KHN-NPR’s ‘Bill of the Month’ at 5: A Treasury of Solutions for Confounding Medical Bills

In 2022, readers shared more than 1,000 personal stories of medical billing problems, contributing one patient at a time to an ongoing portrait of the rippling financial consequences of becoming sick or injured in the United States.

Many of the submissions received during the fifth year of KHN-NPR’s “Bill of the Month” investigative series conveyed the same message: I want to tell my story so what happened to me won’t happen to anyone else.

The stories told this year illuminated some of the major financial decisions American patients are pressed to make in their most vulnerable moments. We met Peggy Dula of Illinois, whose experience illustrated the financial risk patients accept when they get into an ambulance, even one from a local fire department. Sean Deines of North Carolina, who received a $489,000 air ambulance bill, offered a case from before the new federal law took effect last January banning surprise bills, including air ambulance rides. It also demonstrated how insurers can still stick patients with such a bill if they determine the services weren’t “medically necessary.”

The coverage revealed the measures some take to avoid a big medical bill, like the Fierro family of Arizona, who drove their son to Mexico to treat a dislocated shoulder after racking up big bills from an American hospital for other emergencies.

Our stories from 2022 are collected here, rounding out another year of this important project pursued by a nationwide reporting team since February 2018. Give this year’s stories a read and a listen, and you’ll learn more about how to protect yourself and your loved ones from a big, unexpected, or downright wrong bill.

Click on the people below to hear their stories.

Bill of the Month is a crowdsourced investigation by KHN and NPR that dissects and explains medical bills. Do you have an interesting medical bill you want to share with us? Tell us about it!

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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Centene, Under Siege in America, Moved Into Britain’s National Health Service

LONDON — In the final days of 2020, the U.S. health insurer Centene made a swift incursion into Britain’s prized National Health Service, one of the world’s largest employers.

A Centene subsidiary, Operose Health, took over nearly three dozen medical practices in London — gateways for NHS care — in a deal worth tens of millions of dollars. The subsidiary became the largest private supplier of general practice services in the United Kingdom, with 67 practices accounting for 570,000 patients.

A local health commission, records show, signed off after a nine-minute review in a virtual hearing held the week before Christmas. Centene was not mentioned. Not a question was asked. It was the time of year — amid pandemic restraints — when official business in London gave way to fizzy cocktails and quiet glad tidings.

Within weeks, the acquisition set off alarms for Louise Irvine, an NHS doctor, who called it “privatization of the NHS by stealth.” Irvine, other practitioners, and residents supported a crowdfunded legal challenge to the takeover of AT Medics Holdings, the U.K. primary care company under contract to the NHS.

Centene is the largest privately managed care provider in the U.S. that offers government-sponsored insurance, such as Medicaid and Affordable Care Act plans, as well as health care to seniors, prisoners, military members, and veterans. Britons who protested its expansion saw a for-profit outsider with ambitions that could weaken the NHS. They worried Centene would decide on staffing to suit its bottom line. NHS contracts with doctors at set rates, and assistants are paid less; critics questioned whether the Centene deal would reduce more highly trained staff.

Then there was this: The corporation faced legal problems and had paid fines, since 2013, over noncompliance with state or federal Medicaid contracts or rules. By mid-2021, as its legal battle intensified in London, Centene was grappling with allegations of overbilling Medicaid for pharmacy services. It has since paid about $657 million to settle the accusations of 15 states. It faces investor lawsuits as well as overbilling allegations from several more states. Centene, based in Missouri, has denied wrongdoing.

Centene’s “suitability” for doing business with the NHS was not discussed in the virtual hearing. And because of technical limitations, members of the public could review the decision only through an audio recording, released online a day later.

“It was covid time,” Irvine, now retired, said with some frustration about the public meeting. “We believe NHS should be a public service, and it is being gradually eroded.”

Centene did not respond to requests to discuss its U.K. strategy. By July 2021, Centene’s interests also acquired Circle Health Group, a private health care group based in London with 50 hospitals.

Earlier this year, a judge ruled that the 2020 public meeting was conducted lawfully. The judge questioned the relevance of raising Centene’s liabilities; she noted the American company’s counsel had documented that its “financial position was strong” and that the insurer “continues to operate successfully in the U.S. health care market.”

Advocates for market-based efficiencies, including former NHS chiefs who were hired by Centene-related businesses, portray the managed-care titan as a change agent that can innovate and trim costs.

In October, an NHS care commission declined to renew a Centene contract for Hanley Primary Care Center in north London, which was part of the 2020 deal. The clinic was left with too few doctors, the Islington Tribune reported, and patient appointments had dropped by 270 a week, representing a “huge hole” in care since the acquisition. The NHS’ decision followed a BBC report in June about Operose staffing, in which clinic employees said the practice was short eight doctors and that less qualified workers, called physician associates, filled the gaps.

Operose spokesperson Stephen Webb, in an email, said the Hanley practice “is currently rated as ‘Good’ by the national regulator” and the contract would be reviewed next year. On its website, Operose calls the BBC report “sensational.” It adds that “we have a strong track record of performance, recruitment and investment in our staff and services.”

The Hanley decision is a small validation for Irvine and others who warned that efficiencies would degrade the quality of care.

“The whole ethos of the American system, well, it is fundamentally different than how we view care in the U.K.,” Irvine said. “Our values are free and accessible health care for all.”

Cultivating Ties in Government

Centene was eyeing the British health system in winter 2011, when it hosted health advisers from across Europe to tour its facilities in Spain’s seaside region of Valencia.

In March 2011, and again in 2015, representatives from Centene’s subsidiary Ribera Salud promoted its “pioneering approach” to caregiving at hospitals and treatment centers through a public-private partnership, according to an NHS advisory report.

Like Britain, Spain faces an aging population. The subsidiary promised a model for “efficient and effective healthcare” for patients who are government-supported or pay out-of-pocket. The government paid the provider a flat rate per patient each year, and Ribera Salud operated the sites and managed staff.

The approach intrigued British politicians and advisers, conservatives as well as liberals, eager to manage health care costs by encouraging competition.

Centene cultivated its image and relationships, launching the subsidiary Centene UK in 2016. Within months, it was hiring NHS administrators for its executive ranks. Among the highest-profile recruits: Samantha Jones, a nurse and the NHS England director of “new care models,” who had championed Centene’s work in Spain.

By 2019, Jones was named CEO of Centene UK. In 2021, she left to work for Prime Minister Boris Johnson as “an expert adviser for NHS transformation and social care.”

As Johnson’s premiership came under pressure, Jones was named chief of operations at No. 10 Downing St. She left when he resigned in July.

By then, Centene had a substantial U.K. foothold and other former NHS administrators had joined its top ranks. Contacted through LinkedIn, Jones said she was “not available to do any interviews.”

For consumers intent on preserving Britain’s national health care — or just understanding who owns what and where — Centene is difficult to track. It’s the same in the U.S., where the company has more than 300 subsidiaries. Names there typically lean into local iconography such as Peach State Health Plan of Georgia and Buckeye Community Health Plan of Ohio — with no mention of Centene.

In England, Jenny Shepherd, 72, has written about Centene and its subsidiaries for years. She set up a hyperlocal news site in 2012 to track public services amid government budget restraints. She soon focused on NHS. When Centene’s operations in Spain were being floated as a model for reform, Shepherd saw little coverage of it. “Journalism was lacking,” she said.

Shepherd scours regulatory filings for her posts, published under “NHS Matters.” Over years, she has documented a flowchart of sorts of Centene’s businesses. She said the company routinely recasts its corporate profile. From 2016 to 2018 alone, subsidiary names, addresses, and company directors changed often, she noted.

In 2018, Centene UK was listed as controlled by a Centene subsidiary, MH Services International Holdings. In November 2019, according to regulatory filings, Centene UK formally changed its name to Operose Health.

The practices acquired in 2020, however, were still identified in March 2021 as part of AT Medics Holdings. That filing, in U.K. government records, lists Operose Health as a board member.

Centene’s stake in Circle Health was laid out in December 2021 regulatory filings. Circle Health’s parent company in the U.K. is MH Services International (UK) Ltd., “with the ultimate parent being Centene Corporation,” records show.

Centene aims to wring profit from government-guaranteed payments, Shepherd said: “The English NHS is as big as the Chinese army, and it was clear that the Americans wanted to get their hands on it.”

Such guarantees have diminished, however, as health care costs have increased. The pandemic has propelled a two-year backlog for some treatments. For the first time in history, NHS nurses in England, Wales, and Northern Ireland went on strike in December, largely over pay. Ambulance drivers and paramedics in England and Wales followed suit. Military personnel were readied to take over some services.

‘Closer to the American Model’

The rise of for-profit providers within the British NHS has sparked incendiary debates, with brute questions about costs and motives. How much is spent on patients? How much is spent on services? And could market forces plow the national health landscape into a tiered system of care?

“We are seeing a shift in care access and waiting times, and a big rise in the number of people moving toward a private system,” said Chris Thomas, principal health fellow at the Institute for Public Policy Research think tank in London. “Britain already has the largest number of private patients in the G-7, and that brings us closer to the American model.”

Centene has been welcomed by some as a way “to ease burdens within a chronically overworked NHS,” Thomas said. “But it doesn’t seem optimal to have a corporation — a for-profit organization — coming in.”

Centene has seen limits to government guarantees, particularly in Spain.

Even as British health advisers visited Ribera Salud in 2011, the Spanish press was documenting financial missteps in the venture. Fees per patient, meant to cover access to universal care, had to be renegotiated. Directors and administrators moved between public-sector jobs and Ribera through what appeared to be an unchecked revolving door.

Anne Stafford, a finance professor at University of Manchester, examined the numbers behind the Ribera model. The rhetoric of savings never matched reality, she said, with no clear comparison offered of labor costs, financing, wage demand, and patient ratios between Spain and Britain.

Debates over how best to deliver care often lack rigor and consistency, she added. “People say they love their NHS, but they have no concept of how it is funded or how it operates,” she said. “That allows people with an agenda to get into the market.”

British politicians have seen health care as ripe for privatization since the late 1990s, she said, but “there is very little proper accountability” for whether “the private sector, in fact, is delivering value for money.”

NHS advisers also have questioned whether the two systems could be effectively compared: Invented after World War II, the NHS was so celebrated that in 2012 doctors and nurses marched in the opening ceremony of the London Olympics. Spain’s national health care emerged in the 1980s, after the death of dictator Gen. Francisco Franco, and it struggled with costs within its first decade. The Centene model in Valencia, reliant on bank financing, was implemented in 1999.

The report found differences in size and staffing of facilities as well as how care systems were integrated. Measuring possible cost savings was difficult and, the report said, “there are risks that these benefits may be hard to replicate.”

By December 2021, it was clear that Centene no longer regarded its Ribera operations as a moneymaker. It announced it would divest “non-core assets” to improve its profit margin.

Centene executives pointed investors to two international assets: Circle Health and Ribera.

Within months, the Spanish subsidiary was sold for an undisclosed figure, bundled with other health and diagnostic groups, to Vivalto Santé, the third-largest private hospital company in France. The acquisition was completed in November.

Centene, in a statement, described its excising of Ribera, with 10 hospitals, 1,650 beds, and 71 primary care and outpatient clinics, as a “significant milestone in our value creation plan.”

For now, it’s steaming ahead with its Circle Health venture. Its 1,900 beds delivered two-thirds of more than $2 billion in annual revenue, according to investor guidance in December 2021. It’s now the largest private hospital care provider in England.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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From Her View in Knoxville, the Health System Is ‘Not Designed for Poor People’

“I don’t buy a lot of food. Just plain and simple.” 

Monica Reed

Monica Reed, 60, Knoxville, Tenn. 

Approximate Medical Debt: $10,000 

Medical Issue: Cancer 

What Happened: Monica Reed considers herself luckier than most. Born in Knoxville and raised by a single mother, Reed became the first in her family to own a home, a small house built after the city demolished The Bottom, a once thriving Black neighborhood that was systematically wiped out in a midcentury urban renewal campaign. For the past 15 years, Reed has worked for a faith-based nonprofit that assists low-income residents of Knoxville. 

“It hasn’t always been easy,” Reed said. She raised her son by herself. And though she’s always worked, her modest salary made saving difficult. “I just tried to live a frugal kind of life,” she said. “And by the grace of God, I didn’t become homeless.” 

She couldn’t escape medical debt, though. Diagnosed with cancer five years ago, Reed underwent surgery and chemotherapy. Although she had health insurance through work, she was left with close to $10,000 in medical bills she couldn’t pay.

What’s Broken: In and around Knoxville, residents of predominantly Black neighborhoods are more than twice as likely as those in largely white neighborhoods to owe money for medical bills, Urban Institute credit bureau data shows. That is one of the widest racial disparities in the country. 

Health care debt in the U.S. now affects more than 100 million people, according to a nationwide KFF poll conducted for this project. The toll has been especially high on Black communities: Fifty-six percent of Black adults owe money for a medical or dental bill, compared with 37% of white adults. 

The explanation for that startling disparity is deeply rooted. Decades of discrimination in housing, employment, and health care blocked generations of Black families from building wealth — savings and assets that are increasingly critical to accessing America’s high-priced medical system. 

Against that backdrop, patients suffer. People with debt avoid seeking care and become sicker with treatable chronic conditions like diabetes or multiple sclerosis. Worse still, hospitals and doctors sometimes won’t see patients with medical debt — even those in the middle of treatment. 

Nationwide, Black adults who have had health care debt are twice as likely as white adults with such debt to say they’ve been denied care because they owe money, the KFF poll found. Many Black Americans also ration their care out of fear of cost. 

If Black patients go into debt, they face yet another challenge: a medical debt collection industry that targets Black debtors more aggressively than their white counterparts, particularly for smaller debts. 

What’s Left: Reed has been pursued by debt collectors and even taken to court. That has forced Reed to make difficult choices. “There’s always a sacrifice,” she said. “You just do without some things to pay for other things.” 

Reed said she cut back on trips to the grocery store: “I don’t buy a lot of food. Just plain and simple.” 

She has adjusted, she said. “You just do what you have to do.” What angers Reed, though, is how she’s been treated by the cancer center where she goes for periodic checkups to make sure the cancer remains in remission. When she recently tried to make an appointment, a financial counselor told her she couldn’t schedule it until she made a plan to pay her bills. 

“I was so upset, I didn’t even find out how much I owed,” Reed said. “I mean, I wasn’t calling about a little toothache. This is something that affects someone’s life.” 

Reed said she tries to stay upbeat. “I don’t sweat the small stuff,” she said. “What am I going to do against this hospital?” 

But, she said, she has realized one thing about the nation’s health care system: “It’s not designed for poor people.” 

About This Project

“Diagnosis: Debt” is a reporting partnership between KHN and NPR exploring the scale, impact, and causes of medical debt in America.

The series draws on the “KFF Health Care Debt Survey,” a poll designed and analyzed by public opinion researchers at KFF in collaboration with KHN journalists and editors. The survey was conducted Feb. 25 through March 20, 2022, online and via telephone, in English and Spanish, among a nationally representative sample of 2,375 U.S. adults, including 1,292 adults with current health care debt and 382 adults who had health care debt in the past five years. The margin of sampling error is plus or minus 3 percentage points for the full sample and 3 percentage points for those with current debt. For results based on subgroups, the margin of sampling error may be higher.

Additional research was conducted by the Urban Institute, which analyzed credit bureau and other demographic data on poverty, race, and health status to explore where medical debt is concentrated in the U.S. and what factors are associated with high debt levels.

The JPMorgan Chase Institute analyzed records from a sampling of Chase credit card holders to look at how customers’ balances may be affected by major medical expenses.

Reporters from KHN and NPR also conducted hundreds of interviews with patients across the country; spoke with physicians, health industry leaders, consumer advocates, debt lawyers, and researchers; and reviewed scores of studies and surveys about medical debt.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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A Montana Addiction Clinic Wants to Motivate People With Rewards. Then Came a Medicaid Fraud Probe.

A Montana addiction clinic’s plan to give people with substance use disorders as much as $1,966.50 in gift cards and vouchers to follow its treatment program is raising questions about the use of financial incentives with patients.

The tug of war over the effective but largely unregulated tool is playing out in the northwestern Montana town of Kalispell, where a local government grant is financing rewards for people who stick with treatment provided by the outpatient clinic Oxytocin.

Such incentives have gained momentum among individual health clinics and states in recent years. Since 2021, California, Washington, and Wisconsin have started incentive-based programs. Some private clinics offer their own rewards, such as giving clients gift cards for successfully passing a drug test.

In Montana, where Republican Gov. Greg Gianforte has made expanding behavioral health care a priority, a state pilot program offers prizes to people with addictions who stay off drugs. Oxytocin’s program, while funded by a government grant, is separate from the pilot program.

The allowable value of prizes that go to beneficiaries of federal health programs, like Medicaid, is a legal gray area, so totals vary from one program to the next.

The federal government doesn’t have a rule limiting the size of financial awards or guidelines detailing best practices, said Richard Rawson, professor emeritus in the Department of Psychiatry and Biobehavioral Sciences at UCLA.

“People don’t know where to look to understand this method, so states and providers make it up as they go along,” said Rawson, who has studied such incentives for about 20 years.

In June, Montana’s Flathead County awarded the Kalispell clinic, Oxytocin, a $500,000 grant funded by state alcohol tax revenue. Of that money, $300,000 was earmarked for incentives for participants to attend treatment, according to the clinic’s proposal. It proposed that over a 20-week treatment course, participants could earn as much as $1,966.50 in either gift cards or vouchers.

In Oxytocin’s program, a client has multiple chances each week to earn an incentive by passing urine tests and attending treatment. The dollar amount increases with consecutive successes.

The county chose Oxytocin from among four clinics that applied for the substance use treatment funding. By November, at least one complaint had been filed with state agencies accusing Oxytocin of committing Medicaid fraud by paying its clients — most of whom are Medicaid recipients — that high of a reward to attend treatment.

Oxytocin clinical director Pamela Liccardi declined requests to be interviewed but said in an email that the business had done nothing wrong. “There is a reason the community stands behind us and it is not because we do fraudulent things,” she wrote.

Research shows that motivational incentives, called contingency management, can reduce the number of days someone takes illicit stimulants, such as methamphetamines, and can promote abstaining from other substances, such as opiates, by reinforcing healthy behavior with prizes, privileges, or cash.

“We know people are dying from methamphetamine now,” said Michael McDonell, a community and behavioral health professor at Washington State University, who has helped states create incentive programs. “Contingency management is the only evidence-based intervention for methamphetamine use disorder. It’s the only intervention that’s shown consistently to be impactful.”

But clinicians are wary of running afoul of a 1972 federal anti-kickback statute that prohibits offering something of value to a federal beneficiary, such as a Medicaid recipient, to induce them to select a particular provider.

There are “safe harbors” meant to protect certain programs that are unlikely to lead to corruption. But a February legal advisory opinion from the U.S. Department of Health and Human Services’ Office of Inspector General said those exceptions don’t include incentives aimed at beneficiaries. Federal officials have long been concerned that those types of offers could lead to fraud and abuse.

“Programs that involve giving remuneration to beneficiaries can corrupt medical care decision-making, which could result in overutilization, increased costs, steering to particular providers or suppliers, or inappropriate medical choices,” the advisory opinion says.

Whether programs that offer incentives to beneficiaries of federal health programs violate the anti-kickback law is decided on a case-by-case basis, the inspector general’s office wrote. Among the factors is the value of the incentives, says the advisory opinion, without setting a specific benchmark.

Rawson and other researchers said most providers consider a total of $75 per client a year to be safe, based on a 2016 statement from the inspector general’s office on inexpensive gifts to beneficiaries.

However, Rawson said research indicates that amount is likely too low to work well as an incentive. Another annual limit that programs encounter is $600 per client, the threshold for reporting taxable income to the IRS. Exceeding that amount could cause beneficiaries to exceed Medicaid income limits, which could lead to loss of coverage.

Last year, Montana officials began a pilot program that expands stimulant use disorder treatments and includes incentives.

Tammera Nauts, with the Montana Primary Care Association, said the state was careful to avoid raising any red flags for the federal government in the rules it set for the state program. For example, participating clinics can’t give patients prizes to participate in treatment the federal government covers, such as therapy sessions. State pilot sites’ incentives also can’t go over $315 total per beneficiary a year — a cap Montana was allowed through a Centers for Medicare & Medicaid Services waiver.

Providers may offer their own rewards program without going through the state, and Nauts said Oxytocin is not one of the pilot sites tethered to Montana’s program.

KHN obtained a copy of a complaint filed against Oxytocin. In addition to the allegations of Medicaid fraud, it accuses Oxytocin of having several providers who offer services outside of their area of expertise or without a license. The document KHN received did not include the name of the person who filed the complaint, and state officials declined to provide details.

The complaint was filed with the state’s Department of Public Health and Human Services and Department of Justice. Health department spokesperson Jon Ebelt said it would be premature to comment on the case before the review is complete. Department of Justice spokesperson Emilee Cantrell said the agency’s Medicaid fraud unit was working with the health department but said she couldn’t provide details because an active complaint is considered confidential criminal justice information.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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Abrumados por los costos, hospitales crean sus propias agencias de enfermería

Como muchas enfermeras en estos días, Alex Scala recibió un gran aumento de sueldo cuando cambió de trabajo hace poco.

Scala también recibió una bienvenida combinación de turnos cuando se unió a Allegheny Health Network, con sede en Pittsburgh, un nuevo equipo que trabaja en varias unidades dentro de los 14 hospitales del sistema.

Después de trabajar como personal de planta en otra instalación, Scala, de 31 años, ahora viaja a diario desde su casa en Butler, Pennsylvania, a los hospitales del sistema en el oeste del estado. “Puedo conocer gente nueva, aprender nuevos procedimientos, cómo los hospitales hacen cosas diferentes”, dijo Scala.

Cada vez más sistemas hospitalarios, como Allegheny Health Network, están creando equipos internos de personal para hacer frente a la escasez de enfermeras provocada por la pandemia, y para tratar de vencer a las agencias privadas de personal temporal con sus propias armas.

Dependiendo del sistema, las enfermeras pueden trabajar una o varias semanas en un hospital y luego hacer un turno similar en otra instalación. Algunos incluso trabajan en turnos autoprogramados en varios lugares, a diferencia de las enfermeras regulares, que normalmente trabajan en una sola unidad médica dentro de un solo hospital.

Estos trabajadores difieren de las enfermeras “itinerantes” tradicionales, que rotan de unidad a unidad según sea necesario dentro de un solo hospital.

El objetivo de los equipos internos es ofrecer suficiente salario y flexibilidad para atraer enfermeras, y reducir la gran dependencia de los sistemas de enfermeras registradas más costosos de agencias externas.

A nivel nacional, estos gastos de mano de obra por contrato son casi un 500% más altos que antes de la pandemia, según un informe encargado a una consultora por la Asociación Estadounidense de Hospitales.

La misma consultora, Kaufman Hall, estimó recientemente que ese gasto está empujando a muchos hospitales a números rojos para 2022, aunque algunos sistemas han obtenido ganancias durante la pandemia.

Los miembros de las nuevas unidades de personal suelen ser solo una pequeña fracción de la fuerza laboral de un sistema hospitalario. Y este tipo de equipos probablemente no serían factibles en instalaciones pequeñas o rurales.

Pero los funcionarios del hospital dijeron que las agencias internas de personal crecerán a medida que enfermeras y otros trabajadores, como terapeutas respiratorios y técnicos quirúrgicos, busquen acuerdos de trabajo más flexibles.

“Hay un gran cambio en la evolución de la atención médica al crear más personal que pueda moverse”, dijo Daniel Hudson, vicepresidente de administración y operaciones de enfermería de Jefferson Health, con sede en Philadelphia, que creó una nueva unidad de personal que ahora tiene 35 trabajadores a tiempo completo.

Aunque ha habido escasez de enfermeras por años, la demanda por covid y el agotamiento de las enfermeras agravó el problema. Algunas renunciaron, se jubilaron o buscaron trabajo en agencias de atención domiciliaria, centros de cirugía ambulatoria y consultorios.

Muchas enfermeras abandonaron la fuerza laboral, incluidas las recién capacitadas, dijo Beth Ann Swan, decana asociada de la Escuela de Enfermería Nell Hodgson Woodruff de la Universidad de Emory en Atlanta.

La rotación de personal de enfermería del hospital aumentó a 27,1% el año pasado, frente a 18,7% en 2020, según un informe de NSI Nursing Solutions.

Por eso, las enfermeras de las agencias temporales llenaron más turnos. Su salario, y el costo posterior para los hospitales, se disparó a medida que aumentaba covid-19. Las enfermeras itinerantes ganaban hasta $10,000 a la semana a fines de 2020, aunque el precio promedio bajó a alrededor de $3,000 este año.

Antes de la pandemia, Piedmont Healthcare, con sede en Atlanta, gastaba $20 millones anuales en enfermeras de agencias. “Durante el último año fiscal, gastamos $400 millones”, dijo Kevin Brown,  director ejecutivo de Piedmont. Alrededor de un tercio de ese total fue directamente a las agencias, no a las enfermeras, agregó.

Para eliminar a los intermediarios, Piedmont formó una unidad de personal hospitalario para brindar lo que los funcionarios llamaron lo mejor de ambos mundos: la flexibilidad de una agencia de personal, y la estabilidad y el apoyo de un sistema de salud local.

Tal flexibilidad laboral es un atractivo clave para las enfermeras, dijo Akin Demehin, director sénior de política de calidad y seguridad del paciente en la Asociación Estadounidense de Hospitales.

El concepto de agencias internas de personal hospitalario no es nuevo. El Henry Ford Health System de cinco hospitales, con sede en Detroit, comenzó su unidad de personal interno en 2013. Además de enfermeras, el grupo incluye asistentes médicos, técnicos quirúrgicos y de sala de emergencias. Los miembros del equipo obtienen un pago por hora más alto que el personal regular, y pueden elegir sus turnos.

El costo total es significativamente menor que si se usa el personal de una agencia externa, dijo Kim Sauro, directora de lo que el sistema Henry Ford llama el programa BestChoice.

Pero para muchas enfermeras, los programas hospitalarios internos no superarán el atractivo del pago de la agencia temporal y las oportunidades de viaje, al menos durante algunos períodos de sus vidas.

Ryan Bannan y su esposa, Bharvi Desai Bannan, ambos enfermeros de Atlanta, viajaron durante casi dos años, trabajando en Florida, Arizona y Utah, entre otros lugares. “La ventaja ante todo fue la compensación”, dijo Bannan.

Ahora que la pareja está esperando un bebé, están de vuelta en Atlanta. Ryan trabaja como personal de enfermería en una unidad de cuidados intensivos, mientras que Bharvi es una “enfermera itinerante interna”, con períodos de 13 semanas, para un segundo sistema hospitalario local.

Scala, de Allegheny Health Network, dijo que también había considerado ser enfermera itinerante. “Pero tengo un niño pequeño”, dijo.

La industria de las agencias de trabajo temporal médico sigue siendo un negocio rentable a pesar de que los ingresos han disminuido desde el clímax de la pandemia.

Chris Eales, presidente de la agencia Premier Healthcare Professionals, con sede en Cumming, Georgia, dijo que las nuevas unidades de personal hospitalario no representan una amenaza inmediata para las agencias temporales. “Su éxito dependerá en gran medida de su capacidad para atraer, reclutar y retener enfermeras”, dijo Eales.

Su empresa, dijo, todavía está colocando enfermeras temporales en hospitales que han establecido unidades móviles de personal.

De hecho, Allegheny Health Network continúa utilizando la ayuda de algunas agencias temporales. Pero el éxodo de enfermeras durante la pandemia, muchas a trabajos de agencias mejor pagos, ayudó a impulsar la creación de su equipo interno, dijo Claire Zangerle, directora ejecutiva de enfermería del sistema.

El sistema aumentó salarios y beneficios para las enfermeras de planta que se quedaron. Y la unidad móvil ofreció un pago por hora aún más alto. Esos empleados móviles se trasladan entre hospitales pero tienen acceso a todos los beneficios y “pueden dormir en su propia cama”, dijo Zangerle.

“No creo que alguna vez estemos libres de agencias temporales”, dijo Zangerle. Pero los equipos de trabajo hospitalarios flexibles, agregó, “van a cambiar el mercado laboral”.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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Squeezed by Temp Nurse Costs, Hospital Systems Create Their Own Staffing Agencies

Like many nurses these days, Alex Scala got a big pay hike when she switched jobs recently.

Scala also received a welcome mix of assignments when she joined Pittsburgh-based Allegheny Health Network. She signed on with a newly created team that works shifts in various units within the system’s 14 hospitals.

After working as a registered nurse on staff at a facility elsewhere, Scala, 31, now commutes from her home in Butler, Pennsylvania, to the system’s hospitals across western Pennsylvania. “I can meet new people, learn new procedures, how hospitals do different things,” Scala said.

An increasing number of hospital systems like Allegheny Health Network have created in-house staffing teams to cope with the pandemic-fueled nursing shortage — and try to beat private temp staffing agencies at their own game. Depending on the system, the nurses could work a weeklong stint or a multiple-week assignment at a hospital and then do a similar schedule at another facility. Some even work self-scheduled shifts in various locations, unlike regular staff nurses, who typically work in a single medical unit within one hospital. These workers differ from traditional “float” nurses, who shift from unit to unit on an as-needed basis within a single hospital.

The goal of the in-house teams is to offer enough pay and flexibility to attract nurses to the jobs — and thus reduce the systems’ heavy dependence on more expensive RNs from outside agencies.

Nationally, such contract labor expenses are nearly 500% higher than they were before the pandemic, according to a consulting firm report commissioned by the American Hospital Association. That spending is pushing many hospitals into the red for 2022, the same firm, Kaufman Hall, estimated recently, although some systems have earned profits during the pandemic.

The members of the new staffing units are typically just a small fraction of a hospital system’s workforce. And such teams probably wouldn’t be feasible for many small or rural facilities. But hospital officials said the internal staffing agencies will grow as nurses and other workers, such as respiratory therapists and surgical techs, seek flexible work arrangements.

“There’s a huge shift in the evolution of health care in creating more staff who can move around,” said Daniel Hudson, vice president of nursing administration and operations at Philadelphia-based Jefferson Health, which recently created a staffing unit that now has 35 full-time workers.

Although nursing shortages have existed for years, the staffing crunch deepened as the demands of covid care pushed many hospital nurses to exhaustion. Some quit, retired, or sought jobs at home care agencies, ambulatory surgery centers, and medical offices.

A lot of nurses left the workforce, including newly trained ones, said Beth Ann Swan, associate dean of Emory University’s Nell Hodgson Woodruff School of Nursing in Atlanta.

Turnover for hospital staff RNs rose to 27.1% last year, up from 18.7% in 2020, according to a NSI Nursing Solutions report.

So nurses from temp agencies filled more shifts. Their pay — and the subsequent cost to hospitals — soared as covid-19 surged. Travel nurses were earning up to $10,000 a week in late 2020, although the average price dipped to about $3,000 this year.

Before the pandemic, Atlanta-based Piedmont Healthcare spent $20 million annually on nurses from such agencies. “For the past fiscal year, we spent $400 million,” Piedmont CEO Kevin Brown said. About a third of that total went directly to the agencies, not the nurses, he added.

To cut out the middleman, Piedmont formed a hospital staffing unit to provide what officials called the best of both worlds — the flexibility of a staffing agency and the stability and support of a local health system.

Such work flexibility is a key draw for nurses, said Akin Demehin, senior director of quality and patient safety policy at the American Hospital Association. Relevant factors include work location and the frequency and structure of shifts.

Internal hospital staffing agencies aren’t a new concept. The five-hospital Henry Ford Health System, based in Detroit, started its internal staffing unit in 2013. Besides nurses, the pool includes medical assistants, as well as surgical and emergency room techs. Members of the team get higher hourly pay than regular staffers do and can choose their shifts.

The overall cost is significantly less than using an outside agency’s personnel, said Kim Sauro, director of what the Henry Ford system calls the BestChoice program.

But for many nurses, the in-house hospital programs won’t overcome the allure of temp agency pay and travel opportunities, at least during some periods of their lives.

Ryan Bannan and his wife, Bharvi Desai Bannan, both Atlanta nurses, went on the road for nearly two years, working in Florida, Arizona, and Utah, among other locations. “The advantages first and foremost were compensation,” he said. Now that the couple is expecting a baby, they’re back in Atlanta. Ryan works as a staff nurse in an intensive care unit, while Bharvi is an “internal travel nurse,” with 13-week stints, for a second local hospital system.

Allegheny Health Network’s Scala said she, too, had considered being a travel nurse. “But I have a toddler,” she said.

The medical temp agency industry remains a profitable business even though revenues have dropped since the height of the pandemic. The president of one such firm — Chris Eales of Premier Healthcare Professionals, based in Cumming, Georgia — said the new hospital staffing units don’t pose an immediate threat to the temp agency field. “Their success would very much depend on their ability to attract, recruit, and retain nurses,” Eales said. “They have to build up some credibility.”

His firm, he said, is still placing temp nurses in hospitals that have set up mobile staffing units.

Allegheny Health Network is indeed continuing to use some temp agency help. But an exodus of nurses during the pandemic — many to higher-paying agency jobs — helped prompt the creation of its internal staffing team, said Claire Zangerle, the system’s chief nurse executive.

The system increased pay and benefits for staff nurses who stayed. Meanwhile, the new mobile unit offered even higher hourly pay than regular staff RNs get to draw agency nurses back. Those mobile employees move among hospitals yet have access to full benefits and “can sleep in their own bed,” Zangerle said.

“I don’t think we’ll ever be temp agency-free,” Zangerle said. But flexible hospital work teams, she added, “are going to change the labor market.”

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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What Germany’s Coal Miners Can Teach America About Medical Debt

PÜTTLINGEN, Germany — Almost every day, Dr. Eckart Rolshoven sees the long shadow of coal mining in his clinic near the big brownstone church that dominates this small town in Germany’s Saarland.

The region’s last-operating coal shaft, just a few miles away, closed a decade ago, ending centuries of mining in the Saarland, a mostly rural state tucked between the Rhine River and the French border. But the mines left a difficult legacy, as they have in coal regions in the United States, including West Virginia.

Many of Rolshoven’s patients battle lung diseases and chronic pain from years of work underground. “We had an industry with a lot of illnesses,” said Rolshoven, a genial primary care physician who at 71 is nearing the end of a long career.

The Saarland’s residents are sicker than elsewhere in Germany. And like West Virginia, the region faces economic hurdles. For decades, German politicians, business leaders, and unions have labored to adjust to the mining industry’s slow demise.

But this is a healthier place than West Virginia in many respects. The region’s residents are less likely to die prematurely, data shows. And on average, they live four years longer than West Virginians.

There is another important difference between this former coal territory and its Appalachian counterpart: West Virginia’s economic struggles have been compounded by medical debt, a burden that affects about 100 million people in the U.S. — in no state more than West Virginia.

In the Saarland, medical debt is practically nonexistent. It’s so rare in Germany that the federal government’s statistical office doesn’t even track it.

The reason isn’t government health care. Germany, like the U.S., has a largely private health care system that relies on private doctors and private insurers. Like Americans, many Germans enroll in a health plan through work, splitting the cost with their employer.

But Germany has long done something the U.S. does not: It strictly limits how much patients have to pay out of their own pockets for a trip to the doctor, the hospital or the pharmacy.

Rolshoven’s patients pay nothing when they see him. That not only bolsters their health, he said. It helps maintain what Rolshoven called social peace. “It’s really important not to have to worry about these problems,” he said.

German health officials, business leaders and economists say the access to affordable health care has also helped the Saarland get back on its feet economically, bolstered by the assurance that workers could get to the doctor.

“Without this, the Saarland would be dead,” said Beatrice Zeiger, managing director of the Arbeitskammer des Saarlandes, a regional labor group. “It’s unthinkable.”

Exploding Out-of-Pocket Costs

In West Virginia, whose wooded valleys and decaying industrial plants could be mistaken for the Saarland’s, access to health coverage has been important as the state weathered the decline of its mines.

A decade ago, state leaders moved to expand the Medicaid insurance program through the Affordable Care Act. And as of last year, just 6% of state residents were uninsured, less than half the rate before the 2010 law.

But growing numbers of West Virginians without government insurance are in private health plans with deductibles that require they pay thousands of dollars out of their own pockets before coverage kicks in.

The typical individual health plan an American gets through work now comes with a more than $1,500 deductible, a particularly big sum in a state like West Virginia where residents often earn less than residents of other states.

That, in turn, is driving medical debt. A quarter of West Virginians with a credit report have medical bills in collections, almost twice the national rate, according to data compiled by the nonprofit Urban Institute. In several counties in the state, the rate is about a third.

And those figures likely understate the problem. Many more people put medical bills on their credit cards, borrow from family or enroll in installment plans with a hospital or other providers to pay off their bills.

“It’s a huge problem here,” said Jessica Ice, executive director of West Virginians for Affordable Health Care. “Folks with medical debt aren’t able to apply for loans to start a business or buy a starter home for their family. It’s really preventing people from climbing up the economic ladder.”

In German health plans, known as sickness funds, there aren’t typically deductibles.

Physician visits are almost always free for patients. Copays for most prescription drugs are capped at 10 euros or less, about $10. And people admitted to the hospital pay only 10 euros a day.

“Access to medical care with minimal costs for patients has been essential,” said Armin Beck, regional director of the Knappschaft Bahn See, of KBS, a health insurance plan whose roots stretch back to the 13th century, when miners set up a mutual aid society to protect one another in case of injuries or accidents. “This has been a foundation of our community,” Beck said.

‘So Glad We Don’t Have to Worry’

Along the Saar River in Germany, rusting steelworks and shuttered coal-fired power plants bear testament to the region’s economic struggles. Many towns like Püttlingen carry on in the shadow of hulking mounds of debris — Berghalde, as they are called — the detritus left behind as coal was separated from the rocky earth hauled up from underground.

Today, new challenges confront the region. Ford, which has operated a car factory here for decades, plans to shutter the plant in a few years and move production to Spain.

But at Rolshoven’s clinic — a small set of offices tucked into a residential neighborhood — few patients can conceive of the burdens that medical bills put on Americans.

Andrea Fecht, 63, who has diabetes and came to see Rolshoven because recent tests revealed a concerning rise in her blood sugar, estimated she pays 120 euros a year, or about $125, to fill all six of her prescriptions, including her daily insulin.

In the U.S., the average price for insulin alone is nine times that in Germany, according to a recent report from Rand Corp., a research group.

Andreas Mang, a former miner who left the industry 20 years ago after a series of accidents, would likely pay even more out-of-pocket for his family’s drugs. Mang’s wife recently underwent a course of chemotherapy that would cost thousands of dollars if not for Germany’s limits on medical bills, Rolshoven said.

“I can’t imagine what it would be like not to have this support,” Mang said.

Christine Wagner said she’s had a glimpse of what Americans face. Wagner’s 18-year-old son, Jonas, has Down syndrome and has required more than 20 surgeries.

In global Facebook groups with other parents who have children with disabilities, Wagner said she’s amazed to see how much fundraising American parents do to pay family medical bills. “I’m so glad we don’t have to worry about that,” she said. “We have enough to do looking after Jonas.”

American Exceptionalism

International surveys underscore the difference Wagner observed between her experiences and those of American families.

In one recent study of health care in 11 high-income countries, the nonprofit Commonwealth Fund found that 44% of Americans had out-of-pocket medical expenses that topped $1,000 in the previous year. Just 16% of Germans reported paying that much. The rates were even lower in France, at 10%, and Great Britain, where only 7% reported similar medical expenses.

U.S. patients were also more than twice as likely as patients in any of the 10 other countries studied to say they had serious problems paying medical bills.

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“Many Americans may not understand how affordable health care is for patients in other countries,” said Reginald D. Williams II, who oversees international research at the Commonwealth Fund. “Medical debt is a largely U.S. phenomenon. It just doesn’t happen in other countries.”

Most wealthy countries in Western Europe, East Asia and elsewhere limit patients’ out-of-pocket costs.

In the Netherlands, where patients enroll in private health plans as they do in Germany, insurers typically cover all medical expenses after patients pay a standard deductible of 385 euros, or about $400. Physician visits are fully covered.

In Great Britain, where medical care that is “free at the point of service” has been a foundation of that country’s government-run National Health Service for almost 75 years, there are rarely any doctor or hospital bills. 

When the government asked Britons who’d gone into debt about the causes, just 2% cited paying for medical treatment. A similar share attributed their debt to gambling or another habit.

In the U.S., 41% of adults currently have debt from medical or dental bills, according to a KFF poll.

An Economic Backstop

Germany’s strict limits on medical bills have periodically stoked concerns about patients overusing the health system.

But when health plans tried implementing a copay of 10 euros for physician visits, it was quickly rolled back amid criticism from patients and frustration among doctors, who didn’t like chasing after their patients for bills.

At the hospital in Püttlingen, which is operated by the Knappschaft, Dr. Marion Bolte said asking patients to pay more isn’t worth the risk, even if it might bring in more money.

“It’s better to have 20 unnecessary visits than to have one patient get harmed because they didn’t come to the hospital because they were worried about how much it would cost,” said Bolte, the chief medical officer. “We don’t want patients to worry about money. We want them to worry about getting better.”

Nationally, German patients are less likely than Americans to die from conditions that can be treated with good access to medical care, such as heart attacks, diabetes, pneumonia and some cancers, according to regional data compiled by the Paris-based Organization for Economic Cooperation and Development.

Germans are also less likely than Americans to say they had to wait to see a doctor, surveys show.

Lower-cost health care that protects workers from going into debt has meant fewer concerns for the Saarland’s policymakers, as well. “All that our predecessors had to worry about was creating jobs,” said Oliver Groll, a senior official at IHK Saarland, the regional chamber of commerce. “Health care took care of itself.”

As mining jobs disappeared, the Saarland shifted toward other industries, such as auto manufacturing, which has been a major employer since Ford opened its factory in 1970, sparking the development of a robust auto parts sector. The chamber and other business leaders are now working to lure technology and pharmaceutical jobs to the region.

For Mang, the former miner whose wife had cancer, knowing that medical bills wouldn’t drive him into debt helped give him the peace of mind to switch careers. “I never had to think about how much health care would cost me,” said Mang, who is now a nurse.

Maintaining this system has required that Germany do something else that U.S. policymakers have historically eschewed. Germany, like most wealthy nations, regulates the prices that hospitals, doctors and drugmakers can charge. This regulation occurs through a highly structured system in which insurers negotiate collectively with physician and hospital groups to set prices.

American hospitals and other medical providers for decades have fiercely resisted limits on their prices, spending millions to fight government regulation.

Price regulation can put more financial pressure on providers, who, unlike their American counterparts, can’t just demand higher prices from insurers to bolster their bottom lines.

Mario Schüller, the hospital administrator who runs the Knappschaft hospital in Püttlingen, said hospitals must instead compete to attract patients with better care and better customer service. Those that can’t compete may close, he said.

But Schüller said he wouldn’t want to charge patients more, even if he could.

“If I had to bill patients and then try to collect from them, I’d have to pay for all that,” he said. “We’d need new staff, who would have to get paid. And if we used collections companies, they’d have to be paid, too. It becomes a devil’s bargain.”

About This Project

“Diagnosis: Debt” is a reporting partnership between KHN and NPR exploring the scale, impact, and causes of medical debt in America.

The series draws on the “KFF Health Care Debt Survey,” a poll designed and analyzed by public opinion researchers at KFF in collaboration with KHN journalists and editors. The survey was conducted Feb. 25 through March 20, 2022, online and via telephone, in English and Spanish, among a nationally representative sample of 2,375 U.S. adults, including 1,292 adults with current health care debt and 382 adults who had health care debt in the past five years. The margin of sampling error is plus or minus 3 percentage points for the full sample and 3 percentage points for those with current debt. For results based on subgroups, the margin of sampling error may be higher.

Additional research was conducted by the Urban Institute, which analyzed credit bureau and other demographic data on poverty, race, and health status to explore where medical debt is concentrated in the U.S. and what factors are associated with high debt levels.

The JPMorgan Chase Institute analyzed records from a sampling of Chase credit card holders to look at how customers’ balances may be affected by major medical expenses.

Reporters from KHN and NPR also conducted hundreds of interviews with patients across the country; spoke with physicians, health industry leaders, consumer advocates, debt lawyers, and researchers; and reviewed scores of studies and surveys about medical debt.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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KHN Investigation: The System Feds Rely On to Stop Repeat Health Fraud Is Broken

The federal system meant to stop health care business owners and executives from repeatedly bilking government health programs fails to do so, a KHN investigation has found.

That means people are once again tapping into Medicaid, Medicare, and other taxpayer-funded federal health programs after being legally banned because of fraudulent or illegal behavior.

In large part that’s because the government relies on those who are banned to self-report their infractions or criminal histories on federal and state applications when they move into new jobs or launch companies that access federal health care dollars.

The Office of Inspector General for the U.S. Department of Health and Human Services keeps a public list of those it has barred from receiving any payment from its programs — it reported excluding more than 14,000 individuals and entities since January 2017 — but it does little to track or police the future endeavors of those it has excluded.

The government explains that such bans apply to “the excluded person” or “anyone who employs or contracts with” them. Further, “the exclusion applies regardless of who submits the claims and applies to all administrative and management services furnished by the excluded person,” according to the OIG.

Federal overseers largely count on employers to check their hires and identify those excluded. Big hospital systems and clinics typically employ compliance staff or hire contractors who routinely vet their workers against the federal list to avoid fines.

However, those who own or operate health care businesses are typically not subject to such oversight, KHN found. And people can sidestep detection by leaving their names off key documents or using aliases.

“If you intend to violate your exclusion, the exclusion list is not an effective deterrent,” said David Blank, a partner at Arnall Golden Gregory who previously was senior counsel at the OIG. “There are too many workarounds.”

KHN examined a sample of 300 health care business owners and executives who are among more than 1,600 on OIG’s exclusion list since January 2017. Journalists reviewed court and property records, social media, and other publicly available documents. Those excluded had owned or operated home health care agencies, medical equipment companies, mental health facilities, and more. They’d submitted false claims, received kickbacks for referrals, billed for care that was not provided, and harmed patients who were poor and old, in some cases by stealing their medication or by selling unneeded devices to unsuspecting Medicare enrollees. One owner of an elder care home was excluded after he pleaded guilty to sexual assault.

Among those sampled, KHN found:

  • Eight people appeared to be serving or served in roles that could violate their bans;
  • Six transferred control of a business to family or household members;
  • Nine had previous, unrelated felony or fraud convictions, and went on to defraud the health care system;
  • And seven were repeat violators, some of whom raked in tens of millions of federal health care dollars before getting caught by officials after a prior exclusion.

The exclusions list, according to Blank and other experts, is meant to make a person radioactive — easily identified as someone who cannot be trusted to handle public health care dollars.

But for business owners and executives, the system is devoid of oversight and rife with legal gray areas.

One man, Kenneth Greenlinger, pleaded guilty in 2016 to submitting “false and fraudulent” claims for medical equipment his California company, Valley Home Medical Supply, never sent to customers that totaled more than $1.4 million to Medicare and other government health care programs, according to his plea agreement. He was sentenced to eight months in federal prison and ordered to pay restitution of more than $1 million, according to court records. His company paid more than $565,000 to resolve allegations of false claims, according to the Justice Department website.

Greenlinger was handed a 15-year exclusion from Medicare, Medicaid, and any other federal health care program, starting in 2018, according to the OIG.

But this October, Greenlinger announced a health care business with government contracts for sale. Twice on LinkedIn, Greenlinger announced: “I have a DME [durable medical equipment] company in Southern California. We are contracted with most Medicare and Medi-Cal advantage plans as well as Aging in Place payers. I would like to sell,” adding a Gmail address.

Reached by phone, Greenlinger declined to comment on his case. About the LinkedIn post, he said: “I am not affiliated directly with the company. I do consulting for medical equipment companies — that was what that was, written representing my consulting business.”

His wife, Helene, who previously worked for Valley Home Medical Supply, is now its CEO, according to LinkedIn and documentation from the California Secretary of State office. Although Helene has a LinkedIn account, she told KHN in a telephone interview that her husband had posted on her behalf. But Kenneth posted on and commented from his LinkedIn page — not his wife’s.

At Valley Home Medical Supply, a person who answered the phone last month said he’d see whether Kenneth Greenlinger was available. Another company representative got on the line, saying “he’s not usually in the office.”

Helene Greenlinger said her husband may come by “once in a while” but “doesn’t work here.”

She said her husband doesn’t do any medical work: “He’s banned from it. We don’t fool around with the government.”

“I’m running this company now,” she said. “We have a Medicare and Medi-Cal number and knew everything was fine here, so let us continue.”

No Active Enforcement

Federal regulators do not proactively search for repeat violators based on the exclusion list, said Gabriel Imperato, a managing partner with Nelson Mullins in Florida and former deputy general counsel with HHS’ Office of the General Counsel in Dallas.

He said that for decades he has seen a “steady phenomenon” of people violating their exclusions. “They go right back to the well,” Imperato said.

That oversight gap played out during the past two years in two small Missouri towns.

Donald R. Peterson co-founded Noble Health Corp., a private equity-backed company that bought two rural Missouri hospitals, just months after he’d agreed in August 2019 to a five-year exclusion that “precludes him from making any claim to funds allocated by federal health care programs for services — including administrative and management services — ordered, prescribed, or furnished by Mr. Peterson,” said Jeff Morris, an attorney representing Peterson, in a March letter to KHN. The prohibition, Morris said, also “applies to entities or individuals who contract with Mr. Peterson.”

That case involved a company Peterson created called IVXpress, now operating as IVX Health with infusion centers in multiple states. Peterson left the company in 2018, according to his LinkedIn, after the settlement with the government showed a whistleblower accused him of altering claims, submitting false receipts for drugs, and paying a doctor kickbacks. He settled the resulting federal charges without admitting wrongdoing. His settlement agreement provides that if he violates the exclusion, he could face “criminal prosecution” and “civil monetary penalties.”

In January 2020, Peterson was listed in a state registration document as one of two Noble Health directors. He was also listed as the company’s secretary, vice president, and assistant treasurer. Four months later, in April 2020, Peterson’s name appears on a purchasing receipt obtained under the Freedom of Information Act. In addition to Medicare and Medicaid funds, Noble’s hospitals had received nearly $20 million in federal covid relief money.

A social media account with a photo that appears to show Peterson announced the launch of Noble Health in February 2020. Peterson identified himself on Twitter as executive chairman of the company.

It appears federal regulators who oversee exclusions did not review or approve his role, even though information about it was publicly available.

Peterson, whose name does not appear on the hospitals’ Medicare applications, said by email that his involvement in Noble didn’t violate his exclusion in his reading of the law.

He said he owned only 3% of the company, citing OIG guidance — federal regulators may exclude companies if someone who is banned has ownership of 5% or more of them — and he did not have a hand in operations. Peterson said he worked for the corporation, and the hospitals “did not employ me, did not pay me, did not report to me, did not receive instructions or advice from me,” he wrote in a November email.

A 2013 OIG advisory states that “an excluded individual may not serve in an executive or leadership role” and “may not provide other types of administrative and management services … unless wholly unrelated to federal health care programs.”

Peterson said his activities were apart from the business of the hospitals.

“My job was to advise Noble’s management on the acquisition and due diligence matters on hospitals and other entities it might consider acquiring. … That is all,” Peterson wrote. “I have expert legal guidance on my role at Noble and am comfortable that nothing in my settlement agreement has been violated on any level.”

For the two hospitals, Noble’s ownership ended badly: The Department of Labor opened one of two investigations into Noble this March in response to complaints from employees. Both Noble-owned hospitals suspended services. Most employees were furloughed and then lost their jobs.

Peterson said he left the company in August 2021. That’s the same month state regulators cited one hospital for deficiencies that put patients “at risk for their health and safety.”

If federal officials determine Peterson’s involvement with Noble violated his exclusion, they could seek to claw back Medicaid and Medicare payments the company benefited from during his tenure, according to OIG records.

Enforcement in a Gray Zone

Dennis Pangindian, an attorney with the firm Paul Hastings who had prosecuted Peterson while working for the OIG, said the agency has limited resources. “There are so many people on the exclusions list that to proactively monitor them is fairly difficult.”

He said whistleblowers or journalists’ reports often alert regulators to possible violations. KHN found eight people who appeared to be serving or served in roles that could violate their bans.

OIG spokesperson Melissa Rumley explained that “exclusion is not a punitive sanction but rather a remedial action intended to protect the programs and beneficiaries from bad actors.”

But the government relies on people to self-report that they are banned when applying for permission to file claims that access federal health care dollars through the Centers for Medicare & Medicaid Services.

While federal officials are aware of the problems, they so far have not fixed them. Late last year, the Government Accountability Office reported that 27 health care providers working in the federal Veterans Affairs system were on the OIG’s exclusion list.

If someone “intentionally omits” from applications they are an “excluded owner or an owner with a felony conviction,” then “there’s no means of immediately identifying the false reporting,” said Dara Corrigan, director of the center for program integrity at CMS. She also said there is “no centralized data source of accurate and comprehensive ownership” to check for violators.

The OIG exclusion list website, which health care companies are encouraged to check for offenders, notes that the list does not include altered names and encourages those checking it to vet other forms of identification.

Gaps in reporting also mean many who are barred may not know they could be violating their ban because exclusion letters can go out months after convictions or settlements and may never reach a person who is in jail or has moved, experts said. The exclusion applies to federal programs, so a person could work in health care by accepting only patients who pay cash or have private insurance. In its review, KHN found some on the exclusion list who were working in health care businesses that don’t appear to take taxpayer money.

OIG said its exclusions are “based largely on referrals” from the Justice Department, state Medicaid fraud-control units, and state licensing boards. A lack of coordination among state and federal agencies was evident in exclusions KHN reviewed, including cases where years elapsed between the convictions for health care fraud, elder abuse, or other health-related felonies in state courts and the offenders’ names appearing on the federal list.

ProviderTrust, a health care compliance group, found that the lag time between state Medicaid fraud findings and when exclusions appeared on the federal list averaged more than 360 days and that some cases were never sent to federal officials at all.

The NPI, or National Provider Identifier record, is another potential enforcement tool. Doctors, nurses, other practitioners, and health businesses register for NPI numbers to file claims to insurers and others. KHN found that NPI numbers are not revoked after a person or business appears on the list.

The NPI should be “essentially wiped clean” when the person is excluded, precluding them from submitting a bill, said John Kelly, a former assistant chief for health care fraud at the Department of Justice who is now a partner for the law firm Barnes & Thornburg.

Corrigan said the agency didn’t have the authority to deactivate or deny NPIs if someone were excluded.

The Family ‘Fronts’

Repeat violators are all too common, according to state and federal officials. KHN’s review of cases identified seven of them, noted by officials in press releases or in court records. KHN also found six who transferred control of a business to a family or household member.

One common maneuver to avoid detection is to use the names of “family members or close associates as ‘fronts’ to create new sham” businesses, said Lori Swanson, who served as Minnesota attorney general from 2007 to 2019.

Blank said the OIG can exclude business entities, which would prevent transfers to a person’s spouse or family members, but it rarely does so.

Thurlee Belfrey stayed in the home care business in Minnesota after his 2004 exclusion for state Medicaid fraud. His wife, Lanore, a former winner of the Miss Minnesota USA title, created a home care company named Model Health Care and “did not disclose” Thurlee’s involvement, according to his 2017 plea agreement.

“For more than a decade” Belfrey, his wife, and his twin brother, Roylee, made “millions in illicit profits by cheating government health care programs that were funded by honest taxpayers and intended for the needy,” according to the Justice Department. The brothers spent the money on a Caribbean cruise, high-end housing, and attempts to develop a reality TV show based on their lives, the DOJ said.

Federal investigators deemed more than $18 million in claims Model Health Care had received were fraudulent because of Thurlee’s involvement. Meanwhile, Roylee operated several other health care businesses. Between 2007 and 2013, the brothers deducted and collected millions from their employees’ wages that they were supposed to pay in taxes to the IRS, the Justice Department said.

Thurlee, Lanore, and Roylee Belfrey all were convicted and served prison time. When reached for comment, the brothers said the government’s facts were inaccurate and they looked forward to telling their own story in a book. Roylee said he “did not steal people’s tax money to live a lavish lifestyle; it just didn’t happen.” Thurlee said he “never would have done anything deliberately to violate the exclusion and jeopardize my wife.” Lanore Belfrey could not be reached for comment.

Melchor Martinez settled with the government after he was accused by the Department of Justice of violating his exclusion and for a second time committing health care fraud by enlisting his wife, Melissa Chlebowski, in their Pennsylvania and North Carolina community mental health centers.

Previously, Martinez was convicted of Medicaid fraud in 2000 and was excluded from all federally funded health programs, according to DOJ.

Later, Chlebowski failed to disclose on Medicaid and Medicare enrollment applications that her husband was managing the clinics, according to allegations by the Justice Department.

Their Pennsylvania clinics were the largest providers of mental health services to Medicaid patients in their respective regions. They also had generated $75 million in combined Medicaid and Medicare payments from 2009 through 2012, according to the Justice Department. Officials accused the couple of employing people without credentials to be mental health therapists and the clinics of billing for shortened appointments for children, according to the DOJ.

They agreed, without admitting liability, to pay $3 million and to be excluded — a second time, for Martinez — according to court filings in the settlement with the government. They did not respond to KHN’s attempts to obtain comment.

‘Didn’t Check Anything’

In its review of cases, KHN found nine felons or people with fraud convictions who then had access to federal health care money before being excluded for alleged or confirmed wrongdoing.

But because of the way the law is written, Blank said, only certain types of felonies disqualify people from accessing federal health care money — and the system relies on felons to self-report.

According to the DOJ court filing, Frank Bianco concealed his ownership in Anointed Medical Supplies, which submitted about $1.4 million in fraudulent claims between September 2019 and October 2020.

Bianco, who opened the durable medical equipment company in South Florida, said in an interview with KHN that he did not put his name on a Medicare application for claims reimbursement because of his multiple prior felonies related to narcotics.

And as far as he knows, Bianco told KHN, the federal regulators “didn’t check anything.” Bianco’s ownership was discovered because one of his company’s contractors was under federal investigation, he said.

Kenneth Nash had been convicted of fraud before he operated his Michigan home health agency and submitted fraudulent claims for services totaling more than $750,000, according to the Justice Department. He was sentenced to more than five years in prison last year, according to the DOJ.

Attempts to reach Nash were unsuccessful.

“When investigators executed search warrants in June 2018, they shut down the operation and seized two Mercedes, one Land Rover, one Jaguar, one Aston Martin, and a $60,000 motor home — all purchased with fraud proceeds,” according to a court filing in his sentencing.

“What is readily apparent from this evidence is that Nash, a fraudster with ten prior state fraud convictions and one prior federal felony bank fraud conviction, got into health care to cheat the government, steal from the Medicare system, and lavishly spend on himself,” the filing said.

As Kelly, the former assistant chief for health care fraud at the Justice Department, put it: “Someone who’s interested in cheating the system is not going to do the right thing.”

KHN Colorado correspondent Rae Ellen Bichell contributed to this report.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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Decisiones financieras de los hospitales juegan un papel en la escasez de camas pediátricas para pacientes con VRS

La grave escasez de camas pediátricas que azota a la nación este otoño es en parte producto de las decisiones financieras tomadas por los hospitales durante la última década, como cerrar las salas infantiles, que a menudo operan en números rojos, y ampliar la cantidad de camas disponibles para proyectos más rentables como reemplazos articulares y atención del cáncer.

Para hacer frente a la avalancha de niños enfermos por una convergencia radical de virus desagradables, especialmente el virus respiratorio sincitial (VRS), la influenza y el coronavirus, los centros médicos de todo el país han desplegado carpas de triage, retrasado cirugías electivas y trasladado fuera del estado a menores gravemente enfermos.

Un factor importante en la escasez de camas es una tendencia de muchos años entre los hospitales de eliminar las unidades pediátricas, que tienden a ser menos rentables que las de adultos, dijo Mark Wietecha, director ejecutivo de la Children’s Hospital Association.

Los hospitales optimizan los ingresos tratando de mantener sus camas llenas al 100 %, y llenas de pacientes con condiciones que las aseguradoras reembolsan bien.

“Realmente tiene que ver con los dólares”, dijo el doctor Scott Krugman, vicepresidente de pediatría del Hospital Pediátrico Herman and Walter Samuelson en Baltimore. “Los hospitales dependen de procedimientos de alto volumen y alto reembolso de seguros que paguen bien para ganar dinero”.

El número de unidades pediátricas para pacientes internados en los hospitales cayó un 19% entre 2008 y 2018, según un estudio publicado en 2021 en la revista Pediatrics. Solo este año, los hospitales han cerrado unidades pediátricas en Boston y Springfield, Massachusetts; Richmond, Virginia; y Tulsa, Oklahoma.

El aumento actual de enfermedades respiratorias peligrosas para los niños es otro ejemplo de cómo covid-19 ha alterado el sistema de atención médica. Los bloqueos y el aislamiento que marcaron los primeros años de la pandemia dejaron a los niños en gran medida sin exposición, y aún vulnerables, a virus distintos al covid durante dos inviernos, y los médicos ahora están tratando esencialmente enfermedades respiratorias de varios años.

La pandemia también aceleró los cambios en la industria de la atención de salud que han dejado a muchas comunidades con menos camas de hospital disponibles para niños gravemente enfermos, junto con menos médicos y enfermeras para atenderlos.

Cuando las unidades de cuidados intensivos se inundaron con pacientes mayores con covid en 2020, algunos hospitales comenzaron a usar camas infantiles para tratar a adultos. Muchas de esas camas pediátricas no se han repuesto, dijo el doctor Daniel Rauch, presidente del comité de atención hospitalaria de la Academia Estadounidense de Pediatría.

“Simplemente no hay suficiente espacio para todos los niños que necesitan camas”, dijo la doctora Megan Ranney, quien trabaja en varios departamentos de emergencia en Providence, Rhode Island, incluido el Hasbro Children’s Hospital. La cantidad de niños que buscaron atención de emergencia en las últimas semanas fue un 25% más alta que el récord anterior del hospital.

“Tenemos médicos que limpian las camas para que podamos acomodar a los niños más rápido”, dijo Ranney, vicedecana de la Escuela de Salud Pública de la Universidad Brown.

No hay mucho dinero en el tratamiento de niños. Alrededor del 40% de los niños estadounidenses están cubiertos por Medicaid, un programa federal y estatal conjunto para pacientes de bajos ingresos y personas con discapacidades. Las tarifas básicas de Medicaid suelen ser más de un 20% inferiores a las que paga Medicare, el programa de seguro del gobierno para adultos mayores, y son aún más bajas en comparación con los seguros privados.

Si bien la atención especializada para una variedad de procedimientos comunes para adultos, desde reemplazos de rodilla y cadera hasta cirugías cardíacas y tratamientos contra el cáncer, genera importantes ganancias para los centros médicos, los hospitales se quejan de que generalmente pierden dinero en la atención pediátrica de pacientes hospitalizados.

Cuando Tufts Children’s Hospital cerró 41 camas pediátricas este verano, los funcionarios del hospital aseguraron a los residentes que los pacientes jóvenes podrían recibir atención en el cercano Boston Children’s Hospital. Ahora, Boston Children’s está retrasando algunas cirugías electivas para dejar espacio a los niños que están gravemente enfermos.

Rauch señaló que los hospitales infantiles, que se especializan en el tratamiento de enfermedades raras y graves como el cáncer pediátrico, la fibrosis quística y los defectos cardíacos, simplemente no están diseñados para manejar la avalancha de niños gravemente enfermos de esta temporada con virus respiratorios.

Incluso antes de la trifecta viral del otoño, las unidades pediátricas se esforzaban por absorber un número creciente de jóvenes con angustia mental aguda.

Abundan las historias de niños en crisis mentales que se quedan en el limbo durante semanas en las salas de emergencia mientras esperan ser transferidos a una unidad psiquiátrica pediátrica. En un buen día, dijo Ranney, el 20% de las camas de la sala de emergencias pediátrica del Hasbro Children’s Hospital están ocupadas por niños que experimentan problemas de salud mental.

Con la esperanza de aumentar la capacidad pediátrica, el mes pasado, la Academia Estadounidense de Pediatría se unió a la Asociación de Hospitales Infantiles para pedir a la Casa Blanca que declare una emergencia nacional debido a infecciones respiratorias infantiles y proporcione recursos adicionales para ayudar a cubrir los costos de la atención.

La administración Biden ha dicho que la flexibilidad que se les ha dado a los sistemas hospitalarios y a los proveedores durante la pandemia para eludir ciertos requisitos de personal también se aplica al VRS y la gripe.

El Doernbecher Children’s Hospital de Oregon Health & Science University ha cambiado a “estándares de atención de crisis”, lo que permite que las enfermeras de cuidados intensivos traten a más pacientes de los que normalmente se les asignan. Mientras tanto, los hospitales en Atlanta, Pittsburgh y Aurora, Colorado, han recurrido al tratamiento de pacientes jóvenes en carpas desbordadas en estacionamientos.

El doctor Alex Kon, pediatra de cuidados intensivos en el Centro Médico Comunitario en Missoula, Montana, dijo que los proveedores han hecho planes para cuidar a los niños mayores en la unidad de cuidados intensivos para adultos y desviar las ambulancias a otras instalaciones cuando sea necesario. Con solo tres UCI pediátricas en el estado, eso significa que los pacientes jóvenes pueden volar hasta Seattle o Spokane, Washington o Idaho.

Hollis Lillard llevó a su hijo de 1 año, Calder, a un hospital del ejército en el norte de Virginia el mes pasado después de experimentar varios días de fiebre, tos y dificultad para respirar. Pasaron siete horas angustiosas en la sala de emergencias antes de que el hospital encontrara una cama abierta y los trasladaran en ambulancia al Centro Médico Militar Nacional Walter Reed en Maryland.

Con la terapia adecuada y las instrucciones para el cuidado en el hogar, el virus de Calder fue fácilmente tratable: se recuperó después de que le administraran oxígeno y lo trataran con esteroides, que combaten la inflamación, y albuterol, que controla los broncoespasmos. Fue dado de alta al día siguiente.

Aunque las hospitalizaciones por VRS están disminuyendo, las tasas se mantienen muy por encima de la media para esta época del año. Y es posible que los hospitales no tengan mucho alivio.

Las personas pueden infectarse con este virus más de una vez al año, y Krugman se preocupa por un resurgimiento en los próximos meses. Debido al coronavirus, que compite con otros virus, “el patrón estacional habitual de virus se ha ido por la ventana”, dijo.

Al igual que el VRS, la influenza llegó temprano esta temporada. Ambos virus suelen alcanzar su punto máximo alrededor de enero. Tres cepas de la gripe están circulando y han causado aproximadamente 8,7 millones de casos, 78,000 hospitalizaciones y 4,500 muertes, según los Centros para el Control y la Prevención de Enfermedades (CDC).

Krugman duda que la industria de la atención de salud aprenda lecciones rápidas de la crisis actual. “A menos que haya un cambio radical en la forma en que pagamos la atención hospitalaria pediátrica”, dijo Krugman, “la escasez de camas solo empeorará”.

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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This story can be republished for free (details).



from Health Industry – Kaiser Health News

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