This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
Three Confluence Deployments That Will Blow You AwayAtlassian
ย
There are lots of great Confluence deployment stories. And then there are a few that are just mind-blowing. This session highlights three incredible Confluence deployments that will make your head turn.
Customer Speakers: Nate Nash of BearingPoint, Tim Colson of Cisco, Connie Taylor of Premier Inc
Key Takeaways:
* Incredible Confluence examples
* Innovative uses of a wiki and enterprise collaboration
We look at ISO 20000 in a fresh perspective: not as a certification endpoint in the IT Service Management Journey, but as a good place to begin representing the minimum critical activities necessary to achieve basic, overall ITSM maturity.
Tips For Successful Consultant CollaborationJerry Vieira
ย
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
Best Practice Transfer: An approach to the organizational adoption of best pr...ITSM Academy, Inc.
ย
1. Have organizational cultural issues and the typical resistance to change hampered your implementation of ITIL best practices?
2. Are you looking for a proven, defined approach to implementing best practices that supports ownership, accountability and long term sustainment?
3. Are you a CSI manager looking for a better way to help drive improvement?
Join us as Marty Larsen, Senior Consultant and Engagement Manager for Microsoft discusses Organization Change Management. Marty has learned that the implementation of good practice is really about changing the behavior of the individual in the organization. This webucation shares his experiences and expertise in "making it stick".
Open Agile Romania 2011/Johan Lybaert - Agile Open Romania the Ventouris CaseMozaic Works
ย
The document discusses an Agile software development project between Cegeka and 8 social security funds in Belgium called VENTOURIS. The project involved renewing the technology used for online processing and included developing a richer information model, document generation, rules engine, and business process engine. Using an Agile approach with close customer collaboration helped address risks like requirements gathering, budgeting, handling new requirements, and performance. Key practices included prioritized backlogs, 2-week iterations, continuous integration, and collective team ownership. The goal was to deliver high quality applications in the most productive way while allowing for changes throughout the project.
Trusts have been advised to be โcarefulโ when buying picture archiving and communication systems and radiology information systems from framework deals. Tony Corkett, Health Director at Amor Group explains some of the potential pitfalls to watch out for.
With around 80% of picture archiving and communication systems (PACS) and radiology information system (RIS) contracts due to expire over the next three years, NHS Trusts need to act now to ensure they select the best option.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
Three Confluence Deployments That Will Blow You AwayAtlassian
ย
There are lots of great Confluence deployment stories. And then there are a few that are just mind-blowing. This session highlights three incredible Confluence deployments that will make your head turn.
Customer Speakers: Nate Nash of BearingPoint, Tim Colson of Cisco, Connie Taylor of Premier Inc
Key Takeaways:
* Incredible Confluence examples
* Innovative uses of a wiki and enterprise collaboration
We look at ISO 20000 in a fresh perspective: not as a certification endpoint in the IT Service Management Journey, but as a good place to begin representing the minimum critical activities necessary to achieve basic, overall ITSM maturity.
Tips For Successful Consultant CollaborationJerry Vieira
ย
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
Best Practice Transfer: An approach to the organizational adoption of best pr...ITSM Academy, Inc.
ย
1. Have organizational cultural issues and the typical resistance to change hampered your implementation of ITIL best practices?
2. Are you looking for a proven, defined approach to implementing best practices that supports ownership, accountability and long term sustainment?
3. Are you a CSI manager looking for a better way to help drive improvement?
Join us as Marty Larsen, Senior Consultant and Engagement Manager for Microsoft discusses Organization Change Management. Marty has learned that the implementation of good practice is really about changing the behavior of the individual in the organization. This webucation shares his experiences and expertise in "making it stick".
Open Agile Romania 2011/Johan Lybaert - Agile Open Romania the Ventouris CaseMozaic Works
ย
The document discusses an Agile software development project between Cegeka and 8 social security funds in Belgium called VENTOURIS. The project involved renewing the technology used for online processing and included developing a richer information model, document generation, rules engine, and business process engine. Using an Agile approach with close customer collaboration helped address risks like requirements gathering, budgeting, handling new requirements, and performance. Key practices included prioritized backlogs, 2-week iterations, continuous integration, and collective team ownership. The goal was to deliver high quality applications in the most productive way while allowing for changes throughout the project.
Trusts have been advised to be โcarefulโ when buying picture archiving and communication systems and radiology information systems from framework deals. Tony Corkett, Health Director at Amor Group explains some of the potential pitfalls to watch out for.
With around 80% of picture archiving and communication systems (PACS) and radiology information system (RIS) contracts due to expire over the next three years, NHS Trusts need to act now to ensure they select the best option.
A healthcare system developed a business continuity plan using a holistic and phased approach. The plan involved establishing governance, conducting a business impact analysis to identify essential functions, and designing the plan based on hazards identified. The plan defines roles and responsibilities, outlines communications methods, and establishes orders of succession to ensure continuity of operations during disruptions.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
The document is an Improvement Activity Report (IAR) from May 2006 detailing efforts to reduce carriage costs at Worldmark East Kilbride. It defines the project objectives and timelines, measures carriage costs, analyzes potential causes of high costs, lists improvements implemented from May to December 2006, and shows carriage costs decreased as a result, achieving the project goal.
The SDVC project aims to double incomes of 35,000 small dairy farmers in Bangladesh. The M&E system's primary clients are producer groups and project staff, and secondary clients include CARE, private sector, and government. The M&E system routinely measures dimensions like market prices, women's empowerment, and technical knowledge. Tools used include participatory performance tracking of farmer practices and group maturity, as well as surveys of livestock workers and producer groups. Lessons learned emphasize building on existing data systems and ensuring accurate and transparent value chain data.
This session from the Institute of Validation Technology's 14th Annual CSV Conference looks at B. Braunโs journey in moving from an in-house validated training tracking system to learning management in the cloud.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
The document is an investor presentation for Cardium Therapeutics, focusing on their portfolio of regenerative medicine and biotherapeutic products. It summarizes the status of their lead product Excellagen, an FDA-cleared collagen gel for wound care that activates platelet release of growth factors. Clinical studies demonstrate Excellagen significantly increases tissue growth and wound closure rates compared to standard of care. Cardium is working to expand Excellagen's commercialization through partnerships and new product formats.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
ย
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
This document provides an introduction to DROMEDA, a consulting firm that offers a variety of operations improvement services to food industry clients. DROMEDA's approach is practical, systematic, detailed, and focused on ensuring early return on investment and cost savings for clients. The document outlines DROMEDA's service offerings and methodology, which involves conducting audits and analyses, identifying issues, developing solutions, implementing plans, and reviewing results. It also provides background on the founder's qualifications and experience in operations leadership and process improvement.
This document discusses improvements to Tenet Healthcare's revenue cycle management processes over several years from 2005 to 2008. Key initiatives included centralizing operations, implementing a Center for Patient Access Services (CPAS) to improve registration and verification, rolling out rapid registration kiosks, online bill pay, and microsegmentation techniques to more accurately predict patient payment behaviors. These changes helped increase cash collections, reduce accounts receivable aging, lower bad debt expenses, and improve the patient and physician experiences. The document outlines metrics showing the financial and operational benefits realized through optimizing the revenue cycle.
The document discusses maintenance and reliability at Orlando Utilities Commission. It outlines how OUC takes its power plants offline for 1-3 weeks each year and 6-8 weeks every three years for maintenance overhauls. Preventive maintenance is important to reliability and discovered a cracked rotor blade that could have destroyed expensive equipment. The objectives of maintenance and reliability are to maintain the system's capabilities and having redundant components improves reliability.
DD Consulting is a niche consultancy that specializes in M&A advisory services such as integration and separation programs. They help clients prepare for and manage change programs associated with mergers, acquisitions, and divestitures. Their team of consultants bring experience from top consulting firms and focus on transferring their skills and experiences to clients. They work with businesses across industries to deliver services centered around extensive experience managing M&A programs.
This project aims to improve the uptime percentage of Just Do It systems to ensure it never falls below 85% through a Lean Six Sigma methodology. The current uptime is 93.9% on average but some data points are below 85%, risking $1 million penalties per occurrence. The Define phase involves problem definition, benefits analysis, metrics identification and a project charter. Opportunities for improvement include implementing 5S and removing non-value-adding steps. The Measure phase comprises process mapping, data analysis and capability measurement to understand performance.
A McKesson Perspective for Physicians: ICD-10-CM/PCSrmsspeciality
ย
Your health information management and medical billing systems are foundational to your revenue cycle and ICD-10 transition. Ensure these foundational systems are updated and fully tested. Learn more about the ICD-10 transition from McKesson.
Vendor Risk Management Services provides integrated risk management consulting services to mid-large sized corporate and financial institutions in India. It has offices in three major cities - Mumbai, Delhi, and Bangalore. The document discusses Riskpro's mission to be a preferred risk management service provider and its value propositions such as quality advisory at competitive fees. It outlines Riskpro's service lines including Basel II/III advisory, operational risk, governance, and other risk management advisory services. The document also discusses vendor risk management perspectives, frameworks, objectives, and principles to follow when outsourcing to manage associated risks. It promotes a GRC management solution provided by NIIT Technologies and Riskpro.
The document is an agenda for an investor conference at the Missile Defense Center in Woburn, MA on December 1, 2005. The agenda includes a buffet breakfast, transportation to Woburn, presentations on business overviews and core technologies from Raytheon executives, lunch, more technology demonstrations in breakout sessions, a financial outlook presentation, a summary, and Q&A with the Chairman and Acting CFO. The document also provides forward-looking statements and outlines Raytheon's focus on customer success through performance, relationships, and solutions.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Consolidated billing requires skilled nursing facilities (SNFs) to bill Medicare Part A for all services, with a few exceptions, furnished to residents during a covered Part A stay. This addresses prior problems of duplicate billing by SNFs and outside providers to Parts A and B. It also reduces beneficiary coinsurance and improves SNF care coordination. While physician services remain billable to Part B, diagnostic tests must be billed through the SNF, with the professional component billable to Part B and the technical component included in the SNF's Part A per diem payment. Recent claims processing changes now automatically detect and reject improper Part B billing for technical components during a Part A stay.
ICD-10 adalah klasifikasi internasional untuk mendiagnosa dan mengkodekan penyakit dan kondisi kesehatan yang terdiri dari kode alfanumerik untuk mengklasifikasikan diagnosis medis dan digunakan untuk statistik kesehatan.
A healthcare system developed a business continuity plan using a holistic and phased approach. The plan involved establishing governance, conducting a business impact analysis to identify essential functions, and designing the plan based on hazards identified. The plan defines roles and responsibilities, outlines communications methods, and establishes orders of succession to ensure continuity of operations during disruptions.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
The document is an Improvement Activity Report (IAR) from May 2006 detailing efforts to reduce carriage costs at Worldmark East Kilbride. It defines the project objectives and timelines, measures carriage costs, analyzes potential causes of high costs, lists improvements implemented from May to December 2006, and shows carriage costs decreased as a result, achieving the project goal.
The SDVC project aims to double incomes of 35,000 small dairy farmers in Bangladesh. The M&E system's primary clients are producer groups and project staff, and secondary clients include CARE, private sector, and government. The M&E system routinely measures dimensions like market prices, women's empowerment, and technical knowledge. Tools used include participatory performance tracking of farmer practices and group maturity, as well as surveys of livestock workers and producer groups. Lessons learned emphasize building on existing data systems and ensuring accurate and transparent value chain data.
This session from the Institute of Validation Technology's 14th Annual CSV Conference looks at B. Braunโs journey in moving from an in-house validated training tracking system to learning management in the cloud.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
The document is an investor presentation for Cardium Therapeutics, focusing on their portfolio of regenerative medicine and biotherapeutic products. It summarizes the status of their lead product Excellagen, an FDA-cleared collagen gel for wound care that activates platelet release of growth factors. Clinical studies demonstrate Excellagen significantly increases tissue growth and wound closure rates compared to standard of care. Cardium is working to expand Excellagen's commercialization through partnerships and new product formats.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
ย
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
This document provides an introduction to DROMEDA, a consulting firm that offers a variety of operations improvement services to food industry clients. DROMEDA's approach is practical, systematic, detailed, and focused on ensuring early return on investment and cost savings for clients. The document outlines DROMEDA's service offerings and methodology, which involves conducting audits and analyses, identifying issues, developing solutions, implementing plans, and reviewing results. It also provides background on the founder's qualifications and experience in operations leadership and process improvement.
This document discusses improvements to Tenet Healthcare's revenue cycle management processes over several years from 2005 to 2008. Key initiatives included centralizing operations, implementing a Center for Patient Access Services (CPAS) to improve registration and verification, rolling out rapid registration kiosks, online bill pay, and microsegmentation techniques to more accurately predict patient payment behaviors. These changes helped increase cash collections, reduce accounts receivable aging, lower bad debt expenses, and improve the patient and physician experiences. The document outlines metrics showing the financial and operational benefits realized through optimizing the revenue cycle.
The document discusses maintenance and reliability at Orlando Utilities Commission. It outlines how OUC takes its power plants offline for 1-3 weeks each year and 6-8 weeks every three years for maintenance overhauls. Preventive maintenance is important to reliability and discovered a cracked rotor blade that could have destroyed expensive equipment. The objectives of maintenance and reliability are to maintain the system's capabilities and having redundant components improves reliability.
DD Consulting is a niche consultancy that specializes in M&A advisory services such as integration and separation programs. They help clients prepare for and manage change programs associated with mergers, acquisitions, and divestitures. Their team of consultants bring experience from top consulting firms and focus on transferring their skills and experiences to clients. They work with businesses across industries to deliver services centered around extensive experience managing M&A programs.
This project aims to improve the uptime percentage of Just Do It systems to ensure it never falls below 85% through a Lean Six Sigma methodology. The current uptime is 93.9% on average but some data points are below 85%, risking $1 million penalties per occurrence. The Define phase involves problem definition, benefits analysis, metrics identification and a project charter. Opportunities for improvement include implementing 5S and removing non-value-adding steps. The Measure phase comprises process mapping, data analysis and capability measurement to understand performance.
A McKesson Perspective for Physicians: ICD-10-CM/PCSrmsspeciality
ย
Your health information management and medical billing systems are foundational to your revenue cycle and ICD-10 transition. Ensure these foundational systems are updated and fully tested. Learn more about the ICD-10 transition from McKesson.
Vendor Risk Management Services provides integrated risk management consulting services to mid-large sized corporate and financial institutions in India. It has offices in three major cities - Mumbai, Delhi, and Bangalore. The document discusses Riskpro's mission to be a preferred risk management service provider and its value propositions such as quality advisory at competitive fees. It outlines Riskpro's service lines including Basel II/III advisory, operational risk, governance, and other risk management advisory services. The document also discusses vendor risk management perspectives, frameworks, objectives, and principles to follow when outsourcing to manage associated risks. It promotes a GRC management solution provided by NIIT Technologies and Riskpro.
The document is an agenda for an investor conference at the Missile Defense Center in Woburn, MA on December 1, 2005. The agenda includes a buffet breakfast, transportation to Woburn, presentations on business overviews and core technologies from Raytheon executives, lunch, more technology demonstrations in breakout sessions, a financial outlook presentation, a summary, and Q&A with the Chairman and Acting CFO. The document also provides forward-looking statements and outlines Raytheon's focus on customer success through performance, relationships, and solutions.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Consolidated billing requires skilled nursing facilities (SNFs) to bill Medicare Part A for all services, with a few exceptions, furnished to residents during a covered Part A stay. This addresses prior problems of duplicate billing by SNFs and outside providers to Parts A and B. It also reduces beneficiary coinsurance and improves SNF care coordination. While physician services remain billable to Part B, diagnostic tests must be billed through the SNF, with the professional component billable to Part B and the technical component included in the SNF's Part A per diem payment. Recent claims processing changes now automatically detect and reject improper Part B billing for technical components during a Part A stay.
ICD-10 adalah klasifikasi internasional untuk mendiagnosa dan mengkodekan penyakit dan kondisi kesehatan yang terdiri dari kode alfanumerik untuk mengklasifikasikan diagnosis medis dan digunakan untuk statistik kesehatan.
This document lists over 80 forms related to workers' compensation and disability benefits in New York. The forms are organized alphabetically and include the form number and title. Some of the forms relate to employer reporting of injuries, insurance coverage, benefit claims, medical licensing, and other administrative functions.
ICD-10-CM replaces the outdated ICD-9-CM classification system effective October 1, 2013. ICD-10-CM contains more specific codes that are clinically relevant and will allow for more accurate measurement of health issues compared to ICD-9-CM which has been in use for over 30 years. While ICD-10-CM introduces structural changes like laterality and combination codes, it maintains similarities to ICD-9-CM through its format and conventions. The increased specificity of ICD-10-CM codes will support improved quality of care, research, and health policy.
Through the Medical Coding Specialist program, students learn to retrieve data from health records, understand disease symptoms and treatments, and practice medical coding. The program teaches students to classify medical data, review patient records, and assign diagnostic and procedure codes. Graduates will be able to work as integral members of healthcare teams by communicating effectively and working accurately with detailed medical data.
Basics Of Coding And Medical Record DocumentationAngie Nolan
ย
The document discusses the basics of medical coding and record documentation. It covers the key components of a medical record including that it serves as a medical, legal, and compliance document. It outlines the patient's care and treatment. The document also discusses the key components of evaluation and management (E&M) codes including history, examination and medical decision making. It notes the requirements for documenting new versus established patient visits. The presentation emphasizes that documentation is critical for appropriate coding, reimbursement and defending medical necessity.
Clinical Documentation Guidelines for ICD-10-CMPamela Marasco
ย
1) The document discusses the importance of proper clinical documentation for selecting accurate ICD-10-CM codes beginning October 1, 2015.
2) ICD-10-CM requires more specific documentation than ICD-9-CM to capture details like laterality, severity, and complications.
3) Providers are encouraged to review their documentation practices to ensure specific details are included to support code selection and to avoid issues with reimbursement.
Medical coding professionals assign codes to medical documentation of health care services provided to patients. The coder abstracts information from records of office visits, hospital stays, or ambulatory care and assigns codes according to classification systems like ICD-9-CM. Codes are used to bill and get paid for services. Coding involves both outpatient care like office visits and same-day procedures, as well as more complex inpatient care for hospital stays over 24 hours for conditions such as surgery or medical issues. Coders must understand multiple code sets and guidelines to accurately classify the services delivered to patients.
http://cpc.certifiedcodertraining.com/index.php/what-is-medical-coding | Curious about the field of Medical Coding? Certified Coder presents a brief overview of Medical Coding and why it is important.
The document provides an overview of medical coding topics including ICD-9-CM codes, CPT/HCPCS codes, global surgery periods, modifiers, and common terms. Key areas covered are diagnosis and procedure coding systems, bundled vs unbundled services, modifiers to identify services or avoid bundled edits, and global periods for major and minor surgeries.
Medical coding textbook for beginners that is easy to read and understand. Covers diagnosis coding with ICD-9-CM and ICD-10-CM and procedure coding with CPT-4, HCPCS, and ICD-10-PCS. This presentation showcases all of this textbook's features.
1) Coding is essential for physicians to get paid for the care they provide to patients. CPT and ICD codes are used to describe medical services and diagnoses.
2) RBRVUs and E/M codes determine payment amounts from insurers based on the complexity of care. Higher level E/M codes and procedural codes pay more than lower levels or well visits.
3) It is important for physicians to accurately code at high enough levels to reflect the full work being done, but not overcode and risk audits and penalties. Procedural codes often pay more than E/M visit codes alone.
Medical coding is the process of transforming transcribed data into set of numerical codes using a system of numbers to represent various medical problems, (diagnoses), and treatments (procedures
Control Your Practice and Your Future. Today\'s revenue cycle encompasses countless activities in your practice. See how ALN can help you manage your revenue cycle and turn your good practice into a great business.
C.T. Hellmuth is a privately owned employee benefits broker located in Chevy Chase, MD that has been in business since 1972. They focus exclusively on employee benefits and have deep expertise in industries like government contracting, technology, and non-profits. They partner closely with their clients and have an average client relationship of over 15 years. Their team has extensive experience, with the average account manager tenure at the company being over 15 years. C.T. Hellmuth aims to deliver cost-effective benefits solutions and exceptional service to help their clients meet their goals.
Student Finance England provided a business update for the 2012-2013 academic year. Over 1.1 million applications were received and core operational targets were achieved, with over 91% of calls answered and over 99% of applications paid on time. New processes were introduced and customer satisfaction increased. For 2013-2014, applications are forecast to be similar to last year with 20% already received. Key upcoming challenges include new fee loans and part-time student volumes and processes. SLC's strategic priorities are sustaining operations, transforming systems and processes, managing change, serving customers, and responsible financial management.
This whitepaper discusses quantifying soft cost savings from implementing a vendor management system (VMS) or managed services program (MSP) for contingent workforce management. Soft savings include efficiency gains, reduced risks and legal liabilities, improved quality, and other benefits. The paper provides two methods for unearthing tangible elements of soft savings: 1) Identifying the nearest related tangible benefit and quantifying associated cost/revenue drivers, and 2) Examining the chain of actual measures leading to the end benefit and quantifying each step. Implementing an effective VMS/MSP program can result in total savings of 10-25% of spend within the first 18-24 months through both hard and soft savings.
Linda John-Breeden is a senior healthcare IT consultant with over 25 years of experience implementing and supporting various EMR systems such as Meditech and Epic. She has extensive expertise in physician documentation, order management, and clinical workflows. Currently she works as an application manager and senior consultant, providing best practices guidance and physician training for Meditech implementations.
LoginClinic Inc. is a leading medical billing services provider that has been in business for over 9 years. They offer a full suite of billing, EMR, transcription, and practice management services. Their medical billing services are designed to maximize reimbursements while reducing overhead costs and improving cash flow for clients. Key benefits include eliminating backlogs, reducing training time, and allowing practices to focus on patient care instead of paperwork.
The document outlines a business continuity planning seminar presented by Charles C. McKinney. It discusses initiating business continuity governance, performing risk assessments, conducting business impact analyses, and developing a business continuity strategy. The seminar covers establishing governance structures, defining standards and policies, assessing risks, determining critical business functions and resource requirements, and creating a strategy around mitigation and alternate site planning.
Optimizing Revenue Cycle Management: Centricity Business at Saint Francis Hea...GE Healthcare - IT
ย
For large hospitals and small provider practices alike, healthcare
reform and changing reimbursement models have introduced
significant new challenges to the business. It is now more important
than ever for organizations to have a well-designed revenue cycle
management (RCM) strategy in order to optimize their revenue cycle,
prepare for change, and maximize revenue. At the same time, mergers
and acquisitions among U.S. hospitals and physician practices add to
operational complexity, and with most hospitals employing a wide
vendor portfolio of HCIT solutions, these challenges further the
importance of running a tight financial enterprise. The inability to
effectively monitor and proactively manage the revenue cycle can
destroy profitability and make it difficult to focus on what matters
most โ delivering outstanding care to patients.
The document discusses using OpenERP in healthcare and proposes several building blocks needed, including call center functionality, clinical governance, treatment planning, staff rostering, budgeting, and service bills of materials. It emphasizes the importance of open standards and discusses additional requirements from the perspective of patient management and records. The building blocks discussed would also be essential for OpenERP in other service sectors beyond just healthcare.
Virtualisation:- Business Continuity Solution or Enablersubtitle
ย
The document discusses virtualization as an enabler for business continuity. It provides an overview of business continuity management (BCM), including definitions, components like people, processes, and premises, and the benefits of virtualization for disaster recovery and improving uptime. The summary emphasizes that while virtualization helps with technology recovery, BCM is broader and aims to demonstrate preparedness to stakeholders through an embedded and tested approach.
Shape your ICD-10 Technology Strategy: Be Ready for Change and Protect Revenueoptum
ย
This document discusses strategies for hospitals to prepare for the transition to ICD-10 coding. It provides an overview of ICD-10, highlights key impact areas for hospitals, and risks around productivity and reimbursement. It then presents a three-phase model project plan for hospitals to investigate impacts, innovate processes, and implement changes. New technologies like computer-assisted coding are spotlighted as ways to support the transition by helping coders and improving documentation. The document concludes with a case study showing benefits some hospitals achieved through implementing computer-assisted coding, including increased coder productivity, accuracy, and cost savings.
Whatโs & Whyโs of Business Continuity Planning (BCP) CBIZ, Inc.
ย
Business Continuity Planning (BCP) involves developing strategies and plans to ensure critical business operations can continue functioning in the event of disruptions. This includes identifying risks, maintaining response and recovery plans, and testing through exercises and training. The document discusses the importance of BCP, outlines the BCP life cycle process, and emphasizes the need for actionable and usable plans that prioritize critical functions and can be followed by anyone. It also stresses ongoing risk assessment, plan reviews, and testing to keep the BCP program effective.
Canadian Innovation Commercialization Program (CICP) - Innovation Information...MaRS Discovery District
ย
Find out how the latest in federal government innovation and commercialization initiatives can help your business.
Public Works and Government Services Canada: Canadian Innovation Commercialization Program (CICP)
A practice review is a comprehensive evaluation of a medical practice's key processes and operations. It identifies weaknesses and outlines improvement actions. Typical areas reviewed include clinical processes, practice management, information technology, and revenue cycle management. As part of a revenue cycle review, current billing performance, costs, and trends are analyzed. Key metrics like charges, adjustments, payments, and accounts receivable are examined. Benchmarks are used to identify performance gaps and guide desired outcomes.
Yes, an external auditor can help validate the effectiveness of the BCP. Some key reasons are:
- Provide an independent third-party perspective
- Ensure compliance with regulations and industry standards
- Test processes and identify gaps/areas for improvement
- Verify ability to execute the plan effectively in a disaster scenario
So in summary, an external audit is recommended as part of the BCP management process to independently validate that the plan is robust, compliant and operationally effective.
The document discusses general definitions, scope, goals, benefits, and current and desired processes for IT asset management. Specifically, it defines IT asset management as the set of practices that support the lifecycle of IT assets from a financial, contractual and inventory perspective. It outlines that the current process involves manual data collection from different departments in various formats, which is difficult to compile. The desired outcome is an integrated enterprise solution that provides inputs for reporting, governance, financial planning, and supports the full lifecycle of assets from procurement to retirement while ensuring compliance. It concludes by posing questions to help define the proper focus, approach and stakeholder involvement for developing an improved asset management program.
This document discusses how two insurance companies, Tima Insurance and Federal Insurance, applied Lean principles to improve their operational efficiencies. At Tima Insurance, applying Lean principles to their call center improved customer satisfaction scores, increased first call resolutions, sales and employee morale while decreasing average hold times and transfer rates. Federal Insurance launched a project to apply Lean thinking to solve challenges in their retirement fund administration business. Analyzing customer demand revealed areas of value and failure. Changes like process training, technology upgrades and performance monitoring tools identified waste and improved metrics like quotes processing time and reduced repeat calls. Both case studies demonstrated how Lean principles can help insurance companies improve customer service and operational performance.
Care Communicationsโ latest cancer registry white paper takes an in-depth look at the Rapid Quality Reporting System (RQRS). Topics covered include why hospitals need RQRS; participation requirements; benefits of the RQRS for facilities and patients; how to prepare for RQRS implementation and resources for more information.
This document discusses issues with using electronic health record (EHR) data for clinical research due to poor documentation practices. It identifies four problematic practices - default values, poorly designed templates, duplicated documentation, and dictation without validation. These practices can introduce inaccuracies and inconsistencies. The document advocates for standards and "intelligent reasoning" techniques like medical record abstraction to mitigate issues and ensure data quality and integrity for clinical research.
The cancer registry can have a great impact on the growth of an Accountable Care Organization (ACO). This white paper takes an in-depth look at the topic.
The Rapid Quality Reporting System (RQRS) will become a new standard for cancer programs beginning in 2014. RQRS participation will be required for commendation and be part of the criteria for the Outstanding Achievement Award. Participating in RQRS has little to no cost but will require additional staff resources to submit case data at least quarterly. The benefits of RQRS include commendation, monitoring patient care, and additional quality reporting. Over time, RQRS will expand to include more cancer sites and quality measures, significantly increasing the staff resources needed for participation.
QOPI (Quality Oncology Practice Initiative) is a program developed by the American Society of Clinical Oncology (ASCO) that uses a set of measures to evaluate and improve the quality of care in outpatient chemotherapy clinics. There are three levels of participation in QOPI - unregistered, registered, and certification. For certification, clinics must participate in data collection, meet scoring requirements on 26 core measures, and pass an on-site review. QOPI measures overlap with COC standards and can be used to fulfill eligibility requirements or conduct quality studies. Participation in QOPI also provides career opportunities for cancer registrars given their skills in data collection, analysis, and quality improvement.
This document discusses six building blocks for a successful implementation of ICD-10: communication, coding education, clinical documentation improvement, information technology, revenue cycle, and post go-live activities. It explores each building block in detail, providing recommendations and best practices. Key aspects include developing a comprehensive communication plan, conducting coder skills assessments and training various staff levels, improving clinical documentation through physician involvement and feedback loops, testing IT system capabilities and interfaces, preparing the revenue cycle for potential payment delays, and planning post go-live activities. Skillful execution of these six foundational building blocks will help ensure a smooth transition to ICD-10.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
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The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the bodyโs response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
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(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
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The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
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Ivรกn Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
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Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
2. Organization-wide ICD-10 CM/PCS Training
Presented by:
Kathy M. Johnson
CARE VP Quality & Compliance
Julie Daube
CARE Coding Quality Review & Education Manager
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3. Organization-wide ICD-10 CM/PCS Training
2013
2013
Multi-Year 2012
2012
Budget
2011
2011
Leadership
Team
Readiness
Gap
Assessment
Analysis
Communication
Plan
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4. Organization-wide ICD-10 CM/PCS Training
ICD-10 Project Manager Requirements:
This project will have very high visibility Strong background in project
and will impact significant management in a healthcare
expenditures. information and technology
environment
The ICD-10 Project Manager role has
Demonstrated successful leadership
three major attributes: and management experience with
project management skills, supervisory responsibilities.
people skills, and Confident with ones abilities to make
domain knowledge in health care correct decisions and the courage to
speak out when necessary.
information, coding classification
systems and related work Willingness and ability to effectively
engage with people and organizations/
processes (ICD9 & ICD10).
vendors on a continuous basis.
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5. Revenue Cycle Impacts
Patient Access Services Charge/Coding Integrity Patient Financial Services
Scheduli Charge Claims
Capture Processi
ng Entry ng
Pre-
Registra Account
Registra tion
tion Resoluti
Financia on
l Coding
Assignme Pricing
Counseli nt Payment
ng Posting
Test Clinical
Interven
Order tion
โOptiona
lโ Clinical
Doc.
Schedulin HIS Claims
(includin HIM Clearinghou
g g
CPOE) se
Patient
Accountin
g
Utilization Case Patient
Management Management Accounting
Performance
Measurement
Medium Impact to process Large impact to process
and training and training
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6. Multi-year ICD-10 CM/PCS Training Budget
Absolutely All
Revisit ICD-10 CM/PCS
Revise Implementation
Rejuvenate Phases
Allow
All
For Contingency
Departments
Plans
Engaged
Allocate
Internal
And
External
Resources
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7. Organization-wide ICD-10 CM/PCS Training
Assign responsibility for development and
orchestrating the organization-wide training
Engage key stakeholders in oversight and
removing obstacles
Anticipate the impact training will have on
productivity and workflow
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8. Organization-wide ICD-10 CM/PCS Training
Group I
Group V Group II
ICD-10
Training
Group IV Group III
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9. Organization-wide ICD-10 CM/PCS Training
ICD-10
Training
Group I
Awareness
Group I Familiar with general
focus
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10. Organization-wide ICD-10 CM/PCS Training
Group I
Group II
ICD-10
Moderate
Training
understanding of
โ ICD-10 CM
โ ICD-10 PCS
Group II
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11. Organization-wide ICD-10 CM/PCS Training
Group I
Group III
Detailed understanding
ICD-10
Training ICD-10 CM
Group III Group II
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12. Organization-wide ICD-10 CM/PCS Training
Group I
Group IV
ICD-10
Group IV
Training
Group II Detailed understanding
โ ICD-10 CM
โ ICD-10 PCS
Group III
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13. Organization-wide ICD-10 CM/PCS Training
Group I
Group V
Group V Group II
ICD-10
Training Power user for
โ ICD-10 CM
โ ICD-10 PCS
Group IV Group III
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14. Physician ICD-10 CM/PCS Training
Group I
Group V Group II
ICD-10
Training
Group IV Group III
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15. Physician ICD-10 CM/PCS Training
Group II Group III Group IV
Moderate Detailed understanding Detailed understanding
understanding CM & CM only of CM & PCS
PCS
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16. An Inventory for Organization-wide ICD-10
CM/PCS Training
Position Title or Role Number Learning
of Staff Group
Hospital Inpatient Coder 16
Case Management Staff 12
Clinic Coder 28
Nursing Practice Leadership 6
IT Systems Analyst 7
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17. Timeline for Organization-wide ICD-10
CM/PCS Training
Year 2010 2011 2012 2013
Phase I Impact Assessment
Phase II Preparing for Implementation
Phase
Go Live
III
Preparation
Phase IV Post โ
Implementation
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18. Organization-wide ICD-10 CM/PCS Training
Outline by Learning Group
Phase Objective Design Modality Resource
I awareness, gain inform, one staff in-house
familiarity way design meetings
II understand interactive webinar & CARE
follow-up
III apply hands on use workshop CARE
in-house
power user
IV maintain, interactive 1:1 mentor, CARE
advance helpline in- house
power user
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19. Organization-wide ICD-10 CM/PCS Training
Highland Facility County Facility Main St.
Facility O Center K Clinic
Task Begin End # Coders Responsible
Pre-Test All coders, IP and OP
All coders take online assessment 2/21/11 2/25/11 CARE
Workshop I - ICD-10 Introduction 2.5 hour sessions All coders, IP and OP
(AM & PM
each day)
Session 1 (AM) OP 03/15/2011 1-3:30 3/15/11 8 CARE I
Session 1 (PM) IP/OP 03/15/2011 1-3 3/18/11 20 CARE II
Power User
Session 2 (PM) IP/OP 03/15/2011 3-5 3/18/11 20 CARE II
Power User
Session 1 (AM) IP/OP 03/16/11 8-10:30 3/16/11 20 CARE I
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22. Organization-wide ICD-10 CM/PCS Training
Lecture
5%
Reading
10%
Audiovisual
20%
Demonstration
30%
Discussion Group
50%
Practice by Doing
75%
Teaching Others
90%
Average Learning Retention Rate
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23. Organization-wide ICD-10 CM/PCS Training
Are you using an effective instructor to deliver
training for each of the learning groups?
Are you answering the question "what's in it for me
(WIIFM)โ for each learning group?
Are you re-enforcing key information over time?
Are you creating opportunities for two-way
communication?
Are you finding effective, varied modalities or
approaches to reach your audience?
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24. Organization-wide ICD-10 CM/PCS Training
Adult Learner Characteristics
Problem-centered, seek solutions
Results-oriented, have specific results in mind
Self-directed, not dependent on others
Often skeptical about new information
Prefer to try it out before accepting it
Must relate or apply directly to perceived needs
Timely and appropriate for their current lives
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25. Physician ICD-10 CM/PCS Training
Consideration:
Must relate or apply directly to perceived needs
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26. Physician ICD-10 CM/PCS Training
ICD-10 Myths and Facts
ICD-10-CM super bills will be too long or too complex to be of much use.
FACT
Practices may continue to create super bills that contain the most common diagnosis codes
used in their practice.
ICD-10-CM based super bills will not necessarily be longer or more complex than ICD-9-
CM based super bills.
Neither currently used super bills nor ICD-10-CM based super bills provide all possible
code options for many conditions.
The super bill conversion process includes:
โ Conducting a review that includes removing rarely used codes; and
โ Cross walking common codes from ICD-9-CM to ICD-10-CM, which can be accomplished by looking
up codes in the ICD-10-CM code book or using the General Equivalence Mappings (GEM).
Source: www.cms.gov/ICD10/Downloads/ICD-10MythsandFacts.pdf
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27. Physician ICD-10 CM/PCS Training
ICD-9 Digestive System ICD-10 Digestive System
578.1 Blood in stool K92.1 Melena
564.00 Constipation, unspecified K59.00 Constipation, unspecified
562.10 Diverticulosis of colon K57.30 Diverticulosis of large intestine without
562.11 Diverticulitis of colon, NOS perforation or abscess without bleeding
535.50 Gastritis, unspecified, w/o hemorrhage K57.50 Diverticulosis of both small and large
558.9 Gastroenteritis, noninfectious, unspecified intestine without perforation or abscess without bleeding
530.81 Gastroesophageal reflux, no esophagitis K57.90 Diverticulosis of intestine, part unspecified, without
455.6 Hemorrhoids, NOS perforation or abscess without bleeding
564.1 Irritable bowel syndrome K57.20 Diverticulitis of large intestine with perforation and abscess without
bleeding
K57.40 Diverticulitis of both small and large intestine with perforation and
Total Codes: 9 abscess without bleeding
K57.52 Diverticulitis of both small and large intestine without perforation or
abscess without bleeding
K57.80 Diverticulitis of intestine, part unspecified, with perforation and
abscess without bleeding
K57.92 Diverticulitis of intestine, part unspecified, without perforation or
abscess without bleeding
K29.70 Gastritis, unspecified, without bleeding
K29.90 Gastroduodenitis, unspecified, without bleeding
K52.8 Other specified noninfective gastroenteritis and colitis
K52.9 Noninfective gastroenteritis and colitis, unspecified
K21.9 Gastro-esophageal reflux disease without esophagitis
I84.20 Unspecified hemorrhoids without complication
K58.0 Irritable bowel syndrome with diarrhea
K58.9 Irritable bowel syndrome without diarrhea
Total Codes: 18
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28. Organization-wide ICD-10 CM/PCS Training
http://www.aafp.org/fpm/20060900/43inse.html
ICD-9 and ICD-10 Templates
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29. Organization-wide ICD-10 CM/PCS Training
ICD-9-CM ICD-10-CM
Small bowel obstruction due Small bowel obstruction due
to exacerbation of Crohn's to exacerbation of Crohnโs
disease of the small disease of the small
intestine intestine
555.0 + 560.89 K50.012
Enteritis regional small
intestine , with complication
including obstruction
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32. Organization-wide ICD-10 CM/PCS Training
Using General Equivalency Mapping
Write training material for ICD-10 coding education
Develop document improvement program for ICD-10 documentation needs
Mine the GEM to understand the translation challenges in clinical/coding
areas of particular interest to you
41000 Acute myocardial infarction of anterolateral wall, episode of care unspecified
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
41001 Acute myocardial infarction of anterolateral wall, initial episode of care
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
41002 Acute myocardial infarction of anterolateral wall, subsequent episode of care
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
41010 Acute myocardial infarction of other anterior wall, episode of care unspecified
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
41011 Acute myocardial infarction of other anterior wall, initial episode of care
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
41012 Acute myocardial infarction of other anterior wall, subsequent episode of care
To I2109 ST elevation (STEMI) myocardial infarction involving other coronary artery of anterior wall
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33. Organization-wide ICD-10 CM/PCS Training
Which GEM to use?
I-10 to I-9 GEM
โ Conversion of application logic containing code lists
I-9 to I-10 GEM
โ Research and forecasting of issues
Both I-10 to I-9 AND I-9 to I-10 GEM
โ Small conversion projects with access to clinical detail
beyond the codes
โ General education
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34. Organization-wide ICD-10 CM/PCS Training
GEM Use - Replication versus Optimization
The goal of replication is to produce an I-10 based
application that produces essentially the same results as the
current I-9 based application
โ Translations must be reviewed and finalized, this is not
automatic
โ MS-DRG conversion is an example of replication
The goal of optimization is to produce an I-10 based
application that produces optimized results based on the
increased detail in I-10
โ Much more complex task
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37. Organization-wide ICD-10 CM/PCS Training
Consider the Numbers:
โ ICD-10 CM: 16 hours of structured training
โ ICD-10 PCS: 24 hours of structured training
โ Building Proficiency: 500 - 1,000 hours
โ Managing Current Workload While Learning New
Priceless!!
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38. Organization-wide ICD-10 CM/PCS Training
Example is not the main thing
in influencing others,
itโs the only thing.
Albert Schweitzer
French Philosopher, Physician, Missionary
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