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Impact of medication errors on health care
Impact of medication errors on health care
Impact of medication errors on health care
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A more accurate and precise diagnosis allows the opportunity for higher reimbursement. This is where MSDRG’s come into play. Medicare severity diagnosis related group (MS – DRG) is a system of classifying a Medicare patient’s hospital stay into various groups in order to facilitate payment of services, which allows for payment to be more closely aligned with resource utilization. “The diagnosis related group is an inpatient classification that categorizes patients who are similar in terms of diagnoses and treatments, age, resources used, and lengths of stay. Under the prospective payment system (PPS), hospitals are paid a set free for treating patients in a single DRG category.” (Casto) It is used as a useful tool for utilization
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Each one (DRG) is assigned with a numeric value of an episode of care with a relative weight that is intended to represent the resource intensity of the clinical group. It determines the payment level for the group, and these four guidelines are used for the formation of DRG system: “1) the patient characteristics used in the DRG definition should be limited to information routinely collected on the hospital billing form. 2) There should be a manageable number of DRGs that encompass all patients seen on an inpatient basis. 3) Each DRG should contain patients with a similar pattern of resource intensity. 4) Each DRG should contain patients who are similar from a clinical perspective.” (http://library.ahima.org) The assignment is purely based on the payment includes all the services rendered between hospital admission and discharge and per patient stay. The structure of the DRG system is hierarchical, and the highest level is major diagnostic categories (MDC). MDC represents the body systems treated by medicine and contain 23 MDCs plus a group for DRG associated with all MDCs, pre-MDC, and two new MDCs were added to represent the Human Immunodeficiency Virus Infection and Multiple Significant Trauma categories. The second level is divided into two sections …show more content…
The third and final level is divided into the medical and surgical sections among 25 MDC groups based on the procedure performed and the principal diagnosis. (Anne B. Casto) “The components of the DRG version are: title, geometric mean length of stay, arithmetic mean length of stay, relative weight, and ICD-9-CM now ICD-10-CM consist of the principal diagnosis, operating room procedure, or diagnostic procedure combination that drives the DRG assignment.” Case mix index (CMI) is a single number that compares the overall complexity of the healthcare organizations patients to the complexity of the average of all hospitals. It is an average of the sum of all diagnosis, related group weights, divided by the number of Medicare cases. CMI refers the severity of illness, risk of mortality, prognosis, treatment difficulty, or need for intervention, and it is a direct measure if the resource consumption. (Anne B. Casto) The assignment of DRG to case mix groups is done through the computer programs called groupers which are a series of steps in calculating the total DRG payment. The Medicare Administrative Contractors use groupers for calculating the MS-DRG payment for each
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
Furthermore, uncertainty of new reimbursement models, diminishing reimbursement, and complicated compliance regulations are playing the role of a catalyst for streamlining the Chargemaster process in majority of healthcare organizations. A good example of these challenges was prompted by the Center for Medicare and Medicaid with the release of data and chargemasters from several healthcare facilities. The release of the chargemasters sends a wave shock across the healthcare industry as it depicts a huge price discrepancies among health care providers, and due to this exposure many healthcare organizations attempt to rectify their charges. The main purpose the CMS release the chargemasters was to encourage transparency in hospital’s billing
Payment basis is known as the methods used by the one making payments for services provided by hospitals or doctors. There are three payment determination bases. First, cost-payment basis is a method for determining fees for medical services, and is basically the underlying method for payment is the provider’s cost. The exact amount is determined and agreed upon by both the provider and the patient. For example, the healthcare provider’s cost for providing the service could be $2,000. The healthcare provider can then choose to charge 70% of the total charge, which comes out to be $1500. There are different levels that can be used in cost based reimbursement. On the macro basis, payment can be provided for a whole array of services. Contrarily, payments for specific items are on a micro basis. Critical access hospitals usually use macro level cost reimbursement. On the other hand, healthcare providers often use micro level cost reimbursement when charging for expensive medications, meaning that the price of those medications will be based differently than their usual services (Abbey, 2012).
Baptist Memorial Hospital is in a highly competitive healthcare environment. This capitation is not only the result of efforts of the other healthcare organizations but, also driven by patient consumerism. The government sponsored hospital compare website allows potential patients the ability to compare our clinical outcome data. The targeted group is also the group with the greatest healthcare choice, our medicare population. One of the major reporting categories is Hospital acquired condition, the most significant of these is hospital aired infections. The significance of the website data is:
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).
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.
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 ...
Gong, Y. (2010). Case-based Medical reasoning. HMI 8571 Decision Support Systems in Healthcare. Feb 22, 2010. Retrieved on 2/22/10 https://hmi.missouri.edu/moodle/mod/resource/view.php?id=11201
Hoffman, G., & Jones, D. (1993). Prebilling DRG training can increase hospital reimbursement. Healthcare Financial Management: Journal Of The Healthcare Financial Management Association, 47(9), 58.
Under the new system, the payment to a hospital was based on national and regional costs for each DRG, not on the hospital's costs. Moreover, the national and regional averages were to be updated, so that if hospitals improved their cost performance, they would be subject to stricter DRG-related payment limits.
A new patient is someone who has not received any services from the provider or another provider of the same specialty or subspecialty within the past three years. An established patient is someone who has seen the provider or another provider in the practice who has the same specialty within the past three years. A referral is a handover of the complete care or specific portion of patient care from one physician to another. A consultation is when another physician, at the request of the patient’s physician examines the patient and gives an opinion. There are three key components for determining an E/M code such as the extent of the history documented, the extent of the examination documented, and the complexity of the medical decision making
In 2015, the Centers for Medicaid and Medicare Services (CMS) released the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA) which implements the final rule which offers financial incentives for Medicare clinicians to deliver high-quality patient centered care.5 Essentially, taking the time to learn the patient’s goals and treatment preferences allows for the patient to walk away from the medical treatment or service feeling understood and cared for by the provider.4 Thus, resulting in a better, more comprehensive plan of care. Policy makers are hopeful that the new incentive-based payment system will accelerate improvement efforts.
This article is about the master patient index (MPI) which is a database that is used in a healthcare organization to maintain consistent and accurate information about each patient registered by a healthcare organization. (Rouse, 2017) A master patient index uses algorithms to constantly look for duplicate records in a healthcare organizations registration system. Some example of that would be an each for the patient’s name, medical record number, social security number, insurance company or healthcare provider. The algorithm determines whether records belong to the same patient or if more research is needed. There are two types of algorithms that and EMPI uses to match patient records probabilistic and deterministic. Probabilistic matching assigns a rank to data elements established on a specific standard level and scores the probability that two or more records belong to
...d procedures are now being monitored to improve clinical processes. Ensuring that these processes are implemented in a timely, effective manner can also improve the quality of care given to patients. Management of the processes ensures accountability of the effectiveness of care, which, as mentioned earlier, improves outcomes. Lastly, providing reimbursements based on the quality of care and not the quantity also decreases the “wasting” and overuse of supplies. Providers previously felt the need to do more than necessary to meet a certain quota based on a quantity of supplies or other interventions used. Changing this goal can significantly decrease the cost of care due to using on the supplies necessary to provide effective, high-quality care. I look forward to this implementation of change and hope to see others encouraging an increase in high-quality healthcare.
case coordination for all in the target group with priority to those whose life and wellbeing is at greatest risk.