msb site visit checklist

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The Bank Secrecy Act (BSA) requires many financial institutions, including money services businesses (MSB), to keep records and file reports on certain transactions to the U.S. Department of the Treasury’s Financial Crimes Enforcement Network (FinCEN).

Money Services Business

An MSB is generally any person offering check cashing; foreign currency exchange services; or selling money orders, travelers’ checks or pre-paid access (formerly stored value) products; for an amount greater than $1,000 per person, per day, in one or more transactions. A person who engages as a business in the transfer of funds is an MSB as a money transmitter, regardless of the amount of money transmission activity.  

Registering with the Federal Government

Every MSB must register with FinCEN by electronically filing FinCEN Form 107, Registration of Money Services Business , unless a person or business is only an MSB because they serve as an agent of another MSB. The MSB’s owner or controlling person must register by the end of a 180-day period, which begins the day after the date they established the MSB. They are also required to renew their MSB registration each two-calendar-year period following the initial registration by filing another Form 107.

Developing an Effective AML Program

All MSBs are required to develop and implement an anti-money laundering (AML) compliance program . The program should reasonably prevent individuals from using the MSB to facilitate money laundering or to finance terrorist activities. Each program must be written and take into account the inherent risks, as well as:

• Designate a person to assure day-to-day compliance with the BSA;
• Incorporate policies, procedures and internal controls reasonably designed to assure compliance with the BSA;
• Provide education and training to appropriate personnel; and
• Provide for an independent review to monitor and maintain an adequate program.

Reporting Cash Transactions

MSBs must electronically file FinCEN Form 112, Currency Transaction Report , when they have a cash-in or cash-out currency transaction, or multiple transactions, totaling more than $10,000 during one business day for any one person, or on behalf of any one person.

Reporting Suspicious Activities

Generally, MSBs that know, suspect or have reason to suspect that the transaction or pattern of transactions is suspicious and involves $2,000 or more, must electronically file a FinCEN Form 111, Suspicious Activity Report on the activity. 

BSA E-Filing

The BSA E-Filing System  supports the electronic filing of BSA forms (either individually or in batches) through a FinCEN secure network. Financial institutions, including MSBs, must electronically file all required BSA reports using FinCEN's BSA E-Filing System. FinCEN may reject any required reports filed in paper format.

Additional Resources

Other bsa reporting requirements.

• Report of Foreign Bank and Financial Accounts (FBAR)
• Form 105, Report of International Transportation of Currency or Monetary Instruments

Online Information

Publications.

• Bank Secrecy Act Requirements A Quick Reference Guide for MSBs PDF
• Examination Manual for Money Services Businesses PDF
• Reporting Suspicious Activity A Quick Reference Guide for MSBs PDF
• Money Laundering Prevention An MSB Guide PDF
• Title 31 Helpline: 866-270-0733 (toll-free inside the U.S.) or 313-234-6146 (not toll-free, for callers outside the U.S.)
• FinCEN Regulatory Helpline: 800-949-2732
• BSA E-Filing Help Desk (technical assistance): 866-346-9478 (toll-free), Email [email protected]
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• BSA/AML Manual

Risks Associated with Money Laundering and Terrorist Financing

• Business Entities (Domestic and Foreign)

Business Entities (Domestic and Foreign) — Overview

Objective. Assess the adequacy of the bank’s systems to manage the risks associated with transactions involving domestic and foreign business entities, and management’s ability to implement effective due diligence, monitoring, and reporting systems.

The term "business entities" refers to limited liability companies, corporations, trusts, and other entities that may be used for many purposes, such as tax and estate planning. Business entities are relatively easy to establish. Individuals, partnerships, and existing corporations establish business entities for legitimate reasons, but the entities may be abused for money laundering and terrorist financing.

Domestic Business Entities

All states have statutes governing the organization and operation of business entities, including limited liability companies, corporations, general partnerships, limited partnerships, and trusts. Shell companies registered in the United States are a type of domestic 293 The term "domestic" refers to entities formed or organized in the United States. These entities may have no other connection to the United States, and ownership and management of the entities may reside abroad. business entity that may pose heightened risks. 294 The term "shell company" generally refers to an entity without a physical presence in any country. FinCEN has issued guidance alerting financial institutions to the potential risks associated with providing financial services to shell companies and reminding them of the importance of managing those risks. Refer to Potential Money Laundering Risks Related to Shell Companies , FIN-2006-G013, November 2006. Shell companies can be used for money laundering and other crimes because they are easy and inexpensive to form and operate. In addition, ownership and transactional information can be concealed from regulatory agencies and law enforcement, in large part because most state laws require minimal disclosures of such information during the formation process. According to a report by the U.S. Government Accountability Office (GAO), law enforcement officials are concerned that criminals are increasingly using U.S. shell companies to conceal their identity and illicit activities. 295 Refer to GAO's Company Formations — Minimal Ownership Information is Collected and Available , GAO-06-376 , April 2006. For additional information, Refer to Failure to Identify Company Owners Impedes Law Enforcement , Senate Hearing 109-845, held on November 14, 2006, and Tax Haven Abuses: The Enablers, The Tools & Secrecy , Senate Hearing 109-797, held on August 1, 2006, (particularly the Joint Report of the Majority and Minority Staffs of the Permanent Subcommittee on Investigations ).

Shell companies can be publicly traded or privately held. Although publicly traded shell companies can be used for illicit purposes, the vulnerability of the shell company is compounded when it is privately held and beneficial ownership can more easily be obscured or hidden. Lack of transparency of beneficial ownership can be a desirable characteristic for some legitimate uses of shell companies, but it is also a serious vulnerability that can make some shell companies ideal vehicles for money laundering and other illicit financial activity. In some state jurisdictions, only minimal information is required to register articles of incorporation or to establish and maintain "good standing" for business entities — increasing the potential for their abuse by criminal and terrorist organizations.

Foreign Business Entities

Frequently used foreign entities include trusts, investment funds, and insurance companies. Two foreign entities that can pose particular money laundering risk are international business corporations (IBC) and Private Investment Companies (PIC) opened in offshore financial centers (OFC). Many OFCs have limited organizational disclosure and recordkeeping requirements for establishing foreign business entities, creating an opportune environment for money laundering.

International Business Corporations

IBCs are entities formed outside of a person’s country of residence which can be used to maintain confidentially or hide assets. IBC ownership can, based on jurisdiction, be conveyed through registered or bearer shares. There are a variety of advantages to using an IBC which include, but are not limited to, the following:

• Asset protection.
• Estate planning.
• Privacy and confidentiality.
• Reduction of tax liability.

Through an IBC, an individual is able to conduct the following:

• Open and hold bank accounts.
• Hold and transfer funds.
• Engage in international business and other related transactions.
• Hold and manage offshore investments (e.g., stocks, bonds, mutual funds, and certificates of deposit), many of which may not be available to "individuals" depending on their location of residence.
• Hold corporate debit and credit cards, thereby allowing convenient access to funds.

Private Investment Companies

PICs are separate legal entities. They are essentially subsets of IBCs. Determining whether a foreign corporation is a PIC is based on identifying the purpose and use of the legal vehicle. PICs are typically used to hold individual funds and investments, and ownership can be vested through bearer shares or registered shares. Like other IBCs, PICs can offer confidentiality of ownership, hold assets centrally, and may provide intermediaries between private banking customers and the potential beneficiaries of the PICs. Shares of a PIC may be held by a trust, which further obscures beneficial ownership of the underlying assets. IBCs, including PICs, are frequently incorporated in countries that impose low or no taxes on company assets and operations or are bank secrecy havens.

Nominee Incorporation Services

Intermediaries, called nominee incorporation services (NIS), establish U.S. shell companies and bank accounts on behalf of foreign clients. NIS may be located in the United States or offshore. Corporate lawyers in the United States often use NIS to organize companies on behalf of their domestic and foreign clients because such services can efficiently organize legal entities in any state. NIS must comply with applicable state and federal procedures as well as any specific bank requirements. Those laws and procedures dictate what information NIS must share about the owners of a legal entity. Money launderers have also utilized NIS to hide their identities. By hiring a firm to serve as an intermediary between themselves, the licensing jurisdiction, and the bank, a company’s beneficial owners may avoid disclosing their identities in state corporate filings and in corporate bank account opening documentation.

An NIS has the capability to form business entities, open full-service bank accounts for those entities, and act as the registered agent to accept service of legal process on behalf of those entities in a jurisdiction in which the entities have no physical presence. Furthermore, an NIS can perform these services without ever having to identify beneficial ownership on company formation, registration, or bank account documents.

Several international NIS firms have formed partnerships or marketing alliances with U.S. banks to offer financial services such as Internet banking and funds transfer capabilities to shell companies and non-U.S. citizens. U.S. banks participating in these marketing alliances by opening accounts through intermediaries without requiring the actual accountholder’s physical presence, accepting by mail copies of passport photos, utility bills, and other identifying information may be assuming increased levels of BSA/AML risk. 296 Money Laundering Threat Assessment Working Group, U.S. Money Laundering Threat Assessment , December 2005.

Risk Factors

Money laundering and terrorist financing risks arise because business entities can hide the true owner of assets or property derived from or associated with criminal activity. 297 For a general discussion of the risk factors associated with the misuse of business entities, refer to the Financial Action Task Force's The Misuse of Corporate Vehicles, Including Trust and Company Service Providers , October 13, 2006. The privacy and confidentiality surrounding some business entities may be exploited by criminals, money launderers, and terrorists. Verifying the grantors and beneficial owner(s) of some business entities may be extremely difficult, as the characteristics of these entities shield the legal identity of the owner. Few public records will disclose true ownership. Overall, the lack of ownership transparency; minimal or no recordkeeping requirements, financial disclosures, and supervision; and the range of permissible activities all increase money laundering risk.

While business entities can be established in most international jurisdictions, many are incorporated in OFCs that provide ownership privacy and impose few or no tax obligations. To maintain anonymity, many business entities are formed with nominee directors, officeholders, and shareholders. In certain jurisdictions, business entities can also be established using bearer shares; ownership records are not maintained, rather ownership is based on physical possession of the stock certificates. Revocable trusts are another method used to insulate the grantor and beneficial owner and can be designed to own and manage the business entity, presenting significant barriers to law enforcement.

While the majority of U.S.-based shell companies serve legitimate purposes, some shell companies have been used as conduits for money laundering, to hide overseas transactions, or to layer domestic or foreign business entity structures. 298 Failure to Identify Company Owners Impedes Law Enforcement. Refer to Senate Hearing 109-845 held on November 14, 2006. For example, regulators have identified shell companies registered in the United States conducting suspicious transactions with foreign-based counterparties. These transactions, primarily funds transfers circling in and out of the U.S. banking system, evidenced no apparent business purpose. Domestic business entities with bank-like names, but without regulatory authority to conduct banking, should be particularly suspect. 299 The federal banking agencies notify banks and the public about entities engaged in unauthorized banking activities, both offshore and domestic. These notifications can be found on the federal banking agencies' Web sites.

The following indicators of potentially suspicious activity may be commonly associated with shell company activity:

• Insufficient or no information available to positively identify originators or beneficiaries of funds transfers (using Internet, commercial database searches, or direct inquiries to a respondent bank).
• Payments have no stated purpose, do not reference goods or services, or identify only a contract or invoice number.
• Goods or services, if identified, do not match profile of company provided by respondent bank or character of the financial activity; a company references remarkably dissimilar goods and services in related funds transfers; explanation given by foreign respondent bank is inconsistent with observed funds transfer activity.
• Transacting businesses share the same address, provide only a registered agent’s address, or other address inconsistencies.
• Many or all of the funds transfers are sent in large, round dollar, hundred dollar, or thousand dollar amounts. Unusually large number and variety of beneficiaries receiving funds transfers from one company.
• Frequent involvement of multiple jurisdictions or beneficiaries located in higher-risk OFCs.
• A foreign correspondent bank exceeds the expected volume in its client profile for funds transfers, or an individual company exhibits a high volume and patternamount of funds transferssporadic activity that is inconsistent with its normal business activitypatterns.
• Multiple high-value payments or transfers between shell companies with no apparent legitimate business purpose.
• Purpose of the shell company is unknown or unclear.

Risk Mitigation

Management should develop policies, procedures, and processes that enable the bank to identify account relationships, in particular deposit accounts, with business entities, and monitor the risks associated with these accounts in all the bank’s departments. Business entity customers may open accounts within the private banking department, within the trust department, or at local branches. Management should establish appropriate due diligence at account opening and during the life of the relationship to manage risk in these accounts. The bank should gather sufficient information on the business entities and their beneficial owners to understand and assess the risks of the account relationship. Important information for determining the valid use of these entities includes the type of business, the purpose of the account, the source of funds, and the source of wealth of the owner or beneficial owner.

The bank’s CIP should detail the identification requirements for opening an account for a business entity. When opening an account for a customer that is not an individual, banks are permitted by 31 CFR 1020.100 to obtain information about the individuals who have authority and control over such accounts in order to verify the customer’s identity (the customer being the business entity). Required account opening information may include articles of incorporation, a corporate resolution by the directors authorizing the opening of the account, or the appointment of a person to act as a signatory for the entity on the account. Particular attention should be paid to articles of association that allow for nominee shareholders, board members, and bearer shares.

If the bank, through its trust or private banking departments, is facilitating the establishment of a business entity for a new or existing customer, the money laundering risk to the bank is typically mitigated. Because the bank is aware of the parties (e.g., grantors, beneficiaries, and shareholders) involved in the business entity, initial due diligence and verification is easier to obtain. Furthermore, in such cases, the bank frequently has ongoing relationships with the customers initiating the establishment of a business entity.

Risk assessments may include a review of the domestic or international jurisdiction where the business entity was established, the type of account (or accounts) and expected versus actual transaction activities, the types of products that will be used, and whether the business entity was created in-house or externally. If ownership is held in bearer share form, banks should assess the risks these relationships pose and determine the appropriate controls. For example, in most cases banks should choose to maintain (or have an independent third party maintain) bearer shares for customers. In rare cases involving lower-risk, well-known, established customers, banks may find that periodically recertifying beneficial ownership is effective. The bank's risk assessment of a business entity customer becomes more important in complex corporate formations. For example, a foreign IBC may establish a layered series of business entities, with each entity naming its parent as its beneficiary.

Ongoing account monitoring is critical to ensure that the accounts are reviewed for unusual and suspicious activity. The bank should be aware of higher-risk transactions in these accounts, such as activity that has no business or apparent lawful purpose, funds transfer activity to and from higher-risk jurisdictions, currency intensive transactions, and frequent changes in the ownership or control of the nonpublic business entity.

Table of Contents

• Introduction
• Scoping and Planning
• BSA/AML Risk Assessment
• Assessing the BSA/AML Compliance Program
• Developing Conclusions and Finalizing the Exam
• Assessing Compliance with BSA Regulatory Requirements
• Office of Foreign Assets Control
• Program Structures
• Introduction – Customers
• Correspondent Accounts (Domestic)
• Bulk Shipments of Currency
• U.S. Dollar Drafts
• Payable Through Accounts
• Pouch Activities
• Electronic Banking
• Funds Transfers
• Automated Clearing House Transactions
• Prepaid Access
• Third-Party Payment Processors
• Brokered Deposits
• Independent Automated Teller Machine Owners or Operators
• Nondeposit Investment Products
• Concentration Accounts
• Lending Activities
• Trade Finance Activites
• Trust and Asset Management Services
• Nonresident Aliens and Foreign Individuals
• Politically Exposed Persons
• Embassy, Foreign Consulate, and Foreign Mission Accounts
• Non-Bank Financial Institutions
• Professional Service Providers
• Charities and Nonprofit Organizations
• Cash-Intensive Businesses

• Capacity Building
• Collaboration
• Communication
• Field Building
• Funder Approach
• Outcomes & Impact
• RFPs & Competitions
• Sustainability
• Transparency
• Arts & Culture
• Civic Engagement
• Community Development
• Economy & Workforce
• Emergency & Disaster
• Environment
• Human Rights
• Peace & Conflict
• Science & Technology
• Candid Features
• Case Studies
• Curated Content
• Guided Reading
• Infographics

Conducting a Meaningful Site Visit

A site visit can be one of the most important tools you use, as a grantmaker, in determining your ultimate funding decisions. For example, an in-person look at a potential grantee’s activities can complement a grantee’s written proposal and give you a clearer picture of their request. In fact, site visits can be one of the most interesting parts of the grantmaking process.

What makes a site visit meaningful? Careful preparation, mutually understood goals, a willingness to see the event as part of an ongoing relationship. So how can you be a "good guest" while conducting a structured, but not stifling, site visit? Here grantmakers offer some helpful advice for:

"It's not surprising to feel a little nervous about site visits. One way to orient yourself is to put yourself in the shoes of the applicant and imagine how you'd like to be treated. Often, puzzles about what to say or how to say it will become immediately clear."

— A grantmaker recalling a first experience with site visits

Managing Your Role

Since the business of making grants primarily involves establishing a relationship between the grantor and the grantee, grantmakers often conduct site visits precisely to develop firsthand relationships with leaders and organizations in the communities and fields on which they focus. As such, a site visit can serve as an open-ended interview that allows you to ask pressing questions you may have and let potential grantees discuss the things they love to do. Talking at length and in depth with applicants about their work, and making certain they understand the fundamental purposes of your grant-making program, can also sometimes lead to exciting new ideas.

It can be a mistake, though, to think of a site visit as a discrete, one-time-only event. Site visits and one-to-one conversations are more likely to be continuing activities — at least with organizations directly involved in your program areas. Consequently, you may decide to make your first site visit to some organizations before you circulate a request for proposals, as a get-acquainted step, or as an element of your overall reconnaissance. Later, another visit may be part of your consideration of the group’s proposal. If you decide to award a grant, there are likely to be other visits — within reason — down the road, either to monitor the grant or maintain good relations.

Bear in mind that few organizations turn down a funder’s request for a meeting. They may be in the midst of their busiest season, rushing to prepare a proposal for another funder, or simply overwhelmed with work — they’ll probably still set aside two hours for you. As valuable as site visits can be, therefore, it’s important to make sure you’re not imposing on the organization’s time or distracting its staff. Remember: the organization is not likely to tell you — at least at first — that your request for a meeting comes at a bad time. You need to be alert and sensitive, and hope that at some point the group feels free to be more candid with you about its schedule.

Before You Visit

If the site visit is a first contact, do some homework. If you have not yet received a proposal from the organization, visit its Web site, if one exists, or research its area of work. This preparation allows you to use the time you spend with potential grantees efficiently, to ask pertinent, informed questions, and to understand what they’re trying to accomplish.

Even if the contact isn’t a new one, prepare yourself and the grantee before the visit. Be thoughtful and clear. For example, you might explain that you want to learn more about a particular aspect of the organization’s work. In any case, let them know how much time you have, and whether there are particular people or activities you would like to see.

Formulate some preliminary questions — but be careful of coming up with a long list. Narrow it down to the three most important ones, so as not to overwhelm your host. Notify the potential grantee of your questions ahead of time. You might also suggest that the organization send you an agenda of its own for the visit.

If possible, schedule site visits at times when you can observe some type of program activity. It helps to experience the work of the potential grantee firsthand.

While it can be helpful to conduct your visit with other staff from your foundation — the added perspective may be valuable — remember that having too many additional people can make it hard to have an informative, relaxed conversation.

Be aware that a site visit is a very important event to potential grantees. They will quite likely put a lot of energy into planning it and will hope to have your full attention. Difficulties in scheduling can create a misleading impression, as one grantmaker learned: "I remember a time when one of our team had to leave after half an hour. It wasn’t disrespectful; it was just someone juggling a tough working schedule. But it seemed as though perhaps we weren’t really that interested."

During the Visit

Begin by reminding people of the reason for your visit and about your role. You may have explained these points already, but nonprofits often play host to visitors, and may not remember what you told them. Be sure they understand that you’re there not only as an interested individual, but as your organization’s representative.

Since everyone's time is scarce, you may want to focus on what you most need to know to make a good grant, and on matters that call for the prospective grantee's impressions, interpretations, and personal reflection. In other words, the site visit is not usually the best time to bring up small, detailed matters that may require the applicant to do research or analysis. It is an opportunity to get to know the organization in a more personal way than is possible on paper

As the Visit Concludes

Don't forget to use the visit as an opportunity to expand your knowledge of the broader community or field. Ask applicants for suggestions about other organizations or activities that you should be looking at, or other people you should get to know.

Leave room for excitement: surprisingly good things can happen during a site visit. "I remember one visit," notes an experienced grantmaker, "when, after about an hour-and-a-half of talk and examination of the premises, the prospective grantee deferred going to another meeting so he could fill us in on his ideas for several different possible grants. It was a lively discussion, and I think curtailing it would have curtailed the making of the grant. You have to leave room for excitement."

And a final note. If the first one or two visits start off stiffly, don't worry. It takes more than an hour or two, and often more than a single visit, to establish the kind of trusting, open relationship in which a real exchange of ideas — the "excitement" — can take place.

MORE ON THIS SUBJECT

Learning from Site Visits (Funding Community Organizing) Managing Expectations: Site Visits (Saying Yes / Saying No)

Takeaways are critical, bite-sized resources either excerpted from our guides or written by Candid Learning for Funders using the guide's research data or themes post-publication. Attribution is given if the takeaway is a quotation.

This takeaway was derived from Building Community Inside and Out .

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• Jun 11, 2020

The Ultimate Site Inspection Checklist & Guide for Planners

by Maria Walda

Site inspections are more than just deciding whether or not you like the space. Successful site inspections — the ones chock full of thoughtful questions and specific requests — require a site inspection checklist to make the meeting as fruitful as possible.

With a proper site inspection checklist, you can thoroughly assess your event venue options to find the perfect fit for your audience and programs.

In this article, we’ll take a closer look at the items every site inspection checklist should include. We’ll also provide some amazing tips on how to make the most of your site inspection and what you can before, during, and after to ensure your success.

What is a site inspection checklist?

Why do event planners need a site inspection checklist, how to set up a site inspection.

Site inspection tips

How to prepare for a site visit

How to tell a good site inspection from a bad one.

The event planner’s site inspection checklist

Important questions to ask at every site inspection

Post site inspection wrap-up

A site inspection checklist is a tool event planners can use when visiting a location they’re considering for their next affair.

Examining a venue in person allows you to make note of the advantages and limitations of what’s available. Having a checklist makes it easy to keep track of all the little details. This way, you can make an educated decision either way. It also helps to have this info handy when you begin planning the event.

A site inspection checklist helps event planners remember every little detail, no matter how small, when visiting a venue. It also helps to keep uniform records of site inspections as a future reference for both yourself and other team members.

Organized and extremely detailed records like these are a huge asset to event planners, regardless of whether they ultimately choose the venue this time around.

In an ideal world, you’d schedule your site inspection a year out from your event, with follow-up visits six months and one month out.

But the new norm seems to be a single visit just a few months away from the event. Not to worry though — a site inspection checklist is a great tool for this situation since it helps to make sure you get all your ducks in a row in just one visit.

A site inspection checklist helps event planners remember every detail, no matter how small, when visiting a venue.

2. Scheduling

Event planners can typically schedule a site inspection through a sales representative at the property via phone or email. If it’s a hotel, they might also coordinate your complimentary room at this stage, although not all sites offer free rooms with every inspection.

3. Preparation

Conducting a site visit requires time management skills from both the planner and the venue itself. Make sure you’re prepared with your site visit checklist and preliminary research completed before you arrive. And if the visit feels rushed, make a note of that as well.

3 site inspection tips

Ask smart questions. Ask questions that can’t be answered by any materials you already have. Also, remember to time your questions well. Some questions are better to ask during a tour, while others are more suited to ask during a break.

Connect with at least three other event planners. Most often, a site visit will involve a group of people. Talk to as many event planners as you can and exchange contact info. After the inspection, you can connect and discuss your points of view about the venue and whether you’ll each move forward with it. They might even have some insider info to pass along.

Have a checklist ready to go. As we’ve already mentioned, having a checklist with you is one of the most important steps to a successful site inspection. Use our checklist as a jumping-off point and be sure to include additional questions of your own.

In addition to bringing a checklist like the one below, you’ll also need to do each of the following:

Research, research, research. Look at specifics about the venue and the surrounding area. Review all resources (like virtual tours and downloadable floor plans) the venue provides ahead of time.

Check in with your team . Go over your inspection checklist to see if they have any further recommendations or requests for you.

Prepare business cards . You can give them to the venue’s sales rep and other tour members for networking purposes.

Pack the right tools. You should always bring a camera (that has plenty of available storage) with at least one backup battery just in case. Also, remember to take your checklist and an organized list of your event needs and wants.

Know what you need to see and what you don’t need to see. If the gym and pool areas aren’t necessary for your guests, make sure your contact at the venue knows that ahead of time. Be sure to have a “must see” list and kindly insist on visiting these areas during the visit.

Remember, the point of the site inspection is to leave with all the info you need to make a decision about the venue. So prepare accordingly. In addition to this list, you can also prepare by getting to know what separates a good inspection from a bad one.

Hotels and other event venues should do their best to impress event planners during site inspections. But there are some telltale signs that a venue is going truly above and beyond (or not).

Here are some signs that the site knows how to lead a quality site inspection:

They are honest about hidden costs or availability. The sales rep should tell you about pricing options and fees upfront.

They ask for event specifics before you arrive . Venue reps should already be familiar with your event needs and how they can accommodate them — even if they have to get a little creative to do so.

They provide full access to updated and accurate floor plans . To-scale floor plans are a must for event planners, and venues should go out of their way to make sure you have them so you can successfully plan table layouts .

They don’t overpromise. If the venue isn’t able to fulfill things like food and beverage requests or equipment availability, they should be transparent about that. They should also provide all the possible alternatives they have on hand.

They provide a custom, tailored experience for your visit. Their site inspection agenda, room set-ups, and walk-throughs should all mirror your event vision.

They give you a single point of contact. Having one team member you can contact before, during, and after the site visit makes it easier to communicate with the venue.

Once you know these telltale signs, it’s time to prepare your own checklist.

• Event Planning

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A letter comes across your office fax machine indicating that your practice has been scheduled for an audit and site visit from the Centers for Medicare and Medicaid Services, a Medicare administrative contractor, or a zone program integrity contractor the next morning at 8 a.m. Sound far-fetched? This exact scenario is likely if your practice is scheduled for such a visit from the federal government or a government contractor. The timing is intended to give you little chance to prepare.

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6 Engineering Site Visit Checklist Tips to Know

An engineering site visit checklist is critical for most projects. It’s the reality check that keeps designs grounded in the real world.

Site visits are the ultimate way to get up close and personal with a project and the client. You’ll usually find yourself making site visits during these project stages:

• Project kickoff to grasp the work scope
• Design phase to fine-tune project details
• Construction phase to tackle problems
• Start-up post-construction to ensure everything’s running smoothly

To make the most of each site visit, follow my 6 engineering site visit checklist tips. I’ll focus on design phase visits, but these takeaways apply to all stages. Also, enjoy some rad photos from a hydroelectric facility I helped retrofit.

#1 Map out a solid plan of action for your site visit

Preparation is the name of the game. Before I set foot on a site, I know exactly what I need to do there.

Take this example: say my project is to upgrade an existing substation for increased capacity. I’d first make a list of questions for the client and items to investigate at the site.

Client questions might include:

• Do you have existing as-built drawings and specs?
• How much new load are you forecasting?
• Can you break down the existing loads?
• Are there any issues I should know about?
• Is any existing equipment causing trouble?
• How much space is there to expand the substation?
• What’s your lead time for this project?
• How much downtime can you handle during the cutover phase?
• Are other upgrades needed (e.g., security, protective relaying)?

My site investigation checklist would include:

• Confirm equipment ratings
• Measure clearances
• Snap photos inside panels (e.g., control panels)
• Inspect existing equipment (e.g., switchgear, transformers)
• Measure space for new equipment
• Check transmission and distribution line connections
• Look for facility quirks or safety concerns

Keep in mind, I might tackle some tasks over the phone or through email before the visit. This way, the client can gear up for our powwow and avoid wasting precious time.

For instance, there have been times when I forgot to mention that I needed to inspect panel X. At the site, the client told me they couldn’t access it.

Come prepared to keep site visits efficient

When you visit a site, your client will most likely show you around. You won’t have all the time in the world to explore and brainstorm on the fly. Besides, you don’t want to come across as a clueless, unprepared engineer.

So, treat a site visit like any other high-stakes meeting. Some site visits can take months to arrange, so it’s best to know exactly what you want to achieve before you even set foot on the site. You don’t want to return from the visit kicking yourself, thinking,

“DAMN! I forgot to take photos of the control panel’s interior!”

Important Note: Don’t forget to ask your client about any site safety concerns. This is crucial for your safety and everyone around you.

I’ve been to sites with live 230,000-volt equipment and experienced treacherous drives to sites where I’ve nearly met my maker .  

#2 Investigate the site thoroughly

Time to channel your inner Sherlock Holmes! Your blueprint for this detective work is the action plan you create in tip #1.

You’ll want to check if the client’s scope of work has any limitations, or if there are other issues your client forgot to mention. Sometimes, the work scope seems straightforward on paper, but once you’re on site, you uncover a whole slew of unexpected problems.

I like to compare it to our ambition to travel and colonize Mars. From Earth, the mission appears simple: send a couple of big rockets to Mars and create an artificial habitat that provides oxygen and protection from extreme cold, high radiation, and low atmospheric pressure.

However, the reality is mind-blowing. The challenges are enormous, and there’s a never-ending list of problems we haven’t even considered yet. Just take a look at some of the issues I’ve listed here when it comes to tunneling on Mars alone.

The point is, don’t just rely on what your client tells you. You’re the expert, so it’s up to you to investigate the site and determine what’s best for your client. After that, you can discuss your findings with them and fine-tune the work scope.

#3 Snap loads of pictures at the site

Nowadays, everyone has a high-end camera in their pocket with their smartphone. You can take endless top-quality photos on a whim. But, you need to know how to take great photos at a project site too.

Otherwise, when you return to your office, your photos might only cause more confusion. To avoid this, I’ll share four tips on how to take and manage pictures (and videos) effectively.

A) Organize and separate your photos on site

Picture yourself at a project site, snapping away photos, feeling like you’ve got everything under control. You think you’ll remember why and where each shot was taken. But let’s be real, once you’re back in your office, it’s a hot mess trying to figure out which photos belong where.

Imagine taking 50 pictures at location A and another 50 at locations B and C. To keep things organized, I whip out my trusty notepad, jot down the location or equipment, and snap a photo of it. Here are some examples of what I write:

• Inside building X looking at the west wall
• Inside the left-most cabinet of switchgear ‘Faulk’
• Investigating high voltage cabling of switchgear ‘Faulk’

With my digital divider in place, I only then start snapping field photos. Once I’m done, I move on to the next spot and repeat the process. Trust me, this technique is a lifesaver when you’re dealing with hundreds of photos.

B) Take photos in a patterned consistent manner

So, you want to capture the components in a 90-inch tall control panel? First, step back and get an overall shot of the panel. Then, zoom in and snap photos of the components from top to bottom.

This way, you can easily understand the mounting arrangement of the components in the zoomed-in photos. I’ve had moments where I didn’t take zoomed-out photos, and back in the office, it was a nightmare trying to follow the wiring of the components. Super frustrating!

C) Upload and organize your photos ASAP

Get those photos uploaded and organized right after your site visit, while everything’s still fresh in your head. If you missed any of the earlier photo tips, you’ll remember the details and make a note.

Next, turn each of your written notes from photo tip ‘A’ into separate folders. For example, if you took pictures at three different spots on your project site, your digital file organization would look something like this:

Main folder: Site Visit at Zeus Substation (DD/MM/YY)

Subfolders:

• Location #1
• Location #2
• Location #3

Lastly, give each of your photos a detailed name. Invest a little time now, and you’ll save yourself from future headaches.

D) Take a lot of photos

Back in the day, film was expensive, so you had to be stingy with your shots. But now, there’s no reason not to go photo-crazy! Plus, you can review the quality of each photo right there on the spot.

So go ahead, take loads of photos and even videos. They’ll only help you back at the office. I say, if a photo has even a 1% chance of being useful, take the shot! You never know when those seemingly pointless pics might save the day.

#4 Bring all your necessary supplies to the site

Depending on your field of engineering, you’ll have a bunch of supplies to bring along. My list is always pretty lengthy . Don’t expect your client to hook you up with supplies, especially since they’re paying you!

So pack for the unexpected and bring all your gear just in case. You never know when you’ll need to measure a piece of equipment or pry open a panel. If you’re not prepared, you’ll miss out on valuable data.

#5 Forge a strong connection with your client during site visits

Nothing beats getting to know your client face-to-face, right? Sure, digital communication is a breeze these days, with everyone clutching their trusty smartphones.

But, let’s be real – in-person interactions still reign supreme. That’s why I think site visits are the perfect chance to bond with your client.

Without a face to match the name, you’re just another entry on their spreadsheet. Genuine human connections, on the other hand, pave the way for deeper relationships. This usually leads to smoother project execution. Plus, your future requests are less likely to be left hanging.

#6 Show up on time for your site visit

This one’s a no-brainer, but punctuality is key. Actually, aim to be 10 to 15 minutes early. You don’t want to make a lousy impression by keeping your client waiting.

Go the extra mile to pinpoint the precise site location in advance. This might mean asking your client for map snapshots and off-the-beaten-path directions. After all, some engineering project sites can be in the boonies, with no physical address that your GPS can easily locate.

I’d recommend downloading the site map on your phone, just in case you lose signal. Alternatively, use a non-internet-dependent GPS device.

And if you’re running late, give your client a heads-up with a phone call. At the end of the day, professionalism is paramount.

Engineering site visit checklist wrap up

Site visits play a huge role in engineering projects. The better you tackle site visits, the more successful projects you’ll spearhead.

My advice? Learn about site visits specific to your engineering field . Pick the brains of seasoned engineers to discover what to look for during site visits. Then, tweak your engineering site visit checklist as needed. You might uncover something unique to your line of work that I didn’t cover.

What do you find the most important about engineering project site visits? What’s on your engineering site visit checklist?

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Author Bio: Koosha started Engineer Calcs in 2019 to help people better understand the engineering and construction industry, and to discuss various science and engineering-related topics to make people think. He has been working in the engineering and tech industry in California for well over 15 years now and is a licensed professional electrical engineer, and also has various entrepreneurial pursuits.

Koosha has an extensive background in the design and specification of electrical systems with areas of expertise including power generation, transmission, distribution, instrumentation and controls, and water distribution and pumping as well as alternative energy (wind, solar, geothermal, and storage).

Koosha is most interested in engineering innovations, the cosmos, sports, fitness, and our history and future.

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Are You Ready for a CMS Site Visit?

Whether you are a new provider or you have been in practice for some time, the Centers for Medicare & Medicaid Services (CMS) may pay enrolled providers a visit for a medical record review and audit.

Would you be prepared if this audit were to happen next week?

The goal of CMS onsite audits is to find any fraud or abuse in the healthcare payment system. Some insurance payers are now joining in on-site audit visits. During the visit, CMS will make sure that your physical address matches the address on your electronic records and that your business is clearly labeled with street and number signs. They will also check that the proper licensed staff is providing professional services and that medical records are unaltered.

Checklist To Prepare for CMS Onsite Visit

You will receive a warning letter from CMS or from an insurance payer announcing your site visit . An unannounced visit may occur as well. Take action right away:

Check the credentials and photo ID of the auditors.

Let your attorney know about the audit and ask if they have any preparation advice or if they want to be present.

You may request that the appointment be rescheduled to a less busy time for your office.

Determine the exact purpose of the office visit and what issues they have observed in other providers.

Ask in advance whether any of your staff will be interviewed. If yes, brief them on how to answer questions accurately – but don’t volunteer any additional information.

Prepare a secure room in which the auditors can work.

If the audit is for only for medical records, ask for a patient list in advance.

Keep copies of all material that you supply to the auditors.

As a good practice drill for your staff, do a self-audit. Make sure that HIPAA standards are being met and that certificates are properly displayed. While you are at it, include safety standards in your audit for both OSHA and health department standards.

The auditors are only doing their jobs! Healthcare providers and suppliers must have policies and procedures in place for full compliance. When you are prepared for an audit at any time, you and your staff are confident that all proper HIPAA and other mandates are in place.

Let Us Manage All Your Payer Enrollment and Credentialing Services

If you require medical credentialing and payer enrollment needs for your practice or medical facility, please contact 1st Assistant. Our experienced and dedicated specialists will provide all credentialing and enrollment services quickly and will monitor your account for ongoing updates and re-attestations. Heidi Henderson , Vice President of Credentialing, is eager to meet you and discuss your payer enrollment needs. Please call us at 512.201.2668 or contact us via the website .

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Guide to Construction Site Visits

Resource Names:

• A Guide to Organising a Construction Site Visit
• A Site Visit Workbook
• Site Visit Arrangement Sheet (editable)

Resource Descriptor:

These resources provide a range of information, advice and guidance including a workbook, checklists, FAQ to support employers hosting a construction site visit and those who are intending to visit a construction site.

Resource Aims:

The information and advice in the guide aims to help both parties in the planning stages and on the day of the site visit to ensure that it is both meaningful and successful.  

Any parties who may be organising a construction site visit including:

• Education & Learning Providers
• Jobcentre Plus

Further Information:

Please see the Resource Cover sheet which provides an overview of the resource.

Download all documents for Guide to Construction Site Visits

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Money Services Business (MSB) Registration

NOTICE: On February 24, 2012, the Financial Crimes Enforcement Network (FinCEN) issued a  final notice  requiring the electronic filing of most FinCEN reports by July 1, 2012. Institutions are strongly encouraged to begin using the  BSA E-Filing System  as soon as possible. For more information about mandatory E-Filing, please see our  Frequently Asked Questions (FAQs) , and the  E-Filing webinar .

With few  exceptions , each  money services business (MSB)  must register with the Department of the Treasury. A  person  that is an MSB solely because that person  serves as an agent of another MSB  is not required to register.

Registration of an MSB is the  responsibility  of the  owner or controlling person  of the MSB and must be filed by the registration  deadline . The  form , Registration of Money Services Business, FinCEN Form 107, must be completed and signed by the owner or controlling person and filed within 180 days after the date on which the MSB is established.

Registration must be  renewed  every two years.  Re-registration  is required in limited circumstances.

A copy of the filed registration form and other  supporting documentation  must be retained at a  location in the United States  for a period of five years.

Penalties . Civil and criminal penalties may be imposed for violation of the registration requirement.

• Registration Form
• FinCEN Announces Electronic Filing For MSB Registrations

This guidance is intended to clarify general issues arising under 31 CFR Chapter X (formerly 31 CFR Part 103). The guidance does not replace or supersede the regulations.

Free Site Analysis Checklist

Every design project begins with site analysis … start it with confidence for free!

Site Visit Analysis and Report: How to conduct and evaluate your first architecture site visit

• Updated: January 2, 2024

Here we will cover everything you need to know about of how to approach your first site visit analysis for a new project, what to do when physically there, and how to eventuate and summarize the information you collect.

However before visiting for the first time we highly recommend that you carry out desktop study beforehand, as this will provide an important initial understanding of the site and generate far better results and more refined questions once there.

The desktop study will also help to identify the important items of equipment that you will need to take with you to make your trip as successful as possible. …these are mentioned below but may include a: 

• Site map (very important)
• Tape measure
• Laser distance meter

…more essential architects items here

Conducting an architecture site visit analysis

A site visit analysis is a comprehensive report that summarizes the findings of a physical inspection of a potential development site. It includes information on the site’s physical characteristics, location, surrounding area, demographic information, environmental impact, zoning regulations, traffic flow, and recommendations for development.

The report synthesizes all gathered information to provide a comprehensive understanding of the site and its potential.

What to look for?

Once there, there are a whole number of important areas and items that need to be studied and recorded, some of which would have already been identified during your desktop study, but as a starting point we’ve produced the below list of all the key areas:

We suggest that you take these with you and tick them off as they are found, so not to miss anything.

• Entrance and access points (both pedestrian and vehicle)
• Security (gates, surveillance)
• Travelling to the site (road types and suitability, safety, public transport)
• Boundary treatment (fencing, vegetation, land form, water)
• Extent of boundary (does it match the survey/OS map)
• Circulation (existing travel routes within the site)
• Noise levels (quiet and loud areas)
• Services (electric, gas, water, sewage)
• Existing buildings (condition? Relevant? Protected?)
• Existing landscape features (condition? Relevant? Protected?)
• Neighbouring buildings (local vernacular, protected?)
• Views in and out of the site (areas to screen off and areas to draw attention to)
• Tree’s and vegetation (protected and rare species)
• Ecology (any areas likely to be home to protected species)
• Orientation (sun and wind paths)
• Light levels (areas in direct sunlight, shaded areas, dappled light)
• Accessibility (disability access)
• Surrounding context (historical, heritage, conservation area, SSSI, AONB)
• Existing materials in and around the site
• Topography (site levels)
• Flood level (is it likely to flood)
• Soil and ground conditions (types and suitability)
• Existing legal agreements (where are the rights of way, covenants)
• Hazards (Electricity lines, Drainage, Telephone lines, Sub-stations)

We provide a site analysis checklist here covering all of the above that’s free to download.

Where to start

You want to begin documenting your visit as soon as you arrive, as the approach and entrance to your site are just as important as the site itself. If you’re desktop study didn’t highlight the possible routes and methods of transport to and from the site, then this needs to be recorded also.

Documenting your first impressions is vitally important, ask yourself; what do you see as you enter the site? what do you hear? what do you feel? (…what senses are the first to be triggered), you will only get one chance to do this properly and so you need to make it count!

…and don’t forget to include the location of the elements you record, when noting it down on your site map or survey. By the end of your visit, you should barley be able to read whats under all your notes …write down everything!

Moving on from first impressions, you should plan to walk around the site as least twice (as a minimum) to ensure that nothing is missed, so leave enough time to make a least two loops, noting down and photographing everything that you feel is relevant, no matter how small.

…there’s nothing worse than getting back to the studio and realizing you forgot to document something.

We like to use the check list supplied above and:

• Firstly walk around the site whilst annotating a site plan
• Secondly with a camera …photographing everything
• and thirdly with both …just in case something has been missed

This way we can focus on one task at a time, helping to ensure we gather everything we need.

In terms of a camera, and depending on your budget we suggest looking one these three options (but a phone is just as good):

• Sony DSCW800 Digital Compact Camera
• Sony DSCWX350 Digital Compact Camera
• Canon EOS 1300D DSLR Camera

It can be difficult to identify certain elements, and some may only be noticeable from a professional survey, such as underground services and precise spot levels. But approximations of such locations and heights are a good start and can serve as a reminder for further investigation.

If accessible you can of course take your own measurements and so this is where a tape measure and/or distance meter will come in handy.

Try one of these:

–  Tape measure

– Laser distance meter

What to take with you

Firstly look at the weather, you wont have a good time if your not dressed appropriately, and this applies to protecting your notes and equipment as well as yourself.

…a simple quick check, can make or break a visit, arranging to go on sunny day will also give you the best site photographs, which could also be used in future CGI’s and presentation material. 

If the site is derelict, or has potentially dangerous or hazardous elements, it is likely that you will require personal protection equipment (otherwise known as PPE) so make sure this is organised before setting off.

As a minimum you want to take with you a camera, a pen and an OS map. Google Maps can provide a temporary (though very basic) version, but a much preferred scaled version that can normally be obtained through your university or practice via such companies as:

• Digimap – digimap.edina.ac.uk
• Xero CAD – xerocad.co.uk
• CAD Mapper – cadm a pper.com (free account available)

As mentioned, you will want to make notes, and record everything you observe, experience and hear all over this map. So print out a couple of copies at a usable and convenient size.

A camera is essential in documenting the site, and the pictures taken during your visit are likely to be used on a daily basis throughout your project. So once again make sure you document and record everything.

Pictures should be taken from all distances, close zoomed-in sections of materials and textures along with shots of the site from a distance to include the area as a whole and within its context.

Note pads are important for obvious reasons, we prefer an A5 sized pad, as this is much easier to carry and hold than an A4 one.

Tape measures can be useful, but we never go on a site visit without a distance meter.

…and lastly if you’re visiting on your own, don’t forget to tell someone where you’ll be and take your phone with a charged battery.

Our site visit equipment check list looks something like this:

• Weather check
• Print out our “what to look for” checklist
• Site map (at least 2 copies)
• PPE equipment
• Scale ruler

If you are interested in trying our architecture site analysis symbols for your own site analysis recordings and presentation, then head over to our shop ( Here ).

FAQ’s about site visit analysis

What is included in a site analysis.

As discussed above, site analysis typically includes the following elements:

• Site location and context: Understanding the location of the site in relation to the surrounding area, including climate, topography, neighboring buildings, and accessibility.
• Physical characteristics: Examining the site’s physical features, such as its size, shape, soil type, vegetation, and water sources.
• Utilities and infrastructure: Assessing the availability of utilities such as electricity, water, gas, and sewer, as well as the infrastructure, such as roads and transportation.
• Environmental considerations: Analyzing the site’s potential environmental impact and assessing any potential hazards, such as flooding or soil stability.
• Zoning and land-use regulations: Reviewing the local zoning and land-use regulations to determine the types of uses and development allowed on the site.
• Cultural and historical context: Examining the cultural and historical significance of the site and its surrounding area.
• Demographic information: Analyzing the demographic information of the surrounding area, including population, income, and age.
• Traffic and pedestrian flow: Studying the flow of vehicular and pedestrian traffic in the area to understand the impact on the site.

This information is used to inform the design of a building or development project, taking into account the unique characteristics and constraints of the site.

What are the steps of site analysis?

including the above, the steps involved in conducting a site analysis report typically include:

• Data Collection: Gather data and information about the site, including maps, aerial photos, zoning regulations, environmental reports, and other relevant documents.
• Site Observations: Conduct a site visit to observe and document the site’s physical and environmental conditions, such as topography, vegetation, water sources, and neighboring buildings.
• Context Analysis: Analyze the site’s location and context, including its surrounding area, access to transportation, and cultural and historical significance.
• Demographic Analysis: Study the demographic information of the surrounding area, including population, income, and age, to understand the potential market for the development project.
• Traffic and Pedestrian Flow Analysis: Study the flow of vehicular and pedestrian traffic in the area to understand the impact on the site.
• Synthesis: Synthesize the information gathered in the previous steps to develop a comprehensive understanding of the site and its potential.
• Recommendations: Based on the analysis, make recommendations for the development of the site, taking into account the unique characteristics and constraints of the site.

These steps help architects and planners to gain a deeper understanding of the site and to make informed decisions about the design and development of a building or project.

Every design project begins with site analysis … start it with confidence for free!.

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Prior to carrying out your site analysis site visit you will have undertaken your site analysis desktop study . It is important you go to site prepared, so make sure you check out that blog post before you continue with this one.

The desktop study will establish some of the specific information you will be looking for, or what equipment you may need to take with you. With any site visit it is key that you take everything you need, and get as much information as you can – because often the site can be located a good distance from you, and it costs both time and money if you keep on having to take trips back to site because you were underprepared for your first visit.

You can download our Site Visit Site Analysis Checklist by clicking the button below. It makes your site visit a whole lot easier!

There are many things you will be looking for when you carry out your site visit, and in order to record some of this information you will need to take a few items with you that will make things a bit easier.

What to take with you on your Site Visit

• Site map or plan – preferably a couple of copies so you can scribble observations on them or mark out specific features etc.
• Camera – essential. Make sure you take pictures of everything. Also, make sure you get some shots of the site from a distance so you can use these in your final images, cgi’s and so on. Also take pictures of what is opposite the site, so you can use these as reflections in windows of your design. It is so frustrating when you go to the trouble of visiting a site and come back wishing you had taken more pictures. It is a good idea to take some pictures of relevant materials in and around the site.
• Smart phone. If you have any apps that assist with taking panoramic pictures, take a few of these too. You can do some interesting stuff when you get to later design stages if you have a few panoramics to play with.
• Note book. Really important to be able to jot down any observations.
• Tape measure. Some sites may be close to hazards or situations where you will need to measure the proximity. If you have one, a disto, or laser measure could also come in handy, but not essential. I use this disto .
• Good weather! If you have a choice of when to visit the site try to pick a day when there is a bit of blue sky around. It will look better for your site photos, particularly if you are planning on using them in future presentations. And, let’s be honest, no one likes to do a site visit in the rain!

In the following video I run through all of the main points to look for when carrying out a site analysis site visit. Be sure to check it out.

Let’s get this site analysis site visit started

Before you head to site, if you are travelling alone, make sure someone knows where you are going, and what time you expect to be back. Keep that person updated.

On arrival to site, make sure you check in with the relevant person if necessary. The site could be occupied or un-occupied so make sure any owners, managers etc are aware that you have arrived and that you will be studying the site and taking photographs.

I would start by having a quick walk around the site to familiarise yourself with it generally. Take notes on what you observe, how you feel about the site, important information that you may have established from your desktop study that needs to be identified.

Next go round the site taking photographs of everything. You can never take too many photos.

After this start taking notes of any observations and scribbling down annotations on your plans. Anything is relevant, its better to write down too much than not enough.

Take your time to really get to know the site. If possible spend a bit of time there so that you can absorb the surrounding environment as well.

What to look out for

Site and surroundings.

• Site location details (road names, address, major landmarks etc)
• Current context – existing buildings, car parking, roads.
• Access to site – vehicle access, pedestrian access etc

Download our site analysis symbols for photoshop!

Check out our Desktop Study Guide – what you need to do before your site visit.

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Wow, what a useful article. There are so many things to take into consideration when doing a site visit and having them listed like this (with a checklist!) is very helpful. Thanks for a great post!

Thank you Ken 🙂

Hi Emma, thank you for your well done and insightful posts. I am not sure about the UK, but for anyone in the US I would be sure to go through the local zoning ordinances and, if your client is okay with it, reach out to the local planner. This is probably part of the desktop study, but if there are any overlay zones (e.g. historic, medical use) they should be in mind when visiting the site as well. Also, we would consider any evidence that might warrant an environmental assessment.

I appreciate your posts!

Superb informations that I found

am a retired Urban and Tourism Planner but still active in mentoring young planners, your post was really helpful and would recommend it to my students . thanks for a great job

Thank you 🙂

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Medicare Provider Enrollment – Site Verification

by nCred | Medicare Provider Enrollment | 0 comments

Medicare Provider Enrollment News

CMS contracts with a third party to provide site visit services as an integral part of the Medicare Provider Enrollment process.  The National Sive Visit Contractor (NSVC) will conduct site visits for all providers and suppliers except for Durable Medical Equipment (DMEPOS) which will continue to be inspected by the National Supplier Clearinghouse.  MSM Security Services, LLC has the national site visit contract.  MSM, or one of its subcontractors, will conduct a site verification and screening process according to Medicare guidelines to prevent questionable providers and suppliers from enrolling in the Medicare program.  When an inspector shows up, he or she will have valid ID and a letter of authorization to begin the inspection.  You may not copy or retain the ID or letter of authorization.  You may contact MSM at any point if you have questions at 855-220-1074.

The site verification may be as quick as verifying your business location, or an inspector may physically show up to tour your clinic.  The process ensures that providers aren’t able to Enroll as participating Medicare providers without an appropriate service location.

You may see full details in section 10.6.20 of the Medicare Program Integrity Manual .

Call nCred today at (423) 443-4525 to discuss your Medicare Provider Enrollment needs.  We work with all specialties and have extensive experience processing Medicare applications.

From the Medicare Program Integrity Manual:

10.6.20 – Screening: On-site Inspections and Site Verifications (Rev. 11949; Issued: 04-13-23; Effective: 04-21-23; Implementation: 06-19-23) 

The contractor shall review section 10.3 of this chapter for special instructions regarding site visits. In the event of a conflict, those instructions take precedence over those in this section 10.6.20.

A. DMEPOS Suppliers and IDTFs

The scope of site visits of DMEPOS suppliers and IDTFs shall continue to be conducted in accordance with existing CMS instructions and guidance. (For purposes of this section 10.6.20, the term “contractor” refers to the Medicare Administrative Contractor; the term “SVC” refers to the site visit contractor.)

B. Provider and Supplier Types Other Than DMEPOS Suppliers and IDTFs

For provider/supplier types other than DMEPOS suppliers and IDTFs – that must undergo a site visit pursuant to this section 10.6.20 and § 424.518, the SVC will perform such visits consistent with the procedures in this section 10.6.20. This includes all of the following:

(1) Documenting the date and time of the visit, and including the name of the individual attempting the visit.

(2) Photographing the provider/supplier’s business for inclusion in the provider/supplier’s file. All photographs will be date/time stamped.

(3) Fully documenting observations made at the facility, which could include facts such as (a) the facility was vacant and free of all furniture, (b) a notice of eviction or similar documentation is posted at the facility, and (c) the space is now occupied by another company.

(4) Writing a report of the findings regarding each site verification.

(5) Including a signed site visit report stating the facts and verifying the completion of the site verification.

In terms of the extent of the visit, the SVC will determine whether the following criteria are met: (i) the facility is open; (ii) personnel are at the facility; (iii) customers are at the facility (if applicable to that provider or supplier type); and (iv) the facility appears to be operational. This will require the site visitor(s) to enter the provider/supplier’s practice location/site rather than simply conducting an external review. If any of the four elements ((i) through (iv)) listed above are not met, the contractor will, as applicable – and using the procedures outlined in this chapter and in existing CMS instructions – deny the provider’s enrollment application pursuant to § 424.530(a)(5)(i) or (ii) or revoke the provider’s Medicare billing privileges under § 424.535(a)(5)(i) or (ii).

C. Operational Status

When conducting a site verification to determine whether a practice location is operational, the SVC shall make every effort to limit its verification to an external review of the location. If the SVC cannot determine whether the location is operational based on this external review, it shall conduct an unobtrusive site verification by limiting its encounter with provider or supplier personnel or medical patients.

The contractor must review and evaluate the site visit results received from the SVC prior to making a final determination. If it is determined (during the review and evaluation process) that the location is non-operational based on the site visit results but there is reason to proceed with the enrollment, the contractor shall provide the appropriate justification in the comment section of the Validation Checklist in PECOS. (For example, a second site visit determined the location to be operational; the provider only renders services in patient’s homes; etc.).

If the contractor is unsure of how to proceed based on its evaluation of the site visit results, it shall contact its PEOG BFL and copy its contracting officer’s representative (COR).

Site verifications should be done Monday through Friday (excluding holidays) during their posted business hours. If there are no hours posted, the site verification should occur between 9 a.m. and 5 p.m. If, during the first attempt, there are obvious signs that the facility is no longer operational, no second attempt is required. If, on the first attempt, the facility is closed but there are no obvious indications that the facility is non-operational, a second attempt on a different day during the posted hours of operation should be made.

E. Documentation

As indicated previously, when conducting site verifications to determine whether a practice location is operational, the SVC shall:

(i) Document the date and time of the attempted visit and include the name of the individual attempting the visit.

(ii) As appropriate, photograph the provider/supplier’s business for inclusion in the provider/supplier’s file on an as-needed basis. All photographs should be date/time stamped.

(iii) Fully document all observations made at the facility (e.g., the facility was vacant and free of all furniture, a notice of eviction or similar documentation was posted at the facility, the space is now occupied by another company, etc.).

(iv) Write a report of its findings regarding each site verification.

F. Determination

(In the event an instruction in this subsection F is inconsistent with guidance in section 10.6.6, 10.4.7 et seq., or 10.4.8, the latter three sections of instructions shall take precedence.)

If a provider/supplier is determined not to be operational or in compliance with the regulatory requirements for its provider/supplier type, the contractor shall revoke the provider/supplier’s Medicare billing privileges – unless the provider/supplier has submitted a change of information request that notified the contractor of a change in practice location. Within 7 calendar days of CMS or the contractor determining that the provider/supplier is not operational, the contractor shall update PECOS or the applicable claims processing system (if the provider/supplier does not have an enrollment record in PECOS) to revoke Medicare billing privileges and issue a revocation notice to the provider/supplier. The contractor shall afford the provider/supplier applicable appeal rights in the revocation notification letter.

For non-operational status revocations , the contractor shall use either 42 CFR § 424.535(a)(5)(i) or 42 CFR § 424.535(a)(5)(ii) as the legal basis for revocation. Consistent with 42 CFR § 424.535(g), the date of revocation is the date on which CMS or the contractor determines that the provider/supplier is no longer operational. The contractor shall establish a 2-year reenrollment bar for providers/suppliers that are not operational.

For regulatory non-compliance revocations , the contractor shall use 42 CFR § 424.535(a)(1) as the legal basis for revocation. Consistent with 42 CFR § 424.535(g), the date of revocation is the date on which CMS or the contractor determines that the provider/supplier is no longer in compliance with regulatory provisions for its provider/supplier type. The contractor shall establish a 2-year enrollment bar for providers/suppliers that are not in compliance with provisions for their provider/supplier type.

G. Multiple Site Visits

Notwithstanding any other instruction to the contrary in this chapter, the contractor shall not order a site visit if the specific location to be visited has already undergone a successful site visit within the last 12 months and the applicable provider/supplier is in an approved status.

Consider the following illustrations:

Example 1  – A single-site home health agency (HHA) undergoes a revalidation site visit on February 1. The HHA submits a change of information request on July 1 to add a branch location. The contractor shall order this site visit because the visit will occur at a location (i.e., the branch location) different from the main location (i.e., the location that underwent the February 1 revalidation visit).

Example 2  – A DMEPOS supplier undergoes a revalidation site visit on April 1. It submits an initial Form CMS-855S application on May 1 to enroll a second location. The new location shall undergo a site visit because: (1) it is different from the first (revalidated) location; and (2) it is/will be separately enrolled from the first location.

Example 3  – A physical therapy (PT) group has three locations – X, Y, and Z. As part of a revalidation, the contractor elects to order a site visit of Location Y rather than X or Z. The visit was performed on June 1. On October 4, the group submits a Form CMS-855B to report a change of ownership, thus requiring a site visit under this chapter. However, the contractor shall not order a visit for Location Y because this site has been visited within the past 12 months. Location X or Location Z must instead be visited.

Example 4  – An IDTF undergoes an initial enrollment site visit on July 1. On September 24, it submits a Form CMS-855B application to change its practice location; this mandates a site visit under this chapter. The site visit shall be performed even though the initial visit took place within the past 12 months. This is because the second visit will be of the new location, whereas the first visit was of the old location.

H. Certified Providers/Suppliers – Address Validation Error

Notwithstanding any other instruction to the contrary in this chapter, the contractor need not order a site visit for a certified provider/supplier prior to making a recommendation to the state if an address validation error is received in PECOS. The contractor shall override the error message and notate in the referral package that the address was unverifiable. This avoids multiple site visits being performed (that is, pre-enrollment, survey, and post enrollment).

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