using the health information supply sm) process to improve ... · functions and can see the process...
TRANSCRIPT
![Page 1: Using the Health Information Supply SM) Process to Improve ... · functions and can see the process from patient presentation to payment.” • “This is the first opportunity we’ve](https://reader034.vdocument.in/reader034/viewer/2022042917/5f5b59391717e64b8612d4a7/html5/thumbnails/1.jpg)
Using the Health Information Supply Chain (HISCSM) Process to Improve Documentation and Avoid Denials
Dr. Harry FelicianoSenior Medical Director &
Kathy MerrillPresident, AgilencyJanuary 30, 2017
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• The HISCSM Approach
• HISCSM for Hospice and Palliative Care
• The Organizational Process Improvement Coaching Project (OPICP)
• Flow, timing & accuracy of work to document hospice claim
• Qs & As
Presentation Outline
1/30/2017 2
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• Uses a new unit of analysis for healthcare process improvement and quality management
• Being analyzed by Palmetto GBA, process engineers and Medicare providers in JM
The HISCSM Approach
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• Medicare providers contribute to the Health Information Supply Chain (HISC)
• Coders, billers, and payers are downstream recipients of their health care records
• Records containing insufficient information are ineffective and produce inefficiency
• Denied payments
• Delayed payments
Rationale for the HISCSM Approach
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• Medicare providers' documentation must support both clinical and administrative tasks:
– Capturing the unique attributes of individual patients
– Communicating the individual needs of patients
– Informing clinicians’ decisions
– Informing claims payment decisions
– Informing improvements in both provider and payer
• Policies
• Procedures
Rationale for the HISCSM Approach
551/30/2017
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• Goal: Align hospice payment/resource utilization
• Two Routine Home Care (RHC) payment rates
• < 60 days
• > 60 days
• Service Intensity Add-on (SIA)
• Additional payments for RN or social work services provided “during last 7 days of the beneficiary’s life”
CMS Hospice Payment Reform
1/30/2017 6
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• Hospice-related metrics include:
• Hospice diagnosis reporting – number and categories
• Lengths of stay (LOS)
• Live discharges at or around day 61 of hospice care
• Spending for Parts A, B, & D during hospice election
CMS Monitoring Medicare Utilization
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• Alzheimer’s was #1 hospice principal diagnosis
• Replaced Debility unspecified
• Average LOS higher for certain principal diagnoses
• Alzheimer’s disease
• Non-Alzheimer’s Dementia
• Parkinson’s disease
• Principal diagnosis is of potential relevance to future case mix systems for hospice (CMS-1652-P)
https://www.federalregister.gov/articles/2016/04/28/2016-09631/medicare-program-fy-2017-hospice-wage-index-and-payment-rate-update-and-hospice-quality-reporting
FY 2015 Principal Diagnosis
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• Established Policy: The principal diagnosis reported on the claim should be the diagnosis most contributory to the terminal prognosis.
• As of October 1, 2014 “Debility” (799.3, 780.79/R53.81) and “adult failure to thrive” (783.7/R62.7) are not to be used as principal hospice diagnoses on the hospice claim form
Invalid Principal Diagnoses Codes
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• Several dementia ICD-9-CM/ICD-10-CM codes have principal diagnosis code sequencing rules.
• Most of these dementia codes are found under Chapter 5 of ICD-9-CM/ICD-10-CM classification, “Mental, Behavioral, and Neurodevelopmental Disorders” and are typically manifestations from an underlying physiological condition.
• Example: ICD-9-CM 304.8 , Other persistent mental disorder due to condition classified elsewhere (ICD-10-CM = F06.0)
Additional Invalid Principal ICD Codes
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• Who does it?
• What do they do?
• When do they do it?
• Where do they record it?
• How do you communicate it?
Selection of Principal Diagnosis
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• Partners in ExcellenceSM
• The Hospice Organizational Process Improvement Coaching Project (OPICP) is a collaboration among:
• Palmetto GBA
• JM hospice providers wanting to improve their process flow
• Process engineers - Agilency
The Hospice OPICP
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• Goal: To improve the effectiveness and efficiency of the Hospice & Palliative Care health information supply chain.
• Objectives: To understand current organizational process flows and how hospice organizations select and represent the concepts of “terminal illness” and “related conditions” in their records.
The Hospice OPICP
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Methodology
DESIGN
•Define business requirements•Map the process from patient referral to claim processed•Identify Critical to Quality (CTQ) customer & process elements
MEASURE
•Identify measures for evaluating process performance•Implement a data collection plan •Identify process baseline capability•Collect data on process defects & variation
ANALYZE
•Analyze process flow•Identify critical path; value/non-value added steps•Identify sources of errors & variation•Validate root causes
IMPROVE
•Generate solutions & select options to pilot•Prioritize deployment of solutions•Implement solution within 60 days•Collect data to verify improvement
CONTROL
•Institute a dashboard/scorecard process•Create feedback loops •Document standard operating procedures•Continuously improve
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• A flowchart is a picture of the separate steps of a process in sequential order.
• Elements that may be included are:
• Sequence of actions
• Inputs and outputs
• Decisions that must be made
• People/departments who become involved
• Time involved at each step and/or some other process measurements
A Place for Process Flow Charts
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Sample Hospice Process Flow “Current State”
171/30/2017
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• Capture the steps of the process currently performed
• Discover process flow barriers, such as:
• Unclear hand-offs
• Errors prone activities
• Duplication/redundancy
• Vague patient assessment
Baseline Process Flow & Analysis
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Barriers are Needles in a Haystack
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Hospice Barrier Examples
Staffing
Patient Staffing Ratio
Weekend staffing minimal
Long admissions
Call volume
Referral staff role
Data Collection/Entry
Rework
Timely submission
Accuracy of information
Waiting for physician input/signature
Paper versus technology
Billing
Incorrect patient information
Confusing payer criteria for claim
submission
Inadequate clinical documentation
Payer response time
Age of documentation
Admissions
Response time
Travel time
Difficulty obtaining medications
Timely & accurate physician input
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• Identify Barrier Root Cause
• 5 Whys
• Fishbone Diagram
• Pareto Analysis
• Modified Affinity Analysis
• Hand Off Analysis
• Flow Diagraming
• Isolate ‘Myths’ for elimination
• Attack fixed procedural steps that are outdated or not
applicable
• Make workplace and problems visible
• Define new plays to drive efficiency & effectiveness
Create Future State
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Define the Plays
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Referral
Assisted Living- Gather info/order
- Contact doc for
med rec
- Call family-consult
Initial Referral Types: phone calls/Email/Walk-in
Refe
rrals
Adm
issio
ns
On c
all
Nurs
eS
ecre
tary
Site R
evenue
Coord
inato
r
Medic
al
Record
s
Referral
Dr. Office- MD office fax
order
- Call family to
set up eval
Referral
Hospital- Pull from referral &
order
- Schedule
consult/eval for
D/C work more
w/social worker
- Identify attending.
Referral
Nursing Home- Gather info/order
- Call family/consult
- Work more with social
worker
Admissions
Face to
Face; determine need;
schedule
Codin
g
Clin
ical
Sta
ff
Referral
Family- Contact doc
for order
/H&P
- Set up
appointment
for call
ITEnter referrals
& leads. Use
pending
reason to
differentiate.
ITAC enters patient
data at referral
ITVerify patient
insurance
information,
coverage, benefit
period
ITEnter insurance
information &
billing sequence
Admitting
NurseCompletes
admission
assessment
Admitting/
On call RNConsult with
physician to
determine Dx
Admitting/
On call RNReports
admissions to
Clinical Staff
2 3
4 56 7
9
1
8
17
18
19
21
22
26
27
28
HISCSM Generated Future State Hospice Flow
= Improvement InitiativesCritical Path
IT
10
AdmissionsBuild chart in
binder as
Admissions
gathers
paperwork
ITEnter Dx + 2nd Dx
Reven
ue C
ycle
sta
rts h
ere
AdmissionsAdmit patient
into Hospice
Pre Admit Triage – obtains patient
info , verify ins; tee-up
family what is needed;
schedule legals
1120
PCM/IDGDiagnosis list
PCSCompile
documents
for Clinical
Staff
PCSFax Med list
to Pharmacy
PCSEnter admissions to
roster; enter
admission to RN;
MSW; Chaplain; HA
schedules
ITWeekly recurring
charge generator to
Revenue Coordinator
ITDiagnoses List in GL with
ability to evaluate &
document relatedness…
13
1416
15 17
23
24
25
30
31
32
ITVisiting Entry: CM;
Hospice Aid;
M&W; SC
30
Medical RecordsCompiles chart; checks for
compliance; Face Sheet
12
SCR/ACFax clinical & other
documents to
Attending
ITData entry of HIM
information; enter
disciplines
SCR/ACTechnical review of
consents & clinical
documentation
ITEntering ongoing LOC
changes; Enter Location
changes; Enter BP events
231/30/2017
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• “This is the first time we’ve looked across all functions and can see the process from patient presentation to payment.”
• “This is the first opportunity we’ve ever had to bring the whole team together and look at the big picture.
• “We’ve been working really hard to get it right. Now we know what “it” is and what to work on.”
Testimonials to OPICP Collaboration
1/30/2017 24
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• The process varies among hospices
• This variation can contribute to errors and waste
• Rework increases costs for both payers and providers
• Incorrect selection of hospice principal diagnosis will impact financial performance in a case mix system
• Preventing the errors is our goal
Selection of Principal Diagnosis
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• Communicating biopsychosocial concepts in support of hospice and palliative care, requires a knowledge of payer design requirements (eligibility and coverage standards) and your organizational workflow
Framing the problem
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• When considering the initial certification of terminal illness do you have the necessary information to make decisions related to:
• Principal diagnosis
• Related diagnoses
• Current subjective and objective medical findings
• Current medication and treatment orders and
• Unrelated conditions
How is your organization doing?
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• What’s in it for us?
• More efficient operations
• Happy customers
• CMS
• Providers
• Beneficiaries
• Decrease overall waste in our healthcare system
Getting it Right the First Time
28281/30/2017
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• Is important to both providers and payers
• Will inform CMS payment reform activities
• A pre-requisite for communicating the concepts of “terminal illness” and “related conditions”
An Accurate Principal Diagnosis
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Referral
Assisted Living- Gather info/order
- Contact doc for
med rec
- Call family-consult
Initial Referral Types: phone calls/Email/Walk-in
Refe
rrals
Adm
issio
ns
On c
all
Nurs
eS
ecre
tary
Site R
evenue
Coord
inato
r
Medic
al
Record
s
Referral
Dr. Office- MD office fax
order
- Call family to
set up eval
Referral
Hospital- Pull from referral &
order
- Schedule
consult/eval for
D/C work more
w/social worker
- Identify attending.
Referral
Nursing Home- Gather info/order
- Call family/consult
- Work more with social
worker
Admissions
Face to
Face; determine need;
schedule
Codin
g
Clin
ical
Sta
ff
Referral
Family- Contact doc
for order
/H&P
- Set up
appointment
for call
ITEnter referrals
& leads. Use
pending
reason to
differentiate.
ITAC enters patient
data at referral
ITVerify patient
insurance
information,
coverage, benefit
period
ITEnter insurance
information &
billing sequence
Admitting
NurseCompletes
admission
assessment
Admitting/
On call RNConsult with
physician to
determine Dx
Admitting/
On call RNReports
admissions to
Clinical Staff
2 3
4 56 7
9
1
8
17
18
19
21
22
26
27
28
HISCSM Generated Future State Hospice Flow
= Improvement InitiativesCritical Path
IT
10
AdmissionsBuild chart in
binder as
Admissions
gathers
paperwork
ITEnter Dx + 2nd Dx
Reven
ue C
ycle
sta
rts h
ere
AdmissionsAdmit patient
into Hospice
Pre Admit Triage – obtains patient
info , verify ins; tee-up
family what is needed;
schedule legals
1120
PCM/IDGDiagnosis list
PCSCompile
documents
for Clinical
Staff
PCSFax Med list
to Pharmacy
PCSEnter admissions to
roster; enter
admission to RN;
MSW; Chaplain; HA
schedules
ITWeekly recurring
charge generator to
Revenue Coordinator
ITDiagnoses List in GL with
ability to evaluate &
document relatedness…
13
1416
15 17
23
24
25
30
31
32
ITVisiting Entry: CM;
Hospice Aid;
M&W; SC
30
Medical RecordsCompiles chart; checks for
compliance; Face Sheet
12
SCR/ACFax clinical & other
documents to
Attending
ITData entry of HIM
information; enter
disciplines
SCR/ACTechnical review of
consents & clinical
documentation
ITEntering ongoing LOC
changes; Enter Location
changes; Enter BP events
301/30/2017
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• In addition to accurate substantive clinical documentation is the administrative process flow to effectively & efficiently collect & organize documentation for claim submission.
• Linking together clinical & administrative tasks will reduce the waste driving up the cost of the episode. Costs include rework, response time, ‘hunting’ & waiting, for example.
Connecting the dots
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Referral
Assisted Living- Gather info/order
- Contact doc for
med rec
- Call family-consult
Initial Referral Types: phone calls/Email/Walk-in
Refe
rrals
Adm
issio
ns
On c
all
Nurs
eS
ecre
tary
Site R
evenue
Coord
inato
r
Medic
al
Record
s
Referral
Dr. Office- MD office fax
order
- Call family to
set up eval
Referral
Hospital- Pull from referral &
order
- Schedule
consult/eval for
D/C work more
w/social worker
- Identify attending.
Referral
Nursing Home- Gather info/order
- Call family/consult
- Work more with social
worker
Admissions
Face to
Face; determine need;
schedule
Codin
g
Clin
ical
Sta
ff
Referral
Family- Contact doc
for order
/H&P
- Set up
appointment
for call
ITEnter referrals
& leads. Use
pending
reason to
differentiate.
ITAC enters patient
data at referral
ITVerify patient
insurance
information,
coverage, benefit
period
ITEnter insurance
information &
billing sequence
Admitting
NurseCompletes
admission
assessment
Admitting/
On call RNConsult with
physician to
determine Dx
Admitting/
On call RNReports
admissions to
Clinical Staff
2 3
4 56 7
9
1
8
17
18
19
21
22
26
27
28
HISCSM Generated Future State Hospice Flow
= Improvement InitiativesCritical Path
IT
10
AdmissionsBuild chart in
binder as
Admissions
gathers
paperwork
ITEnter Dx + 2nd Dx
Reven
ue C
ycle
sta
rts h
ere
AdmissionsAdmit patient
into Hospice
Pre Admit Triage – obtains patient
info , verify ins; tee-up
family what is needed;
schedule legals
1120
PCM/IDGDiagnosis list
PCSCompile
documents
for Clinical
Staff
PCSFax Med list
to Pharmacy
PCSEnter admissions to
roster; enter
admission to RN;
MSW; Chaplain; HA
schedules
ITWeekly recurring
charge generator to
Revenue Coordinator
ITDiagnoses List in GL with
ability to evaluate &
document relatedness…
13
1416
15 17
23
24
25
30
31
32
ITVisiting Entry: CM;
Hospice Aid;
M&W; SC
30
Medical RecordsCompiles chart; checks for
compliance; Face Sheet
12
SCR/ACFax clinical & other
documents to
Attending
ITData entry of HIM
information; enter
disciplines
SCR/ACTechnical review of
consents & clinical
documentation
ITEntering ongoing LOC
changes; Enter Location
changes; Enter BP events
32
Resource Utilization
relative to > 60 day
episode payments
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• January 1, 2016 RHC rate (Days 1-60) $186.84
• January 1, 2016 RHC rate (Days 61+) $146.83
Resource Allocation vs Payment
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• Optimizing process flow by understanding the HISCSM
approach provides the ability to separate direct versus burden (overhead) costs.
• Standardizing direct resource tasks to reduce variation drives out waste & improves process flow. This provides clinicians the ability to do more with their time.
• Comprehending waste in burden or overhead leverages the indirect resources to improve capacity – example, less rework in billing increases the number of claims handled the first time shortening the cycle time to submit a claim from date of referral.
Resource Cost Relative to Process Flow
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• Palmetto GBA has established #MedicareHISC
• https://twitter.com/hashtag/medicarehisc
• Can be used on-line to search and follow the discussion regarding the Medicare health information supply chain
• Search term = #MedicareHISC
Using the #MedicareHISC hashtag
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Harry Feliciano, MD, MPH
Attn: Medical Affairs, AG-275
Palmetto GBA
PO Box 100238
Columbia, SC 30202-3238
Qs & As
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Kathy Merrill, MBA, Lean, WOSB
Agilency
705 Pearl Beach
Coldwater, MI 49036