Clinicspectrum is a healthcare service/consulting company helping Medical offices, Hospitals and ACOs to reduce operational cost up to 30% with its unique Hybrid Workflow Model™ with use of back office services and technology products.
We are happy to launch our unique web-based Chronic Care Management Platform and discuss details about Chronic Care Management in this presentation.
Chronic Care Management (CCM): Understand how to capture incremental revenueDiagnotes, Inc.
By now you’ve likely heard that qualifying physicians can receive approximately $42/patient/month from CMS for non-face-to-face care management of patients with two or more chronic conditions. And, in many cases, with the right tracking and reporting, you may be able to capture this revenue for work your team is already doing. In just 30 minutes, you will understand the chronic care management program requirements and see how easy it is to capture and report qualifying activities.
The Centers for Medicare & Medicaid Services (CMS) recognizes Chronic Care Management (CCM) as a critical component of primary care that contributes to better health and care for individuals.
In 2015, Medicare began paying separately under the Medicare
Physician Fee Schedule (PFS) for CCM services furnished to Medicare patients with multiple chronic conditions.
This booklet provides background on payable CCM service codes, identifies eligible practitioners and patients, and details the Medicare PFS billing requirements.
Theera-Ampornpunt N. Quality and regulatory compliance in health care. Presented at: Faculty of ICT, Mahidol University; 2012 Mar 13; Bangkok, Thailand.
Satisfactions Among Admitted Patient of Tertiary Level Hospital in Dhaka City.DR. S A HAMIDI
I am Dr. Saleh Ahmed Hamidi, successfully Conducted a dissertation & also presented by me (08/01/2016) about patient satisfaction level in tertiary level hospital.
Chronic Care Management (CCM): Understand how to capture incremental revenueDiagnotes, Inc.
By now you’ve likely heard that qualifying physicians can receive approximately $42/patient/month from CMS for non-face-to-face care management of patients with two or more chronic conditions. And, in many cases, with the right tracking and reporting, you may be able to capture this revenue for work your team is already doing. In just 30 minutes, you will understand the chronic care management program requirements and see how easy it is to capture and report qualifying activities.
The Centers for Medicare & Medicaid Services (CMS) recognizes Chronic Care Management (CCM) as a critical component of primary care that contributes to better health and care for individuals.
In 2015, Medicare began paying separately under the Medicare
Physician Fee Schedule (PFS) for CCM services furnished to Medicare patients with multiple chronic conditions.
This booklet provides background on payable CCM service codes, identifies eligible practitioners and patients, and details the Medicare PFS billing requirements.
Theera-Ampornpunt N. Quality and regulatory compliance in health care. Presented at: Faculty of ICT, Mahidol University; 2012 Mar 13; Bangkok, Thailand.
Satisfactions Among Admitted Patient of Tertiary Level Hospital in Dhaka City.DR. S A HAMIDI
I am Dr. Saleh Ahmed Hamidi, successfully Conducted a dissertation & also presented by me (08/01/2016) about patient satisfaction level in tertiary level hospital.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
March 02, 2018
Value-based health care is one of the most pressing topics in health care finance and policy today. Value-based payment structures are widely touted as critical to controlling runaway health care costs, but are often difficult for health care entities to incorporate into their existing infrastructures. Because value-based health care initiatives have bipartisan support, it is likely that these programs will continue to play a major role in both the public and private health insurance systems. As such, there is a pressing need to evaluate the implementation of these initiatives thus far and to discuss the direction that American health care financing will take in the coming years.
To explore this important issue, the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School collaborated with Ropes & Gray LLP to host a one-day conference on value-based health care. This event brought together scholars, health law practitioners, and health care entities to evaluate the impact of value-based health care on the American health care system.
For more information, visit our website at: http://petrieflom.law.harvard.edu/events/details/will-value-based-care-save-the-health-care-system
Hospital Management System provides the benefits of enhanced administration & control, superior patient care, strict cost control and improved profitability. HMS is powerful, flexible, and easy to use and is designed and developed to deliver real conceivable benefits to hospitals. More importantly it is backed by reliable and dependable support.
IDNs generally provide primary care, acute care, specialty care (including clinics), long-term care, and home health
care.
IDNs often leverage their size to increase purchasing power, negotiating lower prices with
medical device suppliers
Do you want bad patient relations? Do you want to lose patients? Do you want to fail your patient satisfaction surveys? Do you want a non professional image? Do you want to reduce the number of new patient referrals? Do you want to demonstrate poor quality care? Do you want to jeopardize participation in healthcare plans?
We can Help you :)
Providing and Billing Medicare for Transitional and Chronic Care ManagementPYA, P.C.
PYA Principal Martie Ross co-presented “Providing and Billing Medicare for Transitional and Chronic Care Management,” along with Robert Jarrin, Government Affairs Director of Qualcomm Life at the AHLA 2015 Institute on Medicare and Medicaid Payment Issues program. Together they:
Briefly summarized research regarding advantages of care management services.
Explained the history of Medicare policy regarding care management services.
Provided detailed explanation of billing rules for transitional care management and level of reimbursement.
Provided detailed explanation of billing rules for chronic care management and level of reimbursement.
Highlighted unique arrangements for providing centralized care management services.
Advancing Team-Based Care: Complex Care Management in Primary CareCHC Connecticut
This webinar investigated the ways that team members can contribute to the care of patients with complex medical and/or social needs. The focus was on developing the expanded care team and ensuring ready communication between the core and expanded care teams. Models for effective care management were presented.
This webinar was presented May 5, 2016 3:00 p.m. Eastern Time
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
March 02, 2018
Value-based health care is one of the most pressing topics in health care finance and policy today. Value-based payment structures are widely touted as critical to controlling runaway health care costs, but are often difficult for health care entities to incorporate into their existing infrastructures. Because value-based health care initiatives have bipartisan support, it is likely that these programs will continue to play a major role in both the public and private health insurance systems. As such, there is a pressing need to evaluate the implementation of these initiatives thus far and to discuss the direction that American health care financing will take in the coming years.
To explore this important issue, the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School collaborated with Ropes & Gray LLP to host a one-day conference on value-based health care. This event brought together scholars, health law practitioners, and health care entities to evaluate the impact of value-based health care on the American health care system.
For more information, visit our website at: http://petrieflom.law.harvard.edu/events/details/will-value-based-care-save-the-health-care-system
Hospital Management System provides the benefits of enhanced administration & control, superior patient care, strict cost control and improved profitability. HMS is powerful, flexible, and easy to use and is designed and developed to deliver real conceivable benefits to hospitals. More importantly it is backed by reliable and dependable support.
IDNs generally provide primary care, acute care, specialty care (including clinics), long-term care, and home health
care.
IDNs often leverage their size to increase purchasing power, negotiating lower prices with
medical device suppliers
Do you want bad patient relations? Do you want to lose patients? Do you want to fail your patient satisfaction surveys? Do you want a non professional image? Do you want to reduce the number of new patient referrals? Do you want to demonstrate poor quality care? Do you want to jeopardize participation in healthcare plans?
We can Help you :)
Providing and Billing Medicare for Transitional and Chronic Care ManagementPYA, P.C.
PYA Principal Martie Ross co-presented “Providing and Billing Medicare for Transitional and Chronic Care Management,” along with Robert Jarrin, Government Affairs Director of Qualcomm Life at the AHLA 2015 Institute on Medicare and Medicaid Payment Issues program. Together they:
Briefly summarized research regarding advantages of care management services.
Explained the history of Medicare policy regarding care management services.
Provided detailed explanation of billing rules for transitional care management and level of reimbursement.
Provided detailed explanation of billing rules for chronic care management and level of reimbursement.
Highlighted unique arrangements for providing centralized care management services.
Advancing Team-Based Care: Complex Care Management in Primary CareCHC Connecticut
This webinar investigated the ways that team members can contribute to the care of patients with complex medical and/or social needs. The focus was on developing the expanded care team and ensuring ready communication between the core and expanded care teams. Models for effective care management were presented.
This webinar was presented May 5, 2016 3:00 p.m. Eastern Time
A report by the World Health Organisation on Chronic Disease as a Global Health Crisis (original article at http://www.who.int/chp/chronic_disease_report/presentation/en/index.html)
Billing for medicare chronic care management (ccm)Richard Smith
The Centers for Medicare & Medicaid Services (CMS) recognizes that CCM services are critical components of primary care that promote better health and reduce overall health care costs. In 2015, Medicare began paying separately under the Medicare Physician Fee Schedule (PFS) for CCM services furnished to Medicare patients with multiple chronic conditions.
Billing for medicare chronic care management (ccm)Richard Smith
The Centers for Medicare & Medicaid Services (CMS) recognizes that CCM services are critical components of primary care that promote better health and reduce overall health care costs. In 2015, Medicare began paying separately under the Medicare Physician Fee Schedule (PFS) for CCM services furnished to Medicare patients with multiple chronic conditions.
Chronic Care Management: 6 Tips for Documentation SuccessManny Oliverez
Take advantage of the Chronic Care Reimbursement opportunity with these tips!
Healthcare providers can be reimbursed for the hours that they spend on the phone, filling prescriptions, and completing paperwork. Medicare now offers reimbursement for doctors who are assisting patients with chronic medical conditions.
The key to reimbursement from Medicare is all in the required documentation for Chronic Care Management (CCM). Here are some tips for documenting for CCM.
Visit Our Website: http://www.CaptureBilling.com/
Chronic Care Management Coding Guidelines Effective January 1, 2017Manny Oliverez
The Centers for Medicare and Medicaid Services (CMS) recently released new billing requirements for chronic care management services. CMS initiated these latest billing changes in order to improve payment accuracy for CCM services as well as reduce the administrative burden for providers.
Visit Our Website: http://www.CaptureBilling.com/
Streamline Principal Care Management (PCM) with offshore medical billing expertise, offering solutions with automated workflow, precise billing and plans to receive timely reimbursements for delivering patient care. Call us now! To know more visit: https://bit.ly/44pmU8X
A Physician's Guide to Chronic Care ManagementRenae Rossow
Learn how Chronic Care Management can impact your practice whether you choose to implement it in-house or outsource it. Now you will understand CCM and be able to make the right decision for your practice.
The Impact of Patient Eligibility Verification on the Revenue Cycle.pdftevixMD
Patient eligibility verification is critical for a provider to maintain a healthy revenue cycle management (RCM) process. This step ensures that patients are eligible for the services provide, that the correct insurance information is used for billing for these services and the patient owed amount is defined.
Strategies To Improve Authorization For Revenue Cycle Management.pdfCosentus
Healthcare is a very important sector for the world. While it takes care of patient health, there are numerous aspects involved to run a healthcare organization or provider. One of the important aspects is finance, which helps the healthcare organization get the right remuneration and help it function smoothly so that it is able to provide the best healthcare services to the patients. One of the important parts of the finance aspect of a healthcare organization is revenue cycle management. For more visit pdf
How Can Physicians provide PCM Effectively.pptxMithaliParekh
With effect from 2022, Medicare stopped using two Healthcare Common Procedure Coding System G codes and started accepting four new CPT codes for principal care management (PCM) – CPT Code: G2064 and CPT Code: G2065. According to experts, the new codes give doctors the chance to increase outcomes while also increasing their earnings because they are paid at a greater rate than the G codes.
How Can Physicians provide PCM Effectively.pdfMithaliParekh
With effect from 2022, Medicare stopped using two Healthcare Common Procedure Coding System G codes and started accepting four new CPT codes for principal care management (PCM) – CPT Code: G2064 and CPT Code: G2065. According to experts, the new codes give doctors the chance to increase outcomes while also increasing their earnings because they are paid at a greater rate than the G codes.
Similar to Chronic Care Management Services - Clinicspectrum Inc. (20)
Clinicspectrum offers a unique Hybrid Workflow Model™ consisting of a innovative product suite and the human touch to decrease cost, increase revenue and streamline healthcare operation management.Grow Your Annual Revenue By 15% !Reduce Your Total Cost By 30% utilizingour unique Hybrid Workflow Model™. Hybrid Workflow Model™ consists of:
1. Back-Office Team
2. Technology Platform
Clinicspectrum offers 10 services with perfect mix of human touch:
Accounts Receivable Follow-Up
Denials & Appeals Management
Scanning & Indexing
Appointment Scheduling
Eligibility Verification With Payers
Referral Submission & Tracking
Payment Posting
Demographics & Claim Entry
Credentialing
Medical Transcription Services
Clinicspectrum offers a unique Hybrid Workflow Model™ consisting of innovative product suite and the human touch to decrease cost, increase revenue and streamline healthcare operation management.
4 ways your practice can benefit from a mix of technology and human touchClinicSpectrum Inc.
One of the biggest misnomers about an EHR implementation is that it will replace many of the human elements of your practice. While the EHR can replace some of the tasks and processes that were done by humans, the reality is that EHR software is most powerful when paired with human touch. This concept is infused into our Ideal Medical Practice Workflow whitepaper and should be infused into every clinical practice.
As we enter 2015, here’s a look at 4 more ways your practice can benefit from a mix of technology and human touch:
1. Rescheduling Patients
One of the biggest forms of lost revenue for a practice comes in not rescheduling patients who missed their appointment. While some of these missed appointments represent low quality patients, many missed appointments happen for a good reason and are an opportunity for more revenue for your practice. Unfortunately, most practices don’t consistently reach out to patients and reschedule their appointment. Along with providing additional revenue for your practice, this extra patient outreach is a great form of customer service that will be appreciated by many of your patients and shared with their friends. While some of the rescheduling can be done using technology like emails and text messages, nothing shows a patient you care about them more than a telephone call about a missed appointment.
2. Complete Eligibility Verification
I’ve written previously about the importance of complete eligibility verification and a quality eligibility verification team. While having the correct eligibility information is always important, I can’t stress how much more important eligibility verification is at the start of a new year. At the start of a new year, patients once again are working to meet their deductible and therefore have a higher patient pay amount. Plus, the new ACA insurance plan means many patients will start the new year off with a new insurance plan. If you don’t have a 100% consistent process for verifying a patient’s eligibility, then you’re office is likely working off of old information which will hamper your ability to collect the correct payment from the patient.
3. Referral Tracking
Not appropriately tracking referrals is a big issue in many practices that can easily be handled with a mix of technology and human follow up. Not tracking these referrals is a big clinical compliance issue for your practice that has the potential to lead to a lawsuit. Along with the potential legal liability, I believe having a dedicated team following up on these orders will become extremely important in the new world of value based reimbursement and ACOs. In this next generation of reimbursement, your payment will depend on your ability to ensure patient compliance with outside referrals.
4. Annual Well Visit Reminders
Annual Well visit reminders are another great way to increase high quality visits to your practice. Many practices convert a regular visit into an Annual Well visit.
I would like to start this post with a sentence from an enlightened spiritual maestro
“This world was not built with random bricks of chance
A blind god is not destiny's architect;
A conscious power has drawn the plan of life,
There is a meaning in each curve and line”.
Success in establishing any business including Medical Practice/Clinic is not a random brick of chance, a conscious process and planning is required to achieve what we call a business success story.
Marketing Plan is an essential element of any business including Medical Practices (or) Multi-Specialty Clinics (or) Out-patient Diagnostic and Surgery Centers.
4 P’s of marketing plan comprises of PRODUCT, PRICE, PLACE and PROMOTION
Let’s see how to approach each of the four classic Marketing Fundamentals.
PRODUCT
Healthcare is a services industry. In a services industry, the production and consumption of the product are simultaneous and the product is intangible, diverse and perishable. The nature of this ‘product’ allows for on the spot customization. This also means that the point at which this activity is occurring becomes very important. Ideally, to ensure repeat experiences of similar quality and a consistently good user experience, most service providers aim to give some customization within an overall standardized mode of delivery.
In a nutshell ‘product’ in healthcare is an assurance of good care (or) clinical decision making that patients’ get from providers towards their health issues. Providers’ ultimate goal is to reduce or eliminate health concerns from patients.
It is essential that Providers’ maintain their experiential and evidence based knowledge base to an extent that they can customize and deliver this product (clinical decision making) with required expectations from customers (patients).
PRICE
The amount paid in exchange for the product (or) value received. Price is one of the Marketing Elements that is less leveraged in a Medical Practice. Invariably payment towards healthcare services rendered is controlled by Insurance Companies’ through a terminology called “Approved Amount” or “Contracted Amount”. This applies to most Medical Practices that are participating with various Health Insurance Plans.
A practice may participate in various incentive programs from insurance companies or quality initiatives to curtail overall cost of care for patients. This may lead towards an additional financial reward from various Insurance Companies’.
A practice has a choice to stay out-of-network with Insurance Companies’ and define their own price based on “Quality of Care”, “Experience”, “Ambience” and “Overhead”. This may require an excessive scrutiny of patients’ benefits with their Health Insurance. It is essential that Health Insurance covers care provided by out-of-network providers. Patient may have to contribute a portion of this cost towards co-insurance or deductible.
In a nutshell, the pr
Patient engagement is all about accessibility accountability and assuranceClinicSpectrum Inc.
We have been hearing a lot that Future of Medicine is “Patient Centric”. Patient Engagement is crucial for clinical and financial outcomes. I have observed that almost 50% of articles or whitepapers are talking about Patient Engagement either through Technology (or) proactive interactions.
I would like to draw a parallel between “Customer Engagement’ and “Patient Engagement”.
It is essential to have accessibility, accountability and assurance for products and services sold by the company for customer engagement. This principle of business is equally true for “Patient Engagement” as well.
Let’s look the role of Accessibility, Accountability and Assurance in creating Patient Centric Medical Practice or Patient Engagement.
• Accessibility.
Accessibility refers to the quality of being available when needed.
Patient Engagement starts with the “Accessibility” factor of the medical practice. How many times does a patient need to call the office in order to get answers for his/her questions? How soon can a patient find an appointment when they don’t feel well? Can a patient pick up the phone and reach out to his/her doctor on the weekend, with ease? How soon do patients hear back from the office staff in regards to their referral (or) authorization requests?
The above questions define accessibility factor in patient engagement. Several providers are concerned about clinical compliance and medication adherence by their patients. However it is observed that both of these are achieved easily if the patients don’t have to make several calls to reach their clinical coordinators or physicians.
• Accountability.
Accountability is nothing but an obligation or willingness to accept responsibility. This simple word defines a lot of expectations from Patients, from Medical Practice, Staff and Caregivers. Some of these expectations are;
- Appointment Reminder from practice.
- Proactive notification for test results.
- Clinical reminders for Risk Management including tests/referrals/blood work or therapy.
- Reminders for Annual Well Visits.
- Prompt call back for left messages.
- Timely completion of referral/authorization completed for medications/diagnostic tests.
- Call back from providers’ for seeking answers to their health related questions.
So accountability in patient engagement means assuming responsibility for above expectations from patients.
• Assurance.
A positive declaration intended to give confidence; a promise or pledge that a patient’s health related problem will be resolved by his/her doctor. It is utmost important for caregivers or providers to keep themselves well educated with diseases, medications, diagnostic tests and resolutions.
This part of patient engagement requires “Providers” to be knowledgeable enough to identify and cure health issues for the patients.
In this post, I would like to highlight how a “Daily Scorecard” can transform any Medical Practice. We all know that in sports, a scorecard is a sheet, or a book in which scores are entered. In business terms scorecard means a statistical record used to measure an achievement or progress towards a particular goal.
We have often heard about “Balanced Scorecard” in the corporate world. The balanced scorecard is a strategic planning and management process that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organizational performance against strategic goals.
Taking the concept of a scorecard and introducing it in Medical Practice under “Daily Scorecard” can bind all the team members of a practice into one common string. Let’s look at some of the possible daily scorecard items for a practice.
• Daily Number of appointments scheduled and seen.
This provides a complete analysis of NO SHOW ratio. So if a provider complains that he/she was very slow, the scheduling team knows what to do. It also helps in forward thinking for practice’s workflow planning.
• Daily number of patients’ who paid their outstanding balances from the total, who have some kind of balance towards co-insurance/deductible or non-covered charges.
This provides an indirect audit on the financial counselor within a practice or front desk team member. No one likes to have bad looking numbers on the scorecard, so it brings a sense of accountability among the team members to outperform day-by-day.
• Daily number of patients’ scheduled and eligibility checked.
Affordable Care Act has created thousands of insurance patients’ in the past several years; it has also given a way to increased patients’ responsibility. Eligibility Verification is such a crucial part in workflow planning for Medical Practices. This scorecard serves as a quick tally between patients’ scheduled and eligibility checked. Any performance less than 100% shouldn’t be acceptable unless a known factor exists. A known factor could be patients' who have been seen regularly in practice for their risk management.
• Daily number of patients’ seen by providers with ratio of number-of-patients to work-hours.
It is often observed that patient flow is a big problem in a busy practice. Patient wait time is a big topic for discussion in workflow planning and patient satisfaction survey. We have seen an increased number of technology initiatives to calculate patients’ wait time in reception, exam room, triage and face-to-face time with physicians. A simple scorecard can provide an accurate insight into providers’ performance and keep them focused on their core objective.
• Daily number of claims billed.
It is necessary to have insurance claims billed out in timely manner. This scorecard can provide
“Management” is a process of dealing with or controlling things, processes, technology or people. Just like any other business, we find success and failure stories in Medical Practice Management as well.
While working with several practices nationwide, I come across practices that are well recognized, well recommended and doing very well financially. In a nutshell, we come across practices that have mastered processes, technology and people management. I call these practices “3R” or well recognized, well recommended, and financially stable institutions.
Let’s analyze the reasons behind the success of “3R” practices. Uniformly, these practices adopted what I call, a “Corporate Culture”.
“Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community”.
I would like to describe some of these attributes and their relationship to “3R” (Recognition, Recommendation and Revenue).
Practice has a Mission Statement.
What's a mission statement anyway? A practice's mission statement should represent core values and ideals of the founder’s vision for their practice. It should be a constant reminder to the practice's employees and clients (your patients) of why the practice exists. Furthermore, a good mission statement is the tool by which the practice navigates, and by which patient-centric decisions should be made and measured. This results into recognition, recommendation and financial stability as the practice is driven by a common goal or objective.
Here is an example of a mission statement “It is our Mission and Our Pride to provide excellent quality primary healthcare to every individual, regardless of differences in cultural background or language”.
It is necessary to keep in mind a practice’s ultimate objective while defining the mission statement. These objectives could govern internal and external factors and can clearly define an actionable plan.
A well-defined mission statement leads to establishing core values. The core values are basic elements of how we go about our work. Let’s look at some of these elements.
A practice has a defined language and customs for interaction with their patients.
Standardization in language, customers and interactions lead towards consistent patient experiences. It creates such a positive and motivational environment for patients. They feel well respected and enjoy coming back to his/her doctor. This can be a possible referral business as a happy customer will bring good referrals.
A practice systematically records, analyzes and shares patient feedback internally.
Patient survey or feedback results into an indirect evaluation whether our processes/people are working as per the core values. It is an invaluable tool for self-learning and improvement.
When it Pays to Sweat the Small Stuff
How loading the dishwasher relates to clinic optimization
Anyone who’s ever reorganized a dishwasher understands the importance of optimization. You know that the dirty side of plates should face the middle. Utensils that are too tall to fit in the carriage on the bottom rack can be laid on their side in the top rack. If you’re just slightly obsessive, like me, you might place all the forks in one compartment, all knives in another, and so on to ensure that unloading will be a breeze. It can be a very simple and enjoyable process depending on how you prep. Even though the technology does the dirty work (pun intended), a human touch is still needed at certain points in the process.
What does loading the dishwasher perfectly have to do with your healthcare practice? Well, for starters, the details that staff members may treat as trivial can actually have a major impact on your bottom line. Details like what language to use when talking with patients over the phone or which process to employ when verifying insurance eligibility. You can imagine how a conversation or even tone of voice can affect a patient’s satisfaction levels and willingness to return to the clinic. By the same token, providers want to confirm they’ll get paid for their services before actually providing them. Both scenarios can greatly impact the practice’s profit margin.
This is why every single step of your practice’s workflow can and should be examined, no matter how small. Especially in this era of change in healthcare where more technology (EHRs, patient portals, etc.) is in place, payment models are starting to shift (PFS to PFP), and providers are faced with penalties for not keeping up with the pace, clinics nationwide would be smart to start optimizing every nook and cranny of their dishwashers, so to speak.
Let’s take the verification of insurance eligibility example. A lot of EHR vendors will proudly tell you that you can check procedure eligibility and copay in real-time through their technology. But what happens if there’s an error? Do you have a workflow in place to regularly check for mistakes and to quickly resolve them?
That’s where ClinicSpectrum’s Hybrid Workflow comes in. We have built our business on optimizing many of the workflows that are peripheral to technology. So, in instances where technology does the major lifting, but at some point falls short, we have engineered several tried-and-true processes for clinics to keep operating at maximum efficiency. Our human element wraps around any existing EHR/PM and works as a perfect virtual back-up to technology and existing team members.
No joke, we have analyzed all the touch points of EHRs, defined workflows that will not only make your job easier, but also your business stronger. We’re talking about everything from prepping charts, to sending clinical reminders, inquiring about claims and handling recalls.
As the economy improves and employees spend more on health care, employer-paid premiums are rising again with an increase of 5.5 percent forecast for 2015 with worker premiums and out-of-pocket costs – which have doubled since 2009 – rising at an even faster clip. Strategic solutions must be implemented in the areas of proper benefit verification, and automated patient collections to reduce revenue downfalls for practices.
Building Accountability and Consistency Into Your Healthcare PracticeClinicSpectrum Inc.
One of the biggest challenges a leader in any organization faces is building accountability into their workflow. While we’d all like to think that we’re hiring great people that will always work at a high level, we all know that even the best people’s work improves when you build in some accountability for the work they do.
Credentialing Dashboards Keep Staffs on Task, Better Communicate StatusClinicSpectrum Inc.
Credentialing Dashboards Keep Staffs on Task, Better Communicate Status
Dashboards. To some, the concept is met with open minds and eagerness to view the data in a snapshot. To others, the term conjures up a notion of marketing spin. Can anything really be that great? The answer is yes. If done well, dashboards can not only brilliantly communicate key data to your staff, but keep everyone on task and efficient.
When looking at physician credentialing, communications are a vital part of the process, as everyone needs to know the status of tasks—what's in progress and what remains to be completed. This information needs to be shared among various stakeholders, such as the credentialing staff, providers, practice administrators, and others. For credentialing, communicating this information is vital to practice operations, reducing risk, and ensuring that providers are eligible to receive reimbursement for their work.
Using a credentialing software solution with a dashboard display is an ideal way to share this information in a format that is easily digestible so information becomes actionable. Dashboards are a graphic representation displaying an up-to-date snapshot of tasks, whether they're newly assigned, in progress, on hold, or past due. A credentialing system dashboard should be easily accessed, and provide an overview snapshot, milestones, drill-down capabilities, and the ability to view tasks and processes from different perspectives. Here’s a look at the first two of these.
Easily Accessed —When users open the credentialing system, the first thing they should see is the dashboard display. This quickly communicates the status of tasks, and alerts them to issues that need resolving. The easy accessibility of the dashboard eliminates the need for users to click through menus to view the information. It also decreases the chances that important information will get ignored, overlooked or simply not communicated.
Overview Snapshot —The dashboard should display a broad overview of the process that users can click on to get more detail, also known as "drill-down" capabilities, which are explained below. This overview enables the dashboard to display information of value to multiple user types, whether they are providers, practice administrators, or the credentialing staff. The dashboard should display:
• Status of providers being credentialed (e.g., new, in process, on hold, completed, or custom credentialing)
• Counts of providers with insurance
• Status of the credentialing process by task
• Credentialing task aging (e.g., 0-30 days, etc.)
Start by looking for these items in your dashboard, and watch your credentialing process go more smoothly.
5. Overview
The Centers for Medicare & Medicaid Services (CMS) recognizes
care management as one of the critical components of primary
care that contributes to better health and care for individuals, as
well as reduced spending.
Beginning January 1, 2015, Medicare pays separately under the
Medicare Physician Fee Schedule (PFS) under American Medical
Association Current Procedural Terminology (CPT) code 99490, for
non-face-to-face care coordination services furnished to Medicare
beneficiaries with multiple chronic conditions.
6. CPT 99490 is defined as follows:
Chronic care management services, at least 20 minutes of clinical
staff time directed by a physician or other qualified health care
professional, per calendar month, with the following required
elements:
Multiple (two or more) chronic conditions
expected to last at least 12 months, or until the
death of the patient,
Chronic conditions place the patient at significant
risk of death, acute exacerbation/
decompensation, or functional decline,
Comprehensive care plan established,
implemented, revised, or monitored.
7. This presentation provides background on the newly payable
chronic care management (CCM) service, identifies eligible
providers and patients, and details the Medicare PFS billing
requirements.
Examples of chronic conditions include, but are not limited to,
the following:
Alzheimer’s disease and related dementia;
Arthritis (osteoarthritis and rheumatoid);
Asthma;
Asthma;
Atrial fibrillation;
9. Practitioner Eligibility
Physicians and the following non-physician practitioners may bill
the new CCM service:
Nurse Practitioners; and
Physician Assistants.
Clinical Nurse Specialist;
Certified Nurse Midwives;
Only one practitioner may be
paid for the CCM service for a
given calendar month.
10. Services provided directly by
an appropriate physician or
non-physician practitioner, or
by clinical staff incident to the
billing physician or non-
physician practitioner, count
toward the minimum amount
of service time required to bill
the CCM service (20 minutes
per calendar month).
11. Non-clinical staff time cannot be
counted. Consult the CPT definition of
“clinical staff” and the Medicare PFS
“incident to” rules to determine
whether time by specific individuals
may be counted towards the minimum
time requirement. Practitioners may
use individuals outside the practice to
provide CCM services, subject to the
Medicare PFS “incident to” rules and
regulations and all other applicable
Medicare rules.
12. Eligible practitioners must act within their State licensure, scope
of practice, and Medicare statutory benefit. The CCM service
may be billed most frequently by primary care physicians,
although specialty physicians who meet all of the billing
requirements may bill the service. The CCM service is not within
the scope of practice of limited license physicians and
practitioners such as clinical psychologists, podiatrists, or
dentists, therefore these practitioners cannot furnish or bill the
service. However, CMS expects referral to or consultation with
such physicians and practitioners by the billing practitioner to
coordinate and manage care.
NOTE :
13. Supervision
CMS provided an exception under
Medicare’s “incident to” rules that
permits clinical staff to provide the CCM
service incident to the services of the
billing physician (or other appropriate
practitioner) under the general
supervision (rather than direct
supervision) of a physician (or other
appropriate practitioner).
14. Patient Eligibility
Patients with multiple (two or
more) chronic conditions
expected to last at least 12
months or until the death of the
patient, and that place the
patient at significant risk of
death, acute
exacerbation/decompensation,
or functional decline are eligible
for the CCM service.
15. CMS requires the billing
practitioner to furnish an
Annual Wellness Visit
(AWV), Initial Preventive
Physical Examination (IPPE),
or comprehensive
evaluation and
management visit to the
patient prior to billing the
CCM service, and to initiate
the CCM service as part of
this exam/visit.
16. Patient Agreement Requirements
A practitioner must inform
eligible patients of the
availability of and obtain
consent for the CCM service
before furnishing or billing the
service. Some of the patient
agreement provisions require
the use of certified Electronic
Health Record (EHR)
technology.
17. Patient consent requirements include:
Inform the patient of the availability of the CCM service and
obtain written agreement to have the services provided,
including authorization for the electronic communication of
medical information with other treating practitioners and
providers.
Explain and offer the CCM service to the patient. In the patient’s
medical record, document this discussion and note the patient’s
decision to accept or decline the service.
18. Explain how to revoke the service.
Inform the patient that only one
practitioner can furnish and be
paid for the service during a
calendar month.
Although patient cost-sharing applies to the CCM service,
CCM may help avoid the need for more costly face-to-face
services in the future by proactively managing patient
health, rather than only treating disease and illness.
19. This agreement process should include a discussion with the
patient, and caregiver when applicable, about:
What the CCM service is;
How to access the elements of
the service;
How the patient’s information
will be shared among
practitioners and providers;
20. How cost-sharing (co-insurance
and deductibles) applies to
these services; and
How to revoke the service.
Informed patient consent need only be obtained once prior to
furnishing the CCM service, or if the patient chooses to change the
practitioner who will furnish and bill the service.
21. CCM Scope of Service Elements - Highlights
The CCM service is extensive, including
structured recording of patient health
information, an electronic care plan addressing
all health issues, access to care management
services, managing care transitions, and
coordinating and sharing patient information
with practitioners and providers outside the
practice. Some of the CCM Scope of Service
elements require the use of a certified EHR or
other electronic technology.
22. Structured Data Recording
Record the patient’s
demographics,
problems,
medications, and
medication allergies
and create structured
clinical summary
records using certified
EHR technology.
23. Care Plan
Create a patient-centered care plan based on a physical, mental,
cognitive, psychosocial, functional, and environmental
(re)assessment, and an inventory of resources (a comprehensive
plan of care for all health issues).
Provide the patient with a written or electronic copy of the care
plan and document its provision in the medical record.
24. Ensure the care plan is available electronically at all times to
anyone within the practice providing the CCM service.
Share the care plan electronically outside the practice as
appropriate.
25. Comprehensive Care Plan
A comprehensive care plan for all health issues typically includes,
but is not limited to, the following elements:
Problem list;
Expected outcome and prognosis;
Measurable treatment goals;
Symptom management;
Planned interventions and identification of the individuals
responsible for each intervention;
26. Medication management;
Community/social services ordered;
A description of how services of agencies and specialists outside
the practice will be directed/coordinated; and
Schedule for periodic review and, when applicable, revision of
the care plan.
27. Access To Care
Ensure 24-hour-a-day, 7-day-a-week (24/7) access to care
management services, providing the patient with a means to
make timely contact with health care practitioners in the practice
who have access to the patient’s health record to address his or
her urgent chronic care needs.
Ensure continuity of care with a designated practitioner or
member of the care team with whom the patient is able to get
successive routine appointments.
28. Provide enhanced opportunities for the patient and any
caregiver to communicate with the practitioner regarding the
patient’s care. Do this through telephone, secure messaging,
secure Internet, or other asynchronous non-face-to-face
consultation methods, in compliance with the Health Insurance
Portability and Accountability Act (HIPAA).
29. Manage Care
Care management services such as:
Systematic assessment of the patient’s medical, functional, and
psychosocial needs;
System-based approaches to ensure timely receipt of all
recommended preventive care services;
Medication reconciliation with review of adherence and
potential interactions; and
Oversight of patient self-management of medications.
30. Manage care transitions between and among health care
providers and settings, including referrals to other providers,
including:
Providing follow-up after an emergency department visit, and
after discharges from hospitals, skilled nursing facilities, or
other health care facilities.
Coordinate care with home and community based clinical service
providers.
31. EHR and Other Electronic Technology
Requirements
CMS requires the use of certified EHR
technology to satisfy some of the CCM scope of
service elements. In furnishing these aspects of
the CCM service, CMS requires the use of a
version of certified EHR that is acceptable
under the EHR Incentive Programs as of
December 31st of the calendar year preceding
each Medicare PFS payment year (referred to
as “CCM certified technology”).
32. At this time, CMS does not require the use of certified EHR
technology for some of the services involving the care plan and
clinical summaries, allowing for broader electronic capabilities.
These are described in Table 1, CCM Scope of Service and Billing
Requirements.
For CCM payment in
calendar year (CY) 2015,
practitioners may use
EHR technology
certified to either the
2011 or 2014 edition(s)
of certification criteria.
33. Table 1. CCM Scope of Service and Billing
Requirements
CCM Scope of Service
Element/Billing Requirement
Certified EHR or Other Electronic
Technology Requirement
Management of care transitions between
and among health care providers and
settings, including referrals to other
clinicians; follow-up after an emergency
department visit; and follow-up after
discharges from hospitals, skilled nursing
facilities or other health care facilities.
Format clinical summaries according to
CCM certified technology. Not required
to use a specific tool or service to
exchange/transmit clinical summaries, as
long as they are transmitted
electronically (other than by fax).
34. CCM Scope of Service
Element/Billing Requirement
Certified EHR or Other Electronic
Technology Requirement
Coordination with home and community
based clinical service providers.
Communication to and from home and
community based providers regarding
the patient’s psychosocial needs and
functional deficits must be documented
in the patient’s medical record using
CCM certified technology.
Enhanced opportunities for the
beneficiary and any caregiver to
communicate with the practitioner
regarding the beneficiary’s care through
not only telephone access, but also
through the use of secure messaging,
Internet or other asynchronous non-face-
to-face consultation methods.
None
35. CCM Scope of Service
Element/Billing Requirement
Certified EHR or Other Electronic
Technology Requirement
Beneficiary consent—Inform the
beneficiary of the availability of CCM
services and obtain his or her written
agreement to have the services provided,
including authorization for the electronic
communication of his or her medical
information with other treating
providers. Document in the beneficiary’s
medical record that all of the CCM
services were explained and offered, and
note the beneficiary’s decision to accept
or decline these services.
Document the beneficiary’s written
consent and authorization in the EHR
using CCM certified technology.
36. CCM Scope of Service
Element/Billing Requirement
Certified EHR or Other Electronic
Technology Requirement
Beneficiary consent—Inform the
beneficiary of the right to stop the CCM
services at any time (effective at the end
of the calendar month) and the effect of
a revocation of the agreement on CCM
services.
None
Beneficiary consent—Inform the
beneficiary that only one practitioner can
furnish and be paid for these services
during a calendar month.
None
37. Other Billing Requirements
CPT code 99490 cannot be billed during the same calendar
month as CPT codes 99495–99496 (transitional care
management), Healthcare Common Procedure Coding System
(HCPCS) codes G0181/G0182 (home health care
supervision/hospice care supervision), or CPT codes 90951–
90970 (certain End-Stage Renal Disease services). Also consult
CPT instructions for additional codes that cannot be billed during
the same service period as CPT code 99490. There may be
additional restrictions on billing for practitioners participating in
a CMS sponsored model or demonstration program.
38. Payment
CMS pays for the new CCM service separately under the
Medicare PFS. To find payment information for a specific
geographic location, access the Medicare PFS Look-Up tool at
http://www.cms.gov/Medicare/Medicare-Fee-for-Service-
Payment/PFSlookup on the CMS website.
39. CCM and Other CMS Advanced Primary Care
Initiatives
The CCM service provides payment of care coordination and care
management for a beneficiary with multiple chronic conditions
within the Medicare Fee-For-Service Program. Medicare will not
make duplicative payments for the same or similar services for
beneficiaries with chronic conditions already paid for under the
various CMS advanced primary care demonstration and other
initiatives, such as the Multi-payer Advanced Primary Care Practice
(MAPCP) or the Comprehensive Primary Care (CPC) Initiatives. For
more information on potentially duplicative billing, consult the CMS
staff responsible for these separate initiatives.
40. As CMS implements new
models or demonstrations
that include payments for care
management services, or as
changes take place that affect
existing models or
demonstrations, it will
address potential overlaps
with the CCM service and
seek to implement
appropriate payment policies.
42. Resource Website
Final Rules in the Federal Register
(policies governing CCM services) CY 2014 Medicare PFS Final Rule:
http://www.gpo.gov/fdsys/pkg/FR-2013-
12-10/pdf/2013-28696.pdf
CY 2015 Medicare PFS Final Rule:
http://www.gpo.gov/fdsys/pkg/FR-2014-
11-13/pdf/2014-26183.pdf
Medicare Administrative Contractor
(MAC) Contact Information
http://www.cms.gov/Research-Statistics-
Data-and-Systems/Monitoring-
Programs/Medicare-FFS-Compliance-
Programs/Review-Contractor-Directory-
Interactive-Map
43. Resource Website
“MLN Guided Pathways: Basic Medicare
Resources for Health Care Professionals,
Suppliers, and Providers” booklet
http://www.cms.gov/Research-Statistics-
Data-and-Systems/Statistics-Trends-and-
Reports/Chronic-Conditions
44. This presentation was current at the time it was published or uploaded onto the web. Medicare
policy changes frequently so links to the source documents have been provided within the
document for your reference.
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review the specific statutes, regulations, and other interpretive materials for a full and accurate
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