This document summarizes catheterization metrics, procedures, costs, charges, and reimbursement for a 300 bed teaching hospital using the DirectVision catheterization system. It finds that using DirectVision for 10 procedures per month generates $1,940 in direct incremental gain each month or $23,276 per year from additional charges and professional fees, despite $2,660 in additional costs per month. Physicians and mid-levels can bill for their DirectVision services. The analysis only considers direct financial impacts and not total costs of patient care.
2012 to 2013 Australian Hospital Digital Scanning Surveysquareearth
Results undertaken from the Australian hospital digital scanning survey undertaken in 2014, for 2012-13 data. Report undertaken by SquareEarth, a healthcare consultancy firm.
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
Advances in technology and surgical techniques, fluctuations in population, ever-increasing demand for outpatient procedures combined with an array of economic and policy factors will shape our opportunity for growth in Orthopedics and Spine over the next decade. What’s in store for the next 10 years of orthopedics and spine service lines? Mike Graham of Sg2 will review future inpatient and outpatient forecasts for orthopedics and spine services, the key factors impacting their growth, and opportunities to differentiate your orthopedics and spine services to capture additional market share.
About the Speaker:
Mike Graham supports Sg2’s intelligence and analytics in both orthopedics and spine and contributes to the orthopedic and spine forecasts. As an Sg2 thought leader, he writes extensively on the development of orthopedic and spine service line strategy. He also works directly with health care executives and physicians to apply knowledge and strategy to their unique circumstances and environment.
With 20 years of experience in health care management and information systems, Mike has devoted much of his career to sharing best practices in service line development, physician engagement, care redesign and payment reform through publications, webinars, conference presentations and consulting engagements.
Immediately prior to joining Sg2, Mike engaged with hospitals and providers to grow their orthopedic service lines, improve patient outcomes and transition to value-based models of care. Earlier in his career he participated in the creation of groundbreaking approaches in comprehensive spine center development, focusing on innovative methods to improve patient access and employ nurse navigation and outcomes collection throughout the continuum of care.
Mike earned a master in health care administration from Xavier University in Cincinnati and an undergraduate degree in management information systems from the University of Dayton (OH).
Presentation to the North Queensland Return to Work Conference in late April 2016. Summarises ISCRR's research on medical certification for return to work and the role of General Practitioners in return to work.
Ilmu Pengetahuan dan Teknologi untuk Mendukung Ekonomi Birupariatmono
Paparan di hadapan Forum Ekonomi Biru (Blue Economy Forum) tentang Dukungan Ilmu Pengetahuan dan IPTEK terhadap Ekonomi Biru, Jakarta, 05 Desember 2012.
Rural Urgent Care Centers Business PlanI. Executive Summary.docxanhlodge
Rural Urgent Care Centers Business Plan
I. Executive Summary
II. Program Overview
Location
Services
Other Professional Offerings
Facility
Operating Model
III. Market Profile
Market Overview
Demand Forecasting
IV. Financial Analysis
Pro-Forma Income Statement for UCC
(A “Week 11 Business Plan Excel Template” has been provided in the assignment instructions and in the Learning Resources).
Year 1Year 2Year 3Year 4Year 5
Visits4,8825,1265,3825,6525,934
Revenue Per Visit$450$450$450$450$450
Gross Revenue
Patient Reveue
Gross Patient Revenue
Deductions from Patient Revenue
Contractual
Total Deductions from Revenue
Net Patient Revenue$0$0$0$0$0
Operating Expenses
Salaries and Wages
Employee Benefits
Utilities
Repair/Maintenance
Housekeeping
Telephone Service
Depreciation
Malpractice
Miscellaneous/Other
Variable Medical Supply Costs
Other Non-Personnel Costs
Total Operating Expenses
Excess of Rev over Exp. From Operations$0$0$0$0$0
Cummulative Income$0$0$0$0$0
Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0
Cummulative Income Net Cash$0$0$0$0$0
Pro Forma Income Statement
2
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care.
2012 to 2013 Australian Hospital Digital Scanning Surveysquareearth
Results undertaken from the Australian hospital digital scanning survey undertaken in 2014, for 2012-13 data. Report undertaken by SquareEarth, a healthcare consultancy firm.
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
Advances in technology and surgical techniques, fluctuations in population, ever-increasing demand for outpatient procedures combined with an array of economic and policy factors will shape our opportunity for growth in Orthopedics and Spine over the next decade. What’s in store for the next 10 years of orthopedics and spine service lines? Mike Graham of Sg2 will review future inpatient and outpatient forecasts for orthopedics and spine services, the key factors impacting their growth, and opportunities to differentiate your orthopedics and spine services to capture additional market share.
About the Speaker:
Mike Graham supports Sg2’s intelligence and analytics in both orthopedics and spine and contributes to the orthopedic and spine forecasts. As an Sg2 thought leader, he writes extensively on the development of orthopedic and spine service line strategy. He also works directly with health care executives and physicians to apply knowledge and strategy to their unique circumstances and environment.
With 20 years of experience in health care management and information systems, Mike has devoted much of his career to sharing best practices in service line development, physician engagement, care redesign and payment reform through publications, webinars, conference presentations and consulting engagements.
Immediately prior to joining Sg2, Mike engaged with hospitals and providers to grow their orthopedic service lines, improve patient outcomes and transition to value-based models of care. Earlier in his career he participated in the creation of groundbreaking approaches in comprehensive spine center development, focusing on innovative methods to improve patient access and employ nurse navigation and outcomes collection throughout the continuum of care.
Mike earned a master in health care administration from Xavier University in Cincinnati and an undergraduate degree in management information systems from the University of Dayton (OH).
Presentation to the North Queensland Return to Work Conference in late April 2016. Summarises ISCRR's research on medical certification for return to work and the role of General Practitioners in return to work.
Ilmu Pengetahuan dan Teknologi untuk Mendukung Ekonomi Birupariatmono
Paparan di hadapan Forum Ekonomi Biru (Blue Economy Forum) tentang Dukungan Ilmu Pengetahuan dan IPTEK terhadap Ekonomi Biru, Jakarta, 05 Desember 2012.
Rural Urgent Care Centers Business PlanI. Executive Summary.docxanhlodge
Rural Urgent Care Centers Business Plan
I. Executive Summary
II. Program Overview
Location
Services
Other Professional Offerings
Facility
Operating Model
III. Market Profile
Market Overview
Demand Forecasting
IV. Financial Analysis
Pro-Forma Income Statement for UCC
(A “Week 11 Business Plan Excel Template” has been provided in the assignment instructions and in the Learning Resources).
Year 1Year 2Year 3Year 4Year 5
Visits4,8825,1265,3825,6525,934
Revenue Per Visit$450$450$450$450$450
Gross Revenue
Patient Reveue
Gross Patient Revenue
Deductions from Patient Revenue
Contractual
Total Deductions from Revenue
Net Patient Revenue$0$0$0$0$0
Operating Expenses
Salaries and Wages
Employee Benefits
Utilities
Repair/Maintenance
Housekeeping
Telephone Service
Depreciation
Malpractice
Miscellaneous/Other
Variable Medical Supply Costs
Other Non-Personnel Costs
Total Operating Expenses
Excess of Rev over Exp. From Operations$0$0$0$0$0
Cummulative Income$0$0$0$0$0
Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0
Cummulative Income Net Cash$0$0$0$0$0
Pro Forma Income Statement
2
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care.
State of the Musculoskeletal Service Line: What's New in 2013 and Beyond?Wellbe
Long a bastion of growth and profitability, the orthopedic service line has historically served as a reliable source of surgical volumes and attractive per case economics for hospitals and health systems.
However, the rate of profitable volume growth is progressively challenged by several recent trends, including soaring implant costs, wavering reimbursement, and intensifying competition, which includes the migration of care to ambulatory centers.
In addition, in the wake of the Patient Protection and Affordable Care Act (PPACA) of 2010, hospitals will increasingly be held accountable for delivering high-quality, low-cost orthopedic care. In this rapidly changing environment, the orthopedic service line will require careful management to ensure its continued success.
This presentation explores the most important business and structural challenges to musculoskeletal healthcare delivery, covering topics such as the impact of healthcare reform; physician alignment tactics; and strategies for organization, staffing, and structure.
Speaker Biographies:
Ms. Krista L. Fakoory, Manager
Ms. Fakoory has been providing healthcare management consulting services since 2006. Her background includes strategic and service line business planning, hospital/physician alignment, provider compensation planning, and merger and acquisition assistance. She has particular expertise in developing comprehensive orthopedic programs, strategic planning for physician-owned ambulatory surgery centers, and designing alignment models between health systems and independent orthopedic surgeons.
Mr. Todd W. Godfrey, Senior Manager
With nearly 15 years of healthcare experience, Mr. Godfrey has a focused background in musculoskeletal services. He regularly advises clients on performance-based incentives between surgeon and health systems as organizations position their musculoskeletal service line to assume risk and manage populations.
Prepping for CCJR: Lessons Learned in Physician Alignment and Bundled PaymentsWellbe
With CMS’ recent announcement of its Comprehensive Care for Joint Replacement (CCJR) payment model and its plan to implement in seventy-five geographic areas, hospitals must be prepared to manage the entire episode of care from the time of surgery through ninety days after discharge. CCJR presents both opportunities and challenges for hospitals. In order to achieve success, organizations must manage their system of care delivery, ensure they are aligned with their physicians and post acute providers, and master the analytics necessary for driving high quality, low cost care.
MedAssets has worked with numerous providers to implement alignment models that bring hospitals and their physicians together, evaluate, identify, and implement changes to the care delivery system to improve quality and decrease cost across the continuum, and employ meaningful analytics for managing an episode of care.
Kevin Lieb, Senior Director for MedAssets’ Physician Alignment Solutions division, will share examples demonstrating how organizations have successfully implemented Episodes of Care. Mr. Lieb will also share examples from both hospital led and specialist led programs and provide lessons learned from these experiences.
This webinar will enable attendees to do the following:
• Identify alignment models within bundled payments and understand their applicability to your organization
• Understand the analytic capabilities necessary for success in a bundled payment environment
• Identify opportunities and strategies for cost reduction and quality improvement
About the Speaker:
Mr. Lieb has more than 20 years of healthcare-related experience focusing on quality improvement, market development and cost reduction initiatives for the hospital provider market. Mr. Lieb has worked for a number of well-known healthcare companies including GE Medical Systems, HCIA and LBA in Denver, Colorado. His responsibilities included healthcare consulting with a focus on process improvement and quality initiatives.
Question 1 (1 point)What factor is medical necessity based on.docxmakdul
Question 1 (1 point)
What factor is medical necessity based on?
Question 1 options:
A)
The beneficial effects of a service for the patient’s physical needs and quality of life
B)
The cost of a service compared with the beneficial effects on the patient’s health
C)
The availability of a service at the facility
D)
The reimbursement available for a given service
Save
Question 2 (1 point)
The first prospective payment system (PPS) for inpatient care was developed in 1983. The newest PPS is used to manage the costs for
Question 2 options:
A)
medical homes.
B)
assisted living facilities.
C)
home health care
D)
inpatient psychiatric facilities
Save
Question 3 (1 point)
The category “Commercial payers” includes private health information and
Question 3 options:
A)
employer-based group health insurers.
B)
Medicare/Medicaid.
C)
TriCare
D)
Blue Cross and Blue Shield
Save
Question 4 (1 point)
LCDs and NCDs are review policies that describe the circumstances of coverage for various types of medical treatment. They advise physicians which services Medicare considers reasonable and necessary and may indicate the need for an advance beneficiary notice. They are developed by the Centers for Medicare and Medicaid Services (CMS) and Medicare Administrative Contractors. LCD and NCD are acronyms that stand for
Question 4 options:
A)
local contractor's decisions and national contractor's decisions.
B)
list of covered decisions and noncovered decisions.
C)
local covered determinations and noncovered determinations.
D)
local coverage determinations and national coverage determinations.
Save
Question 5 (1 point)
A Medicare patient was seen by Dr. Zachary, who is a nonparticipating physician. The charge for the office visit was $125. The Medicare beneficiary had already met his deductible. The Medicare Fee Schedule amount is $100. Dr. Zachary does not accept assignment. The office manager will apply a practice termed as "balance billing," which means that the patient is
Question 5 options:
A)
financially liable for charges in excess of the Medicare Fee Schedule, up to a limit.
B)
financially liable for the Medicare Fee Schedule amount.
C)
financially liable for only the deductible.
D)
not financially liable for any amount.
Save
Question 6 (1 point)
CMS adjusts the Medicare Severity DRGs and the reimbursement rates every
Question 6 options:
A)
quarter
B)
calendar year beginning January 1
C)
month
D)
fiscal year beginning October 1
Save
Question 7 (1 point)
The prospective payment system used to reimburse hospitals for Medicare hospital outpatients is called
Question 7 options:
A)
MS-DRGs
B)
APGs
C)
RBRVS
D)
APCs.
Save
Question 8 (1 point)
An Advance Beneficiary Notice (ABN) is a document signed by the
Question 8 options:
A)
physician advisor indicating that the patient's stay is denied.
.
B)
...
Webinar: “While You Were Sleeping…Proposed Rule Positioned to Significantly I...PYA, P.C.
You likely know from the headlines that the 2021 Medicare Physician Fee Schedule (MPFS) Proposed Rule slashes payments for surgical specialists. But the impact of the Proposed Rule is far broader, reflecting a fundamental realignment driven by the transition to value-based payments. In our webinar, “While You Were Sleeping…Proposed Rule Positioned to Significantly Impact Physician Compensation,” PYA experts addressed these proposals, helping you understand and prepare for the changes ahead.
Following this presentation, attendees were able to:
Understand how a handful of wRVU changes would alter Medicare reimbursement for nearly all physicians.
Appreciate the operational impact of these changes.
Recognize the challenges to existing physician compensation models.
Identify strategies and tactics to prepare for and manage these impacts.
Presenters include PYA Principals Angie Caldwell, Martie Ross, and Valerie Rock. The webinar took place Thursday, September 10 and was hosted in conjunction with the Florida Hospital Association.
If you have additional questions about the MPFS Proposed Rule and its impact on physician compensation or need assistance with any matter involving physician compensation, valuation, strategy and integration, or compliance, contact a PYA executive below at (800) 270-9629.
2023 — Focus on the Margin (Vitalware by Health Catalyst)Health Catalyst
In this webinar, we will look at pressures exerted in 2023 on the margin and explore how cost management and complete charge capture can protect and enhance the margin. We will provide details on patient activity costing versus the cost-to-charge ratio (CCR), looking at common themes for lost charges and providing an example of where patient activity cost management was able to provide insight into cost containment and practice patterns of a system provider.
2019 inpatient prospective payment system final rule key pointsBESLER
The 2019 Hospital Inpatient Prospective Payment System (IPPS) Final Rule has been issued and changes are on the way that can affect your organization’s Medicare reimbursement.
As part of our commitment to help protect and enhance your Medicare revenue, we’ve developed this expert analysis of the FY 2019 IPPS Final Rule to quickly give you insight into the most important changes.
Principles of Healthcare Reimbursement Student Workb.docxharrisonhoward80223
Principles of Healthcare
Reimbursement
Student Workbook
Chapter 6
Medicare-Medicaid Prospective
Payment Systems for Inpatients
2
Activities
Theory into Practice and Real-World Case
The Medicare Provider Analysis and Review (MedPAR) file is a database that the
Centers for Medicare and Medicaid Services maintains. For each year, it includes the
records from all the claims for hospital discharges of Medicare beneficiaries. The
MedPAR file contains several gigabytes of data per year. Rather than being an inert
archive, these data can be used to improve the quality of care for Medicare beneficiaries
(Ash et al. 2003; Stringham and Young 2005).
The MedPAR file is an administrative database. The data include many
administrative fields, such as diagnosis and procedure codes, claim costs and charges,
the diagnosis-related group (DRG) and—as of fiscal year 2008—MS-DRGs, and the
length of stay. However, as an administrative database, it has limitations to its
usefulness as a means of assessing the quality of patient care. The database does not
include some clinical risk factors, such as the results of diagnostic tests. The number of
other diagnoses used to record complications and comorbidities is restricted to eight.
The benefits of using the database, though, far outweigh the limitations. Cost is minimal.
The database already exists. No forms or procedures need to be created. No data
collectors need to be hired nor trained. Data collection occurs in the usual course of
business. Finally, though, research has found that the MedPAR file can be used to assess
the quality of patient care for both Medicare patients and other-payer patients
(Needleman et al. 2003).
Ash and colleagues used MedPAR claims data to predict mortality in patients
who had suffered acute myocardial infarction (AMI). They studied the years 1995
through 1999 with more than 300,000 cases per year (305,468; 308,997; 306,224; 304,882;
306,175; totaling 1,531,746). The validation data showed up to 80 percent mortality one
year post-AMI for cases in the highest risk group. Moreover, the authors found that,
prior to the AMI in the study, the patients had had a previous AMI, diabetes, or
congestive heart failure. This information about health status at admission is important
for the care of patients and for the improvement of care outcomes (Ash et al. 2003).
Stringham and Young used the MedPAR file to examine rates of urinary tract
infections (UTI) at acute inpatient hospitals (Stringham and Young 2005). The authors
noted that Medicare makes additional payments for complications, even complications
that are possibly preventable. Frequently, the Medicare payment system has paired
DRGs: one DRG for the condition and one DRG for the condition with a complication or
comorbidity (CC). The relative weight of the DRG with the CC is higher than the relative
weight for the DRG without the CC.
Nosocomial UTIs are an example of a potentially pr.
The Changing Landscape: Value-Based Purchasing, Reimbursement and its Impact ...marcus evans Network
Troy Trosclair, HCA MidAmerica Division - Speaker at the marcus evans National Healthcare CNO Summit, held in Hollywood, FL, April 26-28, 2012, delivered his presentation entitled The Changing Landscape: Value-Based Purchasing, Reimbursement and its Impact on Nursing
Financial Analysis In Healthcare Industry PowerPoint Presentation Slides SlideTeam
This PPT deck displays fourtyfour slides with in depth research. Our topic oriented Financial Analysis In Healthcare Industry PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Financial Analysis In Healthcare Industry PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Running Head FINANCIAL AND OPERATIONAL RISK5F.docxcowinhelen
Running Head: FINANCIAL AND OPERATIONAL RISK 5
Financial and Operational Risk
Rasmussen College
Amanda McCauley
Author Note
This paper is being submitted on January 22, 2017 for William Tipton’s ACG3205 Risk Management for Accountants course.
Module 3 Course Project
Risk Area
Level of Risk
Strategy (Assume, Mitigate, or Transfer)
Medical Errors
High
Medical errors includes wrong dosage, deaths of patients due to poor handling or treatment as well as using wrong method of treating patients that lead to another medical conditions (Highland Risk Services, 2014). The medical errors cannot be mitigated by ensuring that error made by personnel is reduced. It entail employing competent personnel in the healthcare facilities.
Board Composition
Low
The composition of the Board matters since they help to over the operations of the organizations. Therefore, the composition should have personnel from other related industries to help make multi-disciplinary decisions (Sullivan, 2013). Therefore, the risk can be transferred by selecting a competent and qualified board.
Transportation- shortage of ambulances and other emergency vehicles
High
Transportation is cornerstone of the healthcare facilities as it can be a life saver. Therefore, the risks of shortage of emergency vehicles like ambulance should be mitigated as soon as possible to avoid deaths of patients caused by lack of transportations (Sullivan, 2013). Therefore, the strategy would be to mitigate it by buying or leasing enough vehicles for any emergency purposes.
High Inflation Rate
High
Health care facilities are expected to deliver health services regardless of the cost. The norm makes health care services to have high expenses that might outweigh the revenue (Highland Risk Services, 2014). The risk can be transferred by ensuring that there is sufficient revenue from patients, services, grants and donors.
References
Highland Risk Services. (2014). Risk Management for Healthcare Clinics. Retrieved from Highland Risk Services: http://www.highlandrisk.com/index.php?option=com_content&view=article&id=74:risk-management-for-healthcare-clinics&catid=7&Itemid=223
Sullivan, M. (2013). The Top Five Challenges Facing Today’s Hospitals. Retrieved from http://blog.schneider-electric.com/building-management/2013/10/17/top-five-challenges-facing-todays-hospitals/
Running Head: FINANCE
FINANCE 3
Financial Crisis
Walter Frazier
FIN 100
Professor Fatma Ahmad
January 22, 2017
Unfortunately, due to rapidly rising housing prices during the decade prior to 2006, many home buyers needed increasingly larger loans to make their real property purchases. For example, a $200,000 fixed-rate mortgage loan would result in a much higher monthly payment compared to a $100,000 loan. Rework the above financial calculator spread sheet solutions using a PV of – 200000. The resulting doubling of the monthly payment to $1,199.10 means that fewer potential home buyers could qualify for these ...
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Yea.docxsleeperharwell
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone ServiceDepreciationMalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention.
The RUC will also address community needs for convenient, reliab.
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Cashing in on Value Based Reimbursementathenahealth
Stay on top of changing governmental regulations and don't leave money on the table. Value based reimbursements can be tricky to navigate while managing a medical practice but not with athenahealth.
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State of the Musculoskeletal Service Line: What's New in 2013 and Beyond?Wellbe
Long a bastion of growth and profitability, the orthopedic service line has historically served as a reliable source of surgical volumes and attractive per case economics for hospitals and health systems.
However, the rate of profitable volume growth is progressively challenged by several recent trends, including soaring implant costs, wavering reimbursement, and intensifying competition, which includes the migration of care to ambulatory centers.
In addition, in the wake of the Patient Protection and Affordable Care Act (PPACA) of 2010, hospitals will increasingly be held accountable for delivering high-quality, low-cost orthopedic care. In this rapidly changing environment, the orthopedic service line will require careful management to ensure its continued success.
This presentation explores the most important business and structural challenges to musculoskeletal healthcare delivery, covering topics such as the impact of healthcare reform; physician alignment tactics; and strategies for organization, staffing, and structure.
Speaker Biographies:
Ms. Krista L. Fakoory, Manager
Ms. Fakoory has been providing healthcare management consulting services since 2006. Her background includes strategic and service line business planning, hospital/physician alignment, provider compensation planning, and merger and acquisition assistance. She has particular expertise in developing comprehensive orthopedic programs, strategic planning for physician-owned ambulatory surgery centers, and designing alignment models between health systems and independent orthopedic surgeons.
Mr. Todd W. Godfrey, Senior Manager
With nearly 15 years of healthcare experience, Mr. Godfrey has a focused background in musculoskeletal services. He regularly advises clients on performance-based incentives between surgeon and health systems as organizations position their musculoskeletal service line to assume risk and manage populations.
Prepping for CCJR: Lessons Learned in Physician Alignment and Bundled PaymentsWellbe
With CMS’ recent announcement of its Comprehensive Care for Joint Replacement (CCJR) payment model and its plan to implement in seventy-five geographic areas, hospitals must be prepared to manage the entire episode of care from the time of surgery through ninety days after discharge. CCJR presents both opportunities and challenges for hospitals. In order to achieve success, organizations must manage their system of care delivery, ensure they are aligned with their physicians and post acute providers, and master the analytics necessary for driving high quality, low cost care.
MedAssets has worked with numerous providers to implement alignment models that bring hospitals and their physicians together, evaluate, identify, and implement changes to the care delivery system to improve quality and decrease cost across the continuum, and employ meaningful analytics for managing an episode of care.
Kevin Lieb, Senior Director for MedAssets’ Physician Alignment Solutions division, will share examples demonstrating how organizations have successfully implemented Episodes of Care. Mr. Lieb will also share examples from both hospital led and specialist led programs and provide lessons learned from these experiences.
This webinar will enable attendees to do the following:
• Identify alignment models within bundled payments and understand their applicability to your organization
• Understand the analytic capabilities necessary for success in a bundled payment environment
• Identify opportunities and strategies for cost reduction and quality improvement
About the Speaker:
Mr. Lieb has more than 20 years of healthcare-related experience focusing on quality improvement, market development and cost reduction initiatives for the hospital provider market. Mr. Lieb has worked for a number of well-known healthcare companies including GE Medical Systems, HCIA and LBA in Denver, Colorado. His responsibilities included healthcare consulting with a focus on process improvement and quality initiatives.
Question 1 (1 point)What factor is medical necessity based on.docxmakdul
Question 1 (1 point)
What factor is medical necessity based on?
Question 1 options:
A)
The beneficial effects of a service for the patient’s physical needs and quality of life
B)
The cost of a service compared with the beneficial effects on the patient’s health
C)
The availability of a service at the facility
D)
The reimbursement available for a given service
Save
Question 2 (1 point)
The first prospective payment system (PPS) for inpatient care was developed in 1983. The newest PPS is used to manage the costs for
Question 2 options:
A)
medical homes.
B)
assisted living facilities.
C)
home health care
D)
inpatient psychiatric facilities
Save
Question 3 (1 point)
The category “Commercial payers” includes private health information and
Question 3 options:
A)
employer-based group health insurers.
B)
Medicare/Medicaid.
C)
TriCare
D)
Blue Cross and Blue Shield
Save
Question 4 (1 point)
LCDs and NCDs are review policies that describe the circumstances of coverage for various types of medical treatment. They advise physicians which services Medicare considers reasonable and necessary and may indicate the need for an advance beneficiary notice. They are developed by the Centers for Medicare and Medicaid Services (CMS) and Medicare Administrative Contractors. LCD and NCD are acronyms that stand for
Question 4 options:
A)
local contractor's decisions and national contractor's decisions.
B)
list of covered decisions and noncovered decisions.
C)
local covered determinations and noncovered determinations.
D)
local coverage determinations and national coverage determinations.
Save
Question 5 (1 point)
A Medicare patient was seen by Dr. Zachary, who is a nonparticipating physician. The charge for the office visit was $125. The Medicare beneficiary had already met his deductible. The Medicare Fee Schedule amount is $100. Dr. Zachary does not accept assignment. The office manager will apply a practice termed as "balance billing," which means that the patient is
Question 5 options:
A)
financially liable for charges in excess of the Medicare Fee Schedule, up to a limit.
B)
financially liable for the Medicare Fee Schedule amount.
C)
financially liable for only the deductible.
D)
not financially liable for any amount.
Save
Question 6 (1 point)
CMS adjusts the Medicare Severity DRGs and the reimbursement rates every
Question 6 options:
A)
quarter
B)
calendar year beginning January 1
C)
month
D)
fiscal year beginning October 1
Save
Question 7 (1 point)
The prospective payment system used to reimburse hospitals for Medicare hospital outpatients is called
Question 7 options:
A)
MS-DRGs
B)
APGs
C)
RBRVS
D)
APCs.
Save
Question 8 (1 point)
An Advance Beneficiary Notice (ABN) is a document signed by the
Question 8 options:
A)
physician advisor indicating that the patient's stay is denied.
.
B)
...
Webinar: “While You Were Sleeping…Proposed Rule Positioned to Significantly I...PYA, P.C.
You likely know from the headlines that the 2021 Medicare Physician Fee Schedule (MPFS) Proposed Rule slashes payments for surgical specialists. But the impact of the Proposed Rule is far broader, reflecting a fundamental realignment driven by the transition to value-based payments. In our webinar, “While You Were Sleeping…Proposed Rule Positioned to Significantly Impact Physician Compensation,” PYA experts addressed these proposals, helping you understand and prepare for the changes ahead.
Following this presentation, attendees were able to:
Understand how a handful of wRVU changes would alter Medicare reimbursement for nearly all physicians.
Appreciate the operational impact of these changes.
Recognize the challenges to existing physician compensation models.
Identify strategies and tactics to prepare for and manage these impacts.
Presenters include PYA Principals Angie Caldwell, Martie Ross, and Valerie Rock. The webinar took place Thursday, September 10 and was hosted in conjunction with the Florida Hospital Association.
If you have additional questions about the MPFS Proposed Rule and its impact on physician compensation or need assistance with any matter involving physician compensation, valuation, strategy and integration, or compliance, contact a PYA executive below at (800) 270-9629.
2023 — Focus on the Margin (Vitalware by Health Catalyst)Health Catalyst
In this webinar, we will look at pressures exerted in 2023 on the margin and explore how cost management and complete charge capture can protect and enhance the margin. We will provide details on patient activity costing versus the cost-to-charge ratio (CCR), looking at common themes for lost charges and providing an example of where patient activity cost management was able to provide insight into cost containment and practice patterns of a system provider.
2019 inpatient prospective payment system final rule key pointsBESLER
The 2019 Hospital Inpatient Prospective Payment System (IPPS) Final Rule has been issued and changes are on the way that can affect your organization’s Medicare reimbursement.
As part of our commitment to help protect and enhance your Medicare revenue, we’ve developed this expert analysis of the FY 2019 IPPS Final Rule to quickly give you insight into the most important changes.
Principles of Healthcare Reimbursement Student Workb.docxharrisonhoward80223
Principles of Healthcare
Reimbursement
Student Workbook
Chapter 6
Medicare-Medicaid Prospective
Payment Systems for Inpatients
2
Activities
Theory into Practice and Real-World Case
The Medicare Provider Analysis and Review (MedPAR) file is a database that the
Centers for Medicare and Medicaid Services maintains. For each year, it includes the
records from all the claims for hospital discharges of Medicare beneficiaries. The
MedPAR file contains several gigabytes of data per year. Rather than being an inert
archive, these data can be used to improve the quality of care for Medicare beneficiaries
(Ash et al. 2003; Stringham and Young 2005).
The MedPAR file is an administrative database. The data include many
administrative fields, such as diagnosis and procedure codes, claim costs and charges,
the diagnosis-related group (DRG) and—as of fiscal year 2008—MS-DRGs, and the
length of stay. However, as an administrative database, it has limitations to its
usefulness as a means of assessing the quality of patient care. The database does not
include some clinical risk factors, such as the results of diagnostic tests. The number of
other diagnoses used to record complications and comorbidities is restricted to eight.
The benefits of using the database, though, far outweigh the limitations. Cost is minimal.
The database already exists. No forms or procedures need to be created. No data
collectors need to be hired nor trained. Data collection occurs in the usual course of
business. Finally, though, research has found that the MedPAR file can be used to assess
the quality of patient care for both Medicare patients and other-payer patients
(Needleman et al. 2003).
Ash and colleagues used MedPAR claims data to predict mortality in patients
who had suffered acute myocardial infarction (AMI). They studied the years 1995
through 1999 with more than 300,000 cases per year (305,468; 308,997; 306,224; 304,882;
306,175; totaling 1,531,746). The validation data showed up to 80 percent mortality one
year post-AMI for cases in the highest risk group. Moreover, the authors found that,
prior to the AMI in the study, the patients had had a previous AMI, diabetes, or
congestive heart failure. This information about health status at admission is important
for the care of patients and for the improvement of care outcomes (Ash et al. 2003).
Stringham and Young used the MedPAR file to examine rates of urinary tract
infections (UTI) at acute inpatient hospitals (Stringham and Young 2005). The authors
noted that Medicare makes additional payments for complications, even complications
that are possibly preventable. Frequently, the Medicare payment system has paired
DRGs: one DRG for the condition and one DRG for the condition with a complication or
comorbidity (CC). The relative weight of the DRG with the CC is higher than the relative
weight for the DRG without the CC.
Nosocomial UTIs are an example of a potentially pr.
The Changing Landscape: Value-Based Purchasing, Reimbursement and its Impact ...marcus evans Network
Troy Trosclair, HCA MidAmerica Division - Speaker at the marcus evans National Healthcare CNO Summit, held in Hollywood, FL, April 26-28, 2012, delivered his presentation entitled The Changing Landscape: Value-Based Purchasing, Reimbursement and its Impact on Nursing
Financial Analysis In Healthcare Industry PowerPoint Presentation Slides SlideTeam
This PPT deck displays fourtyfour slides with in depth research. Our topic oriented Financial Analysis In Healthcare Industry PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Financial Analysis In Healthcare Industry PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Running Head FINANCIAL AND OPERATIONAL RISK5F.docxcowinhelen
Running Head: FINANCIAL AND OPERATIONAL RISK 5
Financial and Operational Risk
Rasmussen College
Amanda McCauley
Author Note
This paper is being submitted on January 22, 2017 for William Tipton’s ACG3205 Risk Management for Accountants course.
Module 3 Course Project
Risk Area
Level of Risk
Strategy (Assume, Mitigate, or Transfer)
Medical Errors
High
Medical errors includes wrong dosage, deaths of patients due to poor handling or treatment as well as using wrong method of treating patients that lead to another medical conditions (Highland Risk Services, 2014). The medical errors cannot be mitigated by ensuring that error made by personnel is reduced. It entail employing competent personnel in the healthcare facilities.
Board Composition
Low
The composition of the Board matters since they help to over the operations of the organizations. Therefore, the composition should have personnel from other related industries to help make multi-disciplinary decisions (Sullivan, 2013). Therefore, the risk can be transferred by selecting a competent and qualified board.
Transportation- shortage of ambulances and other emergency vehicles
High
Transportation is cornerstone of the healthcare facilities as it can be a life saver. Therefore, the risks of shortage of emergency vehicles like ambulance should be mitigated as soon as possible to avoid deaths of patients caused by lack of transportations (Sullivan, 2013). Therefore, the strategy would be to mitigate it by buying or leasing enough vehicles for any emergency purposes.
High Inflation Rate
High
Health care facilities are expected to deliver health services regardless of the cost. The norm makes health care services to have high expenses that might outweigh the revenue (Highland Risk Services, 2014). The risk can be transferred by ensuring that there is sufficient revenue from patients, services, grants and donors.
References
Highland Risk Services. (2014). Risk Management for Healthcare Clinics. Retrieved from Highland Risk Services: http://www.highlandrisk.com/index.php?option=com_content&view=article&id=74:risk-management-for-healthcare-clinics&catid=7&Itemid=223
Sullivan, M. (2013). The Top Five Challenges Facing Today’s Hospitals. Retrieved from http://blog.schneider-electric.com/building-management/2013/10/17/top-five-challenges-facing-todays-hospitals/
Running Head: FINANCE
FINANCE 3
Financial Crisis
Walter Frazier
FIN 100
Professor Fatma Ahmad
January 22, 2017
Unfortunately, due to rapidly rising housing prices during the decade prior to 2006, many home buyers needed increasingly larger loans to make their real property purchases. For example, a $200,000 fixed-rate mortgage loan would result in a much higher monthly payment compared to a $100,000 loan. Rework the above financial calculator spread sheet solutions using a PV of – 200000. The resulting doubling of the monthly payment to $1,199.10 means that fewer potential home buyers could qualify for these ...
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Yea.docxsleeperharwell
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone ServiceDepreciationMalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention.
The RUC will also address community needs for convenient, reliab.
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Cashing in on Value Based Reimbursementathenahealth
Stay on top of changing governmental regulations and don't leave money on the table. Value based reimbursements can be tricky to navigate while managing a medical practice but not with athenahealth.
Similar to Financial model 300 bed teaching hospital (midwest) rev 0 (20)
Financial model 300 bed teaching hospital (midwest) rev 0
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A B C D
CAUTI Source: Medicare Hospital Compare
A. Number of infections per year 25 Reported by hospital to CMS
B. Predicted # of infections per year 14.605 Based on infections reported to NHSN from 1/2006–12/2008.
C. Standardized Infection Ratio (A/B) 1.712
SIR baseline = 1. If the SIR is less than 1, then the hospital reported fewer infections
than predicted from the baseline data of 2006-2008. If the SIR is more than 1, then
there were more infections reported than predicted.
CAUTI SIR RATE LOWER IS BETTER
A. Hospital Score 1.712
SIR adjusts for differences between hospitals. E.g., a hospital with a large burn unit
(where patients are more prone to acquire infections) cannot be directly compared to a
facility without a burn unit.
B. State Rate 1.272 Providers with a SIR higher than 1 typically need stronger HAI prevention initiatives.
C. Hospital CAUTI Ratio (A/B) 1.346 CAUTI plus CLABSI scores comprise 65% of the HAC score
Medicare Net Patient Revenue 58,674,169$ AHD: Profile Page
1% potential penalty (586,742)$ Penalty for hospitals that rank in lowest-performing 25% re: HAC
Catheter Indwelling Days 6,541 https://data.medicare.gov/data/hospital-compare
Patient Beds 334
PAYOR MIX BY GROSS REVENUE AHD = American Hospital Directory
Medicare/Medicaid 28% AHD: Profile page. (Medicare + Medicaid) / Total Revenue
Commercial 72% AHD: Profile page. Other / Total Revenue
Total 100%
COST TO CHARGE RATIOS
Nursing Units 16.94% AHD: (Depts. Tab) Overall Cost/Charge Ratio Section
Emergency room 30.75% AHD: (Depts. Tab) Outpatient Service Center Cost/Charge Ratio
Operating room 22.14% AHD: (Depts.Tab) Ancillary Service Center Section. Cost/Charge Ratio
AVERAGE REIMBURSEMENT Inpatient Outpatient
% of commercial charges paid under fixed rate method 50% 50%
Average payment rate for % of charge payment method 65% 70% % of charges paid by private carriers - % of charge method
ED Physician (hospital employee) - commercial 75% Private carrier reimbursement for professional fee
CPT 52000/-52 $509.76 Facility Fee (National rate)
Professional Fee 52000/-52 $124.52 Professional Fee (National rate)
(c) Singh Advisors, LLC 2015 Model Assumptions
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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A B C D
INPATIENT CATHETERIZATION METRICS
Total discharges per year 8,641 AHD: Profile page
Inpatients catheterized (routine & DUC) Assume 20%,
divide by 2 to include male patients only 10.0% Safe Practices for Better Healthcare 2010 Update, National Quality Forum (15-25%)
Patients catheterized per month (routine & DUC) 72 10% of total inpatient discharges per year/12
Percent which are DUC - 10% 7 Expected range is 15-25% for DUCs
DirectVision® placements of DUCs 80%
DirectVision placements per month 6
EMERGENCY DEPARTMENT CATHETERIZATION METRICS
ER patients not admitted 9,300 68% AHD: Profile page - Estimated patient volumes
ER patients admitted 4,400 32% AHD: Profile page - Estimated patient volumes
Total ER patients 13,700 100%
% of patients catheterized (routine & DUC) 5.0% 10% of total ER patients; divide by 2 to include just male patients
Patients catheterized per month (routine & DUC) 57 Total ER patients * 5% /12
Percent which are DUC - 8% 5
DirectVision® placements of DUCs 80% 80% of DUCs will use DirectVision
DirectVision placements per month 4
DIRECTVISION® PROCEDURES PER MONTH HOUSEWIDE
Inpatient Outpatient
Performed in ER (pt. admitted) 2.0 2.0
Performed in nursing units 3.0
Performed in OR 3.0
Total DirectVision placements housewide 10
DIRECTVISION® PROCEDURES PER PROVIDER TYPE
Nurses & Cath Techs 3 3 Assume nurses/techs will perform 50% of all DirectVision procedures
Mid-Levels (PAs, CNPs) 1.3 1.3 Assume mid-levels will perform 25% of all DirectVision procedures
Physicians 1.3 1.3 Assume physicians will perform 25% of all DirectVision procedures
DIRECTVISION® PROFESSIONAL FEE BY PROVIDER TYPE Medicare Commercial
52000 (Cystoscopy) $124.52 $337.50 Chargemaster E9*Model Assumptions C24
Nurses & Cath Techs $0.00 $0.00 DirectVision used by nurses/techs, the hospital receives no professional fee
Mid-Levels (PAs, CNPs) $105.84 $286.88 DirectVision used by mid-levels - hospital receives 85% of the professional fee
Physicians $124.52 $337.50 DirectVision used by physicians - hospital receives 100% of the professional fee
JOINT COMMISSION DATA
Range of costs for each nosocomial UTI 1,200$ $2,700 www.jointcommission.org/assets/1/18/r3_report_issue_2_9_22_11_final.pdf
(c) Singh Advisors, LLC 2015 Model Assumptions
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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A B C D E F G
Cost and charge per procedure - ER & Nursing Units
Item REV code HCPCS List Price
Charge
(example) Markup Notes
Catheter 0272 none $88 $264 300% Industry average markup
Kit 0272 none $36 $108 300%
Visual guide 0272 none $120 $360 300% reusable, cost is $3,000, assume 25 times use
Equipment $22 $0 Include$22,000 cost of system; assume 1000 uses
Procedure charge 0450 (ER); 0239
(bedside)
52000 outpt.; null for
inpt. $0 $450
Priced by each hospital relative to similar procedures
Total $266 $1,182
Cost and charge per procedure - OR
Item REV code HCPCS List Price Charge (example) Markup Notes
Catheter 0272 none $88 $264 300%
Kit 0272 none $36 $108 300%
Visual guide 0272 none $120 $360 300% reusable, cost is $3,000, assume 25 uses
Equipment $22 $0 Include$22,000 cost of system; assume 1000 uses
Procedure charge* 0360 $0 $750 Priced by each hospital relative to similar procedures
$266 $1,482
CHARGEMASTER
*Depends upon hospital's OR charge structure; assume $750 for 15 min OR time; charges are approximate
Codes & charges are suggestions only and are not intended to replace the hospital's review of codes & charges
(c) Singh Advisors, LLC 2015 Chargemaster
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A B C D E F G H
DIRECTVISION®PLACEMENTS 8 2 10 120
FINANCIAL ANALYSIS
Incremental chargemaster
# of
patients Inpatient
# of
patients Outpatient Total/Mo. 1 year total
Direct impact = incremental net gain/loss from use of DirectVision®. Does not reflect reimbursement and costs of total patient
care, but only reimbursement and costs from use of DirectVision®
Procedure in ER 2 $2,364 2.0 $2,364 $4,728 $56,736 Inpatient: ChargemasterE10 * Model AssumptionsB45; Outpatient: ChargemasterE10 * Model AssumptionsC45
Procedure in nursing units 3 $3,546 0 $0 $3,546 $42,552 Inpatient: ChargemasterE10 * Model AssumptionsB46; Outpatient: ChargemasterE10 * Model AssumptionsC46
Procedure in operating room 3 $4,446 0 $0 $4,446 $53,352 Inpatient: ChargemasterE18* Model AssumptionsB47; Outpatient: ChargemasterE18 * Model AssumptionsC47
Total charges $10,356 $2,364 $12,720 $152,640
Incremental cost
# of
patients Inpatient
# of
patients Outpatient Total/Mo. 1 Year Total
Procedure in ER 2 $532 2.0 $532 $1,064 $12,768 Inpatient: ChargemasterD10* Model AssumptionsB45; Outpatient: ChargemasterD10 * Model AssumptionsC45
Procedure in nursing units 3 $798 0 $0 $798 $9,576 Inpatient: ChargemasterD10* Model AssumptionsB46; Outpatient: ChargemasterD10 * Model AssumptionsC46
Procedure in operating room 3 $798 0 $0 $798 $9,576 Inpatient: ChargemasterD18* Model AssumptionsB47; Outpatient: ChargemasterD18 * Model AssumptionsC47
Total cost $2,128 $532 $2,660 $31,920
Incremental reimbursement Inpatient Outpatient Total/Mo. 1 Year Total
Medicare/Medicaid $0 $285 $285 $3,426 Outpatient = Model Assumptions C45*Model Assumptions B15 * Model Assumptions C25 (Facility FEE)
Commercial - fixed rate $0 $0 $0 $0 Incremental reimbursement = $0
Commercial - % of charges $2,423 $596 $3,019 $36,228
Inpatient: FindingsC7*ModelAssumptions B16 * (1-Model Assumptions B23) * Model Assumptions B24; Outpatient:
FindingsD7*ModelAssumptionsB16 * (1-Model Assumptions C23) * Model Assumptions C24
Total reimbursement per month $2,423 $881 $3,304 $39,654
Physician and Mid-Level Reimbursement Catheter techs and Nurses performing the DirectVision ® procedure may NOT bill for their services
Medicare/Medicaid Inpatient Outpatient Total/Mo. 1 Year Total Physicians and mid-levels performing the DirectVision® procedure may bill for their professional services.
Nurses & Cath Techs 3 $0 3 $0 $3 $30
Inpatient: Model Assumptions B55 * Model Assumptions B15*Model Assumptions B50; Outpatient: Model
Assumptions B55 * Model Assumptions B15*Model Assumptions C50
Mid-Levels 1.25 $37 1.3 $37 $75 $904
Inpatient: Model Assumptions B56 * Model Assumptions B15*Model Assumptions B51; Outpatient: Model
Assumptions B56 * Model Assumptions B15*Model Assumptions C51
Physicians 1.25 $44 1.3 $44 $88 $1,061
Inpatient: Model Assumptions B57 * Model Assumptions B15*Model Assumptions B52; Outpatient: Model
Assumptions B56 * Model Assumptions B15*Model Assumptions C52
Commercial
# of
patients Inpatient
# of
patients Outpatient
Nurses & Cath Techs 3 $0 3 $0 $3 $30
Inpatient: Model Assumptions C55 * Model Assumptions B16*Model Assumptions B50; Outpatient: Model
Assumptions C55 * Model Assumptions B16*Model Assumptions C50
Mid-Levels 1.25 $258 1.3 $258 $518 $6,212
Inpatient: Model Assumptions C56 * Model Assumptions B16*Model Assumptions B51; Outpatient: Model
Assumptions C56 * Model Assumptions B16*Model Assumptions C51
Physicians 1.25 $304 1.3 $304 $609 $7,305
Inpatient: Model Assumptions C57 * Model Assumptions B16*Model Assumptions B52; Outpatient: Model
Assumptions C57 * Model Assumptions B16*Model Assumptions *C52
Total Professional Fee $643 $643 $1,295 $15,542
TOTAL DIRECT GAIN/(LOSS) Inpatient Outpatient Total/Mo. 1 Year Total
$938 $992 $1,940 $23,276 Inpatient: D15-D11+D20 Outpatient: E15-E11+E20.
# of
patients
# of
patients
(c) Singh Advisors, LLC 2015 Findings
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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Tax Status Not For Profit
Income Monthly 1,940$
Income Annual 23,276$
Tax Impact 0%
4.00% Discount rate Upfront Costs Price Each # of Units Total
Gross After Tax Discounted Purchase Price System 22,000$ 1 22,000$
Upfront Cost -$30,480 -$30,480 1 box 14 Fr. Catheters (10) 88$ 10 880$
Year 1 Benefit $23,276 $23,276 $21,520 1 box 18 Fr. Catheters (10) 88$ 10 880$
Year 2 Benefit $23,276 $23,276 $20,692 2 boxes of kits 36$ 20 720$
Year 3 Benefit $23,276 $23,276 $19,896 2 Visual Guides 3,000$ 2 6,000$
-29% TOTAL 30,480$
25%
47%
Payback Calculation:
4.00% Discount rate 0 -$30,480 -$30,480 0.00
Gross After Tax Discounted 1 $21,520 -$8,960 1.00
Upfront Cost -$30,480 -$30,480 2 $20,692 $11,731 0.43
Year 1 Benefit $23,276 $23,276 $21,520 3 $19,896 $31,627 0.00
Year 2 Benefit $23,276 $23,276 $20,692 Payback Period (Years) 1.43
Year 3 Benefit $23,276 $23,276 $19,896
($9,412)
$8,983
$25,990
IRR - DIRECT IMPACT
IRR after 2 Years
IRR after 3 Years
NPV after Year 3
IRR after 1 Year
NPV after Year 1
NPV after Year 2
NPV - DIRECT IMPACT
(c) Singh Advisors, LLC 2015 Rate of Return
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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6. (c) Singh Advisors, LLC 2015 IRR-DIRECT
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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-29%
25%
47%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
1 2 3
InternalRateofReturn(IRR)
Year
Internal Rate of Return (IRR)
DirectVision®
7. (c) Singh Advisors, LLC 2015 NPV - DIRECT
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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($9,412)
$8,983
$25,990
($15,000)
($10,000)
($5,000)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
1 2 3
NETPRESENTVALUE
YEAR
NET PRESENT VALUE
DirectVision®
8. 4/20/2015
1
2
3
4
5
6
7
26
27
28
29
30
31
32
A B C D E F G H I J K
HAC SCORE HAC PENALTY FOR FY 2015 1% HAC PENALTY
7.350 58,674,169$ (586,742)$
CAUTI AND CATHETERIZATION DATA
A. Number of
infections per
year
B. Predicted #
of infections
per year
C.
Standardized
Infection Ratio
(A/B)
State Rate CAUTI SCORE REPORTED BY HOSPITAL TO CMS (2012) - ICU ONLY
25 14.605 1.712 1.272 1.346 Cost/CAUTI Cost Per year
Low -$1,200 -$30,000 No payment for HOSPITAL-ACQUIRED CAUTI
High -$2,700 -$67,500 No payment for HOSPITAL-ACQUIRED CAUTI
Net Gain/Loss -$616,742
INFORMATION ON ICD-9 DIAGNOSES RELATED TO CAUTI AND CATHETERIZATION
Primary
Diagnoses
Secondary
Diagnoses
ICD-9 788.20 (Retention of Urine) 0 90
ICD-9 599.71 (Gross Hematuria) 0 0
ICD-9 038.9 (Septicemia NOS) 59 16
48 318
ICD-9 DIAGNOSIS
599.0 Urin tract infection NOS
NET MEDICARE REVENUE
YES
(C) SINGH ADVISORS, LLC 2015 Cost Avoidance
Financial Model 300 BED TEACHING HOSPITAL (MIDWEST) REV 0
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