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• W2313100385 abstract "Learning ObjectivesHistorically, although countless hours were spent on inpatient care and consultations with hundreds of written documents recording these services, only a small fraction of these notes were assigned an E&M billing code by the hospital billing staff. The purpose of this project is to educate interventional radiology providers on how E&M billing is performed and how it can be improved in order to capture appropriate billing for inpatient services.BackgroundIn July 2011, members of our interventional radiology department met with hospital billing and coding divisions to examine the relatively low monthly billing rate for our inpatient E&M services. After clarifying our clinical role as an admitting, consultative and patient management service, it became obvious that billing for inpatient IR E&M services was more than appropriate. Next, we created templates for our inpatient documentation to ensure that the proper verbiage was utilized and appropriate elements were included in order to capture and meet criteria and maximize the applicable billing codes.Clinical Findings/Procedure DetailsAfter meeting with the appropriate coding staff (abstractors) and discussing the clinical role of IR physicians and the necessary documentation to accompany patient management, inpatient documentation was audited and categorized into the appropriate billing tier for initial hospital care, hospital visit, consultation and discharge day management. Not only were more studies billed (increase of 502%), but overall billing increased per encounter by 18%. Lower level I billing levels declined from 35% to 27% and complex billing levels (II,III,IV, V) increased by 8%.Overall billing charges increased by 580%.Conclusion and/or Teaching PointsA large portion of clinical IR work goes largely unbilled as many hospital abstractors are unaware of the decision-making process and time spent by the specialty in the management of inpatients. By actively meeting with abstractors and discussing the clinical role of the specialty and using templates (with verbiage approved by abstractors) it is possible to improve billing capture from services that are routinely provided. Learning ObjectivesHistorically, although countless hours were spent on inpatient care and consultations with hundreds of written documents recording these services, only a small fraction of these notes were assigned an E&M billing code by the hospital billing staff. The purpose of this project is to educate interventional radiology providers on how E&M billing is performed and how it can be improved in order to capture appropriate billing for inpatient services. Historically, although countless hours were spent on inpatient care and consultations with hundreds of written documents recording these services, only a small fraction of these notes were assigned an E&M billing code by the hospital billing staff. The purpose of this project is to educate interventional radiology providers on how E&M billing is performed and how it can be improved in order to capture appropriate billing for inpatient services. BackgroundIn July 2011, members of our interventional radiology department met with hospital billing and coding divisions to examine the relatively low monthly billing rate for our inpatient E&M services. After clarifying our clinical role as an admitting, consultative and patient management service, it became obvious that billing for inpatient IR E&M services was more than appropriate. Next, we created templates for our inpatient documentation to ensure that the proper verbiage was utilized and appropriate elements were included in order to capture and meet criteria and maximize the applicable billing codes. In July 2011, members of our interventional radiology department met with hospital billing and coding divisions to examine the relatively low monthly billing rate for our inpatient E&M services. After clarifying our clinical role as an admitting, consultative and patient management service, it became obvious that billing for inpatient IR E&M services was more than appropriate. Next, we created templates for our inpatient documentation to ensure that the proper verbiage was utilized and appropriate elements were included in order to capture and meet criteria and maximize the applicable billing codes. Clinical Findings/Procedure DetailsAfter meeting with the appropriate coding staff (abstractors) and discussing the clinical role of IR physicians and the necessary documentation to accompany patient management, inpatient documentation was audited and categorized into the appropriate billing tier for initial hospital care, hospital visit, consultation and discharge day management. Not only were more studies billed (increase of 502%), but overall billing increased per encounter by 18%. Lower level I billing levels declined from 35% to 27% and complex billing levels (II,III,IV, V) increased by 8%.Overall billing charges increased by 580%. After meeting with the appropriate coding staff (abstractors) and discussing the clinical role of IR physicians and the necessary documentation to accompany patient management, inpatient documentation was audited and categorized into the appropriate billing tier for initial hospital care, hospital visit, consultation and discharge day management. Not only were more studies billed (increase of 502%), but overall billing increased per encounter by 18%. Lower level I billing levels declined from 35% to 27% and complex billing levels (II,III,IV, V) increased by 8%.Overall billing charges increased by 580%. Conclusion and/or Teaching PointsA large portion of clinical IR work goes largely unbilled as many hospital abstractors are unaware of the decision-making process and time spent by the specialty in the management of inpatients. By actively meeting with abstractors and discussing the clinical role of the specialty and using templates (with verbiage approved by abstractors) it is possible to improve billing capture from services that are routinely provided. A large portion of clinical IR work goes largely unbilled as many hospital abstractors are unaware of the decision-making process and time spent by the specialty in the management of inpatients. By actively meeting with abstractors and discussing the clinical role of the specialty and using templates (with verbiage approved by abstractors) it is possible to improve billing capture from services that are routinely provided." @default.
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• W2313100385 date "2014-03-01" @default.
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• W2313100385 title "Getting paid for the work you already do: how our division increased inpatient e&m billing by 580%" @default.
• W2313100385 doi "https://doi.org/10.1016/j.jvir.2013.12.372" @default.
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