Strategic Outsourcing Can Save “Time on Desk”!

In a personal injury law firm, time truly is money. The longer a case remains on your desk, the longer your clients wait for their recovery and your firm’s revenue realization is delayed. This is where the concept of Time on Desk becomes crucial—the period from when a client hires your firm to the final disbursement of their recovery.

Why Does Time on Desk Matter?

Optimizing Time on Desk is one of the most impactful strategies to enhance profitability without increasing your caseload. By focusing on Time on Desk and strategically outsourcing tasks like lien resolution, you can streamline operations, reduce delays, and significantly boost your firm’s efficiency and bottom line.

The key is efficiency. By reducing delays, particularly in the resolution-to-disbursement phase, you can accelerate cash flow, improve client satisfaction, and increase revenue. For example, shaving 30 days off your timeline could mean doing 13 months of work in just 12.  One place to do this is during the resolution-to-disbursement phase. 

Solving the Lien Resolution Bottleneck – Accelerating Disbursement

A major bottleneck during that phase often occurs during the lien resolution process.  Lien resolution is often a tedious, time-intensive process that creates significant bottlenecks. Hours are spent managing paperwork, chasing medical records, and negotiating with lien holders—tasks that frequently prolong case closure and delay disbursement. These inefficiencies not only slow your firm’s cash flow but also hinder your ability to move on to new cases, impacting overall productivity.

By outsourcing lien resolution, you can delegate this critical yet labor-intensive task to experts who specialize in handling it efficiently. This allows your team to focus on high-value activities, focusing on what they do best. Outsourcing accelerates case resolution timelines, increases throughput, and ultimately improves your firm’s profitability and operational flow.

Power of Outsourcing

When you outsource lien resolution, you’re not just saving time – you’re also ensuring that your team’s efforts are focused on their highest-value tasks. Tasks like increasing the value of existing cases, bringing in new clients and building your practice.  Outsourcing lien resolution gives you seasoned experts who can work on your behalf, ensuring that your client’s funds get disbursed promptly. Meanwhile, your in-house team can continue to move cases forward, maximizing efficiency across the board.

By outsourcing these non-core administrative activities, you streamline your operations, reduce overhead, and ultimately increase profitability. Your firm can handle more cases in less time, leading to better/faster resolution of inventory and higher revenue.  It is part of a holistic plan to cut down Time on Desk.

Conclusion

The Time on Desk metric measures how efficiently your firm turns cases into revenue.  By minimizing delays and leveraging outsourcing, you can accelerate case timelines, boost profitability, and enhance client satisfaction.

As this year comes to an end, consider:  Are you effectively reducing Time on Desk? Do unresolved liens have files stalled on your desk? And most importantly, do you have a clear strategy to streamline Phase 3—settlement to disbursement—for 2025?  If you need help answering these questions in the right way for your firm, consider partnering with Synergy to improve Time on Desk. Contact Synergy today.

Written by: Jason D. Lazarus, J.D., LL.M., MSCC | Chairman of the Board

Time on Desk – Shave Days & Unlock More Profit

In the operation of a personal injury law firm, time is money. The longer a case sits on your firm’s desk, the longer it takes for your client to receive their recovery and for the firm to see revenue from it. That’s where “Time on Desk” comes in – the period from when a client hires you to when you close the case by disbursing. Credit to John Nachazel for his LinkedIn post with that term and which sparked the ideas for this post. You can find his post at: John Nachazel LinkedIn Post

Optimizing Time on Desk is one of the most effective ways to increase your firm’s profitability without adding caseload.  Here’s how focusing on Time on Desk metrics and outsourcing lien resolution can help streamline your process and boost your bottom line:

Leveraging Metrics to Drive Efficiency

By tracking key Time on Desk metrics across your caseload, you can pinpoint exactly where inefficiencies are occurring. Are cases getting stuck in the settlement-to-disbursement phase? Are you losing time during the pre-litigation or complaint stages?

With the right data, you can identify these bottlenecks and take action to resolve them. Pinpointing breakdowns in the process to see where cases are lagging is critical to be able to come up with an appropriate fix.  By measuring progress at every step, you can set clear expectations for your team and create a culture of accountability that drives case closure faster.

Why Time on Desk Matters

According to John Nachazel of Fireproof Performance and COO of Mike Morse Law Firm, a firm’s revenue typically comes in between 18 and 36 months after a client hires you. However, if you can reduce the time it takes to move a case through your system, you will accelerate receipt of revenue, disburse client funds more quickly and free up more time to handle additional cases. The result? More revenue without increasing your workload.  As John Nachazel put it, “accelerating throughput . . .  increase[s] firm revenue without increasing caseload.”  He theorized that shaving even 30 days off the average timeline of 18-36 months would allow a firm to do 13 months of work in a 12-month year.  The question is where do you find 30 days or even more aggressively, 45 days as John suggested?

John outlined that there are 3 phases of the litigation process where those time savings could realistically occur:

Phase 1 – Time between signing a client and filing a lawsuit;

Phase 2 – Time between drafting and serving a complaint; and

Phase 3 – Time between case settlement and disbursement.

This third phase is one that can be positively impacted by outsourcing lien resolution.

The Bottleneck: Lien Resolution Holding Up Disbursement

The key bottleneck for many firms comes at the settlement-to-disbursement phase, particularly the lien resolution process. Resolving liens is tedious and time-consuming, which creates a frustrating bottleneck.  Think about all of the time spent on lien resolution to-dos, paperwork, chasing down medical records, and haggling with lien holders.  This phase often drags on needlessly, holding up disbursement and preventing you from moving on to the next case. As a result, your firm’s cash flow is slowed, and you’re left waiting to wrap up cases and move on to new ones.

Outsourcing lien resolution allows you to offload this critical yet time-consuming task to experts who can handle it efficiently. This frees up your team to focus on what they do best.  By outsourcing, you can speed up the entire case resolution timeline, ultimately freeing up time for other cases and allowing your firm to increase throughput.

The Power of Outsourcing

When you outsource lien resolution, you’re not just saving time – you’re also ensuring that your team’s efforts are focused on their highest-value tasks. Tasks like increasing the value of existing cases, bringing in new clients and building your practice.  Outsourcing lien resolution gives you seasoned experts who can work on your behalf, ensuring that your client’s funds get disbursed promptly. Meanwhile, your in-house team can continue to move cases forward, maximizing efficiency across the board.

By outsourcing these non-core activities, you streamline your operations, reduce overhead, and ultimately increase profitability. Your firm can handle more cases in less time, leading to better/faster resolution and higher revenue.  It is part of a holistic plan to cut down Time on Desk.

Maximize Your Firm’s Potential

Time on Desk is a critical metric that determines how quickly your firm can turn cases into cash. By focusing on reducing delays and outsourcing, you can accelerate the process, increase profitability, and improve client satisfaction.

As the end of the year approaches, are you making good progress on reducing Time on Desk?  Do you have files sitting on your desk that can’t be disbursed because of liens?  Do have a strategic plan to reduce Time on Desk in phase 3 for 2025?

https://www.linkedin.com/pulse/time-desk-shave-days-unlock-more-profit-lazarus-j-d-ll-m-mscc-j5hpe

Streamlining Administrative Tasks: A Blueprint for Personal Injury Law Firms

For personal injury law firms, balancing growing caseloads with the demands of administrative tasks can strain resources and hinder profitability. Some examples are tasks like healthcare lien resolution, medical record retrieval and review which are tedious as well as time consuming for staff.  There are also higher-level tasks which firms may not have current capability in-house to handle like CFO tasks or marketing/lead generation.  Outsourcing these tasks/functions offers a proven path to efficiency, enabling personal injury firms to focus on what they do best.

The Administrative Burden: Challenges Facing Personal Injury Firms

Navigating the complexities of operating a personal injury law firm with irregular cash flow presents significant challenges for growing firms.  As firms scale, they encounter three key challenges in managing administrative tasks effectively:

  • Rising Case Volumes Increased caseload amplifies the complexity of tracking and resolving administrative details. Each case requires careful attention to detail, and any misstep can impact upon the firm’s results and profitability.
  • Cash Flow Strains Administrative tasks often create financial stress given their time-consuming nature and taking the focus off tasks that increase the value of a case.  Carrying the costs of managing these internal processes can strain cash flow, particularly in firms with increasing caseloads.
  • Resource Allocation Ensuring the right staff and resources are devoted to each case is critical. Poor resource allocation risks inefficiencies and diminished client satisfaction.

Outsourcing: Gain Efficiency at Scale

To effectively address these challenges, personal injury law firms must adopt a sophisticated and proactive strategy.  Strategic outsourcing is a powerful solution. By leveraging external expertise, personal injury firms can optimize operations while maintaining key operating standards in a much more profitable manner.

Here are some impactful strategies that personal injury law firms should consider:

  • Partner with Specialized Service Providers Specialized providers can manage complex administrative tasks, ensuring compliance and consistency without the need for full-time hires.
  • Hire Fractional Support Fractional support offers part-time expertise, allowing for cost-effective scalability and targeted resource allocation.

Choosing the Right Approach The decision to outsource administrative tasks largely hinges on the firm’s current size, financial health, and the complexity of the cases it handles.  Engaging specialized service providers is a great strategy for firms looking to capitalize on immediate expertise in a specialized area without having to hire their own staff in-house.  Great examples of this are healthcare lien resolution firms, medical record retrieval companies and medical record summary services.  Certain firms may benefit from fractional administrative support who can offer specialized expertise on a part-time basis, providing the firm with a cost-effective solution.  There are many fractional services that can enhance a firm’s operations like a fractional CFO provider or a fractional marketing/lead generation expert.

Unlocking Growth Through Outsourcing

Outsourcing administrative tasks isn’t just about operational relief—it’s a growth strategy. By strategically partnering with reputable service providers, personal injury law firms can free up valuable time and resources. This approach enables firms to reinvest in crucial areas such as hiring top legal talent, expanding operational capabilities, and implementing innovative technologies. Through outsourcing, law firms can attain operational flexibility and enhance their overall efficiency.

Conclusion

As personal injury firms navigate the challenges of growth, integrating outsourced solutions with technological advancements positions them for sustainable growth. Streamlining administrative burdens through outsourcing is not merely an operational tweak—it’s a transformational strategy for thriving in today’s legal landscape.

https://www.linkedin.com/pulse/streamlining-administrative-tasks-blueprint-personal-jason-d–dddie

Unlocking MASSIVE Law Firm Growth

In my many years of partnering with personal injury law firms, a clear pattern has emerged: the most successful law firms are those that prioritize focus, discipline, and accountability. While the first two elements are essential for any law firm, the power of accountability can significantly amplify growth potential.  Another additive ingredient for growth is streamlining operations relentlessly which includes outsourcing of administrative tasks like healthcare lien resolution and medical record retrieval.  The key is to get away from the mindset of being just a law practice and operate as a business with a high performing team. How do you do that?  You have to get your people to buy in and spread some of the responsibility for growth to them!

The Foundation of Success: Focus, Discipline, and Efficiency

Highly successful personal injury law firms consistently demonstrate exceptional focus on their core mission, discipline in the way they execute, and a strategic approach to streamlining their operations. By maintaining a clear vision, setting achievable goals, and delegating administrative tasks, they create the conditions for sustained growth.

The Power of Accountability: Driving Results

To ensure that focus, discipline, and operational efficiency are translated into tangible results, accountability is essential. Here are a few tactics law firms can use to foster the right environment for fueling massive growth:

Strong Leadership: Create a strong leadership team that helps the law firm owner run the business day to day.  An essential ingredient is a COO (Chief Operations Officer) who is empowered to hold individuals and teams accountable for their performance.

Peer Accountability: Encourage collaboration and peer review within the firm to foster a culture of accountability and continuous improvement.  Implementing the EOS Traction model is a great way to create extreme accountability on your team.  See my previous article on EOS HERE

Mastermind Groups: Participate in mastermind groups or peer advisory boards to benefit from the collective wisdom and accountability of like-minded professionals. Fireproof Performance is a great example of a company that provides this sort of a framework for optimizing law firm operations.  Some others that provide similar resources are: Best Era & Evergreen

Work With Marketing Experts: Massive growth is fueled by increased intakes.  How do you get more intakes?  Work with experts in the field who can optimize the way you go to market and obtain leads.  There are companies that can help with this like: Crisp, Rankings & SMB Team

Efficiency/Strategic Outsourcing: Partner with outsourcing providers who are committed to delivering high-quality results and are accountable for meeting agreed-upon performance metrics. Two great areas to explore for outsourcing include healthcare lien resolution and medical record retrieval.

A Synergistic Approach

By combining the principles of focus, discipline, accountability, and strategic streamlining of operations, law firms can:

Enhance Efficiency: Make operations more streamlined and reduce case turn times.

Improve Client Service: Deliver higher-quality representation and better/faster results.

Boost Profitability: Increase revenue and reduce costs through optimized resource allocation.

Attract and Retain Talent: Create a more attractive work environment for employees.

Conclusion

In today’s competitive legal landscape, law firms that can effectively manage their resources and maximize their focus on core competencies are poised for massive growth. By strategically outsourcing administrative tasks, fostering accountability, and maintaining a strong foundation of focus and discipline, firms can unlock their full potential and achieve long-term success.

If you want to learn more about outsourcing lien resolution to Synergy, go to www.partnerwithsynergy.com

To learn more about the Traction/EOS model go to www.eosworldwide.com

https://www.linkedin.com/pulse/unlocking-massive-law-firm-growth-jason-d-lazarus-j-d-ll-m-mscc-e4qye

Patrick Wooten on TLV

Hello, Fellow Trial Lawyers!

In this episode of Trial Lawyer View, host Jason Lazarus sits down with Patrick Wooten, the COO of Richard Schwartz & Associates, the largest personal injury firm in Mississippi! 🏛️ Patrick shares how he uses his special leadership style to drive efficiency and client-focused results at the firm.

We dive into his unique approach to law firm management, the importance of clear communication, and why adapting to new technologies is key to staying ahead. 💡 Patrick also discusses how team collaboration, client service, and strategic decisions drive the firm’s growth—culminating in their continued success. Don’t miss insights from a leader who has helped to build a thriving firm! 🔥

Thanks for listening!

Jason D. Lazarus, Esq.

Maximizing Efficiency and Profitability, in Personal Injury Law Firms Through the Use of the EOS Traction Model and Strategic Outsourcing

Introduction

In the world of personal injury law practice, balancing profitability with exceptional operational efficiency poses a significant challenge. You want to deliver world class customer experience while getting the balance right with running your firm efficiently as well as profitably.  To navigate this challenge, law firms can utilize the Entrepreneurial Operating System (EOS) Traction model in combination with outsourcing. This dynamic combined approach helps streamline operations, boost efficiency and ultimately drive profitability. This blog discusses, at a high level, how personal injury law firms can incorporate these strategies to achieve outcomes.

Understanding the Fundamentals of the EOS Traction Model

The EOS Traction model, crafted by Gino Wickman offers a framework for managing and optimizing businesses. While some may feel a law practice is different, the Traction model works with any business enterprise.  It revolves around six core elements:

·         Vision: Establishing a shared vision for the firm to align all team members toward objectives that need to be achieved.  Think of something like the mission to help injured parties recover just compensation!

·         People: Ensuring that individuals are in roles to maximize productivity and job satisfaction.  Making sure the right people are in the right seats within your firm to deliver on your vision.

·         Data: Utilizing metrics and data to inform decision making processes and monitor performance.  Looking at critical KPIs within your business (law practice) to ensure you are achieving what you have set out to do.

·         Issues: Promptly identifying and resolving issues to uphold operations.  Every business, and your law firm, is no different, has operational issues that need to be solved so this process is an incredibly important one.

·         Process: Documenting and refining fundamental processes to guarantee consistency and efficiency.  The key to consistency and longevity, as well as scale, is documented processes.  Especially important for firms in growth mode or looking to grow.

·         Traction: Enforcing disciplined execution and accountability to reach the firm’s goals.

By embracing the EOS Traction model, personal injury law firms can establish a foundation to drive continuous growth and profitability. While it may not be as straightforward as it seems at first glance there’s no need to worry because numerous EOS experts, with knowledge of law firm operations, can play a pivotal role in implementing EOS within your practice.

Incorporating Strategic Outsourcing

While the EOS Traction model offers a structure for efficiency, strategic outsourcing complements it by taking specific tasks off your team’s place and giving to an external team that are specialists. Outsourcing enables law firms to concentrate on their core strengths while tapping into know-how for functions that can be handled more effectively by experts. Key potential areas for outsourcing tasks many personal injury law firms do inhouse today include:

Lien Resolution

  1. Expertise and Efficiency: Outsourcing lien resolution to specialized firms ensures compliance with complex regulations and maximizes lien reductions, allowing the firm to focus on client advocacy.  It removes the burden of administrative work from a law firm’s staff, creating more efficiency and profitability for the law firm.
  2. Risk Mitigation: Specialized lien resolution groups stay updated on legal developments, reducing the risk of errors and compliance issues when outsourced to an experienced lien resolution company.

Medical Records Review

  1. Detailed Analysis: Outsourcing the review of medical records to experts ensures thorough and accurate documentation, supporting stronger outcomes.
  2. Time Savings: External reviewers can handle large volumes of records quickly, freeing up internal resources for other critical tasks.

Marketing and Lead Generation

  1. Targeted Campaigns: Professional marketing firms can design and execute targeted campaigns to attract potential clients, increasing the firm’s caseload and revenue.
  2. Analytics and Optimization: Marketing experts provide insights and analytics to optimize campaigns, ensuring the best return on investment.

Maximizing Profitability through EOS Traction and Outsourcing Integration

When integrated, the EOS Traction model and strategic outsourcing create a powerful synergy that drives efficiency and profitability in personal injury law firms. Here’s how:

1.      Core Competency Focus

By outsourcing specialized tasks, law firms can focus on their core competencies, such as client representation and legal strategy, ensuring higher quality service and better case outcomes.

2.      Scalability and Adaptability

Outsourcing provides scalability, allowing firms to handle increasing caseloads without the need for significant internal resource additions. This flexibility supports growth and profitability.

3.      Data Driven Decision Making

The EOS Traction model emphasizes data-driven decision-making. By developing key metrics for operations, firms gain access to advanced analytics and insights, informing strategic decisions and optimizing performance.

4.      Optimizing Operations

By documenting and fine-tuning procedures using the EOS framework, operations can be streamlined. This helps to minimize inefficiencies, reduce expenses and boost productivity.

5.      Enhanced Client Satisfaction

Efficient operations lead to faster resolution of cases and improved client outcomes.  This in turn results in higher client satisfaction and positive testimonials/Google reviews, which are crucial for the firm’s continued growth.

Conclusion

Combining the EOS Traction model with strategic outsourcing offers personal injury law firms a comprehensive approach to achieving operational excellence and profitability. By focusing on core competencies, leveraging external expertise, and implementing disciplined execution and accountability, firms can navigate the complexities of personal injury law firm practice with greater success. This approach not only enhances profitability but also ensures sustained growth and client satisfaction, positioning the firm for long-term success in a competitive market.

If you want to learn more about outsourcing lien resolution to Synergy, go to www.partnerwithsynergy.com

To learn more about the Traction/EOS model go to www.eosworldwide.com and connect with Gino Wickman

There are also a variety of consultants that can help law firms implement operating systems to accelerate growth and profitability like Best Era, Crisp, Evergreen, Fireproof Performance, PILMMA, Rankings, SMB Team, etc.

Ryan McKeen, Michael Mogill, ★★★★★, ✨Jennifer Gore✨, Mike Morse, Ken Hardison, Esq., Chris Dreyer, Bill Hauser

https://www.linkedin.com/pulse/maximizing-efficiency-profitability-personal-injury-jason-d–mv5qe

Deciphering MSP Compliance Settlement Terms

Settlement documents, such as the release, for cases involving Medicare beneficiaries will often contain puzzling boilerplate Medicare Secondary Payer (MSP) compliance terms. At times, you may also see lengthy addendums to the release that appear to have been copied straight from an MSP Act treatise. When reviewing settlement documents, attorneys should focus on some key terms such as those addressing conditional payments and/or Medicare Advantage Organization (MAO) payments, Section 111 Mandatory Insurer Reporting and the avoidance of cost-shifting post-settlement injury-related care to Medicare.  Provisions regarding the plaintiff’s waiver of their right to pursue the private cause of action under 42 U.S.C. § 1395y(b)(3)(A) are also common. This article will discuss each of these issues to help you better decipher the MSP compliance terms you may encounter in a settlement.

Reimbursement of Conditional Payments / Medicare Advantage Plan (MAP) Payments

The conditional payment reimbursement obligation stems from the Medicare Secondary Payer Act and implementing regulations. While the Act generally prohibits Medicare from making payment for services to the extent that payment has been made or can reasonably be expected to be made promptly under any of the following “(i) workers’ compensation; (ii) liability insurance; (iii) no-fault insurance”, an exception is made when payment is not expected to be made promptly or within 120 days of receipt of the claim.[1]  In such cases, Medicare will make payment, but it is conditioned upon the reimbursement of the payment to the Medicare Trust Fund from a settlement, judgment or award.

Primary payers have an obligation to reimburse the Medicare Trust Fund for any payments made on behalf of a Medicare beneficiary. This obligation is demonstrated by a judgment, payment conditioned upon release of liability, or other means, as enumerated in 42 C.F.R. § 411.22. A failure to reimburse the Medicare Trust Fund may result in Medicare filing suit directly for double damages against any or allentities that were responsible for reimbursement of the conditional payments.[2] Entities may include a beneficiary, provider, supplier, physician, attorney, state agency or private insurer that has received a primary payment.[3] The Centers for Medicare & Medicaid Services (CMS) Memo from December 5, 2011, further notes that Medicare Advantage Organizations (MAOs) and Prescription Drug Plans (PDPs) have the same rights of recovery as Medicare under the MSP Act.

A conditional payment settlement provision will generally place the burden of conditional payment and MAO reimbursements on the injured party.  Since a final conditional payment amount is only available after the case is settled (absent the use of the Final Conditional Payment Process), settlement documents that specify an interim conditional payment amount for reimbursement are problematic.  Considering this, it is important that the injured party be advised that the final conditional payment number may differ from the number listed in the terms. When investigating reimbursement amounts, keep in mind that the MAO reimbursement amount must be secured from the recovery contractor that has been retained by the specific plan. CMS’ conditional payment information only addresses payments made under traditional Medicare, Parts A and B. Given the exposure that attorneys face when conditional payments and MAP reimbursement claims are missed, a process should be implemented to ensure that the reimbursements are made in a timely manner and inappropriate reimbursement claims properly disputed.

                                           Section 111 Mandatory Insurer Reporting

Attorneys may question the appropriateness of provisions involving the sharing of information for Section 111 Mandatory Insurer Reporting. Section 111 of the Medicare, Medicaid, and SCHIP Extension Act of 2007 (MMSEA) was enacted in order to effectively implement the MSP framework.  This enforcement mechanism notifies Medicare of settlements involving Medicare beneficiaries and began in January of 2011. According to CMS, the Section 111 MSP reporting process is designed to ensure Medicare is properly reimbursed for items and services provided to beneficiaries.

Section 111 reporting is the responsibility of a Responsible Reporting Entity (RRE) to Medicare for liability, no-fault, and workers’ compensation plans and insurers. It is not done by the Plaintiff’s attorney. The RRE must report to Medicare if the plan has an Ongoing Responsibility for Medical (ORM) or if the Total Payment Obligation to the Claimant (TPOC) is greater than the threshold of $750.00 for physical trauma cases. Additionally, the RRE must query the Medicare system regularly to identify when a claimant becomes eligible for benefits while the claim is still open.

Under Section 111 reporting requirements, the RRE must provide the injury victim’s first name, last name, date of birth, gender, Medicare Beneficiary Identifier (MBI), and Social Security Number (or the last five digits). Additionally, the RRE must report International Classification of Diseases, Tenth Revision (ICD-10) diagnosis codes for the illnesses/injuries alleged, claimed or released in the Total Payment Obligation to Claimant (TPOC) settlement, judgment, award, or other payment. The TPOC report must also include the date and amount of the settlement. A failure to report under Section 111 reporting may result in civil money penalties being imposed against the RRE.

Given the Section 111 Mandatory Insurer Reporting obligation, it is appropriate for the defense to include a cooperation provision in the settlement terms. Considering the significant role that ICD-10 codes play in the conditional recovery process, parties should be aligned in their selection of codes as well as the accident dates. One way to do this is by adding specific ICD-10 codes to the settlement terms, being careful not to use vague codes or an excessive number of codes.

Post-Settlement Injury Related Care

The MSP Act and supporting regulations specifically state that Medicare is precluded from making payments for services to the extent that payment has been made or can reasonably be expected to be made promptly under any of the following: (i) workers’ compensation; (ii) liability insurance; (iii) no-fault insurance.[4] Given this clear language, workers’ compensation settlements will usually address the post-settlement injury-related care by including the funding of a Workers’ Compensation Medicare Set-Aside (WCMSA) in connection with the settlement. This is appropriate given an employer’s lifetime obligation to pay for the employee’s reasonable, necessary and related medical bills. If CMS’ voluntary review of the WCMSA is available to the parties, the settlement terms may include an agreement to seek review from CMS.

Liability settlements are not the same as workers’ compensation settlements. Although CMS had begun the process of promulgating regulations, the process was aborted. At this time, there is only the language of the MSP Act, and two CMS memos that address liability settlements to provide guidance. Per the May 25, 2011 CMS policy memorandum a/k/a Stalcup memo, “Each (plaintiff) attorney is going to have to decide, based on the specific facts of each of their cases, whether or not there is funding for future medicals and if so, a need to protect the Trust funds.” The second memo is from September 30, 2011 and is known as the Benson memo. It notes that when a treating physician completes a written certification that the injury-related treatment has been completed and no further injury-related care is indicated, Medicare considers its interest, with respect to future medicals for that “settlement” satisfied.  

Absent rules from CMS on liability settlements, the language of the MSP Act and Medicare’s prohibition from making payment in certain situations should be considered. When a liability settlement contains an element of future injury-related treatment, a Medicare beneficiary plaintiff may choose to “set aside” funds from the net settlement for this treatment. This complies with the goal of the MSP Act, which is the preservation of the Medicare Trust Fund. On the other hand, parties may at times just add a settlement provision that indicates there is no intention to cost shift post settlement injury related care to Medicare and that Medicare has no interest in the settlement. The decision of whether to “set aside” funds in a liability settlement is an individual one and depends on the specific facts of the case. When reviewing liability settlement terms that address future injury-related care, watch for contingencies that cannot be met, such as having CMS review a liability MSA.

Private Cause of Action Waiver

It is not unusual to see settlement terms that include the plaintiff’s agreement to waive their right to bring a private cause of action. The private cause of action is related to the obligation to reimburse Medicare for conditional payments and MAO plans for their payments. In order to enforce this obligation, Medicare beneficiaries, and others with standing, may bring an action against a party for double the amount owed to Medicare. This right comes from the MSP Act which states: There is established a private cause of action for damages (which shall be in an amount double the amount otherwise provided) in the case of a primary plan which fails to provide for primary payment (or appropriate reimbursement) in accordance with paragraphs (1) and (2) (A).”[5]

The agreement to waive the private cause of action may not be of consequence when the parties intend to and actually address the conditional payments and MAO payments. The decision of whether or not to agree to this waiver however is up to the plaintiff’s attorney.

Conclusion

Attorneys should focus on key MSP compliance areas when reviewing settlement documents: conditional payments and MAO reimbursements, Section 111 Mandatory Insurer Reporting, and post-settlement injury-related care. Proper understanding and handling of these terms can protect both the firm and the client from future liability. Moreover, MSP compliance experts, such as those at Synergy, can assist in crafting strategies to ensure compliance and mitigate risks. Contact us today.


[1] 42 U.S.C. § 1395y(b)(2)(A)(ii); 42 C.F.R. § 411.20(a)(2).

[2] 42 U.S.C. § 1395y(b)(2)(B)(iii); 42 U.S.C. § 1395y(b)(3).

[3] 42 C.F.R. § 411.24.

[4] 42 U.S.C. § 1395y(b)(2)(A)(ii); 42 C.F.R.§411.20(a)(2)).

[5] U.S.C. § 1395y(b)(3)(A).

By: Rasa Fumagalli, JD, MSCC, CMSP-F | Director of MSP Compliance Services

Stop the Leak: How Outsourcing Healthcare Lien Resolution Can Increase Cash Flow Velocity

By Jason D. Lazarus, J.D., LL.M., MSCC

Let’s talk about something that keeps personal injury attorneys up at night: cash flow. Personal injury firms work hard to win recoveries for clients, but then it’s like a slow drip waiting for those funds to be ready to be disbursed. One of the biggest culprits? Healthcare lien resolution.

These things are a handful. Medicare, Medicare advantage, Medicaid, ERISA plans, hospitals, and private insurance plans – they all want a piece of the pie. And while resolving these liens is crucial to maximize your client’s recovery, it’s also a massive drain of time for your team. Time that could be spent on, you know, actually practicing law.  And most importantly, using your team’s time to resolve more cases for greater value – delivering great client results along with improved efficiency as well as profitability.

Think about it:

  • Hours wasted: Your paralegals and lawyers are drowning in to-dos, paperwork, chasing down medical records, and haggling with lienholders.
  • Delayed disbursements: While you’re wrestling with liens, your clients are waiting (impatiently) for their money, and your firm’s recognition of revenue is delayed.
  • Missed opportunities: That time spent on lien resolution? It’s time you could be spending on increasing the value of existing cases, bringing in new clients and building your business.

The solution? Outsource it.

Look, I get it. We attorneys like to control every aspect of a case. But outsourcing healthcare lien resolution is a game-changer for personal injury law firms. Here’s why:

  • Expertise: Specialized lien resolution firms like Synergy have dedicated teams with deep knowledge of subrogation laws and negotiation tactics.  It is all about knowing the inside baseball.  They’ll usually get you better results than you could on your own.
  • Efficiency: Companies, like Synergy, have streamlined systems to handle the entire process painlessly and efficiently, freeing up your staff.
  • Faster resolution: This means quicker disbursements to your clients, which keeps them happy and boosts your firm’s cash flow velocity.

Bottom line: Outsourcing healthcare liens is a win-win. You get faster resolution, improved efficiency, and happier clients. And let’s face it, wouldn’t you rather be focusing on winning cases than battling with healthcare insurance companies and their subrogation recovery agents over liens?

https://www.linkedin.com/pulse/stop-leak-how-outsourcing-healthcare-lien-resolution-jason-d–csime

Stop the Leak: How Outsourcing Healthcare Lien Resolution Can Increase Cash Flow Velocity

Let’s talk about something that keeps personal injury attorneys up at night: cash flow. Personal injury firms work hard to win recoveries for clients, but then it’s like a slow drip waiting for those funds to be ready to be disbursed. One of the biggest culprits? Healthcare lien resolution.

These things are a handful. Medicare, Medicare advantage, Medicaid, ERISA plans, hospitals, and private insurance plans – they all want a piece of the pie. And while resolving these liens is crucial to maximize your client’s recovery, it’s also a massive drain of time for your team. Time that could be spent on, you know, actually practicing law.  And most importantly, using your team’s time to resolve more cases for greater value – delivering great client results along with improved efficiency as well as profitability.

Think about it:

  • Hours wasted: Your paralegals and lawyers are drowning in to-dos, paperwork, chasing down medical records, and haggling with lienholders.
  • Delayed disbursements: While you’re wrestling with liens, your clients are waiting (impatiently) for their money, and your firm’s recognition of revenue is delayed.
  • Missed opportunities: That time spent on lien resolution? It’s time you could be spending on increasing the value of existing cases, bringing in new clients and building your business.

The solution? Outsource it.

Look, I get it. We attorneys like to control every aspect of a case. But outsourcing healthcare lien resolution is a game-changer for personal injury law firms. Here’s why:

  • Expertise: Specialized lien resolution firms like Synergy have dedicated teams with deep knowledge of subrogation laws and negotiation tactics.  It is all about knowing the inside baseball.  They’ll usually get you better results than you could on your own.
  • Efficiency: Companies, like Synergy, have streamlined systems to handle the entire process painlessly and efficiently, freeing up your staff.
  • Faster resolution: This means quicker disbursements to your clients, which keeps them happy and boosts your firm’s cash flow velocity.

Bottom line: Outsourcing healthcare liens is a win-win. You get faster resolution, improved efficiency, and happier clients. And let’s face it, wouldn’t you rather be focusing on winning cases than battling with healthcare insurance companies and their subrogation recovery agents over liens?

Written by: Jason D. Lazarus, J.D., LL.M., MSCC | CEO