determine the likely

quality of process outcomes.

c) The maintenance of a desired level of quality in a service, especially through

attention to every stage of the process of delivery.

d) A set of quality standards promoted by the government or payors to affect

payment to providers.

Question (19) OM53

Which of the following describes the requirements for protecting employees through the

use of specified equipment and/or clothing?

a) Clinical Laboratory Information Act (CLIA).

b) Occupational Safety and Health Administration (OSHA).

c) Americans with Disabilities Act (ADA).

d) Fair Labor Standards Act (FLSA).



Question (20) OM6 What do KPIs do?

a) KPIs rate the probability that a provider will be sued for malpractice.

b) KPIs provide a data repository to identify medical providers.

c) KPIs define, reflect and measure progress toward organizational goals.

d) KPIs are units of measurement that provide information about a provider's

productivity.

Question (21) OM7

What is the purpose of an operational plan?

a) To review individual performance.

b) To develop policies and procedures.

c) To review the previous year's performance and prepare for the

coming year.

d) To review the strategy of the past five years and prepare for the next

five years.

Question (22) PCC1

What is the MOST likely outcome of a good medical practice triage system?

a) Better front desk operations.

b) Faster collection of receivables.

c) Keeping patient schedules on time.

d) An increase in patient satisfaction.



Question (23) PCC17

Why do medical groups survey patients?

a) To prepare for government and private sector audits.

b) To maximize revenues and reduce costs.

c) To learn about patient needs, wants and expectations.

d) To get feedback for individual staff performance reviews.

Question (24) RMC14

What legal remedy does Worker's Compensation provide for a medical

practice?

a) A potential revenue source for worker's compensation claims.

b) Free access to medical care for workers injured on the job.

c) In return for appropriate and timely care of the employee, the employer is relieved of

potential OSHA fines.

d) In return for appropriate and timely care of the employee, the employer is relieved of

personal injury litigation.

Question (25) RMC16

What is the purpose of creating a compliance plan?

a) To effectively detect and prevent fraud and abuse and conform to state and federal

regulation.

b) Reduce medical errors and the risk of malpractice suits.

c) Annually report problems with providers.

d) Perform bi-annual audits of provider activity.



Questions Answers Were you correct? Mark X for yes

Question (1) FM1 c.

Explanation:

In this payment structure, physicians take on financial risk for the cost of an episode of care. Providers who keep costs low receive higher payments.

Question (2) FM2 c.

Explanation:

The RAF program was designed to combat the reduced profitability of practices by rewarding physicians for treating more clinically complicated cases. The method uses a demographic factor for each patient and a measure of his/her clinical condition.

Question (3) FM4 a.

Explanation:

The full charge is the price the practice sets in their fee schedule and is typically higher than the contracted rate.

Question (4) FM8 c.

Explanation:

An aged trial balance allows you to view the percentage of accounts receivable broken down by age, usually in 30-day increments.

Question (5) FM24 c.

Explanation:

It is important to distinguish between an employee and an independent contractor for federal tax purposes.

Question (6) FM43 b.

Explanation:

HCPCS codes are used for products, equipment and supplies and are maintained and updated by CMS. Question (7) HR32 a.

Explanation:

Although closed shops were made illegal in the U.S. under the Taft-Harley Act in 1947, these agreements still exist in practice.




Question (8) HR33 a.

Explanation:

Staffing ratios can be benchmarked using the MGMA Cost Survey. Maintaining proper staffing ratios can improve performance by increasing productivity.

Question (9) HR2 a.

Explanation:

Many employment protections enacted into law, court rulings, and state statutes have limited employers' rights to terminate employees at will. An employee handbook should have should include a statement related to employment-at-will.

Question (10) HR4 c.

Explanation:

Discrimination laws impact nearly every human resources management policy that can be implemented. Question (11) OG1 c.

Explanation:

Bylaws should be reviewed annually with consideration of any governance changes the organization made in the past year as well as any state corporate law changes.

Question (12) OG19 a.

Explanation:

Double taxation happens when both the corporation and the shareholders are taxed. An S Corporation provides for only the shareholders being taxed.

Question (13) OG3 c.

Explanation:

An IDS can provide a broad range of health services and specialties by integrating physician groups and hospitals under one company.

Question (14) OM1 b.

Explanation:

Previsit registration can allow the practice to financially clear most patients and obtain accurate information before they arrive. This can prevent errors from happening in the revenue cycle.

Question (15) OM10 c.

Explanation:

Needs assessments can be performed for any process to help guide decisions. Question (16) OM2 c.



Explanation:

Total quality management is process-centered, focusing on creating definable steps that can be monitored through performance measures.





Explanation: Being able to show providers meaningful data can demonstrate the value that population health management brings to the patients and the practice.


Explanation:

Quality assurance programs measure results of quality initiative implementation and ensure that the desired goals are being reached.

Question (19) OM53 b.

Explanation: Employers must provide employees with a place free from recognizable hazards that are causing or likely to cause death or serious harm when there is a feasible method to abate the hazard, according to OSHA Section 5(a)(1).


Explanation:

Key performance indicators (KPIs) are chosen by an organization to measure performance on factors considered to be critical to success. The goals are often based on industry benchmarks.


Explanation: And operational plan should provide a clear picture to each team what their responsibilities are for the coming year. The operational plan should implement the strategies found in the strategic plan.

Question (22) PCC1 d.

Explanation:

A good triage system can get patients access to the appropriate provider faster. Question (23) PCC17 c.

Explanation: Patient surveys can gather data on how well a practice does with wait times, staff courtesy, responsiveness, cleanliness, and communicating information.

Question (24) RMC14 d.

Explanation: Workers' Compensation laws were adopted to reduce the need for an injured employee to litigate to receive monetary awards.

Question (25) RMC16 a.

Explanation:



Performance By Area

AREA QUESTIONS ANSWERED CORRECTLY

Body of Knowledge/Financial Management FM

/6

Body of Knowledge/Human Resources Management HR

/4

Body of Knowledge/Operations Management OM

/8

Body of Knowledge/Organizational Governance OG

/3

Body of Knowledge/Patient Centered Care PCC

/2

Body of Knowledge/Risk and Compliance Management RMC

/2

A compliance plan cannot guarantee that the federal government will not audit the medical group, but it can minimize the risk of law violations.



ACMPE Exam Samples USE THE FOLLOWING INFORMATION TO ANSWER QUESTIONS 1-4 During the first weeks of employment at a new practice, an administrator realizes that there is no formal compliance program in place for the practice. The administrator is reviewing non-patient revenue and sees a history of payments from a surgical group to the practice. The administrator discusses with the lead physician the purpose of these payments. The physician shares that they were thank-you payments from the surgical group. The administrator begins the process of educating the physicians and staff regarding a comprehensive compliance program to audit and confirm the practice's following of state and national standards.

1. Which governmental agency should the administrator reference when designing a

compliance program?

A. Centers for Medicare & Medicaid Services (CMS)

B. Occupational Safety and Health Administration (OSHA)

C. U.S. Department of Health and Human Services (HHS) Office of Inspector General (OIG)

D. State Office of Inspector General (OIG)

2. The payments from the surgical group could be in violation of which statute? A. Sarbanes-Oxley Law B. Privacy Law C. Stark Law D. Affordable Care Law

3. To support the new program, which of the following should be included in the

written educational tool for the new practice's employees? Choose TWO.

A. Paid time off rules

B. Applicable regulations

C. Cash drawer reconciliation

D. Benefit eligibility verification

E. Practice safety standards



4. To support the new program, which of the following should be included in the written

educational tool for the new practice's employees?

A. Board of directors

B. Executive committee

C. Hourly employees

D. Everyone at the practice

USE THE FOLLOWING INFORMATION TO ANSWER QUESTIONS 5-8

An administrator of a medical practice is approached by the billing manager about one of

their employees. The manager explains to the administrator that the employee has been

unable to meet her published performance standards. The manager states that when the

employee was counseled last week about her lack of performance the employee broke down

in tears. The employee shared with the manager that she is suffering from depression and is

unable to focus due to problems in her personal life.

The manager explains to the administrator the employee managed to finish that workday

without incident but has called in sick every day for the past week. The manager is concerned

about the employee because a fellow employee received a disturbing text from the absent

employee. The manager shares with the administrator that they fear the absent employee

may be a victim of domestic violence.

The administrator and the manager consult their policies, and human resources and legal

experts, to determine the next course of action.



5. Which is considered a BEST practice in the initial conversation between the employee and manager in this scenario?

A. Manager brought the employee to tears B. Manager asked about employee's mental state C. Manager provided co-worker's performance D. Manager shared rating criteria

6. What benefit should the administrator consider when referring the employee? Full Credit Responses: Employee Assistance Program Employee Assistance EAP 7. Which documents should the employee in this scenario receive about their absences? Choose TWO. A. Employee Handbook B. Performance Standards C. Bereavement Policies D. Leave of Absence Policies E. Benefits Guide 8. Which type of support should be provided to this employee when they return to the medical practice? A. Retirement Planning B. Employee Assistance C. Performance Management D. Unemployment Services



USE THE FOLLOWING INFORMATION TO ANSWER QUESTIONS 9-11 The new administrator of a busy primary care practice recently became aware of

concerns about physician documentation and coding from the billing office staff. Despite the fact the practice has an electronic health record, the staff state that some documentation is inconsistent, with some physicians dictating their notes with others handwriting them. Timeliness of documentation is also a concern. The administrator ordered a billing and coding audit of the prior year's services through an outside auditing firm. Neither the physicians nor the practice's outside legal counsel were informed in advance of the intent to conduct such an audit. Once complete, the audit results were presented directly to the administrator. The audit revealed several areas of concern, noting one physician routinely overcoded new patient visits. The audit suggests this overcoding may result in the overbilling of Medicare by one hundred thousand dollars. Furthermore, the audit also suggests another physician in the practice undercoded most of his established visits. This impacts both commercial insurance and Medicare. Lost revenue from this undercoding is estimated at two hundred thousand dollars.

9. Which actions should the administrator take regarding the audit report? A. Call the practice's attorney B. Contact the OIG to ask for guidance C. Contact the audit company D. Meet with the physicians regarding coding 10. Which type of audit did the practice employ? A. Retrospective B. Concurrent C. Prospective D. Parallel 11. Which potential impacts were discovered during the audit? Choose TWO. A. Provider productivity is not accurately captured. B. The practice is susceptible to additional audits from government payers. C. The practice is due a bonus from the commercial payer. D. The billing staff require compliance training. E. Provider productivity will decrease after the audit



USE THE FOLLOWING INFORMATION TO ANSWER QUESTIONS 11-13 A multispecialty practice employs one full time radiology technologist. The incumbent technologist was recently hired and is still in the 90 day probationary period, having replaced a long term technologist who retired. The technologist performed above expectations in their initial weeks of employment, offering suggestions for work-flow improvement resulting in a 10% increase in imaging patients seen per day. Several weeks into their employment, the technologist alleges they were injured transferring a patient from the wheelchair to the x ray table. They claim injury to their arm, shoulder and back. The incident was witnessed by a temporary employee, who worked that day. The employee was placed on leave of absence for several weeks, and subsequently returned to the practice on light duty. Upon their return to light duty, the employee was able to perform the clerical aspects of the position, and was not able to perform radiology exams. The group's contracted mobile service filled the gaps in performing the x ray exams during this time. After ten weeks, the employee was cleared for full duty and returned to the responsibilities for which they were hired. However, they no longer display enthusiasm for the work and productivity has decreased. Coworkers complain that they are refusing to perform certain exams and the staff are frustrated working with this employee. As well, physicians are complaining about the quality of exams. 12. Which state or federal regulations apply to the incident in the scenario?

A. State worker's compensation regulations B. Fair Labor Standards Act C. State Unemployment Regulations D. Practice Standards for Radiologic Technologists

13. Which actions should the administrator take? Choose TWO. A. Review job requirements with employee B. Ask the employee if she needs more time on light duty C. Obtain feedback from the radiologist D. Monitor performance daily E. Consult the practice's attorney



14. Which is the BEST course of action by the administrator when dealing with the radiology tech? A. Re-instate the probationary period B. Place the employee back under worker's compensation policies C. Terminate the employee without further due process D. Enter the practice's disciplinary process




Question 1 c.

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Organizational Governance and Patient-Centered Care, Volume 4, 3rd edition, Published by MGMA. Page 53..

Question 2 c.

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Organizational Governance and Patient-Centered Care, Volume 4, 3rd edition, Published by MGMA. Page 47.

Question 3 b; e

Reference:


Question 4 d.

Reference:


Question 5 d.

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Human Resource Management, Volume 3, 3rd edition, Published by MGMA. Page 177-181.

Question 6 Short

Answer

Question 7 a; d

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Human Resource Management, Volume 3, 3rd edition, Published by MGMA. Page 96-99..

Question 8 b.

Book: Author: MGMA, Copyright Date: 2015, Title: Human Resource Management, Volume 3, 3rd edition, Published by MGMA. Page 51-52.

Question 9 a.

Reference: Book: Author: MGMA, Copyright Date: 2015, Title: Financial Management, Volume 2, 3rd edition, Published by MGMA. Page 211.




Question 10 a.

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Financial Management, Volume 2, 3rd edition, Published by MGMA. Page 212

Question 11 a; b

Question 12 a.

Reference:

Book: Author: MGMA, Copyright Date: 2015, Title: Human Resource Management, Volume 3, 3rd edition, Published by MGMA. Page 150.

Question 13 a; d

Question 14 d.

Tab - Resource



Resources ACMPE Knowledge Assessment, is an online self-scored, objective 175 multiple-choice question evaluation of your strengths and areas for further development within the six domains defined in the Body of Knowledge for Medical Practice Management, 3rd Edition. � Questions are linked to resources that can be used for further study. � The assessment can be taken more than once to track your knowledge

development. ¾ This is offered digitally, only.

The Body of Knowledge (BOK) for Medical Practice Management serves as a repository of industry knowledge, a guide to practice management, an assessment of competency and a learning tool

¾ This is offered digitally or in hardcopy versions. The ACMPE Certification Exam Workbook gives you everything you need to confidently approach your exam, the workbook provides you with: � A systematic, guided and interactive approach � A review of all aspects of medical practice management � A hybrid learning approach that combines the characteristics of content review

and assessment � A lighter overview and treatment of the content than a

textbook � An interactive approach to guide you through assessments, practice questions

and detailed answers � Robust treatment of sample questions with answers and rationale for the exams.

¾ To access, purchase your hardcopy or digital version today. ACMPE Online Communities: Join the ACMPE communities by visiting your MGMA Member Community and search under all communities. � ACMPE Board Certification Network � American College of Medical Practice Executives

ACMPE Study Groups � 2017 ACMPE Board Certification Study Group Series - On Demand

¾ To access, purchase the FREE series from the store. � Tennessee ACMPE Study Group

¾ To access, search in all MGMA Member Communities

Tab -

Last Nam

eFirst N

ame

CredentialsTitle

Company

CityState

FTE

BaggottJennifer

CAAMA

Administrator

14th Medical G

roupColum

busM

S10

BalserN

icoleSr. Practice M

anagerTM

CON

ETucson

AZ40

BoydKira

Practice Administrator

AlgoneW

asillaAK

12

BusciettaJeanne


Arbor Family M

edicine PCThornton

CO9

CallighanCherise

MBA

Director, G

ME O

perationsSCL H

ealth Saint Joseph Hospital

ElizabethCO

5000

CavazosCordero

Front Office M

anagerPhoenix H

eart PLLCG

lendaleAZ

14

ChehadeN

abilM

DSVP Population H

ealthThe M

etroHealth System

ClevelandO

H500

ChopinD

eborahN

ew O

rleansLA

500

ClarkCrystal

MBA

Chief Operating O

fficerBlanchard Valley M

edical Associates IncFindlay

OH

17

Cloward

Heather

Operations D

irectorM

elissa Mem

orial Hospital

Holyoke

CO2

CondraKaitlynn

MH

AG

roup Practice Manager

366 Medical G

roupBoise

ID20

CrottyCasey

Chief Executive Officer

San Juan IPA IncFarm

ingtonN

M300

CunninghamJean


St Joseph Hospital

Denver

CO5000

Davidson

Michele


North Coast O

phthalmology

EurekaCA

3

Davis

RhondaAssistant Controller

Optim

Orthopedics LLC

SavannahG

A180

Delgado

Maria


Tri-Valley Orthopedic Specialists Inc

PleasantonCA

7

Diaz

ChristianPractice M

anager-SpecialtyM

CH Procare

Odessa

TX125

Dorvil

LynnSr M

edical Practice Manager FSU

Senior H

ealthCollege of M

edicineTallahassee

FL6

EddinsJoann

CASCAm

bulatory Care Services Director

Madison M

emorial H

ospitalRexburg

ID15

EllithorpeTalon

Practice Manager

Tustin Longevity CenterTustin

CA5

FarrCassie


Kenneth E. Goolsby M

D &

Associates, PCFlow

ery BranchG

A3

FisherChad

JDD

epartment Adm

inistratorM

arshall Orthopaedics

Huntington

WV

19

ForbushCharlie

Uintah Basin H

ealthcareRoosevelt

UT

30

FortinLisa

Practice Transformation M

anagerCleveland Clinic Independence

IndependenceO

H0

FrithsenM

ichaelD

epartment Adm

inistratorBanner U

niversity Medical G

roupTucson

AZ34

FryTracy

RN M

BAChief Am

bulatory Officer

Univ of Texas Physicians

Houston

TX1500

FuquaAngela

MPA M

T(ASCP)Adm

inistratorKW

B Pathology AssociatesTallahassee

FL13

Goulette

Linmarie

Medical Practice Adm

inistratorKennebec Behavioral H

ealthW

atervilleM

E5

Graves Edw

ardsRita


Cape Fear Center for Digestive D

iseasesFayetteville

NC

7

Graves-Edw

ardRita


MG

MA BestPrice

FayettevilleN

C

Ham

ilton-Mullin

ErinJD

MH

AAcadem

ic Program M

anagerJohns H

opkins All Childrens Hospital

St PetersburgFL

166

Last Nam

eFirst N

ame

CredentialsTitle

Company

CityState

FTE

Hayter

RaleighM

HA

Tri City Orthopaedic Surgery M

edical Grp

IncKennew

ickW

A10

JacksonSteve

Director

Spectrum H

ealthcare PartnersScarborough

ME

260

JenkinsAllie

MH

SA, RHIA

Contracting & Credentialing M

anagerM

idwest O

rthopaedics at RushW

estchesterIL

350

JonesBeatrice

Lees Summ

itM

O800

Kimm

elM

elonyAdm

inistratorParagon O

rthopedic CenterG

rants PassO

R6

KiracofeJason

Ochsner H

ealth SystemN

ew O

rleansLA

612

KirklandAm

andaD

irectorQ

uorum H

ealth ResourcesColum

biaSC

0

KousaganN

ickD

irector, Ochsner for Children

Ochsner Clinic Foundation

New

Orleans

LA1000

Krzyzanowski

Deborah


Cedar Park Wom

ens CenterCedar Park

TX2

LangsterH

ollyExecutive D

irector of Clinical Operations

Myelom

a Institute For Research and TherapyLittle Rock

AR14

LeichtJonathan

Senior Practice Manager

Tucson Medical Center

TucsonAZ

40

LopezD

eniseD

irector of FinanceTexas Tech U

niv Health Sciences Ctr - Rural

Health

LubbockTX

0

Markew

iczLeah

Lawrenceburg

IN8

Martinez

BrendaD

irector of Operations

Robert Wood Johnson U

niv Hospital -

Ham

iltonH

amilton

NJ

200

McCorm

ickKelly

Practice Manger

Arizona Anesthesia SolutionsPhoenix

AZ0

McG

uireTrever

MBA

Associate Director

University of U

tahSLC

UT

24

McLaughlin

Jeffery ScottRN

BSN M

HA

RN Practice M

anagerConcertohealth

Allen ParkM

I13

Nash

PaulaPractice M

anagerCom

prehensive Rehabilitation & Pain

SpecialistsElizabeth City

NC

4

Nophlin

AnapaStudent

Hinesville

GA

24

Oldham

ColleenM

SN, RN

, FACHE

Sr. Director, Advisory Services

Vizient IncSum

merfield

NC

0

PoulinN

orman

Physician Practice Manager

St. Mary's Center For Fam

ily Medicine At

Mollison

Lewiston

ME

73

PriceEugenia

Office M

anagerU

niv of Tennessee Methodist Physicians

Mem

phisTN

15

ReigleTam

my

Vice President Clinic ServicesBoone County H

ealth CenterAlbion

NE

13

ReneRobin

Practice Manager

Mercy Cardiology

Durango

CO5

RigdonM

athewPractice Adm

inistratorCape G

irardeau Surgical Clinic IncCape G

irardeauM

O9

RileyEve

Chief Operating O

fficerO

regon Medical G

roupEugene

OR

60

Last Nam

eFirst N

ame

CredentialsTitle

Company

CityState

FTE

Robben-Weber

SandraCM

M H

ITCM-PP


Colorado Springs Pulmonary Consultants PC

Colorado SpringsCO

8

RobinsonSherri

Regional Practice Manager

First Physicians Group

SarasotaFL

124

RogersBradford

Vice President - Operations

Lexington Medical Center

West Colum

biaSC

350

RosenbaumAnn


Southeastern Endocrine and Diabetes, PC

AlpharettaG

A7

SaenzD

ianaRN

, BSNSenior Clinic M

anagerM

ountain Family H

ealth CentersG

lenwood Springs

CO14

SandersAshley

Manager of O

perationsU

niv. of Arkansas for Medical Sciences

Little RockAR

50

SeitzElizabeth

Columbus

MS

15

Shuman

LaurenCO

ON

ew M

exico Bone & Joint Institute

Alamogordo

NM

8

Smith

CharlotteAssistant Adm

inistratorD

epartment of Surgery

TucsonAZ

34

Smith

Michelle

Vice PresidentPenn H

ighlandsD

uboisPA

100

Smutylo

Amy

NP

Vice President of Operations

Central Ohio G

eriatricsG

ranvilleO

H14

SnowN

icoleCincinnati Childrens H

ospital Medical Center

CincinnatiO

H872

SteffenM

arkChief Adm

inistrative Officer

Eisenhower M

edical CenterRancho M

irageCA

500

SuttonKelly

Administrative D

irector Physician Practices

Van Wert County H

ospitalVan W

ertO

H13

TaylorM

aryO

ffice Manager

Rogue River Family Practice Clinic

Rogue RiverO

R2

TennesonArianne

CFON

ew M

exico Bone & Joint Institute

Alamogordo

NM

35

Thomas

JeffreySouthw

est CARE CenterSanta Fe

NM

17

TingAndrew

MD

, MPH

Director of O

perationsM

iddleton Family M

edicine Urgent Care LLC

Middleton

MA

5

TocaVlad

Senior Operations M

anagerAdventist H

ealthSaint H

elenaCA

80

Wade

Dana

BridgeportCT

1

Weatherington

VincentM

DPediatric Associates of Fairfield

FairfieldO

H15

William

sClaudia

MPA

New

YorkN

Y100

YoungValarie

Director of Surgical and Specialty Clinics

Ozarks M

edical CenterW

est PlainsM

O100

Tab - Presentation

MGMA 2017 AN NUAL CONFERENCEOCT. 8 -11 | ANAH E IM, CA

Gaining Board Certification through ACMPE:

Getting StartedTracy Bird,

FACMPE, CPC, CPMA, CEMCMedical Practice Advisors LLC , Spring Hill,

KS

a a a a a a a

Deborah M. Hudson, FACMPE

State Volunteer Mutual Insurance Company, Church Hill, TN

Learning Objectives � a b a a b a a a

� b a a -ba a

� a a a

Agenda� Requirements to Apply� Requirements to complete

o Continuing Education Requirementso Multiple Choice Exam o Scenario-based Exam

� Domain Overview Jumpstart� Exam Sample Game� Questions

Why

• a a a a

• a a

a a a a

Skill set achieved after completing Board eligibility

through ACMPE:

• a a a a

a a a a a a - a

a a a a

• a a a a a a a

Skill set to apply for Board eligibility

Skill set achieved after completing Board eligibility through ACMPE:

• a a a a a a a

ab a a a -

a a a a a

• a a a a

a a a a a a a

CURRENT PROGRAM CRITERIA‐ ENDS DEC. 31, 2018

■ a a a a a a

a ■ a

b■ a a - a a

1.1. 2.2. 3.3. a a a

■ a a -

a■ a

a a -ba a■ a

a

■ b

a■ a a

b

Current Program Criteria- Ends Dec. 31, 2018

ENHANCED PROGRAM CRITERIA — BEGINS JAN. 1, 2019

Experienced Professional Pathway

■ a a a a

■ a a ba

■ a b

■ a a - a a

1.1. 2.2. 3.3. a a a

■ a - a

■ a a -ba a■ a

a -

- - a -

- a a

■ b

a■ a a

b

a T a a a a b

a T a a a a b

ENHANCED PROGRAM CRITERIA —BEGINS JAN. 1, 2019

Experienced Professional Pathway

ENHANCED PROGRAM CRITERIA —BEGINS JAN. 1, 2019

Early Careerist/ Student Professional

■ a b

■ a a - a a

1.1. 3.3. 4.4. a a a

■ a a ba

■ b a a a a

■ a a a -ba a

■ a a -

- - a - -a

a

■ b

a■ a a

b

a T a

a a a b

a T a

a a a b

2.2. a b

■ a a -

a

a b

a b

� a a a -

� a a a a -

� a a a -

� a a a a -

� a - a -

� a a a a -

What’s on the exams?

a a a a

Foundation for the ACMPE certification program

Inventory of job competencies

Comprehensive job description for medical practice executives

Valuable resource for professional development and practice improvement

Domain Breakouts

The Exam Administration

Computerized exams� a a

� a a

� a ab a a

� -

- -

a

Purpose• T a a

a a a a a

• b a

Process• - -

• a

• a

SCENARIO‐BASED EXAM

Purpose• b a

- a

• -

Process•

• - - a - �

� -

�

� a a

Exam Game

Questions

Continuing Education

a a a

a a a a a a a ab b a

2017 Resources

• Exam Workbook 4th ed.: Available in e‐book and hard copy format online.

• Body of Knowledge Review Series: Available in e‐book and hard copy format online.

• ACMPE Online Community

• Knowledge Assessment 3rd ed.: Available online. Questions are linked to resources that can be used for further study. The assessment can be taken more than once to track your knowledge development.

• The Body of Knowledge web portal (www.mgma.org/bok) hosts a number of free, online resources related to the knowledge domains.

• Body of Knowledge brochure: Available online

Speaker Contact Information

Tracy Bird, FACMPE, CPC, CPMA, [email protected] M. Hudson, [email protected] Nikki [email protected]

Tab - Notes



Notes



Notes

Documents

PRE105 Workshop: Gaining Board CertiÀcation … Resources...PRE105 Workshop: Gaining Board CertiÀcation Through ACMPE: Getting Started Sunday, October 8, 2017. ... MGMA Physician