...Principles of Healthcare Reimbursement Anne B. Casto, RHIA, CCS Elizabeth Layman, PhD, RHIA, CCS, FAHIMA Copyright ©2006 by the American Health Information Management Association. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior written permission of the publisher. ISBN 1-58426-070-X AHIMA Product No. AB202006 Ken Zielske, Director of Publications Susan Hull, MPH, RHIA, CCS, CCS-P, Technical Reviewer Marcia Loellbach, MS, Project Editor Elizabeth Lund, Assistant Editor Melissa Ulbricht, Editorial/Production Coordinator All information contained within this book, including Web sites and regulatory information, was current and valid as of the date of publication. However, Web page addresses and the information on them may change or disappear at any time and for any number of reasons. The user is encouraged to perform his or her own general Web searches to locate any site addresses listed here that are no longer valid. AHIMA strives to recognize the value of people from every racial and ethnic background as well as all genders, age groups, and sexual orientations by building its membership and leadership resources to reflect the rich diversity of the American population. AHIMA encourages the celebration and promotion of human diversity through education, mentoring, recognition, leadership, and other programs. American...
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...Part II: Medicaid Reimbursement: Cost of Patient Costs matter in healthcare industry, and often, Medicaid have cut the physicians’ charge down to forty percentage of Medicaid care. Nevertheless, Medicaid reimbursement cuts are even lower, in which have affect the physicians’ decision whether to accept new Medicaid patient or not. As this matter continues, solutions are needed to restraint these matters into hands and improves the quality of services and cares. First solution is the bottom-up approach, this method usually developed from the below where the manager and sub-unit departments level to review and identify the problems within the organization. For example, as insurers fire a reimbursement program to hospital and/or physician, they enquires them to down-charges or substitute the treatments, surgeries, or any services for patient, the physician seem to be discourages and refuses to negotiate. In this case, the cost seem to be the issue that cause a rift between physician and patient through the Medicaid Reimbursement program. If, it was accepted and treated, the quality of care and services may not be what patients wanted to be and lead to mistrust....
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...Diabetes Working Group White Paper Avalere Health LLC on behalf of the Diabetes Working Group January 23, 2012 Table of Contents Authors.......................................................................................................................................... 3 Acknowledgments ......................................................................................................................... 4 Executive Summary ...................................................................................................................... 5 Provider Survey ......................................................................................................................... 6 Standards of Care Economic Model .......................................................................................... 7 Recommendations .................................................................................................................... 8 Care Management ................................................................................................................................ 8 Payment Reform ................................................................................................................................... 9 Workforce Supply ............................................................................................................................... 10 Background and Role of the Diabetes Working Group ............................
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...significantly over time. What initiated as a home service by a family physician grew into predominately inpatient service, followed by the expansion of outpatient service. Now, the trend is starting to drift back to a more "family physician" approach with an added cost. Reduced reimbursement rates, increased paperwork, increased operating costs, and increased patient case loads have made it difficult for primary care physicians (PCPs) to be successful compared to their peers. Medicare and Medicaid reimbursement rates continue to be adjusted downward, and PCPs are expected to broaden their practices to compensate. Medical school graduates are choosing careers as specialists for an increased income, stability, set hours, and reduced case loads. As a result, the decline of PCPs has increased resulting in fewer providers coupled with a growing population. Those providers remaining in the PCP field, or deciding to enter that area of service, are looking for new ways to generate revenue and reduce the patient case load. As a result, concierge medicine, also known as boutique medicine, retainer medicine, VIP medicine, executive health program, platinum practice, personalized health care, or luxury health care, has evolved and is currently growing (Harris, 2008). Reasons for the shift in care are continued downward pressure on health plan reimbursement rates both from private insurance and Medicare/Medicaid programs, physician administrative burdens, and a demand by patients for a more...
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...in 1983 to reimburse hospitals for inpatient admissions. Some hospitals are excluded from this form of reimbursement such as psychiatric hospitals, rehab facilities, long term and cancer hospitals. The CMS administers the DRG system and issues all the guidelines for it. DRG’s are updated on October 1st every year. This includes base rates, wage directories, establishment of new DRG’s and elimination of others. On October 1st, 2007, CMS established a new set of codes known as Medicare Severity Diagnosis Related Groups (MS-DRGs). These codes are more specific and take into account the severity of a patient’s illness and the resources used. As a result, a more suitable reimbursement is issued. There is about 750 MS-DRGs and 538 DRGs. The payment method used by Medicare for hospitals is known as DRG weight of one. Payments are made per admission where the hospital and payor agree on a base rate that is multiplied by DRG weight to determine reimbursement. Length of stay don’t factor in unless there is an outlier case. The Ambulatory Payment Classification (APC) system uses Current Procedural Terminology (CPT) and Healthcare Common Procedure Coding System (HCPCS) to classify outpatient hospital admissions into clinically related groups that reflect the extent of care administered. It was established by Medicare in 2000, and certain hospitals are excluded from APC reimbursement such as Maryland Hospitals, critical access hospitals, Indian Health Service Hospitals. APCs are updated...
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...LP4 Assignment: Physician Reimbursement • What are the different methods that MCOs reimburse providers for health care services? There are a variety of options available employers have for compensating providers. There is the Non-Risk-Based Physician payment used by all types of Payers which includes: • Fee-For-Service: a payment method where the provider is paid a fee for each procedure performed and billed. There are straight charges; Usual, customary, or reasonable (UCR) allowances; percentage discount on charges; fee schedule; relative value scale (RVS); resource-based relative value scale (RBRVS); Percent of Medicare RBRVS; Special fee schedule or RVS multiplier; Facility fee add-on (pg. 122) • Case rates and global fees: A case rate is single payment that includes all professional services provided in a defined episode of care. (pg. 128). •...
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...system that includes the cases of diagnosis-related groups (DRGs) as acute care hospital inpatients. It is based on resources that are used to treat Medicare recipients in those groups. Each DRG has a payment weight assigned to it, based on the average cost of treating patients in that DRG. IPPS plays an important role in deciding all hospital costs including the costs of all devices for treating the patient during a particular inpatient stay (CMS. Gov, 2012). On the other side, the outpatient prospective payment system (OPPS) is regulated for different outpatient service groups as ambulatory payment classifications (APCs). Outpatient services in each APC are similar in terms of clinical aspects and required resources. In addition, the APC payment rate for each group is wage adjusted to justify geographic differences and applied to all services in the group. In this, hospitals get a fixed amount for all outpatient services based on ambulatory payment classifications. Apart from this, Medicare uses it to reimburse physicians and other health care providers for the services and items that are not part of prospective payment systems (Herbert, 2012). A medicare physician fee schedule (MPFS) determines the payment rates for physician and therapy services that are based on relative value units, conversion factors and geographic practice cost indices. Durable medical equipment, prosthetics, orthotics and supplies (DMEPOS) is related to reimbursement rates for these certain...
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...Bangor Family Physicians Case Study Executive Summary & Stakeholders Bangor Family Physicians is a partner based medical group practice located in Maine. The practice consists of four family practice physicians, and a medical support staff. The medical support staff is made up of a practice manager, two receptionists, four nurses, two medical assistants, two billing clerks, and a laboratory technician. Additionally, Bangor Family Physicians employs a CPA to assist with taxes and financial advising. The key stakeholders are the four family physician partners, in which each physician holds an equal stake in the practice. Bangor Family Physicians Reimbursement There are two determinants to reimbursement for Bangor Family Physicians: a monthly salary and yearly profits after accounting for reinvestments into the company. Since the foundation of Bangor Family Physicians in 1986, the practice has used an equal pay compensation model as the reimbursement scheme of choice. Profits that are above overhead costs at the end of the year are portioned out equally to each partner, thus determining the overall amount the physician receives for the year. While this type of compensation model discourages overutilization and allocates risk among all physicians, it negatively affects productivity and does not reward efforts to improve quality. Such a system can only work on the basis that all physicians have the same skill and productivity levels and are equally motivated to contribute...
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...6.2 Marketing Strategy 6 6.3 Action Plan 6 6.3.1 Products and Services 7 6.3.2 Pricing 7 6.3.3 Advertising and Promotion 7 6.3.4 Distribution 7 7.0 FINANCIAL ANALYSIS 7 8.0 CONTINGENCY PLANS 8 Difficulties and Risks 8 Worst-Case Risks 8 REFERENCES 9 Financial Appendix 10 Table 1 – Emergency Care Group Pro-Forma Income Statement 10 Table 2 - Emergency Care Group - Revenue Forecast 11 Table 3 - Emergency Care Group - Expense Forecast 11 1.0 EXECUTIVE SUMMARY 2.0 SITUATION ANALYSIS 2.1 Company Analysis 2.1.1 Strengths • Continous growth over the past seven years • Owner had experience in small rural hospitals and with staffing companies • Contracted with an extensive pool of credentialed emergency physicians • Offered value-added services such as quality assurance and education to Emergency Departments (EDs) • Four cross-functional regional teams that was composed of a recruiter, credentialer, and a scheduler 2.1.2 Weaknesses • Profits were flat during company’s growth period • Problems honoring contracts • Tension between the owner and assistant vice-president • Trouble finding enough emergency physicians to staff all new contracts • Great deal of employee turnover • The owner is the board of directors • Assistant Vice president had no experience with selling products and services • Lack of capacity to serve new clients effectively...
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...Medicare and Medicaid Reimbursement for Primary Care Introduction The Social Security Act of 1965 created Medicare and Medicaid, which provides health care coverage for the elderly, poor, and disabled. Medicare has become the largest single payer health entity spending $57.9 billion in 1980, $271 billion in 2003, and $513 billion in 2010 (Social Security Administration, 2012). Whereas, Medicaid being state funded, its governance is state-specific for spending. There have been very few changes to The United States health care payment system since Medicare’s and Medicaid’s inception, until March 23, 2010, when President Barac Obama signed into law the Patient Protection and Affordable Care Act (ACA). The three main goals of the ACA are to: increase the access to health care for all Americans, increase their quality of care, and make this care affordable. Unfortunately, despite the ACA’s good intent, its scope was far reaching, glossed over current problems within health care, and created more issues. It is filled with contradictory verbiage that required multiple teams of lawyers to decipher (with many different interpretations), and changed health care reimbursement with unknown consequences. Description of Policy and the Legislation The ACA attempts to solve the reimbursement problems in several ways. The act established the Center for Medicare and Medicaid Innovation within the Centers for Medicare and Medicaid Services, which is responsible for overseeing voluntary...
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...Physician Groups: A Changing Landscape Final Report Team Four: Fearless Leaders Leading Healthcare Organizations May 10, 2015 Rachel Gutman Josh Freeman Brad Mountcastle Alicia Spitznagel I. Executive Summary Physician care is the cornerstone of patient health and could possibly be the gateway to comprehensive wellness on a national scale. Research demonstrates that a monumental shift is underway in America’s physician industry as more and more doctors are “voting with their feet” and curtailing their practices by joining larger institutions, retiring early or joining concierge medicine (Rabin, 2014). Studies show that physicians are frustrated with our current ‘value by number’ system; they argue that they are overworked due to discounted insurance payments and increasing oversight. Our research foretells two alarming trends within the US physician landscape. The first concern is that there will be a shortage in primary-care physicians as early as the year 2020 and secondly, most medical practices will be owned by a hospital or affiliated with a large network within the next ten years (Kirchoff, 2013). The former concern places population health at risk and could reduce access to care while the latter has the potential to increase overall costs and reduce competition and innovation in the health care industry. The Affordable Care Act (ACA) marks a milestone in our nation’s history; it requires every U.S. citizen to obtain medical insurance or pay...
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...Medicare and a Never-Event Involving a Patient Transfer Case Week #7 Application MMHA-6205: Health Law and Ethics August 19, 2013 Introduction Who would have imaged the Centers for Medicare & Medicaid Services’ (CMS) initiative would increase the exposure risk to both physician and health care facility alike because of the term “never events”. Never events are inexcusable medical errors that should never occur; the initial list of 28 events defined as “adverse events that are serious, largely preventable, and of concern to both the public and health care providers for the purpose of public accountability” was compiled by the National Quality Forum in 2001 (Sohn, 2011); pressure ulcers or bedsores was included on the initial list. As for the increased risk exposure for physicians/health care facility, it comes in two forms, the risk of; not being reimbursement by the government and other health care providers; unknowingly file a claim for payment to the government as a result of a never event, as well as; increased medical liability along with the added expense of defensive medicine, which cost the US on average approximately $89 billion per year. CMS (the Centers for Medicare & Medicaid Services is a federal agency within the US Department of Health and Human Services that administers the Medicare program and works in partnership with state governments to administer Medicaid and other health related insurance programs (Tavenner, 2011)) “never event” to raise...
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...Telemedicine: An Important Force in the Transformation of Healthcare 1. Introduction As we enter the new decade, healthcare for an aging population is a top-of-mind issue for government policy makers, business leaders and consumers alike. Healthcare costs have been steadily increasing, and a growing number of healthcare providers and patients worry that the recent budget crunches faced by healthcare providers will affect patient care in the years ahead. Healthcare providers are taking advantage of the American Recovery and Reinvestment Act (ARRA) stimulus funding to launch telehealth initiatives to face down some of healthcare’s most daunting challenges. According to the American Telemedicine Association: "Telemedicine is the use of medical information exchanged from one site to another via electronic communications to improve patients' health status. Closely associated with telemedicine is the term 'telehealth,' which is often used to encompass a broader definition of remote health care that does not always involve clinical services. Videoconferencing, transmission of still images, e-health including patient portals, remote monitoring of vital signs, continuing medical education and nursing call centers are all considered part of telemedicine and telehealth." Following decades of media attention focused on the potential for telemedicine to transform health care delivery, the technology has matured, as has the acceptance of its use among providers and payers. ...
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...Pay-for-performance Reimbursement and pay-for-performance are the heart and soul of every organization. Without money flow into the health care system, it is hard to pay for the services offered to individuals. Client has to pay for the health care services utilized in one way or other. Health care system is growing in a faster pace with than the economy in the United States. The various reasons are technology proliferation, new medications in business, research studies, advances in devices, and new procedures. On the other side, there is widespread concerns about the medical errors, inconsistent quality in health care services, increase in cost, and public awareness about the health care services through Medias, led to the movement of pay-for-performance. This emerged as a cost containment program. Health care system is trying to provide quality, efficiency, accountability, and transparency in health care services through the development of pay-for-performance movement (Henley, 2005). Pay-for-performance refers to the financial incentive program that pay a bonus to the participant of services such as physicians, hospitals, physician groups, or health plan groups who attain a benchmark in quality, efficiency, accountability in health care services and in patient care. This is referred as the pay-for-performance movement. This program provides high credit bonus for preventive care services. As the term indicates, "pay-for performance" is the high quality health care services...
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...Medicare Part A payment is generally not appropriate for hospital stays (acute, LTAC, and psychiatric) not expected to span at least two midnights. Purpose Because of the structure of Medicare, payment for hospital services is distributed differently for inpatient status versus outpatient status. When a patient is admitted to a hospital as an Inpatient, the reimbursement falls under the Inpatient Prospective Payment System (IPPS). In contrast, when a patient is admitted to the hospital as Observation, Medicare pays the hospital under the Outpatient Prospective Payment System (OPPS). The care provided is the same regardless of the Inpatient or Observation status assigned. The doctor must decide whether it is suitable to admit the patient as an Inpatient or Outpatient based on the 2 MN Rule criteria provided by CMS. The beneficiary is responsible for a one-time deductible if admitted (and billed) as Inpatient, but conversely will be responsible for a copayment on each individual hospital service if admitted (and billed) as Observation. CMS states the rule was introduced to provide greater clarity to the physicians and limit the use of observation status to reduce Medicare patient expenses. Implementation During the delay, CMS decided to conduct a "probe and educate" effort during which the Medicare claims processing contractors would review hospital's inpatient claims to determine the appropriateness of the inpatient admission under...
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