This document outlines the 10 steps of the medical billing cycle: 1) preregistering patients, 2) establishing financial responsibility, 3) checking patients in, 4) checking patients out and documenting diagnoses and procedures, 5) reviewing coding for compliance, 6) checking billing compliance, 7) preparing and transmitting insurance claims, 8) monitoring payer adjudication of claims, 9) generating patient statements, and 10) following up on payments and handling collections. It also defines key terms related to medical billing and coding.
This document summarizes accounting and finance reporting changes that healthcare organizations need to be aware of, including:
- New guidance on accounting for electronic health record incentives from Medicare and Medicaid.
- Updates to accounting for Recovery Audit Contractor claim adjustments and exposures.
- Clarified auditing standards issued by auditing standard setters.
- Recent updates from FASB including new disclosure requirements for bad debts and allowances as well as accounting for malpractice claims and insurance recoveries.
Revenue Cycle Management: Market Dynamics & Opportunities in a Changing Healt...Cognizant
Sourcing revenue cycle management can help healthcare insurers overcome growing reimbursement complexities. Yet providers say managing dozens of RCM vendors comes with its own complications. That’s why they’re increasingly sourcing comprehensive RCM solutions with a single vendor to generate greater efficiencies, reduce costs and improve patient satisfaction.
The Chronic Care Management at CMS is intended to provide 20 minutes non face-to-face services for patients suffering from two or more chronic conditions by providers, they can either use mHealth or telehealth technology to fulfill the CCM criteria.
The document discusses components of the revenue cycle in healthcare, including pre-claims submission, claims processing, accounts receivable, claims reconciliation, and collections. It describes the charge description master which houses billing information for healthcare services and supplies. Effective revenue cycle management is important for a provider's financial stability. The revenue cycle involves coordination between many departments to accurately capture and bill for services provided to patients.
Dan Wellisch gave this presentation to the Chicago Technology For Vaue Based Healthcare Meetup at https://www.meetup.com/Chicago-Technology-For-Value-Based-Healthcare-Meetup/
Revenue cycle management (RCM) is the financial process, utilizing medical billing software, that healthcare facilities use to track patient care episodes from registration and appointment scheduling to the final payment of a balance.
ICD-10 Transition Presentation: What Health Lawyers Need to KnowPYA, P.C.
PYA Consulting Principal Denise Hall, along with co-presenter Julie Chicoine, recently updated health lawyers about ICD-10 transition readiness at the American Health Lawyers Association Institute on Medicare and Medicaid Payment Issues, held March 26-27, 2014.
Chronic care management (CCM) involves providing non-face-to-face care management services to patients with chronic conditions to improve their health outcomes and reduce costs. Beginning in 2015, Medicare began paying practitioners for CCM services furnished each month for qualified beneficiaries. To bill for CCM, practitioners must spend at least 20 minutes per month on care management activities outlined in an established care plan for patients with multiple chronic conditions that place them at risk of death or functional decline. CCM programs have the potential to generate additional revenue for practices while improving population health management skills.
This document summarizes accounting and finance reporting changes that healthcare organizations need to be aware of, including:
- New guidance on accounting for electronic health record incentives from Medicare and Medicaid.
- Updates to accounting for Recovery Audit Contractor claim adjustments and exposures.
- Clarified auditing standards issued by auditing standard setters.
- Recent updates from FASB including new disclosure requirements for bad debts and allowances as well as accounting for malpractice claims and insurance recoveries.
Revenue Cycle Management: Market Dynamics & Opportunities in a Changing Healt...Cognizant
Sourcing revenue cycle management can help healthcare insurers overcome growing reimbursement complexities. Yet providers say managing dozens of RCM vendors comes with its own complications. That’s why they’re increasingly sourcing comprehensive RCM solutions with a single vendor to generate greater efficiencies, reduce costs and improve patient satisfaction.
The Chronic Care Management at CMS is intended to provide 20 minutes non face-to-face services for patients suffering from two or more chronic conditions by providers, they can either use mHealth or telehealth technology to fulfill the CCM criteria.
The document discusses components of the revenue cycle in healthcare, including pre-claims submission, claims processing, accounts receivable, claims reconciliation, and collections. It describes the charge description master which houses billing information for healthcare services and supplies. Effective revenue cycle management is important for a provider's financial stability. The revenue cycle involves coordination between many departments to accurately capture and bill for services provided to patients.
Dan Wellisch gave this presentation to the Chicago Technology For Vaue Based Healthcare Meetup at https://www.meetup.com/Chicago-Technology-For-Value-Based-Healthcare-Meetup/
Revenue cycle management (RCM) is the financial process, utilizing medical billing software, that healthcare facilities use to track patient care episodes from registration and appointment scheduling to the final payment of a balance.
ICD-10 Transition Presentation: What Health Lawyers Need to KnowPYA, P.C.
PYA Consulting Principal Denise Hall, along with co-presenter Julie Chicoine, recently updated health lawyers about ICD-10 transition readiness at the American Health Lawyers Association Institute on Medicare and Medicaid Payment Issues, held March 26-27, 2014.
Chronic care management (CCM) involves providing non-face-to-face care management services to patients with chronic conditions to improve their health outcomes and reduce costs. Beginning in 2015, Medicare began paying practitioners for CCM services furnished each month for qualified beneficiaries. To bill for CCM, practitioners must spend at least 20 minutes per month on care management activities outlined in an established care plan for patients with multiple chronic conditions that place them at risk of death or functional decline. CCM programs have the potential to generate additional revenue for practices while improving population health management skills.
This document discusses various aspects of revenue management in healthcare, including the revenue cycle, payment methodologies like Medicare and commercial insurance, and strategies for contract negotiation. It describes the front-end, middle, and back-end of the revenue cycle. It explains payment systems like MS-DRGs, APCs, and fee schedules used by Medicare and common commercial insurers. It also covers topics like contractual allowances, prospective versus retrospective payment, and value-based purchasing.
The document defines revenue cycle management and its key components. It begins by providing the Healthcare Financial Management Association's definition of revenue cycle as encompassing all administrative and clinical functions from creating a patient account through payment collection. It describes revenue cycle processes as interdependent and notes that early errors can significantly impact revenue recovery costs. The rest of the document provides more details on the various components and goals of revenue cycle management.
ICD-10 Transition Update: What Health Lawyers Need to KnowPYA, P.C.
This document provides an overview of ICD-10 and the transition from ICD-9 to ICD-10 for healthcare organizations. It discusses the regulatory timeline requiring compliance by October 1, 2014, the differences between ICD-10-CM for diagnoses and ICD-10-PCS for procedures, organizational and financial impacts, and risk mitigation strategies for the transition. The transition represents a significant change that will impact coding, clinical documentation, claims processing, billing systems, and vendor relationships. Proper planning is needed to assess readiness and minimize risks to operations and revenue during the transition period.
Hospitals and health systems are struggling to maximize the benefits of innovative technology to better manage uncompensated care and revenue integrity, suggests a HFMA/Navigant survey of 125 provider CFOs and revenue cycle management executives.
The revenue cycle consists of pre-claims submission activities, claims processing, accounts receivable, and claims reconciliation and collections. It begins when a patient presents for care and ends after payment or collection of outstanding balances. Key steps include collecting patient information, capturing charges and coding services, submitting claims to payers, receiving explanations of benefits and payments, and collecting remaining patient balances. Accurately following this process and monitoring key performance indicators is important for revenue cycle management.
This document provides an overview of financial management in healthcare, including the different views (financial, process, clinical), types of organizations, accounting, and key concepts. The main points are:
1) There are three main views in healthcare - financial (budgets, reporting), process (systems, structure), and clinical (service delivery, outcomes).
2) Healthcare organizations can be for-profit, non-profit voluntary, or non-profit government/mixed.
3) Financial management systems gather data from original records through information and accounting systems to produce reports on revenues, costs, and performance.
4) Key concepts include assets (resources), liabilities (debts), and net worth (value after
Meaningful Use Survivor: 4 Steps to a Successful AuditQualifacts
This document provides an overview and guidance on preparing for audits of the CMS EHR Incentive Programs. It discusses that CMS and state Medicaid agencies will audit providers who attest to receive EHR incentive payments. It outlines the audit process, including triggers for an audit, who may be audited, and the steps of receiving an audit letter, providing documentation, and receiving a determination. It emphasizes the importance of creating an audit trail and retaining all documentation used for attestation for six years. Finally, it provides some tips and examples of documentation that could be requested during an audit.
CBIZ will perform an audit of health care claims paid by employers' Third Party Administrators to identify overpayments and payments for non-covered services. The audit will focus on areas like surgical reimbursements, medical inconsistencies, duplicate payments, and compliance with deductibles and maximums. CBIZ will also review administrative agreements and provide recommendations to improve cost effectiveness and oversight. Audits typically identify payments exceeding costs, providing savings for self-funded employers.
This document provides an overview of electronic health records (EHRs), including their definition, components, benefits, and barriers to implementation. It discusses the role of clinical vocabularies and standards in ensuring interoperability between health information systems. The document also outlines the Meaningful Use program and incentives for adopting certified EHR technology, as well as ongoing efforts to address obstacles such as health information blocking.
Valuation of Physician Practices - David Cranford, Shannon FarrDecosimoCPAs
This document provides an overview of key concepts related to physician practice valuation, including:
- It discusses three common payment methods used by health plans to pay physicians: fee-for-service, discounted fee-for-service, and capitation.
- It outlines various payment adjustments health plans may make like withholds, utilization targets, and bonuses.
- It identifies important revenue and expense items to consider like CPT coding, non-physician staff costs, rent, insurance, and more.
- Key factors that can impact revenues are also outlined such as changes in payor methodologies, payment delays, high deductible plans, and credit balances.
The document provides valuation professionals with background information
Claim denials are costly. Learn the basics of establishing a strong denial management process and strategies to place your focus on denial prevention. Learn to reduce your costs associated with collection on your claims, reduce your days in AR and maintain a healthier Revenue Cycle.
Chronic Care Management Coding Guidelines Effective January 1, 2017Manny Oliverez
The Centers for Medicare and Medicaid Services (CMS) recently released new billing requirements for chronic care management services. CMS initiated these latest billing changes in order to improve payment accuracy for CCM services as well as reduce the administrative burden for providers.
Visit Our Website: http://www.CaptureBilling.com/
Cost Report Workshops and OMB Uniform Guidance Cost Principles Patrick Huegel
Guidance and best practices in implementing significant changes made to Federally Qualified Health Center (FQHC) Medicare and Medicaid Cost Reports. FQHCs with fiscal year ends beginning after July 1, 2014 must pay particular attention to cost report changes affecting: revenue statistics, determination of full-time equivalent employees (FTE), expenses and visits, settlement amounts, and the calculation of allowable costs.
The document provides an overview of key topics for understanding and completing the Medicare HHA Cost Report, including:
- Regulations and manuals that provide guidance on allowable costs, cost reporting requirements, and definitions.
- Types of cost reports that may be filed depending on utilization levels.
- Data sources and documentation needed to complete the cost report, including statistical, financial, and Medicare utilization data.
- Terminology used in cost reporting, such as cost centers, step-down method, and definitions of visits and episodes.
- An overview of the main worksheets in the CMS Form 1728-94 cost report, including Worksheets S-3 for statistical data, and Worksheet A for financial data.
The Alliance for Healthcare Transformation provides a wide range of services to help healthcare organizations address the changing healthcare landscape and requirements under the Affordable Care Act. These services include population health assessments and best practices, electronic health records evaluations and clinical systems, patient safety programs, financial and revenue cycle management, monetizing healthcare assets, and international healthcare consulting. The goal is to help providers improve quality of care, health outcomes, and cost efficiency through evidence-based programs and recommendations.
Payment posting in RCM seems like an afterthought, something that happens after the “real” work of medical billing ends. After all, you’ve done the hard part and got the payments in the door. Payment Posting is the crucial step in the Revenue Cycle Management process.
Meaningful Use Audits and healthcare compliance course offered to Physicians and healthcare professionals to explain the basics of Meaningful Use and HITECH audits. Course is general in nature as many Physicians and organizations are in different stages of meaningful use.
The core measures were developed to compare quality of care across hospitals using standardized clinical indicators. They aim to ensure a minimum standard of care for common diagnoses. The Joint Commission initially developed four core measurement areas in 1999-2001 related to conditions like heart attacks, heart failure, and pneumonia. Hospitals became required to report on core measures to CMS in 2002. Core measure sets have expanded to include additional clinical areas and quality measures. Meaningful use requires use of electronic health records to report core measures in order to receive incentive payments after 2015.
The document describes a project management dashboard that allows users to easily monitor project progress through various interactive visualizations. The dashboard includes slicers and charts to filter data, conditional formatting to spot issues, and alerts for upcoming tasks and milestones. It also enables drilling down into individual pipelines or projects using pivot tables, pivot charts, and links to get additional help with projects.
David Phillips is the UK's leading furniture provider to the property industry, serving over 12,500 customers including letting agents, managing agents, developers, and landlords. They offer the widest range of over 1,500 furniture items and have over £1 million of stock stored in their 60,000 square foot warehouses. David Phillips is one of the largest suppliers of furniture packages to prestigious UK developments and their furniture rental service has been growing rapidly.
The document discusses the circular economy and the need to move away from the traditional take-make-dispose model. It notes that Finland wastes 330-460 million kg of still edible food annually and that the paper and pulp industry has 220-240 million euros in potential growth from better utilizing waste streams. The circular economy aims to eliminate waste, improve process efficiency, and create better value cycles by adopting strategies like industrial symbiosis, reverse logistics, and repair/remanufacturing. Companies are also shifting away from selling products and towards selling services to keep resources in use for longer.
This document discusses various aspects of revenue management in healthcare, including the revenue cycle, payment methodologies like Medicare and commercial insurance, and strategies for contract negotiation. It describes the front-end, middle, and back-end of the revenue cycle. It explains payment systems like MS-DRGs, APCs, and fee schedules used by Medicare and common commercial insurers. It also covers topics like contractual allowances, prospective versus retrospective payment, and value-based purchasing.
The document defines revenue cycle management and its key components. It begins by providing the Healthcare Financial Management Association's definition of revenue cycle as encompassing all administrative and clinical functions from creating a patient account through payment collection. It describes revenue cycle processes as interdependent and notes that early errors can significantly impact revenue recovery costs. The rest of the document provides more details on the various components and goals of revenue cycle management.
ICD-10 Transition Update: What Health Lawyers Need to KnowPYA, P.C.
This document provides an overview of ICD-10 and the transition from ICD-9 to ICD-10 for healthcare organizations. It discusses the regulatory timeline requiring compliance by October 1, 2014, the differences between ICD-10-CM for diagnoses and ICD-10-PCS for procedures, organizational and financial impacts, and risk mitigation strategies for the transition. The transition represents a significant change that will impact coding, clinical documentation, claims processing, billing systems, and vendor relationships. Proper planning is needed to assess readiness and minimize risks to operations and revenue during the transition period.
Hospitals and health systems are struggling to maximize the benefits of innovative technology to better manage uncompensated care and revenue integrity, suggests a HFMA/Navigant survey of 125 provider CFOs and revenue cycle management executives.
The revenue cycle consists of pre-claims submission activities, claims processing, accounts receivable, and claims reconciliation and collections. It begins when a patient presents for care and ends after payment or collection of outstanding balances. Key steps include collecting patient information, capturing charges and coding services, submitting claims to payers, receiving explanations of benefits and payments, and collecting remaining patient balances. Accurately following this process and monitoring key performance indicators is important for revenue cycle management.
This document provides an overview of financial management in healthcare, including the different views (financial, process, clinical), types of organizations, accounting, and key concepts. The main points are:
1) There are three main views in healthcare - financial (budgets, reporting), process (systems, structure), and clinical (service delivery, outcomes).
2) Healthcare organizations can be for-profit, non-profit voluntary, or non-profit government/mixed.
3) Financial management systems gather data from original records through information and accounting systems to produce reports on revenues, costs, and performance.
4) Key concepts include assets (resources), liabilities (debts), and net worth (value after
Meaningful Use Survivor: 4 Steps to a Successful AuditQualifacts
This document provides an overview and guidance on preparing for audits of the CMS EHR Incentive Programs. It discusses that CMS and state Medicaid agencies will audit providers who attest to receive EHR incentive payments. It outlines the audit process, including triggers for an audit, who may be audited, and the steps of receiving an audit letter, providing documentation, and receiving a determination. It emphasizes the importance of creating an audit trail and retaining all documentation used for attestation for six years. Finally, it provides some tips and examples of documentation that could be requested during an audit.
CBIZ will perform an audit of health care claims paid by employers' Third Party Administrators to identify overpayments and payments for non-covered services. The audit will focus on areas like surgical reimbursements, medical inconsistencies, duplicate payments, and compliance with deductibles and maximums. CBIZ will also review administrative agreements and provide recommendations to improve cost effectiveness and oversight. Audits typically identify payments exceeding costs, providing savings for self-funded employers.
This document provides an overview of electronic health records (EHRs), including their definition, components, benefits, and barriers to implementation. It discusses the role of clinical vocabularies and standards in ensuring interoperability between health information systems. The document also outlines the Meaningful Use program and incentives for adopting certified EHR technology, as well as ongoing efforts to address obstacles such as health information blocking.
Valuation of Physician Practices - David Cranford, Shannon FarrDecosimoCPAs
This document provides an overview of key concepts related to physician practice valuation, including:
- It discusses three common payment methods used by health plans to pay physicians: fee-for-service, discounted fee-for-service, and capitation.
- It outlines various payment adjustments health plans may make like withholds, utilization targets, and bonuses.
- It identifies important revenue and expense items to consider like CPT coding, non-physician staff costs, rent, insurance, and more.
- Key factors that can impact revenues are also outlined such as changes in payor methodologies, payment delays, high deductible plans, and credit balances.
The document provides valuation professionals with background information
Claim denials are costly. Learn the basics of establishing a strong denial management process and strategies to place your focus on denial prevention. Learn to reduce your costs associated with collection on your claims, reduce your days in AR and maintain a healthier Revenue Cycle.
Chronic Care Management Coding Guidelines Effective January 1, 2017Manny Oliverez
The Centers for Medicare and Medicaid Services (CMS) recently released new billing requirements for chronic care management services. CMS initiated these latest billing changes in order to improve payment accuracy for CCM services as well as reduce the administrative burden for providers.
Visit Our Website: http://www.CaptureBilling.com/
Cost Report Workshops and OMB Uniform Guidance Cost Principles Patrick Huegel
Guidance and best practices in implementing significant changes made to Federally Qualified Health Center (FQHC) Medicare and Medicaid Cost Reports. FQHCs with fiscal year ends beginning after July 1, 2014 must pay particular attention to cost report changes affecting: revenue statistics, determination of full-time equivalent employees (FTE), expenses and visits, settlement amounts, and the calculation of allowable costs.
The document provides an overview of key topics for understanding and completing the Medicare HHA Cost Report, including:
- Regulations and manuals that provide guidance on allowable costs, cost reporting requirements, and definitions.
- Types of cost reports that may be filed depending on utilization levels.
- Data sources and documentation needed to complete the cost report, including statistical, financial, and Medicare utilization data.
- Terminology used in cost reporting, such as cost centers, step-down method, and definitions of visits and episodes.
- An overview of the main worksheets in the CMS Form 1728-94 cost report, including Worksheets S-3 for statistical data, and Worksheet A for financial data.
The Alliance for Healthcare Transformation provides a wide range of services to help healthcare organizations address the changing healthcare landscape and requirements under the Affordable Care Act. These services include population health assessments and best practices, electronic health records evaluations and clinical systems, patient safety programs, financial and revenue cycle management, monetizing healthcare assets, and international healthcare consulting. The goal is to help providers improve quality of care, health outcomes, and cost efficiency through evidence-based programs and recommendations.
Payment posting in RCM seems like an afterthought, something that happens after the “real” work of medical billing ends. After all, you’ve done the hard part and got the payments in the door. Payment Posting is the crucial step in the Revenue Cycle Management process.
Meaningful Use Audits and healthcare compliance course offered to Physicians and healthcare professionals to explain the basics of Meaningful Use and HITECH audits. Course is general in nature as many Physicians and organizations are in different stages of meaningful use.
The core measures were developed to compare quality of care across hospitals using standardized clinical indicators. They aim to ensure a minimum standard of care for common diagnoses. The Joint Commission initially developed four core measurement areas in 1999-2001 related to conditions like heart attacks, heart failure, and pneumonia. Hospitals became required to report on core measures to CMS in 2002. Core measure sets have expanded to include additional clinical areas and quality measures. Meaningful use requires use of electronic health records to report core measures in order to receive incentive payments after 2015.
The document describes a project management dashboard that allows users to easily monitor project progress through various interactive visualizations. The dashboard includes slicers and charts to filter data, conditional formatting to spot issues, and alerts for upcoming tasks and milestones. It also enables drilling down into individual pipelines or projects using pivot tables, pivot charts, and links to get additional help with projects.
David Phillips is the UK's leading furniture provider to the property industry, serving over 12,500 customers including letting agents, managing agents, developers, and landlords. They offer the widest range of over 1,500 furniture items and have over £1 million of stock stored in their 60,000 square foot warehouses. David Phillips is one of the largest suppliers of furniture packages to prestigious UK developments and their furniture rental service has been growing rapidly.
The document discusses the circular economy and the need to move away from the traditional take-make-dispose model. It notes that Finland wastes 330-460 million kg of still edible food annually and that the paper and pulp industry has 220-240 million euros in potential growth from better utilizing waste streams. The circular economy aims to eliminate waste, improve process efficiency, and create better value cycles by adopting strategies like industrial symbiosis, reverse logistics, and repair/remanufacturing. Companies are also shifting away from selling products and towards selling services to keep resources in use for longer.
- The document discusses proposed changes to hospital services in Shropshire, Telford and Wrekin to ensure quality care can continue to be provided.
- The proposals include moving some services between the Royal Shrewsbury Hospital and Princess Royal Hospital in Telford to concentrate specialist resources.
- Feedback is sought on specific services like maternity, children's care, kidney/bladder problems, and stroke care to place them in the hospital best able to provide it.
David Phillips is the UK's leading furniture provider to the property industry, serving over 12,500 customers including letting agents, managing agents, developers, and landlords. They have the widest product range and most stock of any specialist furniture supplier, with over 1,500 items and £1 million of inventory stored in their 60,000 square foot warehouses. David Phillips is also the largest supplier of furniture packages to prestigious property developments across the UK, having worked with projects housing over 3,000 units.
This is a presentation I created for the Food Lion grocery chain when I was a Key Account Manager w/ J&J. I used Cat-Man principles and consumer insights to educate the customer. I pulled and compiled all data and even created the POG myself. Besides J&J items, I suggested adding more private label items in the set and a competitive Colgate sku that was performing well in the market. My approach resulted in 7 incremental sku's for J&J and an easier shopping experience for the consumer. The customer, as well as all vendors, would benefit from the “rising tide”. Please focus on slides 6 - 9.
This document provides information about proposed changes to hospital services in Shropshire, Telford and Wrekin. It summarizes the context requiring changes, including difficulties retaining specialists and an aging population. Four options for changes are outlined, with the preferred option being to move some services between existing hospitals. Specific proposals include consolidating children's and maternity services at the Princess Royal Hospital and acute surgery at the Royal Shrewsbury Hospital. Public consultation on the proposals is open from December 2010 to March 2011. Feedback is invited online, by letter, or by attending public meetings. The changes aim to improve safety and quality of services for the long term.
This document provides a guide to creating and using authorization objects in SAP Netweaver 2004s. It demonstrates how to create an authorization field, authorization class and object. It then shows how to create a role and profile to assign authorizations. Finally, it provides code to check authorizations and test the configuration. The guide is intended for those new to authorization objects and shows the basic steps to set them up in a simple scenario.
Osuuskunta yritysmuotona on kokemassa renessanssin. Osuuskunta on tulevaisuuden yritysmuoto, ja YK:n juhlavuoden 2012 mukaisesti: ""Cooperatives build a better world."
1) Original wells at Leland Horse field produced casing and tubing together but production decreased when casings were shut in due to friction losses in the tubing.
2) A casing slipstreaming system was developed to intermittently produce the casing to allow extra gas to flow while maintaining critical rate in the tubing to prevent liquids loading.
3) The system uses automation including SCADA to control a choke and monitor tubing flow from remote sites. It increased production by 5 to 25 million cubic feet per day with a payback period of less than 13 days. Casing slipstreaming is now standard for new wells in the area.
The document discusses proposals to reconfigure hospital services in Shropshire, Telford and Wrekin. It outlines four options, with the preferred option being to move some specialist services between the two main hospital sites. This would allow services to be consolidated in a more sustainable way while maintaining A&E departments and access to acute care at both locations. Public feedback is sought on the proposals through meetings and an online/postal consultation through mid-March 2011.
The document summarizes an action plan for Air Wick scented oils to address opportunities with key customers. It identifies Walmart, Target, and Total US plus Walmart as representing the largest annual opportunity gaps. Gap drivers for specific accounts include issues with presence, placement, pricing, and promotional activity. The document then provides a 4Ps action plan detailing steps to address issues with product distribution, new product development, pricing, promotion, and placement for opportunity accounts. Key metrics on sales, distribution, and promotional activity are reviewed, along with category rankings and guidelines on store layout and product placement. Areas of focus include improving POG compliance and quality refill promotions across major accounts.
Marketing Analyst Role - Planned & initiated personal care market research using Euromonitor International’s Passport, Mintel Group’s Global New Products Database (GNPD) & SAP to determine consumer & chemical trends to optimize product portfolio & develop targeted markets over next 5 years. All data retrieval, mining, compilation and presentation was performed by me.
Combination of research and insights from Euromonitor, 2011 Annual Report and other industry publications. All data retrieval, mining and compilation was performed by me.
Physicians Medical Billing: A Comprehensive GuideCHAFA3
Physicians medical billing is the process of submitting claims to insurance companies and other payers for services rendered to patients. It is a complex and ever-changing process, but it is essential for physicians to understand the basics in order to ensure that they are receiving the full reimbursement that they are entitled to.
This document provides an overview of compliance and regulatory topics related to medical coding and billing. It discusses Medicare parts A through D, private insurance plans, coding guidelines, place of service codes, fraud and abuse, National Correct Coding Initiative edits, coverage determinations, the Health Insurance Portability and Accountability Act, relative value units, medical necessity, and managed care plans like HMOs, POS, and PPOs. The goal is to correctly code and bill medical claims according to rules and avoid improper billing practices.
This document provides an overview of the Medicare and Medicaid EHR Incentive Program for hospitals. It discusses who is eligible, how incentive payments are calculated, the meaningful use requirements including core and menu objectives, and clinical quality measures. Key details include that hospitals can receive incentives from both Medicare and Medicaid by meeting meaningful use through CMS, incentive payments are based on Medicaid and Medicare patient volumes and discharged and range from $2 million to multi-year payments, and Stage 1 meaningful use involves completing 14 core objectives and 5 out of 10 menu objectives.
A Seven Step Approach to a Clinically Integrated Network.pdfPatWilson13
This document outlines a seven-step approach to building a clinically integrated network (CIN). The steps include: 1) gathering interested stakeholders; 2) creating a value proposition; 3) developing governance and participation agreements; 4) selecting quality measures; 5) recruiting physicians; 6) measuring and improving programs; and 7) engaging payers. The presentation emphasizes using data to benchmark quality, utilization, and costs in order to develop a sustainable incentive structure for the CIN. Yale New Haven Health System's experience in establishing its CIN, called the Total Health Network, is discussed as a case study.
The document summarizes the specifics of the Medicare and Medicaid EHR Incentive Program for hospitals. It outlines who is eligible to participate in the program, how incentive payment amounts are calculated under Medicare and Medicaid, and what the requirements are for hospitals to qualify for incentive payments, including adopting/implementing certified EHR technology and demonstrating meaningful use of EHRs through meeting objectives and clinical quality measures.
The document provides information on the Medicare and Medicaid EHR incentive programs established under the HITECH Act to promote the meaningful use of electronic health records (EHRs) by eligible providers. It outlines the core and menu requirements to achieve meaningful use certification, associated incentive payment amounts for both programs from 2011-2021, and penalties for providers who do not successfully demonstrate meaningful use. The stages of meaningful use are also summarized, including the objectives and measures for Stage 1 which focus on data capture, tracking clinical conditions, and reporting clinical quality measures.
The document outlines the Office of Inspector General's (OIG) focus areas for auditing Medicare compliance, including reviewing physicians and suppliers for incorrectly billed amounts, high cumulative payments, physician-owned distributors of spinal implants, place-of-service coding errors, and use of incident-to billing. It then discusses the seven key elements of an effective compliance plan according to OIG: having policies and procedures, designating a compliance officer, conducting training, effective communication, internal monitoring, enforcement, and responding to issues. The presentation emphasizes establishing a culture of compliance, keeping plans up-to-date, ongoing training, investigating reports, and conducting audits.
Understanding the Revenue Cycle Workflow Process in Healthcare.pdfCosentus
The revenue cycle workflow process is a crucial aspect of healthcare operations, encompassing the financial journey from patient registration to the final payment collection. It involves various stages and steps, ensuring the efficient and accurate billing and reimbursement for healthcare services. This article provides an overview of the revenue cycle workflow process in healthcare, highlighting its key components and the significance it holds for healthcare organizations.
This chapter discusses commercial healthcare insurance plans, including individual and employer-based plans. It describes the major types of commercial plans like HMOs, PPOs, and high-deductible plans. The chapter also covers risk pools, provisions of insurance policies like benefits, premiums, and cost-sharing. Elements of insurance identification cards and the claims submission and adjudication process are explained. The effects of rising healthcare costs like medical bankruptcy and value-based insurance models are also summarized.
Pharmacy Services and Accountable Care Organizations Discussion.pdfsdfghj21
Pharmacy services can help accountable care organizations (ACOs) improve patient care and outcomes. A 1-page proposal should identify pharmacy services like chronic disease management, medication reconciliation after discharge, or annual wellness visits. These services help with benchmarks like readmissions, adherence to preventive screenings, and management of chronic conditions. Pharmacists can enhance care coordination, patient education, and medication optimization within ACOs.
This document is a hospital compliance monitoring checklist that contains questions about various hospital compliance policies and procedures for the year ending December 31, 2005. It includes questions about the availability of compliance policies, employee training, conflict of interest disclosures, billing compliance, physician contracts, acquisitions/divestitures, and other compliance-related topics. Affiliates are asked to indicate yes, no, or N/A answers and provide explanations for any no responses in a comments section.
Part II Record Financial Operations CHAPTER 5 EXPEtwilacrt6k5
Part II: Record Financial
Operations
CHAPTER 5: EXPENSES: (OUTFLOW)
Overview: The Distinction Between
Expense and Cost
• Expenses are expired costs that have been
used up, or consumed, while carrying on
business.
• Expense in the broadest sense includes every
expired (used up) cost that is deductible from
revenue.
Overview: The Distinction Between
Expense and Cost
• “Cost” is the amount of cash expended* in
consideration of goods or services received (or
to be received).
*(or property transferred, services performed,
or liability incurred)
• Costs can either be expired or unexpired.
• Expired costs are used up in the current
period and are matched against current
revenues.
• Unexpired costs are not yet used up and will
be matched against future revenues.
Overview: The Distinction Between
Expense and Cost
• Confusion also exists over the term “cost”
versus the term “charges”.
• Charges are revenue, or inflow
• Costs are expenses, or outflows
• Charges add; costs take away.
Overview: Confusion Over Other
Terminology
Disbursements for Services
• Disbursements for services represent an
expense stream (an outflow)
• Disbursements for services can trigger
payment either:
– when the expense is incurred; or
– after the expense is incurred.
Disbursements for Services
• Payment when the expense is incurred does
not require the expense to enter the Accounts
Payable account.
• Payment after the expense is incurred requires
the expense to be recorded in the Accounts
Payable account.
• It is then cleared from Accounts Payable when
payment is made.
Grouping Expenses for Planning and
Control
• Grouping by Cost Center
• One form of responsibility center.
• Study examples in Exhibits 5-1 and 5-2.
Exhibit 5–2
General
Services and
Support
Services Cost
Centers
Grouping by Diagnoses and Procedure
• Beneficial because is matched costs and
common classifications of revenues
• Study examples in Exhibits 5-3, 5-4, 5-5 &
Table 5-1
Exhibit 5–5 Example of Hospital
Departmental Costs Classified by
Diagnoses, MDC, and DRG
Table 5–1 Example of Radiology Department
Costs Classified by Procedure Code
• By care settings recognizes different sites
where service is delivered
• Care settings were discussed in the previous
chapter.
Grouping by Care Settings
• By service lines would be used for grouping
costs if revenues were divided by service line.
• Service lines were discussed in the previous
chapter.
Grouping by Service Lines
• Distinguishes projects that posses their own
objectives, funding, and indicators.
• Study the example in Exhibit 5-6.
Grouping by Programs
Exhibit 5–6 Program Cost Center:
Southside Homeless Intake Center
Cost Reports As Influencers Of
Expense Formats
• Since the mid-1960s Annual Cost Reports are
required by the Medicare Program and the
Medicaid Program.
Cost Reports As Influencers Of
Expense Formats
• The arrangement of c ...
The document provides information about Vermont's Medicaid Electronic Health Record Incentive Program (EHRIP) for eligible professionals. It discusses eligibility requirements, including patient volume thresholds and definitions. It outlines the steps to register at CMS and attest through Vermont's MAPIR system. Eligible professionals can qualify for incentive payments by adopting, implementing, or upgrading to certified EHR technology. The document also reviews options to reassign incentive payments and important program resources.
This document discusses reimbursement methodologies used by insurers to pay healthcare providers. It describes fee-for-service reimbursement, where separate payments are made for each service provided, and episode-of-care reimbursement, where one sum is paid for all services during an illness. Specific fee-for-service methods covered include traditional retrospective reimbursement using fee schedules, self-pay, and prospective payment models like capitation, per diem, case rates, and diagnosis-related groups. The document also reviews the revenue cycle of submitting claims and receiving reimbursement.
This document discusses the use of health information technology in physician practices. It covers the functions of practice management programs and electronic health record systems. The advantages of electronic health records are described as well as the impact of health IT on documentation and coding. The key aspects of HIPAA legislation protecting patient information are explained, as are the additional privacy and security regulations introduced by the HITECH Act.
This document discusses the use of health information technology in physician practices. It covers the functions of practice management programs and electronic health record systems. The advantages of electronic health records are described as well as the impact of health IT on documentation and coding. The key aspects of HIPAA legislation protecting patient information are explained, as are the additional privacy and security regulations introduced by the HITECH Act.
The document discusses key aspects of Meaningful Use Stage 1, including:
1) Eligible providers can qualify for EHR incentive payments through Medicare or Medicaid by meeting Meaningful Use objectives such as recording patient demographics and smoking status for a specified number of patients.
2) There are three stages of Meaningful Use with increasing requirements to improve outcomes, such as engaging patients and improving care coordination.
3) Providers have until February 28th of the following year to attest they met Meaningful Use requirements for an incentive payment for the prior year. Failure to meet requirements could result in penalties under Medicare.
This document provides an overview of revenue cycle management in healthcare. It discusses the key stages in the revenue cycle process including patient registration, insurance verification, claim filing, coding, documentation, reimbursement, payment posting, and account receivables. The document emphasizes that any errors during the revenue cycle can make it difficult to trace and rectify payments. It also outlines the importance of revenue cycle management in ensuring proper claim management and timely settlement to avoid delays and legal obligations. Revenue cycle management involves managing the various players, including patients, healthcare providers, billing companies, and insurance players to align goals and work efficiently.
The document discusses revenue cycle management in healthcare. It describes revenue cycle management as the process of managing claims, payments, and generating revenue for medical practices. The revenue cycle involves several stages: pre-service (e.g. scheduling), service (e.g. medical coding), and post-service (e.g. billing). It discusses the key players in the revenue cycle as patients, providers, billing companies, and insurance payers. Finally, it outlines the typical 10 step healthcare revenue cycle process from patient verification to closing accounts.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...Donc Test
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
South Dakota State University degree offer diploma Transcriptynfqplhm
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Every business, big or small, deals with outgoing payments. Whether it’s to suppliers for inventory, to employees for salaries, or to vendors for services rendered, keeping track of these expenses is crucial. This is where payment vouchers come in – the unsung heroes of the accounting world.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Teaching Notes:
Have students define all key terms as an assignment. Then, in class, ask each student to define one key term aloud.
Optional assignment: Have students do an Internet search of one key term and write a short paragraph describing what they learned about that term from looking at a few websites.
Teaching Notes:
Have students define all key terms as an assignment. Then, in class, ask each student to define one key term aloud.
Optional assignment: Have students do an Internet search of one key term and write a short paragraph describing what they learned about that term from looking at a few websites.
Learning Outcome: 1.1 Identify four types of information collected during preregistration.
Pages: 4-5
Teaching Notes:
Information for preregistration can also be obtained by mailing the patient paperwork before the actual visit. The patient can bring it in on the day of the appointment or mail it back prior to the appointment . All these ways help speed up the process of registering a new patient. It lessens the patient’s time in the waiting room. It keeps your day from getting backed up if patients do not arrive a little before their actual appointment time.
Learning Outcome: 1.2 Compare fee-for-service and managed care health plans, and describe three types of managed care approaches.
Pages: 5-7
Teaching Notes:
Show examples in your state of fee-for-service and managed care health plans. (Try United Health Group, WellPoint, Aetna, Humana, or Cigna—some of the largest.)
Have students describe plans in which they have participated.
Fee-for-service plans (also called indemnity plans) are more expensive than managed care plans.
Fee-for-service plans usually have deductibles and are more flexible than managed care plans.
Learning Outcome: 1.2 Compare fee-for-service and managed care health plans, and describe three types of managed care approaches.
Pages: 5-7
Teaching Notes:
Show examples in your state of fee-for-service and managed care health plans. (Try United Health Group, WellPoint, Aetna, Humana, or Cigna—some of the largest.)
Have students describe plans in which they have participated.
Fee-for-service plans (also called indemnity plans) are more expensive than managed care plans.
Fee-for-service plans usually have deductibles and are more flexible than managed care plans.
Learning Outcome: 1.2 Compare fee-for-service and managed care health plans, and describe three types of managed care approaches.
Pages: 5-7
Teaching Notes:
Provide students with examples of both types of plans in area. Discuss some of the largest companies.
Kaiser Foundation Health Plan/Northern California is the largest HMO with 2,722,738 enrollees; followed by Kaiser Foundation Health Plan/Southern California with 2,591,555 enrollees; then PacifiCare of California with 2,260,334 enrollees.
Total HMO enrollment in the US reached 670 million for the first time while eight plans passed the million-member mark, according to a study by The Interstate Competitive Edge HMO Industry Report.
Some of the largest PPO’s are Blue Cross and Blue Shield of California, Pacific Foundation for Medical Care, Aetna US Healthcare, Cigna.
Some of the largest CDHP’s are UnitedHealth Group, Inc. , Aetna Inc., Cigna Healthcare, Humana, Inc., Meritain Health.
Have students visit major industry websites and compare.
Learning Outcome: 1.3 Discuss the activities completed during patient check-in.
Pages: 8-10
Teaching Notes:
Have students fill in the patient information form in Figure 1-2 using their own information. If they do not have insurance information, have them pick a company from one of the sources documents.
Ask students if they would like to discuss their personal experiences regarding check-in at their doctor’s office. They have probably never really thought about the check-in procedure, so this will give them some insight. Ask them if their copay was collected before or after the visit. This helps engage the students early in the course.
Learning Outcome: 1.4 Discuss the information contained on an encounter form at check-out.
Pages: 10-13
Teaching Notes:
Have students discuss items that are filled in on an encounter form at check-out.
Learning Outcome: 1.4 Discuss the information contained on an encounter form at check-out.
Pages: 10-13
Teaching Notes:
Show the class examples of the ICD-9 coding book and the CPT coding book. Read them a few of the common codes and their descriptions so they have an idea of what the coding process is about. Refer to the figures in the book also. Actual copies of ICD-9 and CPT will help clarify Figures 1.4 and 1.5.
Learning Outcome: 1.4 Discuss the information contained on an encounter form at check-out.
Pages: 10-13
Teaching Notes:
Get a blank superbill from a practice in your area to show students that the most common codes are on the superbill.
Learning Outcome: 1.5 Explain the importance of medical necessity.
Pages: 13-15
Teaching Notes:
Discuss how medical necessity is related to payment.
Learning Outcome: 1.6 Explain why billing compliance is important.
Page: 15
Teaching Notes:
Show an example of a bill that is not in compliance. Explain why an insurance company will not pay for a strep test performed on a patient with a diagnosis of urinary tract infection. Have the students fill out the Encounter Form in Figure 1.6.
Learning Outcome: 1.7 Describe the information required on an insurance claim.
Pages: 15-16
Teaching Notes:
Explain the relationship between accurate information on claim forms and prompt payment.
Learning Outcome: 1.8 List the information contained on a remittance advice.
Pages: 16-18
Teaching Notes:
Refer to Figure 1.7 in the text. Go over it now in detail. This will help students later when they have to use the RA in the Medisoft exercises.
Learning Outcome: 1.9 Explain the role of patient statements in reimbursement.
Page: 18
Teaching Notes:
Refer to Figure 1.8. Dissect it for the students.
Learning Outcome: 1.10 List the reports created to monitor a practice’s accounts receivable.
Pages: 18-20
Teaching Notes:
Refer to Figure 1.9 while discussing this slide.