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Tag Archives: care

Accountable care units can help streamline communication and reduce length of stay

Accountable care units can help streamline communication and reduce length of stay

Learning objective

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

  • Identify the potential advantages and challenges involved with establishing a hospitalist accountable care unit

 

Opening the lines of communication between clinicians and specialists to make care more efficient can be a sizable challenge.

At many facilities, hospitalists shuttle from floor to floor to see patients, each time trying to track down the nurse and other professionals working on each case. Information is typically transferred through an inefficient system of pages and phone calls?sometimes taking hours at a time to deliver crucial pieces of information.

Enter the accountable care unit?a new way of configuring care systems that can help to uncoil tangled communication wires between clinicians and support staff to provide care that is more efficient and streamlined.

In this model, hospitalists work with patients in a specified geographical area of the hospital in conjunction with interdisciplinary teams.

Having patients in one area helps make care more efficient, and as one hospital system in New Mexico learned, can also reduce length of stay and increase cost-efficiency.

 

A push toward regionalization

Regionalization of hospitalist patients is becoming more common today, because of the benefits it’s been shown to bring, says Stefani Daniels, RN, MSNA, ACM, CMAC, founder and managing partner of Phoenix Medical Management in Pompano Beach, Florida. Those benefits include:

  • Improved teamwork, care coordination, and communication
  • Fewer readmissions
  • Improved resource management to lower cost of care
  • Improvements in patient satisfaction
  • Reduction in inefficiencies

"I’m pushing accountable care units at all my hospital clients," says Daniels. But while the will is there in many cases to make the change, it’s not always an easy conversion.

Sometimes these initiatives face pushback from physicians concerned about personnel or scheduling issues.

Other challenges include:

  • The lack of diagnostic diversity that results from having set teams on a unit
  • The challenge of deciding whether teams should be flexible or static
  • Hammering out logistical issues, such as how patients should be triaged and how beds are managed

 

Despite the challenges these initiatives can face, Presbyterian Medical Group in Albuquerque, New Mexico successfully implemented a unit-based model with multidisciplinary rounds about six years ago, says David J. Yu, MD, MBA, FACP, SFHM, medical director of adult inpatient medicine service for Presbyterian Healthcare Services.

The initiative was prompted by a desire to improve inefficiencies and streamline care. "We basically needed to improve patient flow and communication," says Yu. "But we also realized it was a very large process because it involved almost every department, including case managers, physical therapy, nursing, and ancillary services."

To overcome that daunting multi-departmental challenge, officials enlisted the hospital’s Lean Six Sigma group to help coordinate the project.

Presbyterian sought to trade its outmoded care model for something more efficient; one that would improve communication and eliminate delays related to breakdowns in this area.

The changes began as a unit-based project with multidisciplinary whiteboard rounds, a daily meeting that included the hospitalist, nursing staff, care coordination, physical therapy, and other specialists. They discuss the treatment plan and the goals related to the patient care both for that day and the hospitalization for each patient, he says.

The success of that pilot program led officials to implement the same unit-based model in eight of the medical floors at the hospital.

The payoff for the organization has not only been a huge boost in the efficiency of communication, but reduced length of stay for patients. "We’ve seen significant improvements in the average length of stay. This is not because we’ve reduced therapeutic time, but because we’ve reduced inefficiencies," says Yu. Lag time created by communication gaps has been tightened up, allowing patients to move through the system more quickly and efficiently.

To ensure that these new efficiencies weren’t resulting in quality reductions, Yu says the organization also tracked readmissions, which remained steady, confirming that faster discharges weren’t compromising patient care.

 

Overcoming obstacles

Presbyterian has managed to overcome many hurdles that can make this model a challenge. Although these changes have been successful, they have not necessarily been quick.

"I think in many cases people are just interested in a quick fix," says Yu. This process has been anything but. More than half a decade in, Yu says the program is still a work in progress and the team is continually looking to make improvements.

The initiative took time because it addressed the underlying structure of the organization and didn’t just make surface changes that can’t be sustained.

"I like to use the analogy of painting a wall. The painting is the easiest part. What takes time is all the prep work getting the surface ready," he says.

Most organizations just want the paint on the wall?they aren’t willing to address work needed to fix the underlying structure. "This really is a foundational project that takes months and years to develop and mature," he says.

This project not only solved many communication problems at the organization, but it also helped to ready the facility for the new era in healthcare ahead?one where revenue is driven by quality, not volume.

Organizations that want to thrive in this new model will need to rethink antiquated processes and systems going forward, he says. Those that don’t may not survive in this model.

 

Steps to success

For an initiative like this one to be successful, it has to be well designed and have support?both in commitment and in terms of dollars?from upper management.

"A lack of resources is another reason why a lot of these projects fail," says Yu. "The hospital doesn’t want to fund it. If only one department is very excited about the project, it won’t work."

The model involves a major change that requires support from multiple disciplines. "Without the support of leadership it’s not going to succeed," he says.

You also have to give hospital staff members a reason to support it, which may be the biggest challenge.

"It has to successfully answer the question, ‘What’s in it for me?’ " says Yu.

If the changes are onerous and provide little benefit to the people they affect, there’s little incentive for anyone to support it.

"Understand your worker and your project," he says. And overcoming barriers may involve system and even contract changes, he says.

If you can get that support, you can make changes that will improve communication and consequently care at your organization?and help ready it for the changing healthcare landscape of the future.

HCPro.com – Case Management Monthly

Care Plan and E/M

I code for some Chiropractors that do not adjust until the patient’s second visit. At the second visit, the Dr. will discuss their findings from the XRay, and create a Care Plan- Educating the patient on how often they need to be seen and what exercises they can do to speed up the process. They also spend a fair amount of time discussing the billing aspect- How much they predict insurance will pay, and what will be out of pocket.
They then perform the first adjustment. The appointment typically lasts 30-45 min- only about 10 of which are spent as the adjustment.

I told the Chiropractors that I believe that they can bill a low level E/M with -25 modifier in addition to the adj. code. They would like additional documentation backing this up.

Does anyone have any opinions or information that I could present to the doctors?

Thanks!

Medical Billing and Coding Forum – Chiropractic

3 Payer-Driven Strategies to Transform Care Models




Health Leaders Media


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  February 10, 2016 Follow us on FacebookFollow us on TwitterJoin us on LinkedInRSS feed

3 Payer-Driven Strategies to Transform Care Models

Rene Letourneau, Senior Editor for HealthLeaders Media

Spectrum Health, a not-for-profit, integrated, managed care healthcare organization, is focused on redesigning care models to increase value. Its insurance arm has been key. >>>

 

Editor’s Picks

CVS Health Posts Strong Retail, Omnicare Outlook

CEO Larry Merlo is upbeat about the growth potential for walk-in clinics and as a consequence of its acquisition of OmniCare last summer, sees "opportunities across the spectrum in skilled nursing, assisted living, and the independent living spaces." >>>

How CMS Aims to Boost MSSP Participation

By proposing changes to performance benchmarking, Medicare officials are trying to improve the odds that cost-effective healthcare providers will earn spending-benchmark-beating payments in the Medicare Shared Savings Program. >>>

As Pension Plan Red Ink Flows, A Health System Reacts

Defined benefit plans at health systems all over the country are floundering under the combined weight of rising premiums, low interest rates, and an updated lifespan forecast from the Society of Actuaries. >>>

Unwise Medical Choices Stubbornly Defy Eradication

Studies suggest both physicians and patients are reluctant to give up low-value healthcare services that waste money and can do more harm than good. >>>

Medical Boards Fail to Punish Docs Who Commit Sexual Misconduct

An analysis of data from the National Practitioner Data Bank shows that 70% of physicians sanctioned for sexual misconduct by a hospital or other healthcare organization were not disciplined by state medical boards for their behavior. >>>

A Payer and a Partner Make the Case for Extensivists

Advocates for the extensivist model say it doesn’t replace primary care, but provides additional oversight and resources needed to prevent gaps in care. Older, sicker patients in particular, have been shown to benefit. >>>

AHA Slams CMS for ‘Unlawful’ Two-Midnight Rule Pay Reduction

The American Hospital Association is highly critical of CMS’s decision to reduce IPPS payments as a result of implementing the two-midnight rule, with the organization seeking more information on the cut. >>>

Business Roundup: LifePoint Health Enters South Carolina Hospital Market

Under LifePoint’s deal finalized this month with Sisters of Charity Health System, Providence Hospitals will change its tax status to for-profit and will pay taxes, but will retain its Catholic affiliation, mission, and charity care mandates. >>>

Intelligence Report

Intelligence Report: The Outpatient Opportunity—Expanding Access, Relationships, and Revenue

In this HealthLeaders Media research report, the reasons behind ambulatory and outpatient care expansion may originate from different strategic points of view, but the tactics and objectives have much in common.
Order Today >>>


News Headlines

Healthcare ‘homes’ save MN $ 1 billion

Star Tribune, February 10, 2016

Virginia hospital group bankrolls ominous-sounding TV ads against regulatory bill

The Washington Post, February 10, 2016

Cigna and Novartis set heart-drug price based on health outcome

Reuters, February 10, 2016

White House seeks $ 1.8 billion for Zika virus response

NBC News, February 9, 2016

Bill would require identifying struggling VA hospitals

The Tennessean, February 9, 2016

Opinion: Hospitals can succeed with episode-based bundled payments

U.S. News & World Report, February 9, 2016

Why it took years for the FDA to warn about infections tied to medical scopes

Los Angeles Times, February 8, 2016

The 20 best jobs in healthcare

Business Insider, February 8, 2016

The big problem with high healthcare deductibles

The New York Times, February 8, 2016

Companies form alliance to target healthcare costs

The Wall Street Journal, February 5, 2016

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Our award-winning Daily News & Analysis e-newsletter can keep your leadership team abreast of relevant breaking news, and with in-depth industry coverage through 10 weekly e-newsletters that hit every pillar of healthcare, we’ve got your whole leadership team covered. Subscribe to any — or all — of our e-newsletters.

Multimedia/Events

Webcast: Using Embedded Case Managers to Reduce Readmissions and Streamline Care

Date: February 16, 2016, 1:00–2:00 p.m. ET
In this expert webcast, discover how organizations have improved quality and clinical outcomes through embedded case management.
Register Today >>>

From HealthLeaders Magazine

Big Ideas

What big ideas have you enacted? What big opportunities await your organization? >>>

 

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HCPro.com – Health Plan Insider

Getting Greater Good Quality Exam Table For Greater Medical Care

Examination is the basic of patient cure procedure. By doing thoroughly examination, a doctor will be able to make correct diagnosis of patient health condition. The doctor will be able to know what kind of treatment is the best for a patient after doing examination of the patient on the exam table. That is why examination table can be considered as the most important equipment in medical field.

Consider about the comfort level of examination table. It is important to make the patient feels comfortable since you never know what kind of disease and pain that the patient endures. You should not choose medical examination table that is too soft or too hard because the patient might feel discomfort.

Eventhough wellness and healthcare is not fully associated with disabled people. It is important to pay attention at this issue since not all people can move their body easily. Some people have disabilities that make them hard to reach the examination table. You can participate in promoting better healthcare by getting the right exam table that can be good for disabled people. Do not forget to ask the patient about the best and most comfortable position for your patient with disability.

Though, it is hard to get the right examination table for people with disability, you can discuss how to get the right one with your disabled patients. They will surely help you to find the correct one since you have good enthusiasm in providing better healthcare equipment for your patients. Speak directly to your patient and not the guardian in order to get clear information about the most comfortable examination table position for your patient.

During examination, you need to take notes of your patient problem. It is beneficial to remember the details of your patient health record. Before the visit ends, make sure that you ask again the details of your patient health record to know whether what you write is accurate or not. Be sure to remind the patient about the best recovery method that can increase their health.
We can find people with disabilities live longer than in the previous cases. People with disabilities now receive better treatment than in the past. If you want to contribute in making them living in better condition, you can start by getting better exam table that can be good to treat people with disabilities. Ask your patient about the best healthcare that can suit their need. It is essential to make them able to experience better live just like people with no disability.

Perform thoroughly and detailed examination to know the health condition of your patient. If you have got the right examination table for people with disabilities, you will be able to perform medical diagnosis better than the other doctors who do not have the right examination table for people with disabilities. That is why we can consider that examination table is one of the most important things to support medical examination.

In case you are interested in better health care, you can consider of getting exam table. There are varieties of exam table available on the market. You might want to take a look at exam room table that can be useful for medical examination.

Related Medical Coding Cpc Exam Articles

Home Health Care: Proper Certification Required

Originally Published on CMS.gov

The Affordable Care Act requires a physician or a non-physician practitioner to have a face-to-face encounter with the beneficiary before a physician certifies the beneficiary’s eligibility for the home health benefit. One aspect of the certification is for the certifying physician to certify (attest) that the face-to-face encounter occurred and document the date of the encounter. For medical review purposes, Medicare requires documentation in the certifying physician’s medical records and/or the acute/post-acute care facility’s medical records to be used as the basis for certification of patient eligibility. This documentation must include the clinical note or discharge summary for the face-to-face encounter. Avoid home health claims payment denials or improper payment recoveries by understanding Medicare’s requirements.

 

Resources:

 

MLN Matters® Articles:

The Medical Management Institute – MMI – Medical Coding News & MMI Updates

New Payment Models and Rewards for Better Care at Lower Cost

Originally Published by CMS.gov

On July 25, 2016, the Department of Health & Human Services (HHS) proposed new models that continue to shift Medicare reimbursements from quantity to quality by creating strong incentives for hospitals to deliver better care at a lower cost. These models would reward hospitals that work together with physicians and other providers to avoid complications, prevent hospital readmissions, and speed recovery.

Background

Under the proposed episode payment models, the hospital in which a patient is admitted for care for a heart attack, bypass surgery, or surgical hip/femur fracture treatment  would be accountable for the cost and quality of care provided to Medicare fee-for-service beneficiaries during the inpatient stay and for 90 days after discharge. Participating hospitals will receive a separate target price for each MS-DRG under the model. All providers and suppliers would be paid under the usual payment system rules and procedures of the Medicare program for episode services throughout the year. At the end of a model performance year, actual spending for the episode (total expenditures for related services under Medicare Parts A and B) would be compared to the Medicare quality-adjusted target episode price that reflects episode quality for the responsible hospital. Hospitals that work with physicians and other providers to deliver the needed care for less than the quality-adjusted target price, while meeting or exceeding quality standards, would be paid the savings achieved. Hospitals with costs exceeding the quality-adjusted target price would be required to repay Medicare.

Episode Payment Model Details

Setting Target Prices for Specific Conditions

Each year, CMS would set target prices for different episodes based on historical data on total costs related to the episode for Medicare fee-for-service beneficiaries admitted for heart attacks, bypass surgery, or surgical hip/femur fracture treatment, beginning with the hospitalization and extending 90 days following discharge. Target prices would be adjusted based on the complexity of treating a heart attack or providing bypass surgery. For example, CMS proposes to adjust prices upwards for those heart attack patients who need to be transferred to a different hospital during their care to reflect the most resource-intensive cardiac care provided during the hospitalization. For heart attack patients, target prices would also differ depending on whether the patient was treated with surgery or medical management.

Target prices would be based on a blend of hospital-specific data and regional historical data:

July 1, 2017 – December 31, 2018 (performance years 1 and 2): Two-thirds participant-specific data and one-third regional data;

2019 (performance year 3): One-third participant-specific data and two-thirds regional data; and

2020 – 2021 (performance years 4 and 5): Only regional data.

 

Paying More for Higher-Quality Care

Under the proposed bundled payment models, hospitals that delivered higher-quality care would be eligible to be paid a higher amount of savings than those with lower quality performance. Specifically, an individual hospital’s quality-adjusted target price would be based on a 1.5 to 3 percent discount rate relative to historical spending, with the lowest discount percentage for those hospitals providing the highest-quality care. Payments would be based on a quality-first principle: only hospitals meeting quality standards would be paid the savings from providing care for less than the quality-adjusted target price.

Hospitals would be assessed based on quality metrics appropriate to each episode, using performance and improvement on required measures that are already used in other CMS programs and submission of voluntary data for other quality measures in development or implementation testing:

Heart attacks:

Hospital 30-Day, All-Cause, Risk-Standardized Mortality Rate Following Acute Myocardial Infarction (AMI) Hospitalization (NQF #0230)   
Excess Days in Acute Care after Hospitalization for Acute Myocardial Infarction
Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) Survey (NQF #0166)
Voluntary Hybrid Hospital 30-Day, All-Cause, Risk-Standardized Mortality eMeasure (NQF #2473) data submission

 
Bypass surgery:

Hospital 30-Day, All-Cause, Risk-Standardized Mortality Rate Following Coronary Artery Bypass Graft (CABG) Surgery (NQF #2558)
HCAHPS Survey (NQF #0166)

Hip/femur fractures (same measures as in the existing Comprehensive Care for Joint Replacement (CJR) model):

Hospital-Level Risk-Standardized Complication Rate Following Elective Primary Total Hip Arthroplasty (THA) and/or Total Knee Arthroplasty (TKA) (NQF #1550)
HCAHPS Survey (#0166)
Voluntary Total Hip Arthroplasty (THA)/Total Knee Arthroplasty (TKA) Patient-Reported Outcome (PRO) and Limited Risk Variable data submission

As part of implementing the new models, CMS would provide hospitals with tools to help them improve care coordination and deliver higher-quality care. Proposed activities include providing participants with relevant spending and utilization data, waiving certain Medicare requirements to facilitate development of novel approaches to the delivery of care, and facilitating the sharing of best practices between participants through a learning and diffusion program.

Phased Implementation

Recognizing that hospitals will need time to adapt to the new models and establish processes to coordinate care, the proposed rule includes a number of measures to ease the transition, including gradually phasing-in risk.

Downside risk (possible repayments to Medicare) would be phased in:

 July 2017 – March 2018 (performance year 1 and quarter 1 of performance year 2):  No repayment;
April 2018 – December 2018 (quarters 2 through 4 of performance year 2): Capped at 5 percent;
2019 (performance year 3): Capped at 10 percent; and
2020 – 2021 (performance years 4 and 5): Capped at 20 percent.

Gains (payments from Medicare to hospitals) would be phased in:

 July 2017 – December 2018 (performance years 1 and 2): Capped at 5 percent;
2019 (performance year 3): Capped at 10 percent; and
2020 – 2021 (performance years 4 and 5): Capped at 20 percent.

The first performance period would run from July 1, 2017 to December 31, 2017. The second through fifth performance periods would align with calendar years 2018 through 2021.

How the Bundled Payments Would Work: An Example

Consider hospitals in model years 4 and 5 in a region where Medicare historically spent an average of $ 50,000 for each coronary bypass surgery patient, taking into account the costs of surgery as well as all related care provided in the 90 days after hospital discharge. Target prices would reflect the average historical pricing minus the discount rate based on quality performance and improvement.

Hospital A is performing at the highest overall level on quality measures and its discount rate is 1.5 percent for the episode. As a result, its quality-adjusted target price for bypass surgery is $ 49,250 (or $ 50,000 minus the discount of $ 750). By taking measures to avoid readmissions and other unnecessary costs, Hospital A is able to reduce average total hospitalization and related 90-day post-discharge costs for bypass surgery patients to $ 48,000. Hospital A would be paid average savings of $ 1,250 per patient. Hospital B in the same region also reduces its average costs to $ 48,000 per patient. However, it achieves only acceptable overall performance on quality measures. Its discount rate is 3 percent and its quality-adjusted target price is $ 48,500 (or $ 50,000 minus the discount of $ 1,500). Hospital B would be paid average savings of only $ 500 per patient. Hospital B in the same region also reduces its average costs to $ 48,000 per patient. However, it achieves only acceptable overall performance on quality measures. Its discount rate is 3 percent and its quality-adjusted target price is $ 48,500 (or $ 50,000 minus the discount of $ 1,500). Hospital B would be paid average savings of only $ 500 per patient. 

Participants in the New Bundles

For the new cardiac bundles, participants would be hospitals in 98 randomly-selected metropolitan statistical areas (MSAs). Hospitals outside these geographic areas would not participate in the model.  There is no application process for hospitals for these models.

Because the hip/femur fracture surgeries model builds upon the existing CJR model, CMS proposes to test these bundled payments in the same 67 MSAs that were selected for that model.

Rural counties are excluded from the models. In addition, CMS proposes to limit financial risk for the remaining rural hospitals that are located in participating MSAs, such as sole community hospitals, Medicare-dependent hospitals, and rural referral centers.  Specifically, these hospitals’ total losses are limited to 3 percent for the second through fourth quarters of 2018 and 5 percent for 2019 through 2021.

Collaboration with Other Providers

One of the major goals of bundled payments is to encourage coordination among all providers involved in a patient’s care: for example, collaboration between hospitals and physicians and skilled nursing facilities. Therefore, as in the CJR model, CMS is proposing to allow hospital participants to enter into financial arrangements with other types of providers (for example, skilled nursing facilities and physicians), as well as with Medicare Shared Savings Program Accountable Care Organizations (ACOs). Those arrangements would allow hospital participants to share reconciliation payments, internal cost savings, and the responsibility for repayment to Medicare with other providers and entities who choose to enter into these arrangements, subject to the limitations outlined in the proposed rule.

Evaluation

As noted above, preliminary results from other tests of bundled payments for cardiac and orthopedic care suggest that these models have strong potential to improve patient care while reducing costs. Because they will include a wide range of hospitals around the country, the models announced today will allow CMS to test the impact of bundles on quality and cost when implemented at scale and across all types of providers and patients.

CMS’s evaluation of the models will examine quality during the episode period, after the episode ends, and for longer durations such as one year mortality rates. CMS will examine outcomes and patient experience measures such as mortality, readmissions, complications, and other clinically relevant outcomes. The evaluation will include both quantitative and qualitative data and will use a variety of methods and measures in assessing quality. The outcomes examined will include: claims-based measures such as hospital readmission rates, emergency room visits rates, and the amount of care deferred beyond the 90-day post-hospital discharge episode duration; HCAHPS satisfaction and care experience measures; and functional performance change scores from the patient assessment instruments in home health agencies and skilled nursing facilities. In addition, CMS plans for the evaluation to include a beneficiary survey that will be used to assess the impact of the model on beneficiary perceptions of access, satisfaction, mobility, and other relevant functional performance measures.

In addition to the formal evaluation, CMS is proposing continuous monitoring of arrangements between participants and collaborators and auditing of patients’ medical records to allow early detection of and intervention in any quality concerns.  

 

Additional Information

The Medical Management Institute – MMI – Medical Coding News & MMI Updates

University of Missouri settles health care fraud claim

Settling a claim that their health care program committed fraud, the University of Missouri has agreed to pay the United States government $ 2.2 million. The program had been accused of violations of the False Claims Act by submitting many claims for their radiology services to various federal programs (such as Medicare and Medicaid), and also for maintaining that radiology images had receive physician review.

You can read the full article here: http://www.kansascity.com/news/business/national-international/article87143042.html

The post University of Missouri settles health care fraud claim appeared first on The Coding Network.

The Coding Network

Medical coding one of the fastest growing sectors in health care: Coders getting certified!

Health information technicians are considered as one of the 10 fastest-growing allied health occupations according to the US Bureau of Labor Statistics (BLS), with Medical billers and coders being in high demand among the allied health occupations.

Further increase in terms of job outlook is expected in the sector of Medical Coding with demand for professionals expected to increase by 18% considering the increased shift from paper to data storage in patient documentation and increased shortage of qualified professionals with specialized skill-sets. 

According to the U.S. Department of Labor continued job growth for medical coders and billers is stimulated due to the increased medical need of geriatric population and the number of health practitioners. Moreover the Occupational Outlook Handbook states that earnings vary widely and pay levels are ascertained mainly as per experience and qualifications, hence various medical coders are opting for certifications in varied specializations to make the most of the growth in this sector. 

Medical Coders rational in getting certified: Opportunities through certification

A national study of workers in their mid-30’s illustrated that 43% of license and certificate holders earned more than associate’s degree graduates, moreover as many employers prefer to hire candidates with certification, earning a Medical Billing and coding certification gives the coder an added competitive edge in the job market. On gaining experience in this field pursuing medical billing and coding certification in a particular specialty—beyond just basic certification— can immensely help in capturing the growth in this industry. In general, average salary for a medical billing and coding professionals is anywhere between $ 38,000 and $ 50,000 per year, while the ones at the top of their pay scale can earn more than $ 74,000. 

A recent survey by American Hospital Association depicts that nearly 18% of billing and coding positions remain vacant due to a lack of qualified candidates, with most physician practices in preference of hiring well qualified medical billers and coders – certified in their field, to as far as possible avoid legal ramifications of incorrect billing. Also various medical coders working independently from home at times need to get additional licenses and certification. 

Growing opportunities

In the scenario where Insurance companies and government are putting more emphasis in researching and controlling claims’ fraud, abusive practices, and medical necessity issues, has led to an increase in hiring by related healthcare entities. Being a challenging, attractive career with growing opportunities – where compensation is as per level of skills, individuals seeking a career in medical administration are well advised to opt for medical billing and coding with the entry-level pay being higher than that of comparative health care professionals in the field.

Medicialbillersandcoders.com equipped with experienced Billers and Coders well-versed with HIPAA, ICD-9-CM, ICD-10 –CM, CPT/HCPCS, DSM-IV, and ICPM, gives coders a platform to excel in their domain. Our coders are constantly training and updating themselves as per the industry requirements, striving to make the most and assist in the evolving healthcare industry effort in improving patient care. 

Medical coding and billing salary range is wide, with a low percentage of employees in this medical field expecting to see a salary of $ 31,000 per year while another percentage expecting to see a salary range as high as $ 48,000 per year. However the average salary for a medical coder and biller as stated earlier is expected to get a higher scope in upcoming years, nevertheless eventually only the medical biller and coder can determine their earnings depending on variables they adopt. Medicialbillersandcoders.com providing updated knowledge, placement opportunities and analyzing current salary trends has been serving physicians for more than a decade and offers medical billers and coders an avenue to get connected with these doctors and can register with us for future job prospects. (Link to register for jobs) 

Medical Billers and coders (MBC) is one of the leading  Medical Billing Companies in USA & help doctors to shortlist Medical Billing Companies,  Medical Billing Services according to their preferences of specialty, city, software and services performed.

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