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Chapter 17 medical coding
Chapter 4 medical coding
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Recommended: Chapter 17 medical coding
The Center for Medicare and Medicare Services used to be called The Health Care Financing Administration. This agency implemented DRGs in 1983 for the Inpatient Prospective Payment System (IPPS). In 1989, a project at Yale University developed an updated DRG system that is based on the severity of the illness. Later severity DRGs were developed in 1993 after the Center for Medicare and Medicaid Services re-evaluated the use of complications and comorbidities within the Medicare DRGs. The center implemented this system in 1994 but there was never a requirement date for implementation for this system. This system focused only focused on the intensity of resources used to treat the illnesses, while the US healthcare system needed to move past …show more content…
This led to the development of a new method that takes into account anything that affects the cost of delivering patient helathcare services. This includes what is called a case mix which is an interrelated set of patient attributes such as the severity of illness, risk of mortality, prognosis, treatment difficulty, need for intervention, and resource intensity. This helped also with the development of the APR DRG system which is a clinical model with four severity of illness and risk of mortality subclasses for each base APR DRG. These subclasses are broken down into four levels to include minor, moderate, major, and extreme. APR DRGs were used by hospitals for internal quality improvement and by many states for public reporting. Severity of illness describes the extent of the physiologic decompensation or organ system loss of function. The risk of mortality indicates the patient’s likelihood of dying. The systems are differentiated by trajectory of development, clinical logic, severity classification structure, and level of complexity. There were other severity adjusted systems within this system. Implemented with discharges on or after October 1, 2007, The Medicare Severity DRGs (MS-DRGs), was adopted for use with Medicare’s Inpatient Prospective
The IPPS or the inpatient prospective payment system refers to a system of payment which includes the diagnosis-related groups’ cases as acute care hospital inpatients. This system is based on resources which are utilized when treating Medicare recipients belonging to these groups. Each diagnosis-related group (DRG) comprise of a payment weight. The IPPS serves an integral role when it comes to deciding the overall hospital costs of all the devices used to treat the patient in within a specific inpatient stay.
With the passage of the Affordable Care Act (ACA), the Centers for Medicare and Medicaid Services (CMS) has initiated reimbursement based off of patient satisfaction scores (Murphy, 2014). In fact, “CMS plans to base 30% of hospitals ' scores under the value-based purchasing initiative on patient responses to the Hospital Consumer Assessment of Healthcare Providers and Systems survey, or HCAHPS, which measures patient satisfaction” (Daly, 2011, p. 30). Consequently, a hospital’s HCAHPS score could influence 1% of a Medicare’s hospital reimbursement, which could cost between $500,000 and $850,000, depending on the organization (Murphy, 2014).
Under the Social Security Act, it is required that hospitals report quality measures for a set of 10 indicators. If hospitals do not report quality measures to CMS there is a reduction in payments. In the hospital readmission area of investigation, OIG reviews Medicare claims in hospital readmission cases to identify trends and oversights of cases. Readmissions are cases in which the beneficiary is readmitted to the hospital less than 31 days after being discharged from the hospital. Hospitals are only entitled to one diagnosed-related group payment if there is a same-day readmission for symptoms related to prior hospital stay. Quality improvement organizations are required to review hospital readmission cases also this is to see if standard of care are met. For coded conditions as present on admission, it is required for acute hospital to report these diagnoses on Medicare claims. The OIG will review Medicare claims for types of facility or providers most frequently transferring patients to hospital
Langenbrunner, J., Cashin, C. & Dougherty, S. (2009). Designing and implementing health care provider payment systems how-to manuals. Washington, D.C: World Bank.
In December 2011, Texas Health and Human Services Commission (HHSC) received federal approval of a Medicaid Section 1115(a) Demonstration Waiver, entitled “Texas Healthcare Transformation and Quality Improvement Program,” for the period starting with December 12, 2011 through September 20, 2016. The main objective of the 1115 Waiver is to improve access to and quality of health care by expanding Medicaid managed care programs and promoting health care delivery system reforms while containing cost growth. Specifically, the Waiver created two new pools of funding—Uncompensated Care (UC) and Delivery System Redesign and Innovation Payment (DSRIP) pools—by redirecting funds that were available under the old Upper Payment Limit (UPL) payment methodology.
Level of Care Criteria: Decision support based off of intensity of services, severity of illness and comorbities.
The Centers for Medicare and Medicaid Services (CMS) have recently begun requiring hospitals to report to the public how they are doing on patient care. Brown, Donaldson and Storer Brown (2008) introduce and explain how facilities can use quartile dashboards to transform large amounts of data into easy to read and understandable tool to be used for reporting as well as to determine areas in need of improvement. By looking at a sample dashboard for an inpatient rehab unit a greater understanding of dashboards and their benefits can be seen. The sample dashboard includes four general areas, including nurse sensitive service line/unit specific indicators, general indicators, patient satisfaction survey indicators and NDNQI data. The overall performance was found to improve over time. There were areas with greater improvement such as length of stay, than others including RN care hours and pressure ulcers. The areas of pressure ulcers and falls did worse the final quarter and can be grouped under the general heading of patient centered nursing care. The area of patient satisfaction saw a steady improvement over the first three quarters only to report the worst numbers the final quarter. A facility then takes the data gathered and uses it to form nursing plan...
The patients should receive safe and appropriate care in return for payment equal to the level of care received (“What is Value-Based Care”, 2016). For providers, this means using affordable and proven treatments while also catering to the patient’s needs (“What is Value-Based Care”, 2016). Additionally, this model is built upon measurement which when relayed to the patient will inform them of the scope and cost of their care. Examples of measures that are tracked, provided by the article “What is Value-Based Care,” include: procedural complications, hospital-acquired infections, and readmissions; providers face penalties if these metrics are unacceptable (“What is Value-Based Care”,
Jencks, S., Williams, M., & Coleman, E. (2009). Rehospitalizations among Patients in the Medicare Fee-for-Service Program. New England Journal of Medicine, 1418-1428. Retrieved November 12, 2014.
Vital improvement for patient safety has triggered an enormous amount of positive change in the healthcare system. There were “1.6 million adverse events each year that led to 180,000 deaths” (Liang & Mackey, 2011). In a review, avoidable errors led to $19.5 billion dollars in healthcare expenses (Liang & Mackey, 2011). The National Patient Safety Agency analyzed 425 deaths from acute care hospitals and found “15% of the deaths were related to unrecognized patient deterioration” (Higgins, Maries-Tillot, Quinton, & Richmond, 2008). This finding led to the Institute for Health Care Improvement’s promotion for the use of an early warning scoring system to assist with identifying deteriorating patients (Albert & Huesman, 2011).
In the United States, everyone pays for healthcare including insurers, employers, the government, and individuals. Public insurers became increasingly concerned by the rising cost of healthcare and something had to be done to resolve the issue. This paper discuss the various payment system implemented by Medicare post World War II to help assist with maintaining the cost of healthcare in the nation. These systems were: fee-for-service (FFS), usual customary and reasonable (UCR), diagnosis-related groups (DRGs), lastly health maintenance organizations (HOMs).
This system provides annual statics on Medicare payment amounts for institutional providers. A nurse leader can use HCRIS to find other similar institutions with whom to compare reimbursement rates and use this information to make necessary adjustments (“Healthcare Cost Report”, 2016). Lastly, nurse leaders can also use cost-to-charge ratios, volume-based measures, per diem rates, and balanced scorecards to gain better insight of unit reimbursement (Liberty University,
At this level, the data that it offers is relevant and essential since it enables the institutions to determine new ways of ensuring member satisfactions. Various plan collect HEDIS data but the secondary data collected is controllable and this makes it quite reliable and applicable in the healthcare provider setting. The HEDIS reporting process fulfils all the components since it defines plans, constructs, distributes, collects and analyzes feedback making it the most effective data since it keeps on updating and so it helps in easy comparison and analyses done in real time. Some of the measures that HEDIS does are as
Hospitals recognized the need for the case management model in the mid 1980’s to manage the lengths of stay of hospitalized patients and the treatment plans (Jacob & Cherry, 2007). In 1983, the Medicare prospective payment program was implemented which allowed hospitals to be reimbursed a set payment based on the patient’s diagnosis, or Diagnosis Related Groups (DRG), regardless of what treatment was provided or how long the patient was hospitalized (Jacob & Cherry, 2007). To keep the costs below the diagnosis related payment, hospitals ...
reimbursement determinations. As a result, the camaraderie among physicians has developed into a more aggressive approach to impede competition (Shi & Singh, 2012). Little information is shared with patients in regards to procedures or disease control. The subjects are forced to rely on the internet for enlightenment on the scope of their illnesses (Shi & Singh, 2012). Furthermore, the U.S. health care system fails to provide adequate knowledge on billing strategies for operations and other medical practices. The cost in a free system is based on supply and demand and is known in advance of hospital admission (Shi & Singh, 2012). The need for new technology is another characteristic that is of interest when considering the health care system. Technology is often v...