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Stakeholders take NOTICE of mounting ­observation status reform legislation

Stakeholders take NOTICE of mounting ­observation status reform legislation

In mid-March, the U.S. House of Representatives unanimously approved the Notice of Observation Treatment and Implication for Care Eligibility ­(NOTICE) Act (H.R. 876). As a result, the bill is now poised to become the first to gain legal standing among a collection of proposed legislation aimed at remedying today’s fallout from observation status.

Reforming this outpatient designation?which leaves affected Medicare beneficiaries eligible only for Part B coverage?has drawn support from an unlikely assemblage of healthcare stakeholders in the acute, postacute, and beneficiary advocacy spheres.

"We’ve been working very closely with a very broad coalition of groups around [observation status], and it’s a coalition of groups where sometimes we’re on different sides of issues, but as it pertains to this issue, we’ve been completely and totally united," says Clifton J. Porter II, senior vice president of government relations at the American Health Care Association, a national trade association for long-term care providers.

The reason behind this widespread traction: Today’s heavy-handed application of observation status is having devastating effects on those in acute and postacute settings. The designation often disrupts a beneficiary’s eligibility for Medicare coverage in SNFs following a hospital stay, sparking patient confusion and potentially narrowing the client pool for long-term care providers.

In addition, the outpatient designation severely limits Medicare coverage in the hospital itself, ­slapping beneficiaries with a copayment for each individual service rendered during an observation stay instead of the one-time deductible granted during the Part A inpatient alternative. In addition, patients are expected to pay for prescription charges that accumulate during an observation stay.

Because of these potential liabilities, observation status has traditionally been reserved for patients who undergo brief hospital stints, during which time clinicians are charged with assessing whether they are ill enough to warrant inpatient admission or well enough to return home. However, as Recovery Auditors (RA) have ramped up scrutiny on the appropriateness of inpatient stay determinations, hospitalists have become much more liberal in their use of observation status, applying it to stays as long as a week, says Diane Brown, BA, CPRA, director of postacute education at HCPro, a division of BLR, in Danvers, Massachusetts. She underscores the huge impact on beneficiaries, many of whom are left in the dark about their outpatient status and its ramifications until long after their stay has ended.

"The beneficiaries who weren’t aware that they hadn’t been officially admitted come out of the hospital, and then they get whacked with a bill," says Brown.

And underlying the recent outcrop of beneficiaries under observation is a flawed foundational concept that fails to account for the clinical services provided in the hospital, says Ann M. Sheehy, MD, MS, associate professor and division head of hospital medicine at the University of Wisconsin School of Medicine and Public Health.

"We can deliver the same exact care to two patients that are in the beds next to each other?one is observation, one is inpatient?for three nights, and the inpatient gets to go to a nursing home and have the Medicare coverage; the outpatient does not," she explains. "That’s just really hard to swallow."

 

Flying under RA radars

Observation status has been a provision of the Medicare benefit since the program’s inception in 1965, but healthcare providers attribute the backlash facing beneficiaries today to the instatement of the nationwide Recovery Audit Contractor Program (now known simply as the Recovery Audit Program) nearly half a century later.

RAs are charged with combating reported instances of fraud and abuse throughout the healthcare system by detecting and recouping improper payments, such as those for noncovered, incorrectly coded, and duplicative services. However, because RAs are paid on a contingency basis, healthcare providers argue there’s a financial incentive for them to target practices that will yield the biggest monetary reward while providing the least grounds for contest, a strategy that Brown says has inspired them to take a hard line on regulations with obvious gray areas, like observation status.

"If you’re going to be paid that way . . . you want to find the low-hanging fruit," says Brown. "[Observation status is] a broad-based rule . . . and unless you have a lot of concrete examples to support a broad-based rule, nobody knows how it really works, and so the RAs took advantage of that."

Since CMS began phasing in the national RA program as directed by the Tax Relief and Health Care Law of 2006, the prevalence of observation status designation has soared. According to a March 2014 report by the Medicare Payment Advisory Commission, the number of outpatient observation claims increased 88% between 2006 and 2012?a trend that runs counter to financial motivation for hospitals, which are paid less for care delivered to a patient under observation than for that provided during an inpatient stay, even if the services are equivalent in both cases.

For their part, RAs deny responsibility for the climb. ­After a July 2014 Senate hearing that addressed observation status, the American Coalition for Healthcare Claims Integrity, an RA trade association, issued a statement stressing that the contractors audit less than 2% of Medicare records from any given provider and only focus on CMS-approved billing hot spots.

"While our coalition agrees that the use of observation status has evolved from its initial intent and administrators should work to clarify these payment policies, the suggestion that the Recovery Audit Contractor (RAC) program has caused this issue is false," Becky Reeves, spokesperson for the group, said in the statement.

But this alleged audit rate of less than 2% doesn’t hold for providers across the board, according to Sheehy, who points to a recent study she led that found RAs performed complex Part A audits on 8% of the total inpatient encounters had by three academic hospitals from 2010 to 2013. Complex reviews, as opposed to their automated or semi-automated counterparts, produce the vast majority of RA recoupments.

Regardless of disputes over the reasons behind observation status spikes, CMS introduced the two-midnight rule in 2013 in an effort to curtail them. Through the provision, the agency sought to clarify that hospitals can consider beneficiaries whose stays are expected to last at least two nights inpatients without the fear of RA review. But enforcement of the rule has been repeatedly delayed since its introduction, lambasted by hospitals as arbitrary, reductive, and potentially punitive toward innovations used to reduce lengths of stay.

Because many healthcare providers maintain that hikes in observation status are tied to RA scrutiny, Sheehy thinks major reform in both domains is necessary to make progress throughout the industry.

To that end, CMS and a couple of its RA contractors are currently locked in disputes over the terms of new contracts, which propose revisions to the way RAs are paid?a possible effort by CMS to discourage faulty recoupment of payments and to unclog RA decision appeal logjams.

SNF implications

Although hospitals are at the heart of the observation status crisis, those in the postacute sector are also feeling the fallout. SNFs are often the next stop for recently hospitalized patients whose stays have been deemed observation, such as those who will require short-term intensive therapy services after a medical illness. But days spent under observation don’t count toward the three consecutive days a beneficiary must remain in the hospital before Medicare coverage for subsequent nursing home care kicks in?a rule that is itself contentious. Some say the requirement flies in the face of continuum-wide pushes to return beneficiaries to the community as often and as quickly as possible.

"The reality is that the sooner a patient is out of the hospital, the better," says Porter. "Requiring a patient to be in a hospital for three days before they can access a benefit that gets them out of the hospital and ultimately on their way home seems a bit archaic to me."

And now that the requirement is increasingly tangled with observation stays, more and more patients are disqualified from SNF coverage, forcing them to choose between paying for rehabilitation services entirely out of pocket and jeopardizing their recovery by forgoing the follow-up care deemed necessary by their doctors.

Sheehy recalls the first time she witnessed the detrimental effects of such a decision. It was 2010, and she had just treated a woman who had stayed three nights in the hospital following a recent cancer diagnosis. At the time of discharge, Sheehy decided to order nursing home services for the patient, who was weak and dehydrated. But when Sheehy informed her case manager of this plan, she was told that the patient?a longtime Medicare contributor?would have to pay the cost in full because she had been under observation during her entire stay.

"All she should have had to do was worry about getting better," says Sheehy. "Now she was worried about her bill and how she was going to take care of herself at home because she didn’t have the resources to pay for a nursing home on her own."

But not all patients are granted even this modicum of warning that subsequent services won’t be covered?a shortfall that saddles SNF providers with the task of verifying the hospital admission status of prospective clients and communicating bad news to those whose nursing home stay wouldn’t be covered by Medicare.

Brown says hospitals sometimes compound this burden by retrospectively deciding to tag a stay as observation, potentially leaving nursing home providers as blindsided as residents come billing time.

 

The NOTICE Act only sets stage for reform

These knowledge gaps are precisely what theNOTICE Act targets. The bill would amend the Social Security Act with a provision requiring hospitals to provide oral and written notice to patients placed under observation for more than 24 hours, the reason for this designation, and its implications for service coverage within 36 hours of the classification, or, if the stay is shorter, upon discharge.

Advocates say the bill is an important move toward empowering beneficiaries to make informed decisions about their healthcare.

"They deserve to know [their status] in the hospital, so I think this transparency measure is a very good one," says Sheehy, though she adds that the bill would also increase pressure on hospital employees, who would be expected to create, supply, and test comprehension of additional paperwork, thereby upholding a regulation that doesn’t sit well with many. "It kind of leaves us holding the bag defending the policy which many of us don’t believe in," she explains.

But this burden may be more emotional than operational. Porter notes that similar requirements have been successfully implemented in some states, and that since hospitals are already expected to supply beneficiaries with notifications about many other services, one more variation shouldn’t be too hard to integrate into the workflow.

In addition to better preparing patients for care costs, Sheehy says the NOTICE Act would provide a bonus benefit for SNFs by ensuring new beneficiaries are already aware of their eligibility for Medicare coverage, thereby heading off painful conversations and payment disputes down the road.

First introduced last July and reintroduced in February of this year, the NOTICE Act breezed through the House in March. Because of its smooth sailing thus far, experts believe it’s a matter of when?not if?the legislation will become law.

"It passed the House unanimously, which doesn’t happen often in Congress, and I would venture to guess that the same will occur in the Senate," says Porter.

 

Digging deeper

Although advocates applaud the NOTICE Act for shining a light on the current state of observation status, they note that it doesn’t address the root of the problem.

"This does nothing to change observation policy," says Sheehy. "We really want this to be the first step and not the last step. We don’t want Congress to feel like they’ve . . . done something on observation and then not move forward on real observation reform."

Sheehy and Porter point to one recent bill in particular that digs deeper into the impact of observation status on beneficiaries seeking subsequent SNF care. The Improving Access to Medicare Coverage Act?first introduced in previous Congresses and revived this March as S. 843 in the Senate and H.R. 1571 in the House?would update Medicare policy to allow time spent under hospital observation to count toward the three-day inpatient stay required for Medicare coverage of subsequent SNF care.

Porter is in strong favor of this bill, as well as one that would rescind the three-day prior hospitalization requirement altogether: the Creating Access to Rehabilitation for Every Senior (CARES) Act of 2015 (H.R. 290), which was reintroduced in January.

"The three-day stay requirement . . . is as old as the program, but healthcare clearly has changed dramatically in the last 50 years, so there is a gross need for modernization of this particular policy," says Porter.

While the NOTICE Act and its more reform-oriented counterparts continue making their congressional rounds, Porter says stakeholders can aid the cause by forming coalitions or joining existing efforts to inform potential residents and the community at large about the current state of observation status, its damaging tie-in with the three-day stay rule, and the efforts underway today to remedy it. He also recommends contacting local members of Congress to further underscore these urgent issues.

In addition to widespread displays of support, Porter thinks the passage of either reform-driven bill hinges on the assumptions the Congressional Budget Office makes when calculating potential costs of their enactment. However, he says, their basic math makes sense.

"It is clearly a lot less expensive to be in a nursing facility receiving rehab than it is to be in a hospital under the acute care benefit," Porter explains.

Sheehy adds that bills centered on observation status reform could also potentially boost SNFs’ bottom lines by increasing eligibility for Medicare coverage of the services they provide and, in turn, making their care more affordable for prospective residents.

But even more importantly than the potential government and provider savings, Porter says severing the link between observation status and the three-day rule would speed beneficiaries’ recovery and return home.

"We heal better at home; there are less germs at home," he explains. "Doing away with the three-day stay, which would effectively solve the related issue of observation stays, would be . . . beneficial for the patient and their outcomes, and that’s the most important result."

HCPro.com – Billing Alert for Long-Term Care

Maine supreme court upholds immunity for CVO questionnaire

Case summary

Maine supreme court upholds immunity for CVO questionnaire

The Supreme Judicial Court of Maine (the "Court") upheld a superior court’s ruling granting immunity to two physicians who provided negative comments regarding a third physician when they responded to a questionnaire from a credentials verification organization (CVO).

The decision stems from a dispute where Kevin F. Strong, MD, sought damages from Rebecca M. ­Brakeley, MD, and Jonathan M. Bausman, MD, alleging defamation and tortious interference with his business relationship with St. Mary’s Regional Medical Center in Lewiston, Maine.

In 2013, Strong applied for staff privileges at St. Mary’s, which reached out to its contracted CVO, Synernet, to collect, verify, and dispense Strong’s credentialing information. Synernet sent professional reference questionnaires to Brakeley and Bausman, who completed and returned them. Synernet forwarded the responses to St. Mary’s, which ultimately chose to deny staff privileges to Strong. Strong subsequently filed his complaint in the superior court against Brakeley and Bausman, claiming the denial was a result of negative comments in their questionnaires.

In court, Brakeley and Bausman argued that their statements were entitled to absolute immunity pursuant to Section 2511 of the Maine Health Security Act and filed a motion for summary judgment. The superior court granted the motion, and Strong appealed.

Strong made several arguments for why Brakeley and Bausman’s statements didn’t meet the criteria for immunity, but the Court rejected his interpretation of the statute.

In its decision to affirm the superior court’s summary judgment, the Court discussed the language of Section 2511 and its three subsections, which outline the circumstances when a physician is afforded immunity from civil liability, and why Strong’s interpretation was incorrect.

Central to Strong’s argument was Subsection 3 of the statute, which states that physicians "assisting the board, authority, or committee in carrying out any of its duties or functions provided by the law" are afforded immunity. Strong argued that Synernet was not a board, ­authority, or committee and therefore Brakeley and Bausman were not immune. However, the Court interpreted that subsection to include professional competence committees, which the Maine Health Security Act defines to include "[e]ntities and persons, including contractors, consultants, attorneys and staff, who assist in performing professional competence review activities."

Since St. Mary’s contracted with Synernet to collect, verify, and dispense credentialing information for its competence review process, the Court concluded Synernet qualified as a professional competence committee and therefore was a board, authority, or committee pursuant to the statute.

Strong also interpreted the language of Subsection 3 to mean that it only provided protection to a physician if he or she was a member of the board, authority, or committee. The Court found this interpretation illogical as it twisted the meaning of the subsection from protecting the acts of the physician providing assistance to instead protecting the committee receiving the assistance.

 

Source:

Strong v. Brakeley, Docket No. And-15-260 (Me. Apr. 21, 2016).

What does this decision mean for you?
J. Michael Eisner, Esq., of Eisner & Lugli in New Haven, Connecticut: If the Maine statute had provided conditional immunity—for example, immunity only if the physicians acted “without malice”—there would have been no summary judgment. Conditional immunity opens the door to plaintiffs’ lawyers almost always alleging malice, meaning that the cases go to court, to the detriment of the peer review process. Conditional immunity means that an inordinate amount of time, money, and emotional capital will be expended to defeat claims that almost always have no substance.
In connection with peer review and credentialing, there always should be absolute immunity whether in state law, such as here, or in releases permitting physicians to provide recommendations to peer review/credentialing committees.
In the rare situations where there is physician misconduct in providing a false recommendation, there always is recourse, whether by complaints to state boards of medical examiners, which have jurisdiction over physicians’ licenses, or to specialty certification bodies that provide board certification. Deliberately false statements could lead to loss of license or loss of specialty board certification.

 

HCPro.com – Credentialing and Peer Review Legal Insider

Case managers trigger HIPAA concerns

Ask the expert

Case managers trigger HIPAA concerns

Learning objective

At the completion of this educational activity, the learner will be able to:

  • Identify strategies to carry out case management duties without running afoul of electronic record audits.

 

Editor’s note: CMM received the following question from a case manager and reached out to our experts to provide their thoughts on how others might avoid this issue in the future.

 

Q: I am a certified case manager working in an acute care hospital. As part of our job requirements, when working in the emergency room (ER), we are asked to problem solve throughout the day. We often get requests for information on patients seen in the ER who have since been discharged.

These requests include phone calls and actual visits from the department of children and family services (DCF) looking for information on cases that were seen in the ER. Case managers were not actually present during these patient visits; however, information is needed to complete investigations related to DCF and others.

From time to time, we also receive phone calls from patients who have been discharged and are having trouble filling prescriptions given to them due to insurance coverage for that particular medication. They sometimes require a different medication to ensure coverage from their insurance plan.

Some case managers working on the acute care floors get phone calls from physicians and other case managers with a request to look at a case, as a consult, wanting to know if criteria have been met to advance an observation case to inpatient. Often, the patient in question is not on the case manager’s assigned floor for the day. We also access patient records, which are not on our assignment for the day, when we step in to help other case managers with heavy workloads when our own work is caught up.

If asked a month later why we accessed a particular record, we cannot always remember. It is not recorded anywhere, especially if we are just looking at a case for a second opinion for meeting criteria.

As a result, we’ve encountered a problem. Recently, an electronic medical record (EMR) audit was started on a nurse case manager accused of accessing a record when she did not need to view the information. This case manager is unable to remember why she accessed this record. She does not write down every request she encounters in a day.

This case manager has demonstrated admirable integrity, even self-reporting to the corporate compliance office when she faxed a prescription to the wrong pharmacy because she felt it was the right thing to do.

As case managers, we are given extended access to all medical records, including records for our psychiatric hospital that is separate from the hospital but on the same campus. Wouldn’t our roles as professionals extend a respect to us that we do not surf medical records for entertainment? If the case manager was found to be in an EMR, there was a professional reason.

Besides trying to document every request for accessing the EMR, what can we do for self-protection?

I would think that with the level of access to EMRs that we have been given to complete our job responsibilities, there should be a level of respect and protection on situations like this.

 

A: "It’s unfortunate that a case manager is under investigation for alleged indiscriminate access of electronic medical records," says Stefani Daniels, RN, MSNA, CMAC, ACM, president and managing partner of Phoenix Medical Management, Inc., in Pompano Beach, Florida.

"The nature of the role requires frequent access to protected health information (PHI), and neither a care manager nor utilization review specialist, or social service counselor should fear reprisal. It will simply put up barriers for future information sharing."

The cautious case management team must avoid delaying or obstructing care and should be doing more sharing than not enough, she says.

To allow this function to occur without fear of running afoul of regulations, a hospital should clearly spell out its policies and procedures as part of the case management program plan, EMR and HIPAA policies, and policies governing access to PHI, says Daniels. (A recent blog post might be of interest: www.phoenixmed.net/the-p-in-hipaa-does-not-stand-for-privacy.html.)

Jackie Birmingham, RN, BSN, MS, CMAC, vice president emerita of clinical leadership for Curaspan Health Group in Newton, Massachusetts, agrees.

"The professional responsibility concept can only be used if it is in the case manager’s job description with a policy to back it up," she says.

Case managers should not release information directly to DCF. Instead, it should go to the medical records/health information management (HIM) department so the hospital can ensure the request complies with its record release policies, that the appropriate forms are signed, and that the release is tracked, she says.

The case manager should always step back and think about every interaction he or she has with a patient or family, whether he or she is the primary case manager or just assisting with a case to help answer questions, says Cheri Bankston, RN, MSN, director of Clinical Advisory Services at Curaspan. "When you are asked a question and give direction to a patient/family member, then that should be documented in the patient’s medical record for reference by the healthcare team, such as your example of needing help getting a prescription filled," she says.

To protect the case manager and the organization, Daniels recommends that the hospital policy be clear on the following three topics:

1.Calls from outside agencies or other providers about discharged patients should be referred to the HIM department. If HIM needs clinical assistance, it will be able to identify and contact the case manager who was working on the case and make a referral directly to that associate. Case managers should never have to access records of discharged patients unknown to them.

2.Discharged patients should be able to contact their care manager directly. It’s good policy and is a value-added service of the case management program. Hospital policy should support this effort and outline a process to confirm the caller’s identity to protect PHI. Similarly, strategies for handling calls from physicians or other providers requesting PHI should be included in the hospital policy.

3.Members of the patient’s care team are always helping each other?that’s what teamwork is all about. Often, that help requires access to a patient’s EMR even if that team member is not providing direct care. Specifically, the policy should require a brief statement in the utilization review software, case management application, revenue cycle application, or paper chart. Detailed background information justifying access to the EMR should not be necessary; a brief, signed statement is sufficient: "At the request of (insert name of physician, case manager, etc.), PHI was reviewed for admission review (or continuing stay review, second opinion, quality audit, confirm physician order, or other reason)."

 

Consults from coworkers or physicians with questions about whether a patient meets criteria are activities that do not require documentation in the patient’s medical record as a general rule since this pertains to billing and insurance, says Bankston. "These activities may occur at any time during or after the patient’s stay," she says. "They are more problematic when auditing and many organizations take that into consideration when reviewing this during an audit of who has accessed a patient record. These activities are classified by roles such as utilization review, and each staff member that falls into that category would need to have a role that allowed them access to that record, similar to a coder in medical records."

Record reviews regarding payment and meeting criteria aren’t usually documented in the patient’s record because they pertain to payment, says Bankston. "In both cases, hospital compliance and legal counsel should have clear guidelines for staff. It’s not reasonable to document a note every time you review a record for medical necessity."

But unless a review falls into those categories, the bottom line is if you are answering questions from a patient or giving direction to a patient or family member, you should document those conversations in the EMR.

 

Got a question for our experts? Submit it to Kelly Bilodeau at [email protected].

HCPro.com – Case Management Monthly

Texas Supreme Court grants writ of mandamus for peer review committee records

Case summary

Texas Supreme Court grants writ of mandamus for peer review committee records

The Supreme Court of Texas (the "Court") recently held that a trial court failed to adequately review allegedly privileged documents?to determine if they were disclosable pursuant to an exception to the state’s peer review statute?before issuing an order compelling Christus Santa Rosa Health System to produce them. As a result, the Court granted a petition for writ of mandamus filed by Christus, ordering the lower court to inspect the documents in question.

The documents concerned a peer review committee convened to review an unsuccessful surgery performed by Gerald Marcus Franklin, MD, in March 2012 to remove the left lobe of a patient’s thyroid gland. Franklin instead removed thymus gland tissue, requiring the patient to undergo a second surgery.

According to Franklin’s deposition, several weeks after the failed surgery he met with a three-member medical peer review committee to provide a verbal report. He said that complications arose due to an abundance of scar tissue, which made it difficult to distinguish between thymus and thyroid tissue. The unavailability of a cryostat machine, a critical piece of equipment that Franklin would have used during the surgery to diagnose the removed tissue, led him to end the surgery. During the meeting, the committee concluded that Franklin’s actions were reasonable and the committee chose not to take action.

As a result of the failed surgery, the patient filed a malpractice lawsuit against Franklin and his medical group in March 2013. Franklin subsequently filed a motion to designate Christus as a responsible third party, alleging that the unavailability of the cryostat machine was responsible for the surgery’s failure. The patient went on to add Christus as a defendant in the suit.

In March 2014, Franklin served Christus with a request to produce documents from its medical peer review file. Christus objected, arguing that the documents were protected from discovery under the medical peer review committee privilege provided by the Texas Occupations Code section 160.007(a), which states, "[E]ach proceeding or record of a medical peer review committee is confidential, and any communication made to a medical peer review committee is privileged."

Following an in camera review, the trial court ordered Christus to produce the documents under a protective order that mandated that they be disclosed only to Franklin and his attorneys.

Christus filed a motion to reconsider, which the trial court denied. Christus then filed a petition for writ of mandamus in the court of appeals, which was also denied, leading to it filing the petition with the state supreme court.

At issue was the interpretation and scope of an exception provided by Texas Occupation Code section 160.007(d), which states, "If a medical peer review committee takes action that could result in censure, suspension, restriction, limitation, revocation, or denial of membership or privileges in a healthcare entity, the affected physician shall be provided a written copy of the recommendation of the medical peer review committee and a copy of the final decision, including a statement of the basis for the decision."

Franklin argued that the documents were subject to disclosure under the exception because, even though the committee opted not to take any action, the medical peer review committee had the opportunity to recommend discipline.

The Court disagreed with Franklin’s interpretation of the privilege: "Looking to the intent of the Legislature, as we must, we conclude that the Legislature intended a medical peer review committee do more than simply convene for review for the exception to apply."

The Court found that applying this interpretation would require disclosure of a medical peer review committee’s documents every time it conducted a review, regardless of its outcome.

"Under this interpretation, it is difficult to conceive of an instance where the physician would not be entitled to the documents and the documents would remain privileged. This would in turn enfeeble confidentiality and prevent physicians from engaging in candid and uninhibited communications, which is essential for improving the standard of medical care in the state," the Court wrote.

The Court also found that the trial court did not review the documents in camera sufficiently to determine if the medical peer review committee took any actions that could result in one of the disciplinary actions listed in the exception to the medical peer review committee privilege, such as censure, suspension, or denial of privileges.

The trial court judge had stated he went through the documents page by page only to ensure that patient’s health information and social security numbers were not disclosed and didn’t look at the documents "closely enough" to determine whether the committee had taken any actions. Christus had argued that an in camera inspection of the documents would clarify if the exception applied.

The Court concluded that the trial court abused its discretion when it ordered Christus to produce the medical peer review committee documents; and ordered the trial court to vacate its order compelling production of the documents and to review the documents further to see if the exception applies.

Source: In re Christus Santa Rosa Health Sys., No. 14-1077 (Tex. May 27, 2016).

 

What does this mean for you?

J. Michael Eisner, Esq., of Eisner & Lugli in New Haven, Connecticut: The Court’s decision stands for the fundamental proposition that a court must comply with the plain meaning of the statutes that it is interpreting. While this may seem to be a "no brainer," too many courts ignore the plain meaning of statutes and act as if they were legislative bodies. Here, the statute required that disclosure only be made if the peer review committee recommended certain actions. According to the Texas Supreme Court, in spite of the clear wording in the statute, the trial court ordered disclosure without making the requisite determination(s). The Supreme Court sent the matter back to the trial court, ordering it to follow the statute.

HCPro.com – Credentialing and Peer Review Legal Insider

29806 vs 29807

Looking for some guidance. The following procedure was coded 29807. Doctor believes this is incorrect and should be 29806. Thoughts?

"…Using a spinal needle I inflated the glenohumeral space using 30mL of normal saline. Using standard surface landmarks, I crated a posterior arthroscopy portal. The arthroscope was introduced in the glenohumeral joint. There was a positive drive-through sign and anteriorly the labrum was noted to be absent along the entire anterior surface of the glenoid. Inferiorly the labrum was present. the posterior labrum was also intact. Anterior portal was created and a cannula was inserted. A prove was introduced in the joint revealing the the posterior labrum was stable to probing. There was a large Hill-Sachs deformity, which appeared to be non-engaging. The rotator cuff was visualized superiorly and note to be intact with no tearing. The biceps tendon was visualized with not intrasubstance tearing or erythema; however, there was a type 2 SLAP tear a the biceps tendon anchor. A tissue elevator was introduced into the joint and the anterior and inferior labrum were elevated off the anterior edge of the glenoid. The camera was then brought through the anterior portal and the anterior glenoid and labrum were inspected. The tissue quality of the anterior labrum was very poor and the capsule was quite patulous. The camera was brought back to the posterior viewing portal. The decision was made to repair the remaining labrum and incorporated capsule for capsule labral repair . Using a suture lasso I began at the inferior 6:30 position and secured a nice portion of capsule and labral complex. The was repaired to the anterior aspect of the glenoid using a pushlock anchor. Three additional anchors were placed in the anterior aspect of the glenoid incorporating both the capsular and labral complex. Lastly, the biceps anchor was secured using a PushLock anchor superior anteriorly on the glenoid. After repair the capsule and labral structures there was no reaming drive-through sign…"

Medical Billing and Coding Forum

Discharge resource centers on the upswing

Discharge resource centers on the upswing

Learning objective

At the completion of this educational activity, the learner will be able to:

  • Discuss the advantages of using a centralized postacute resource center to carry out discharge plans.

 

Discharge planning has become more important in recent years. Not only is the government putting new focus on ensuring hospitals are helping patients to move to the next level of care more efficiently (see related story on p. 3), but research shows that patients are safer and less likely to return to the hospital if these transitions are well managed.

However, ensuring that discharge plans are carried out efficiently and effectively has been a challenge for many organizations. Enter the postacute resource center (PARC)?a new department many hospitals are adding, which is specifically tasked with ensuring a smooth transition to postacute follow-up.

"I encountered the concept of a ‘resource center’ back in 1997 in a Connecticut hospital," says Stefani Daniels, RN, MSNA, CMAC, ACM, president and managing partner of Phoenix Medical Management, Inc., in Pompano Beach, Florida. The concept was working so well at this hospital the leadership team asked that it not be disturbed during their case management redesign, she says. "Since then, I’ve been a huge proponent of having a centralized PARC since I’ve seen firsthand what a value-added service it provides to the entire hospital community."

There are many ways to structure a PARC, but Daniels advocates for using a centralized model, one group that is tasked with facilitating the logistics necessary to carry out discharge plans, because it is the most efficient. In this model the PARC isn’t involved in the discharge planning process?that requires professional assessment?but the PARC team ensures that the plan is carried out.

"Once the process of referring discharge plans prepared by the patient’s nurse or a care manager to the PARC for facilitation is tested and reinforced, the scope of the PARC’s service can be broadened to include other community-based services, such as arranging and follow-up of postacute primary care or clinic appointments," she says. PARCs can also be marketed to community-based physicians to arrange immediate home care services to avoid an emergency department (ED) visit or direct admission. Organizations can also use PARCs as the coordinating arm of an active transitional care program when inpatients are identified as potential candidates for short-term transitional care, says Daniels.

 

The model in practice

Daniels recently helped ProMedica Monroe Regional Hospital in Michigan add a PARC during a larger case management department revamp. Gary Moorman, DO, vice president of medical affairs at ProMedica Monroe Regional Hospital says the hospital’s PARC acts as a hub, a central location where clinical care coordinators and physicians are able to hand off the plan they develop to individuals whose job it is to ensure it is carried out properly.

The discharge hub handles referrals, arrangements for extended care, and helps schedule follow-up physician appointments and home healthcare, says Moorman.

Clinical care coordinators along with physicians develop the discharge plans and then hand them off to the discharge hub, which is staffed by a mix of social workers and support staff.

Not only has this initiative saved money by freeing clinical staff members from the logistical aspects of discharge planning follow-up, but it has also given social workers at the organization, who were formerly in charge of these discharge planning duties, more time to focus on their real job, social work, says Moorman.

Having staff members designated for discharge follow-up helps to ensure that discharge planning tasks don’t fall through the cracks and that there is a central contact for follow-up.

"The discharge process is more coordinated, and potentially safer and more efficient," says Moorman.

He says the organization hopes the PARC will also bring the added benefit of reducing readmissions among its high-risk patients by keeping in closer contact with those individuals and helping to improve the likelihood that they will comply with follow-up care recommendations by helping them schedule their follow-up appointments.

"I think the patients generally are overall satisfied," he says. The nurses on the floor have also been happy with the effort because they’re seeing an improvement in communication.

A changing regulatory landscape

Using a PARC may become increasingly advantageous in coming years, in particular if expected changes to CMS’ Conditions of Participation for discharge planning go into effect, says Daniels. "It is expected that discharge planning, a core competency of the professional nurse, will be restored to the patient’s nurse who will once again be responsible for collaborating with the care team to establish a discharge plan for patients who are not assigned to a care manager and who typically have routine discharges to home or home with home care or DME or return to SNF," she says. "Having a PARC to facilitate that plan will be essential. Similarly, as care managers working in a fee-for-value environment are expected to monitor progression of care for selected patients more assertively, they too will benefit from having a PARC work its magic."

Organizations looking to add a PARC should recognize that this is only one component of the overall case management department and might not have worked as well if other changes hadn’t been made to support the effort, says Moorman. At their organization this larger redesign also included better defining special functions for case managers, UR, and social work to ensure the process was as efficient as possible. "You probably want to look at the whole process, not just the discharge piece of it," says Moorman. But having a new hub for discharge duties has definitely helped to make patient transitions more efficient.

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