TABLE OF CONTENTS
1. ORGANIZATION AND STRUCTURE
2. ANNUAL OPERATING BUDGET AND CAPITAL EXPENDITURE PLAN
3. PATIENT SAFETY PROGRAM
4. COMMUNICATION OF INFORMATION
5. CONTRACTED SERVICES
6. GEOGRAPHICAL SERVICE AREA
7. GOVERNANCE - BOARD OF DIRECTORS
8. GOVERNANCE - SOLE PROPRIETORSHIP
9. LOCAL MANAGEMENT AND ADMINISTRATION
10. MEDICAL ADVISOR
11. ON-CALL SERVICES
12. PHYSICIANS LICENSE VERIFICATION
13. PROFESSIONAL ADVISORY COMMITTEE
14. REGISTRATION PROCESS STERILIZATION OF BEDDING AND UPHOLSTERED ITEMS
15. SCOPE OF SERVICES
16. SERVICES PROVIDED
17. STAFF AND RECRUITMENT
ORGANIZATION AND STRUCTURE
RATIONALE:
- To delineate the lines of communication and responsibilities within the organization.
- To comply with applicable laws, regulations and standards.
- To ensure appropriate management of ABC DME Specialties by qualified individuals, and oversight of the care, treatment and services provided.
POLICY:
- The Administrator/Vice President of Operations/CEO of ABC DME Specialties has overall administrative responsibility for the organization's operations.
- In the absence of the CEO, the Corporate Compliance Officer/Operations Manager/Administrator assumes responsibility of administrative and operational activities.
- In the absence of any of the above mentioned individuals, the Director of Performance Improvement assumes responsibility of administrative and operational activities.
LINES OF COMMUNICATION AND RESPONSIBILITIES:
- The Board of Directors is the governing body for the organization and as such possesses ultimate responsibility and legal authority for managing the organization and for the quality of care and services provided.
- The Chief Executive Officer, relying upon accountability from the Operations Manager, Administrator and Department Heads is responsible for the financial aspects and overall functioning of the organization.
- The Department Supervisors and Director of Performance Improvement provide advisory/supervisory functions to their respective areas and are accountable to the Operations Manager and/or Administrator.
- Delivery and warehouse personnel and professional staff are accountable to their respective supervisors as assigned and the Operations Manager/Administrator.
- The Department Heads/Supervisors, Performance Improvement Director, Medical Records Department, Office Manager and Billing Department are under the direction of and report to, the Operations Manager and/or the Administrator.
PROCEDURE:
- The lines of communication and responsibilities are delineated in:
- ABC DME Specialties organizational chart
- Personnel job descriptions
- Delegation of Authority form that is reviewed and signed at least annually or whenever there is a change of personnel.
ANNUAL OPERATING BUDGET AND CAPITAL EXPENDITURE PLAN
RATIONALE:
- To provide financial, operating and planning guiding principles for the organization.
- To develop, review and revise as necessary an annual operating budget and, as appropriate, a long-term capital expenditure plan for the organization.
- To determine whether the organization's fiscal plan for providing care, treatment and services is appropriate to meet the needs of the patient population served.
POLICY:
- The organization's administration, under the direction of the Governing Body/legal authority, prepares an overall plan and budget that outlines the annual operating budget and, as appropriate, a long-term (five [5] year) capital expenditure plan for the organization.
- The budget reflects ABC DME Specialties vision, mission, goals and objectives, and complies with applicable laws, regulations and standards of the home care industry, accounting principles, and reflects sound and ethical business practices.
- The Governing Body/legal authority reviews and approves the organization's annual operating budget and, as appropriate, the long-term capital expenditure plan.
- The Administrator/Chief Executive Officer/Chief Financial Officer is responsible for:
- Monitoring budget expenses and revenue and, as appropriate, the long-term capital expenditures
- Providing quarterly budget and capital expenditure reports to the Governing Body/legal authority
- Ensuring that appropriate financial audits are conducted by both internal and external entities
PRACTICE:
- The Administrator/Chief Executive Officer/Chief Financial Officer solicits staff input in preparing the organization's annual budget and, as appropriate, the long-term capital expenditure plan.
- An annual operating budget reflecting all anticipated income and expenses for the coming year is submitted to the Governing Body/legal authority for ratification and approval.
- The budget consists of items that are considered income and expense items, under generally accepted accounting principles; however, line item identification of each component or type of income or expense items is not required.
The organization's senior management team and Governing Body/legal authority collaborate, as appropriate, in the development of the organization's long-term capital expenditure plan.
A capital expenditure plan covering at least a five (5) year period, including the current year's operating budget, identifies in detail anticipated sources of financing for, and objectives of, each anticipated expenditure in excess of $ __________ or the purchase of capital items.
The cost of the following are included in determining if a single capital expenditure exceeds $__________:
- Studies, surveys, designs, plans, working drawings, specifications and other activities essential to the acquisition, improvement, modernization, expansion or replacement of land, plant, building and/or equipment
- Also included are directly or indirectly related expenditures, such as grading, paving, broker commissions, taxes assessed during the construction period, costs involved in demolishing or razing structures on land
- Other costs related to capital expenditures include title fees, permit and license fees, broker commissions, architect, legal, accounting and appraisal fees, interest, finance or carrying charges on bonds, notes and other costs for borrowing funds
- If the anticipated source of financing for a long-term capital expenditure is, in any part, the anticipated payment from title V (Maternal and Child Health and Crippled Children's Services) or title XVIII (Medicare) or title XIX (Medicaid) of the Social Security Act, the plan shall specify the following:
- Whether the proposed capital expenditure is required to conform, or is likely to conform, to current standards, criteria, or plans developed in accordance with the Public Health Service Act or the Mental Retardation Facilities and Community Mental Health Centers Construction Act of 1963
- Whether a capital expenditure proposal has been submitted to the designated planning agency for approval in accordance with section 1122 of the Act (42 U.S.C. 1 320a-1) and implementing regulations
- Whether the designated planning agency has approved or disapproved the proposed capital expenditure, if it was presented to that agency
Review and updating of the overall plan and budget occurs at least annually and includes the following:
- Strategic plans, Revenue, capital, expense and personnel budgets that directly or indirectly relate to the provision of services, treatment and/or care
- Operational plans that directly or indirectly affect the staff's ability to provide appropriate, effective, efficient, efficacious, safe, timely, respectful, caring and ongoing services, treatment and/or care
- Financial policies that directly or indirectly affect staff or services, treatment and/or care
THE ABOVE POLICY AND PROCEDURE IS A SAMPLE ONLY
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