How to Survive Therapy Caps and the Manual Medical Review with Physical Therapy and Rehab compliance expert Nancy Beckley and Clinicient, a proven leader in physical therapy EMR and practice Management solutions.
The document describes a proposed solution called WorkMeIn to streamline the patient referral process between primary care physicians (PCPs) and specialists. It aims to centralize referrals, provide a quick single transaction process, collect referral data, and give patients a say in their appointments. Currently, referrals take multiple days and 60-70% go unscheduled. WorkMeIn would allow PCPs to query specialists, let patients choose appointments, and include patient information with referrals. It could increase efficiency, referrals within networks, and provider profitability. The market potential is over $75 million annually.
Medical Associates Clinic is a large multi-specialty practice in Iowa that was using inefficient paper-based processes. They implemented McKesson's Horizon Ambulatory Care EHR to improve communication and workflow. Initial results included a 40-80% reduction in transcription costs within 2 weeks for some specialties. Once fully implemented, the EHR is projected to save over $1.7 million annually through reduced paper/transcription costs and improved coding accuracy. Physicians can now document visits electronically, improving patient care.
Designing Winning "Transitions of Care" Processes!PAFP
2013 PAFP Regional Lectures Series
Session 2 - Southeast
Learn about best practices for transitions of care, how to bill for the new management codes payable by Medicare.
Bonus: pick up great resources to improve management.
Speaker:
Lee Radosh, MD, FAAFP
Reading Hospital – Family Health Care Center
West Reading, PA
Ruli hospital map 12.253 presentation v11 1Wendy Leonard
The document provides an overview and assessment of data collection and usage processes at Ruli District Hospital in Rwanda. It finds that while the hospital has established a referral system with health centers, opportunities exist to improve data capture, analysis, and reporting. Key issues identified include inconsistent referral data collection, inefficient paper-based registration and reporting processes, and underutilization of available appointment and patient data. Recommendations propose transitioning to electronic logs, centralizing patient records, improving inter-departmental sharing, and modifying appointment setting and feedback processes to increase efficiency and analytical capabilities.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
This document discusses Meaningful Use and quality measures in healthcare and how they relate to the Healthstory Project. It provides an overview of Meaningful Use, including its goals of improving quality, safety, efficiency and reducing disparities. It outlines the core and menu sets of Meaningful Use measures. It also discusses quality reporting measures such as those from hospital payments and The Joint Commission. Finally, it introduces the Healthstory Project, which aims to develop standards to bridge structured data and narrative documents in electronic health records.
The document describes a proposed solution called WorkMeIn to streamline the patient referral process between primary care physicians (PCPs) and specialists. It aims to centralize referrals, provide a quick single transaction process, collect referral data, and give patients a say in their appointments. Currently, referrals take multiple days and 60-70% go unscheduled. WorkMeIn would allow PCPs to query specialists, let patients choose appointments, and include patient information with referrals. It could increase efficiency, referrals within networks, and provider profitability. The market potential is over $75 million annually.
Medical Associates Clinic is a large multi-specialty practice in Iowa that was using inefficient paper-based processes. They implemented McKesson's Horizon Ambulatory Care EHR to improve communication and workflow. Initial results included a 40-80% reduction in transcription costs within 2 weeks for some specialties. Once fully implemented, the EHR is projected to save over $1.7 million annually through reduced paper/transcription costs and improved coding accuracy. Physicians can now document visits electronically, improving patient care.
Designing Winning "Transitions of Care" Processes!PAFP
2013 PAFP Regional Lectures Series
Session 2 - Southeast
Learn about best practices for transitions of care, how to bill for the new management codes payable by Medicare.
Bonus: pick up great resources to improve management.
Speaker:
Lee Radosh, MD, FAAFP
Reading Hospital – Family Health Care Center
West Reading, PA
Ruli hospital map 12.253 presentation v11 1Wendy Leonard
The document provides an overview and assessment of data collection and usage processes at Ruli District Hospital in Rwanda. It finds that while the hospital has established a referral system with health centers, opportunities exist to improve data capture, analysis, and reporting. Key issues identified include inconsistent referral data collection, inefficient paper-based registration and reporting processes, and underutilization of available appointment and patient data. Recommendations propose transitioning to electronic logs, centralizing patient records, improving inter-departmental sharing, and modifying appointment setting and feedback processes to increase efficiency and analytical capabilities.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
This document discusses Meaningful Use and quality measures in healthcare and how they relate to the Healthstory Project. It provides an overview of Meaningful Use, including its goals of improving quality, safety, efficiency and reducing disparities. It outlines the core and menu sets of Meaningful Use measures. It also discusses quality reporting measures such as those from hospital payments and The Joint Commission. Finally, it introduces the Healthstory Project, which aims to develop standards to bridge structured data and narrative documents in electronic health records.
The document outlines an agenda for a CMIO Summit on June 10th, 2011. The agenda includes definitions, an overview of LIPIX including its funding and mission, explanations of health information exchange and RHIO, LIPIX's goals, participating providers, technical architecture, use cases, products/services, and strategies for engaging providers. It aims to educate on LIPIX's role in facilitating health information exchange across the region and debunk common myths about HIE.
The document discusses proposed actions to improve emergency room wait times in Nova Scotia hospitals. It identifies several key issues contributing to long wait times, including a shortage of hospital beds, increased use of emergency rooms by aging patients and alternate level of care (ALC) patients, and government funding cuts. It then proposes several multi-pronged strategies to address wait times by improving patient flow, reducing overcrowding and overuse of emergency rooms, and decreasing the number of ALC patients. Specifically, it suggests implementing triage-driven patient placement, expanding fast-track areas, improving access to diagnostics, and enhancing patient transfers to reduce backlogs in emergency rooms.
Objectives:
1.Review the changes in Accreditation Canada expectations for implementing MedRec beginning in 2014.
2.Overview of changes to the ROP structure, for Medication Reconciliation ROPs in the leadership and service-based standards.
3.Direct organizations to additional information, resources, and support.
Click the link to read more http://bit.ly/10LqxjQ
Spotlight on six month reviews in stroke treatmentNHS Improvement
1) Stroke patients are offered reviews of their health, social care needs, and prevention needs typically within 6 weeks and 6 months after being discharged from the hospital.
2) The reviews help ensure patients receive necessary care and support as well as identify areas for improvement in the assessment process.
3) Feedback from patients found the reviews were beneficial as they helped patients access important programs and support that aided their recovery.
The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
CBRT - "A Case for NHS Adoption." 05.04.13Alison Bourne
33 slides POWERPOINT : “CBRT A Case for NHS Adoption - Providing patients with structured relaxation support sessions. CBRT provides the NHS with a Value for Money, practical and unique system for physical
health, mental health and wellbeing.
• CBRT provides a ‘safe care’ and ‘right care’ solution to the ever growing requirement for
increased capacity within integrated care for patients with anxiety, mild to medium
depression and long term conditions. This need was highlighted in the report, “How Mental
Illness Loses Out in the NHS”, produced by a distinguished team of economists,
psychologists, doctors and NHS managers convened by Professor Lord Layard of the LSE
Centre for Economic Performance.
• CBRT can contribute to productive patient care and strengthen staff and patient
communication skills; CBRT is empowering.
• CBRT is a high quality, yet low cost product.
• A relaxation technique and therapeutic intervention - CBRT is a safe product. It is a potential CE Class 1 Medical Device and is made of printed matter.
• CBRT is a motivational, inclusive, non-pharmaceutical, non-invasive, non-denominational
and non-tactile intervention, for all ages and abilities.
The document discusses strategies for improving patient flow and reducing cycle times in medical practices. It describes how mapping patient flows, measuring cycle times, and identifying interruptions can help practices pinpoint bottlenecks. Practices have found that small tests of change focused on areas like visit planning, co-locating staff, efficient office design, exam room standardization, documentation shortcuts, and streamlined check-in/out processes can uncover hidden capacity and increase revenue. The key is developing a deep understanding of the current process from the patient's perspective before envisioning an ideal flow and implementing changes while monitoring for unintended consequences. Physician leadership and a team effort are essential to successfully redirecting patient flow.
This document discusses improving handoffs between physicians in the emergency department. It notes that communication errors during shift changes are a common cause of treatment delays and adverse events. The document then reviews factors that can lead to errors during handoffs, including distractions, lack of standard processes, fatigue and inexperience. It proposes using multidisciplinary handoffs, clear guidelines and identifying high-risk patients to help improve safety during physician shift changes in the emergency department.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
The document discusses inefficiency in emergency rooms. It identifies several contributing factors to overcrowding including non-emergency patients, uninsured patients, and patients using the ER for prescription refills or pain management. This inefficiency impacts quality of care, access to care, and wait times, negatively affecting patient satisfaction. An action plan is proposed to improve patient flow, maximize resources, implement education programs, and establish performance metrics to monitor goals. Facilitating change may require addressing challenges like culture shifts or staff resistance through reinforcement, education, and adjustments based on feedback. Both productivity and quality must be balanced for optimal patient treatment and satisfaction.
Current State of Pain Management Services in Primary Care in the UKepicyclops
This lecture was given by Dr Martin Johnson, a General Practitioner from Barnsley, Yorkshire, to the North British Pain Association Spring Scientific Meeting in Edinburgh on Friday 18th May, 2007. This lecture forms part of a conference "Blurring the Boundaries - Managing Pain in Primary Care and Secondary Care".
www.wspg.org.uk
Rwandafinalpresentation 130419162730-phpapp02Wendy Leonard
Ruli Hospital aims to improve patient tracking through standardized forms, centralized record keeping using Mutuelle data, and change management. Key recommendations include creating a skills matrix, encouraging cross-team collaboration, standardizing patient records across locations, utilizing existing Mutuelle data, aligning stakeholders, communicating changes, and consolidating gains. Future opportunities involve rotational training programs and expanding the community health worker role for improved patient outcomes.
This document provides an outline for a presentation on electronic medical records (EMRs). It begins with defining the components of an EMR, including labs, admissions/discharge/transfer data, orders, radiology, notes, and billing. It then discusses the history and adoption of EMRs from the 1960s to present. The document reviews studies showing the effectiveness of EMRs in improving quality of care and achieving treatment standards. It also outlines how EMR data is structured in databases and data warehouses and describes common health data standards like ICD, CPT, LOINC, SNOMED, and HL7. The presentation covers meaningful use incentives and provides examples of using EMR data for research studies.
The document provides guidelines for using Interqual clinical guidelines. It defines clinical guidelines and evidence-based medicine. It explains that Interqual focuses on the intensity of treatment a patient receives, looking at services like medications and treatments. The document outlines the process for using Interqual for admission reviews, continued stay reviews, and discharge reviews. It provides tips for applying the guidelines and ensuring guidelines are followed properly.
Decosimo's Shannon Farr and Anderson Busby's Amanda Busby co-presented this PowerPoint at the 2012 Tennessee Bar Association's Health Law Primer on October 3, 2012 in Brentwood, TN.
Observation medicine nursing considerationsmflitcraft
This document provides an overview and outline of topics related to observation medicine and nursing considerations at Ronald Reagan UCLA Medical Center. It discusses UCLA Health System and patient satisfaction scores. The outline covers observation review settings and examples, the business case for observation including data analysis and cost considerations, staffing mix and characteristics, daily operations, and quality metrics. It provides details on Medicare rules and coverage for observation, examples of retrospective data reviews for observation opportunities, and considerations for staffing and managing observation patients.
The document discusses changes between the proposed rule and final rule for implementing the Medicare and Medicaid EHR Incentive Program under the HITECH Act. Key changes included lowering the thresholds for meaningful use measures, modifying clinical quality measures, and clarifying eligible provider and hospital definitions. The final rule aimed to ease burden and address concerns raised during public comment period.
The document outlines an agenda for a CMIO Summit on June 10th, 2011. The agenda includes definitions, an overview of LIPIX including its funding and mission, explanations of health information exchange and RHIO, LIPIX's goals, participating providers, technical architecture, use cases, products/services, and strategies for engaging providers. It aims to educate on LIPIX's role in facilitating health information exchange across the region and debunk common myths about HIE.
The document discusses proposed actions to improve emergency room wait times in Nova Scotia hospitals. It identifies several key issues contributing to long wait times, including a shortage of hospital beds, increased use of emergency rooms by aging patients and alternate level of care (ALC) patients, and government funding cuts. It then proposes several multi-pronged strategies to address wait times by improving patient flow, reducing overcrowding and overuse of emergency rooms, and decreasing the number of ALC patients. Specifically, it suggests implementing triage-driven patient placement, expanding fast-track areas, improving access to diagnostics, and enhancing patient transfers to reduce backlogs in emergency rooms.
Objectives:
1.Review the changes in Accreditation Canada expectations for implementing MedRec beginning in 2014.
2.Overview of changes to the ROP structure, for Medication Reconciliation ROPs in the leadership and service-based standards.
3.Direct organizations to additional information, resources, and support.
Click the link to read more http://bit.ly/10LqxjQ
Spotlight on six month reviews in stroke treatmentNHS Improvement
1) Stroke patients are offered reviews of their health, social care needs, and prevention needs typically within 6 weeks and 6 months after being discharged from the hospital.
2) The reviews help ensure patients receive necessary care and support as well as identify areas for improvement in the assessment process.
3) Feedback from patients found the reviews were beneficial as they helped patients access important programs and support that aided their recovery.
The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
CBRT - "A Case for NHS Adoption." 05.04.13Alison Bourne
33 slides POWERPOINT : “CBRT A Case for NHS Adoption - Providing patients with structured relaxation support sessions. CBRT provides the NHS with a Value for Money, practical and unique system for physical
health, mental health and wellbeing.
• CBRT provides a ‘safe care’ and ‘right care’ solution to the ever growing requirement for
increased capacity within integrated care for patients with anxiety, mild to medium
depression and long term conditions. This need was highlighted in the report, “How Mental
Illness Loses Out in the NHS”, produced by a distinguished team of economists,
psychologists, doctors and NHS managers convened by Professor Lord Layard of the LSE
Centre for Economic Performance.
• CBRT can contribute to productive patient care and strengthen staff and patient
communication skills; CBRT is empowering.
• CBRT is a high quality, yet low cost product.
• A relaxation technique and therapeutic intervention - CBRT is a safe product. It is a potential CE Class 1 Medical Device and is made of printed matter.
• CBRT is a motivational, inclusive, non-pharmaceutical, non-invasive, non-denominational
and non-tactile intervention, for all ages and abilities.
The document discusses strategies for improving patient flow and reducing cycle times in medical practices. It describes how mapping patient flows, measuring cycle times, and identifying interruptions can help practices pinpoint bottlenecks. Practices have found that small tests of change focused on areas like visit planning, co-locating staff, efficient office design, exam room standardization, documentation shortcuts, and streamlined check-in/out processes can uncover hidden capacity and increase revenue. The key is developing a deep understanding of the current process from the patient's perspective before envisioning an ideal flow and implementing changes while monitoring for unintended consequences. Physician leadership and a team effort are essential to successfully redirecting patient flow.
This document discusses improving handoffs between physicians in the emergency department. It notes that communication errors during shift changes are a common cause of treatment delays and adverse events. The document then reviews factors that can lead to errors during handoffs, including distractions, lack of standard processes, fatigue and inexperience. It proposes using multidisciplinary handoffs, clear guidelines and identifying high-risk patients to help improve safety during physician shift changes in the emergency department.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
The document discusses inefficiency in emergency rooms. It identifies several contributing factors to overcrowding including non-emergency patients, uninsured patients, and patients using the ER for prescription refills or pain management. This inefficiency impacts quality of care, access to care, and wait times, negatively affecting patient satisfaction. An action plan is proposed to improve patient flow, maximize resources, implement education programs, and establish performance metrics to monitor goals. Facilitating change may require addressing challenges like culture shifts or staff resistance through reinforcement, education, and adjustments based on feedback. Both productivity and quality must be balanced for optimal patient treatment and satisfaction.
Current State of Pain Management Services in Primary Care in the UKepicyclops
This lecture was given by Dr Martin Johnson, a General Practitioner from Barnsley, Yorkshire, to the North British Pain Association Spring Scientific Meeting in Edinburgh on Friday 18th May, 2007. This lecture forms part of a conference "Blurring the Boundaries - Managing Pain in Primary Care and Secondary Care".
www.wspg.org.uk
Rwandafinalpresentation 130419162730-phpapp02Wendy Leonard
Ruli Hospital aims to improve patient tracking through standardized forms, centralized record keeping using Mutuelle data, and change management. Key recommendations include creating a skills matrix, encouraging cross-team collaboration, standardizing patient records across locations, utilizing existing Mutuelle data, aligning stakeholders, communicating changes, and consolidating gains. Future opportunities involve rotational training programs and expanding the community health worker role for improved patient outcomes.
This document provides an outline for a presentation on electronic medical records (EMRs). It begins with defining the components of an EMR, including labs, admissions/discharge/transfer data, orders, radiology, notes, and billing. It then discusses the history and adoption of EMRs from the 1960s to present. The document reviews studies showing the effectiveness of EMRs in improving quality of care and achieving treatment standards. It also outlines how EMR data is structured in databases and data warehouses and describes common health data standards like ICD, CPT, LOINC, SNOMED, and HL7. The presentation covers meaningful use incentives and provides examples of using EMR data for research studies.
The document provides guidelines for using Interqual clinical guidelines. It defines clinical guidelines and evidence-based medicine. It explains that Interqual focuses on the intensity of treatment a patient receives, looking at services like medications and treatments. The document outlines the process for using Interqual for admission reviews, continued stay reviews, and discharge reviews. It provides tips for applying the guidelines and ensuring guidelines are followed properly.
Decosimo's Shannon Farr and Anderson Busby's Amanda Busby co-presented this PowerPoint at the 2012 Tennessee Bar Association's Health Law Primer on October 3, 2012 in Brentwood, TN.
Observation medicine nursing considerationsmflitcraft
This document provides an overview and outline of topics related to observation medicine and nursing considerations at Ronald Reagan UCLA Medical Center. It discusses UCLA Health System and patient satisfaction scores. The outline covers observation review settings and examples, the business case for observation including data analysis and cost considerations, staffing mix and characteristics, daily operations, and quality metrics. It provides details on Medicare rules and coverage for observation, examples of retrospective data reviews for observation opportunities, and considerations for staffing and managing observation patients.
The document discusses changes between the proposed rule and final rule for implementing the Medicare and Medicaid EHR Incentive Program under the HITECH Act. Key changes included lowering the thresholds for meaningful use measures, modifying clinical quality measures, and clarifying eligible provider and hospital definitions. The final rule aimed to ease burden and address concerns raised during public comment period.
This document provides an overview and summary of changes between the proposed rule and final rule for implementing the Medicare and Medicaid EHR Incentive Program under the HITECH Act. Some key changes included modifications to the meaningful use criteria and clinical quality measures, clarification of provider eligibility requirements, and adjustment of measure thresholds. The final rule aimed to address concerns raised in public comments to better achieve the goals of improved care, health outcomes, and interoperability.
1. The document discusses using real-world big data (RWBD) from sources like insurance claims, EMRs, registries, and devices to analyze real-world treatment pathways and generate real-world evidence (RWE).
2. A case study analyzes longitudinal treatment pathways of patients with non-malignant multiple myeloma using Hadoop and MapReduce to query and merge data from large tables.
3. Visualizations of individual patient timelines and aggregate pathways show variability in treatments and outcomes that could help identify opportunities to improve care management and adherence to guidelines.
How to Achieve a PCMH Certification - Small Practice - Practice-centered medi...Donte Murphy
This is a PowerPoint presentation from Dr. Khan, Medical Director, MedPeds Medical Clinic. He has a small practice and is a certified PCMH. In this presentation he shares his strategy that led to his success. This is a powerful presentation for practices of all sizes, whether large or small. For more information, feel free to email us at: marketing@amazingcharts.com.
So what exactly is GP2GP?
In simple terms, it’s a software application which enables the electronic component of a patient’s general practice health record to be transferred from one GP practice to another.
Such transfers are:
- secure and confidential
- direct
- and almost immediate, ensuring that GPs can usually have a patient’s medical history available to them for their first consultation
This presentation deck covers the following key areas and is further supplemented by speaker notes.
- How the system works
- The benefits of using GP2GP
- GP2GP process overview (with screen shots)
- How to deal with incoming records
- The stages of business change
- Considerations and file sizes
- Technical requirements
- How you can prepare for GP2GP at your local practice
- Implementation guidelines
We at Boehringer Ingelheim know that there are many issues affecting health care in the United States. In this presentation Dr. Lee Sacks of Advocate Health takes a look at accountable care organizations (ACOs) and their role in health care reform. Understanding the Implications of Accountable Care Organizations for Patients and Providers, was a web conference given on July 31, 2012 and which we hope will provide offer an understanding of best practices among ACOs and tips for helping constituents adopt and participate in ACOs.
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...Wellbe
The Bundled Payments for Care Improvement (BPCI) Initiative began generating data in January of 2013. Dr. Iorio will outline the challenges and benefits of implementing BPCI for Total Joint Arthroplasty at an urban, tertiary, academic medical center with a hybrid compensation model. Early results from the implementation of a Medicare BPCI Model 2 primary TJA program demonstrate cost-savings with an improvement in quality of care metrics and continued cost savings through year 3 of our experience. Changes in patient optimization, care coordination, clinical care pathways, and evidence-based protocols are the key to improving the quality metrics and cost effectiveness within the implementation of the Bundled Payment for Care Initiative, thus bringing increased value to our TJA patients.
Maximizing Value in a Bundled Environment – Keys to Success:
• Evidence based, cost effectiveness analysis
• Standardized protocol adoption
• Transparent data
• Perioperative Patient Optimization
• Care management
• Physician-hospital alignment with Gain sharing
• Enhanced pain relief and rehabilitation protocols
• Blood management and rational VTED prophylaxis
About the Speaker:
Richard Iorio, MD, is the William and Susan Jaffe Professor of Orthopaedic Surgery at New York University Langone Medical Center Hospital for Joint Diseases and Chief of Adult Reconstruction at NYU Langone HJD. He co-founded Labrador Healthcare Consulting Services, Responsive Risk Solutions, and the Value Based Healthcare Consortium in 2015. He is a member of the Board of Directors for LIMA, the Lifetime Initiative for the Management of Arthritis. Dr. Iorio is a national expert in physician and hospital quality and safety and a leader in the implementation of alternate payment paradigms in orthopaedic surgery.
This document outlines how nurse-led clinics can be established in general practices to manage preventative health and chronic disease care through a team-based approach. It discusses recruiting target patient populations, conducting assessments, developing care plans, involving GPs, using software and templates, billing appropriately, and establishing recall systems. The goals are to expand services, improve outcomes, and utilize nurses' clinical expertise while enhancing practices' competitiveness. Close collaboration between nurses and GPs is emphasized.
Critical pathway of care,concept mapping by Velveena Mvelveenamaran
Critical pathways of care (CPCs): used as the tools for provision of care in a case management system.
It brings together all the professional groups involved in patient care
to arrive at a consensus about standards of care and expected outcomes for selected patient groups.
Here are three scenarios that could result in overpayments subject to
limitation on recoupment under Section 935:
1. A hospital is paid for an inpatient admission under Medicare Part A. Upon a post-
payment review, the MAC determines the admission was not medically necessary
and issues a written demand letter for repayment of the claim. This would be
subject to 935 limitations.
2. A home health agency receives a Request for Anticipated Payment (RAP) and
provides services to a Medicare beneficiary. Upon filing the final claim, the MAC
determines the beneficiary was not homebound and denies the claim. A written
demand is issued.
The document provides an overview of the role and responsibilities of a quality management department in a hospital setting. It discusses establishing structure to support organizational goals, coordinating performance improvement activities, ensuring compliance with regulations, and analyzing and communicating quality data. The quality program aims to deliver high quality patient care, support physicians, create a positive workplace, take a leadership role in the community, and ensure fiscal responsibility. Understanding quality is important for providing the best care to patients through teamwork and representing the hospital's commitment to quality care.
The document discusses the Emergency Care Summary (ECS) system in Scotland. [1] The ECS extracts patient data like allergies, medications, and consent status from GP systems twice daily and makes it available to emergency departments and out-of-hours clinicians. [2] Over 5.4 million patient records are extracted, with very few opt-outs, and over 4.7 million accesses have occurred. [3] The system is being expanded to include palliative care summaries and a pilot with the Scottish Ambulance Service. Evaluations show the ECS improves patient safety and care by providing accurate medication and allergy information.
The Anatomy of Incident-To and Split/Shared BillingPYA, P.C.
PYA Senior Manager Valerie Rock, along with Jana Kolarik from Foley & Lardner, presented “The Anatomy of Incident-To and Split/Shared Billing.” They discussed:
- Compliant use of nurse practitioners and physician assistants.
- The elements of incident-to and split/shared provider services.
- Evaluation of manual guidance and the laws that impact interpretation of the provision.
- Best practice application in common scenarios.
BDW16 London - Nondas Sourlas, Bupa - Big Data in HealthcareBig Data Week
The document discusses Bupa's use of analytics in healthcare, including risk modelling and care management, and referral management. For risk modelling and care management, Bupa uses predictive modelling to identify high-risk patients for targeted outreach programs, which have led to reductions in outpatient visits, tests, and surgical procedures, saving 9-10% in care costs. For referral management, Bupa profiles over 18,000 consultants based on claims data to guide over 700,000 pre-authorizations, achieving estimated healthcare savings of 9-11% of guided spend.
Radiology workflow recognizing clinical financial benefits of implementing a ...Trimed Media Group
The document discusses the benefits of implementing a full RIS-PACS-reporting solution at Rutland Regional Medical Center. It allows for a tightly connected workflow from patient arrival to report delivery. Physicians have efficient access to images and information. The single vendor system provides radiologists with a quick turnaround and unified vision. Key metrics like report turnaround time and coding callbacks have improved. The solution enhances patient care by making the physician workflow more efficient.
Controlled Substance Prescribing: What to Do?RIAPA
Dr. James MacDonald, Chief Administrative Officer or the RI Board of Medical Licensure and Discipline presents to the RIAPA on controlled substance prescribing in RI.
2. Welcome
• This session will be recorded
– Link to the recording and
resources will be emailed to all
registrants
• Questions can be asked in the
“Question panel”
– Webinar will be extended an
Jim Plymale additional 1/2 hour for Q & A
CEO
Clinicient
3. Welcome Nancy
• Compliance expert in the Rehab industry;
certified in healthcare compliance
• Specializes in providing compliance program
development for outpatient therapy and
DME providers
• Popular industry speaker and author on
compliance topics related to outpatient
therapy
Nancy Beckley • Serves as a Compliance columnist for
President IMPACT ‐ the magazine of the APTA Private
Nancy Beckley and Associates Practice Section
4. Today’s Objectives
• Why it is important to carefully and accurately monitor the
therapy cap
• How to create documentation that supports medical necessity
• Compliantly converting the therapists time into Medicare billable
units
• Why documentation must support claims, and what to watch for
• How to submit a claim so that it is "pre‐approved" and doesn’t
require a pre‐payment review
• How an EMR and Practice Management system can minimize
your audit risks
4
5. Why Are We Here?
• Balanced Budget Act of 1997
Distribution of Spending
OP Therapy ‐ 2011
• Methodology for bundled
payment issues 4%
2%
– DX codes 11%
Nursing Facility
– Outcomes 37% PT Private Practice
HOPD
16%
ORF, CORF, HHA
Physician NPP PT
• Therapy claims continue an OT, SLP PP
upward trend 30%
• PPACA mandates Source: MedPAC, 9/2012
5
6. Ready, Set, Go…..
Manual Medical Review Manual Medical Review GAO Report on MMRP
Process – Phase I Process – Phase III
Providers identified as Providers identified as Report issued on the
phase 1 begin following the phase 3 begin following the implementation of the
MMRP at the $3700 MMRP at the $3700 MMRP
Therapy Threshold Therapy Threshold
Oct 1, 2012 Nov 1, 2012 Dec 1, 2012 Jan 1, 2013 May 1, 2013 June 15, 2013
Manual Medical Review Claims Based
Process – Phase II Data Collection MedPAC Report
Providers identified as CMS starts collecting
phase 2 begin following the data on patient function Report issued on how to
MMRP at the $3700 during the course of improve the payment
Therapy Threshold therapy services system
6
7. MCTRJCA Section 3005 Provisions
• Modifier – KX indicating “medical necessity”
• Manual medical review ‐ $3700 threshold
• Temporary expansion to hospitals, no later than 10/1
• NPI of physician who reviews therapy plan of care on claim
• MedPAC report on improved therapy benefits
• HHS collection of claims data
• GAO report on manual medical review process
7
8. 2013 Medicare Physician Fee Schedule
• Proposed rule released, comment period open
– 3% uptick in therapy, SGR issue and pending 30%+ reduction if
Congress does not act
• Therapy cap $ ‐ published in final rule
– Therapy caps exceptions process ends 12‐31 unless Congress acts
– Therapy caps for hospitals end 12/31/2012 unless Congress acts
• NEW – claims based functional data collection – series of new
Functional “G” codes
– Associated modifiers – to report severity/complexity
– Every 10 treatment days or 30 days, which is shorter
8
10. Severity Modifiers PROPOSED
• “For each functional G‐code
used on a claim, a modifier
would be required to report
the severity/complexity for
that functional limitation
• We propose to adopt a 12‐
point scale to report the
severity or complexity of the
functional limitation involved.”
Source: CMS‐1590‐P
10
11. Caps: Full Implementation in 2006
Automatic Exception Manual Exception
• Automatic • Manual (2006 only)
– Patients may be “expected” to • Patients not qualifying for
exceed the cap in certain automatic exception may qualify if
circumstances:
PT/OT has case “manually”
• Originally by specified ICD‐9 reviewed
codes and/or Identified
complexities or co‐morbidities • Fax forms and records prior to
hitting the cap, request additional
• Now any code may be used as visits based on medical necessity
long as it is medically
necessary • Contractor approves, modifies or
denies request
• Must be medically necessary
to exceed the cap and so • Back again 10/1/2012
documented – New implementation rules
– “Threshold” level at $3700
11
12. Therapy Cap vs. Threshold
• Therapy caps for PT/SLP (combined) and OT
– $1880 for 2012
• Therapy cap accrues/attaches to the beneficiary
• Therapy cap is calendar year
– Exceptions process in place by legislation (ends 12/31/12)
– All therapy at HOPD (previously exempt) from 1/1/12 counts
• Threshold is set at $3700 for each cap (PT/SLP and OT)
– Manual medical review (pre‐authorization) of claims to exceed $3700
– Threshold is implemented by NPI‐based Phases (10/1, 11/1, 12/1)
• Private practice by individual therapist NPI, not group NPI
• Part A providers by institutional NPI (not individual therapists, even if they have NPI)
12
14. Manual Medical Review Process
Therapy Cap After Oct 1, 2012, Now!
• $3700 retroactive therapy cap threshold
• Now extends to hospital outpatient depts.
• Manual medical review for services beyond threshold
• Justified by documentation
• Process / Paperwork unique to MAC
• Claims exceeding $3700 threshold will be denied without approved exception
• Cap is applied to first claims received, not by DOS
• Denied services beyond cap are beneficiary liable ~ Approaching $3700
> $1,800 Cap: Apply for Exception
Apply KX Modifier
Shared Cap with Hospital Outpatient Services
(Retroactively applied) $3700
Jan 1, 2012 Dec 31, 2012
14
15. KX & Attestation
15
When the beneficiary qualifies for a therapy cap exception, add
the KX modifier to the therapy procedure code subject to the
cap limits
• The condition or complexity that caused treatment to exceed caps must
be related to the therapy goals
• Must either be the condition that is being treated or a complexity that
directly and significantly impacts the rate of recovery of the condition
being treated such that it is appropriate to exceed the caps
• Documentation for an exception should indicate how the complexity (or
combination of complexities) directly and significantly affects treatment
for a therapy condition
15
17. APTA Provides Resource
• 550,000 beneficiary
letters mailed in
August
• Additional letter
mailed: confusing
regarding home
health benefit
• APTA provides notice
letter to supplement
CMS letter
17
18. Voluntary Use of ABN
• When using the ABN form as a voluntary notice, the form requirements
specified for its mandatory use do not apply
– The beneficiary should not be asked to choose an option or sign the form
– Beneficiary’s name and the reason Medicare may not pay should be noted
• After the cap is exceeded, voluntary notice via a provider’s own form or
the ABN is appropriate, even when services are excepted from the cap
– A cost estimate is suggested, but not required
– Insertion of the following reason is suggested:
“Services do not qualify for exception to therapy caps. Medicare will not pay
for physical therapy and speech‐language pathology services over $1880 in
2012 unless the beneficiary qualifies for a cap exception.”
CMS: Advance Beneficiary Notice of Non‐coverage
(Form CMS R‐131 and Instructions)
18
19. Mandatory Use of ABN
• The ABN is also used before the cap is exceeded when notice about non‐
covered services is mandatory
– For example, whenever the treating clinician determines that the services being
provided are no longer expected to be covered because they do not satisfy
Medicare’s medical necessity requirements, an ABN must be issued before the
beneficiary receives that service
1. skilled services are not medically necessary,
2. clinical goals have been met, or
3. no longer potential for the rehabilitation of health and/or function in a reasonable time
– If the beneficiary requests further services, beneficiaries should be informed
that Medicare most likely will not provide additional coverage, and the ABN
should be issued prior to delivering any services
• The ABN informs the beneficiary of his potential financial obligation to the provider and
provides guidance regarding appeal rights
– When the ABN is used as a mandatory notice, providers must adhere to the
form requirements
CMS: Advance Beneficiary Notice of Non‐coverage
(Form CMS R‐131 and Instructions)
19
21. Codes, Caps & Quirks
• “Always” therapy codes always subject to the cap regardless
of who performs them
• “Sometimes” therapy codes subject to the cap when billed by
a therapist, or other provider under a “therapy plan of care”
– Example
– Rules applicable to hospitals OPPS
• Other Hospital/SNF services subject to the cap
– Observation
– Part A to Part B rebilling demo
– Part A benefits exhausted/Part B only beneficiaries
Reference: CMS 2012 Therapy Code List
Spread Sheet ‐ Attached
21
23. Manual Medical Review Process
• “Threshold” of $3700 aligns with PT/SLP cap and OT cap
• Request manual review for up to additional 20 visits
– MACs have posted forms and generally want (verify)
• Order, Plan of Care, Documentation
• MBPM (Ch. 15, Sec. 220+) and LCD will be utilized
– Contractor has 10 business days, if no reply, “approved”, buyer beware!
• WPS will not accept fax requests, but will fax back if you identify request (15‐20 days)
– Can request unlimited number of exceptions
– Some MACs requiring approval code to be entered on the claim
– Approval of request does not guarantee payment
• Records subject to MR process, as is all other claims
• If you do not request review at $3700
– Submit claims and be subject to prepayment review (up to 60 days)
23
24. Manual Medical Review Process ‐ 2
• If not approved:
– Come back with more info or
– Submit claim and be subject to pre‐payment review
• CMS expects detailed response letter by contractor for non‐approved
• Appeal rights are in place
• Options:
– Don’t request manual review, submit claim: subject to prepayment
review (45 ‐ 60 days)
• KX modifier on all claims over $1880 (statutory exclusion)
• CMS: Special Open Door Forums (3)
– Review and explain process, instructions to contractors
– Slide presentation and sample documentation
24
25. MMR Documentation Elements
• Beneficiary Last Name • Provider Number (National Provider
• Beneficiary First Name Identifier (NPI)) of Physician/NPP
• Beneficiary Middle Initial Certifying Plan of Care
• Beneficiary Medicare Claim • Name of Provider Certifying Plan of Care
Number (HICN) • Address of Provider Certifying Plan of
• Beneficiary Date of Birth Care
• Beneficiary Address and Telephone • Telephone and Fax Number of Provider
Number Certifying Plan of Care
• Number of Treatment Days • Name of Performing Provider
Requested • Address of Performing Provider
• Expected Date Range of Services • Performing Provider Number (NPI)
• Date of Submission • Telephone and Fax Number of
Performing Provider
Source: CMS MM 8086
25
26. MMR Cover Sheet Requirements
• Cover Page
• Justification
• Evaluation or reevaluation(s) for Plan(s) of
Care
• Certification(s) of the plan(s) of care, where
available
• Objectives and measurable goals and any
other documentation requirements of the
Local Coverage Determinations (LCDs)
• Progress reports
• Treatment notes
• Any orders, if applicable, for the additional
therapy services and
• Any additional information requested by the
Medicare contractor
Source: CMS MM 8086
26
30. CMS – Documentation Needed
• Previous medical history including diagnosis, premorbid conditions, and
recent hospitalizations impacting functional abilities
• Patient’s prior level of functional abilities, i.e. able to ambulate functional
distance in recent past
• Timely physician certification/involvement with clear frequency/duration
and certification date range parameters on plan of care
• Medical necessity supported ‐ patient would benefit from the development
of an effective home strengthening program to:
– Regain ability to safely ambulate to/from bathroom to ensure appropriate
pericare, etc.
– Facilitate the patient’s ability to maintain strength and prevent further functional
decline with other functional skills, i.e. transfers/bed mobility.
Source: CMS Open Door Forum Slide Show 9/5/12
30
31. Reasonable and Necessary
Treatment should be consistent with • Is this an exacerbation of a
the nature/ severity of illness / condition?
injury – May have to modify treatment,
• Is this a new or acute change assistive devices as the
problem? condition deteriorates
– May need intensive focused care – Are there other conditions (e.g.
medical diagnosis) that are the
– E.g. reduce pain and/or work on underlying problem?
a specific impairment or
functional loss
• Cognitive performance can
• Is this an old or chronic impact care
condition that needs – What is the beneficiary’s ability
to retain newly learned
retraining, or has had a change information (cognitive function)?
in condition? – What is the beneficiary's ability
– May need to update or modify to participate and benefit from
program rehabilitative services?
Source: CMS Open Door Forum Slide Show 9/5/12
31
34. Reasonable & Necessary
• Assessing Objective Measurable Gains for Rehabilitation Therapy
• Look at:
– Changes in the level of assistance required to perform functional tasks
– Changes in the types of functional activities/ tasks
– Changes in the types of assistive devices
– Improvement in rating of reported pain levels and changes in the ability to
perform tasks given the reduction of pain
• (E.g. ‐ Ability to sit for a duration of time as a result of pain reduction)
Source: CMS Open Door Forum Slide Show 9/5/12
34
37. Assessing Therapy Utilization
• 10/1/2012 – System reframed to report therapy utilization
“up” (vs. “down” or “cap amount remaining”)
– System will take until 10/8/2012 to populate with historical data and
hospital utilization
– Information is good only as of the time you look at it
– HIPAA Eligibility Transaction System (HETS)
– Common Working file (CWF) Part A Eligibility System (ELGA)
– IVR system, DDE portal
– Many MACs have their own portals/phone to access
• CMS will not strictly apply sequential billing rule
37
38. Critical Action
• Current patients
– What therapy has a patient received since 1/1/2012?
– Must know prior to your phase
• Find internally for your own patients
• CMS not able to post correct historical until 10/8…..problem
– What is your billing cycle?
• Referred patients
– Identify CY 2012 therapy counting toward the cap received elsewhere
– Evaluation to determine therapy needs?
• If over $1880, eval codes are exempt
• The “Phase” Quagmire in Private Practice
– May have therapists in each Phase
– Impacts coverage for Phase II‐III therapist’s patient by a Phase I therapist
38
39. Medical Review Issues
• CERT reports specific to your contractor
– Paid error rate
– Specific therapy claims “paid in error”
• Comparative Billing Reports (CBR)
– Project awarded to Safeguard Services LLC
– Profiling PT in Private Practice
• High KX modifier utilization
• Reports in 2010, 2011 profiling top 5000 physical therapist on KX
utilization – 5 codes (10,000 total PTs)
• 2012 re‐profiles those identified in 2010
• OIG 2013 Work Plan – physical therapy in private practice
• RAC rumors
39
43. Critical Actions
Requirements: How Clinicient Helps:
1 Track the Phase of Treating Therapist, According to NPI# Automated therapist phase tracking and alerts
Automated therapy cap tracking, single form for
2 Re‐Verify the Therapy Cap of Each Patient
all Medicare patients
Automated and accurate tracking of caps with
3 Accurately track the Cap and the Exceptions Threshold
alerts and KX modifier applications
4 Follow the Exceptions Process Alerts for exceptions process and ABNs
Goal tracking, required elements, plan of care
5 Document Defensibly, Demonstrate Medical Necessity
certification tracking, progress note tracking
Therapist time from documentation is accurately
6 Ensure Documentation Always Supports Claim
converted to units following CMS guidelines
45. Critical Action #2:
Re‐Verify the Therapy Cap X (9th)
• Prioritize by patient and therapist
phase
• Track starting amount used
• Record the date you verified the
information
• Automatically tracks toward KX
cap and MMR threshold
46. Critical Action #3:
Track the Cap and MMR Threshold
• Automated front desk alerts
• Therapist alerts
• Management alerts and
reports
• Authorized visit tracking for
MMR exceptions
47. Critical Action #4:
Follow the Exceptions Process
• Alerts when approaching $3700
MMR threshold
• Visit authorization tracking for
exceptions granted
• Task Management for
authorization tracking
• ABN alerts, automated ABN
creation
48. Critical Action #5:
Document Defensibly
• Required fields in documentation
templates
• Tag items as goals to automate
progress tracking
– Time dated
– Initial measure
– Progress ratings/ completion dates
– Track progress on functional goals and
outcomes measures
• Plan of Care and Progress Report
requirement tracking
• System generated reports with all
required elements
• Plan of Care physician certification
tracking
49. Critical Action #6:
Ensure Documentation Supports Claim
• Charges flow from therapist
documentation of procedures
• Time accurately converted to units,
applying CMS rounding rules
– Total treatment minutes and timed
minutes automatically included
– Apply 8 minute rule & unit caps per CMS
– Trim codes per CMS guidelines
• Built‐in CCI edits
• Alert to apply KX modifier when
necessary
– Constant reminder to document medical
necessity
• Fax evals and progress reports
directly to referring physician
50. In Summary
Requirements: How Clinicient Helps:
1 Track the Phase of Treating Therapist, According to NPI# Automated therapist phase tracking and alerts
Automated therapy cap tracking, single form for
2 Re‐Verify the Therapy Cap of Each Patient
all Medicare patients
Automated and accurate tracking of caps with
3 Accurately track the Cap and the Exceptions Threshold
alerts and KX modifier applications
4 Document Defensibly, Demonstrate Medical Necessity Goal tracking, required elements
Therapist time from documentation is accurately
5 Ensure Documentation Always Supports Claim
converted to units following CMS guidelines
Alerts for exceptions process; easy‐to‐produce
6 Follow the Exceptions Process
reporting
51. Resources and Questions
NEW LinkedIn Group: Twitter:
“PT and Rehab Compliance Group” #therapycap
Community group for sharing discussions and @nancybeckley
questions surrounding Medicare and compliance @clinicient
regulations
APTA PPS SHOW:
New Resource Page:
www.Clinicient.com/mmr‐resources/ Clinicient Booth: #226 & 127
Therapy Provider Phase Information Nancy Beckley:
Manual Medical Review Forms “Compliance Hot Topics”
Therapy Codes per CMS Roundtable Session: Friday 8:30 –
LinkedIn Group: PT and Rehab Compliance Group 9:30am
Therapy Cap FAQ from CMS
APTA FAQ: 2012 Medicare Therapy Cap “Profiling Your Organization: Where
CMS Guidelines on Therapy Services and Documentation is Your Risk?”
Saturday, 10:30am – 12:00pm
52. Contact Info
1‐877‐312‐6494
Nancy J. Beckley, MS, MBA, CHC www.Clinicient.com
President
Nancy Beckley & Associates LLC
nancy@nancybeckley.com Visit our website to
414‐748‐4376 • Learn More
• Schedule a Demo
• Get a Price Quote
Visit us at APTA PPS Show: Booth #
@nancybeckley
@clinicient
http://www.linkedin.com/in/nancybeckley
http://www.linkedin.com/company/clinicient