Relevant, Timely Medical and Radiation Oncology News
Constant advancements in medical technology and healthcare regulations mean the oncology industry is dynamic and fast-changing. To keep clients on the leading edge of what's happening, Revenue Cycle Inc. maintains the news section of its website as a clearinghouse for oncology news, CPT® coding and/or business operations. Whether it's a legal change that could affect our industry or a tip about oncology coding, you'll find it here.
For more information about how our team of expert consultants can help your practice stay current on these industry changes, visit our medical and radiation oncology service page.
March 2017 Medical Oncology News
The Importance of Accurate Drug (HCPCS) Coding
Gigi Price, R.N., O.C.N., CHONC
Coding and billing accuracy is imperative for a cancer program’s financial health. Also essential: the close monitoring of drug units, which helps reduce costly mistakes and facilitates payers’ timely reimbursement.
The importance of accurate drug coding and billing continues to be a hot topic from both provider and payer prospectives. Multiple CMS Medicare Learning Network (MLN) instruction and publications by various Medicare Administrative Contractors (MACs) continue to address drugs with a high error rate.
Common coding and billing errors include incorrect numbers of units billed to payers. Coding and billing of drugs and drug units are based on the HCPCS descriptor. Staff responsible for coding may be required to convert to accurate billing units, based on the HCPCS descriptor. A common finding by Recovery Auditors (RAC) includes common billing errors associated with the conversion of milligrams to units.
A few drugs identified with a high error rate are Rituxan (Rituximab), Erbitux and Avastin. The HCPCS descriptor for Rituximab is J9310 Injection, Rituximab, 100 mg:
- One (1) unit represents 100 mg of Rituximab
- Not billed per ml
- Rituximab is billed based on units, not the total number of milligrams
- Package insert includes: 100 mg/10 mL and 500 mg/50 mL solution in a single-use vial
A couple of examples in which billing errors might occur include:
Case 1: Rituxan. The quantity ordered and administered is 600 mg. The units billed should be six (6). It is common for the drug to be described in the drug inventory unit as the ml; however, because that’s not the billing unit the drug may be billed per 10 ml and not per 100 mg/unit. If the drug were actually billed per ml it would be billed as 60 units, which is incorrect for a 600 mg dose.
Case 2: Rounding. The quantity ordered and administered for Rituximab is 630 mg. It is incorrect to bill J9310 X 63 units. If 63 units were billed, the total dose would equal 6,300 mg. This would be considered an unusually high dose of Rituximab and would be flagged as excessive units, prompting a payer to request records. The correct number of units should be 6.3; however, it would be rounded up to 7 units for billing purposes. Waste documentation must be recorded in the medical record.
Making sure that your staff adheres to specific payer guidelines is an important step in your documentation and billing compliance plan. Staff education, proper documentation and effective checks and balances can all help you achieve your compliance goals. The experts at Revenue Cycle, Inc. can help, identifying errors and putting processes in place that help eliminate them. For more information regarding RCI’s services, please contact our consulting team at 512-583-2000.
January 2017 Medical Oncology News
The Oncology Denial Management Committee
By Jeremy Hogan and Matt Terry
In today’s healthcare environment, insurance payment amounts are shrinking, operational costs keep rising, preauthorization is expanding, medical necessity within payer policies is changing from day-to-day, billing requirements are becoming more complicated and contract terms are continually tightening.
All of these barriers mean more denied claims at a time when capturing every dollar is necessary to prosper—or even just keep the doors open. One of the best ways to combat an ever-shrinking profit margin is to be proactive by diving into the underlying detail of your denied claims and determining what you as an organization can do to correct existing claim deficiencies. To get started, consider forming an Oncology Denials Management Committee (ODMC). Many hospital organizations have a Denials Management Committee for their entire system; however, it’s important to develop an oncology-specific committee to address the unique issues oncology faces and the high cost per claim.
In developing your ODMC, we recommend inviting leaders from Hospital Information Management (HIM); Patient Financial Services (PFS), including accounts receivable (AR) insurance follow-up; Patient Access; and clinic representation to include nursing, pharmacy and physicians. Involving all aspects of clinical and revenue cycle services will round out the committee with a comprehensive knowledge base, allowing them to truly determine the root cause of a specific issue and provide the most effective, efficient solution. In addition to having this breadth of knowledge, the team can also create institutional or divisional unity around a common goal. For example, if the current goal of the committee is to eliminate denials due to lack of authorization of add-on drugs, the clinic, support and revenue cycle staff will all be aware of the effort and their role in eliminating them. Providing transparent data and creating a thematic goal for the oncology department will inspire staff to work more as a team.
Leadership for the committee is important, as well. Since the team will be made up of leaders, many individuals will naturally try to steer the committee’s course. It’s important to name a chair or leader who does not dictate direction, but instead, allows all members to be heard, keeps minutes, assigns tasks/next steps, keeps the meeting on point and continues to push for progress on each denial issue.
We suggest the ODMC meet weekly at first, then scale back to monthly as issues begin to be resolved. Determining the issues and the order in which they will be resolved is typically less time consuming, so those meetings are shorter. Presenting and discussing the information requires a meeting that’s a bit longer. And finally, determining a solution often requires the longest meeting of all.
When trying to determine which goal or theme to tackle first, best practice facilities prioritize their denials by dollars and by volume. Correcting the processes that lead to high dollar denials generates revenue. Correcting processes that lead to high volume denials improves efficiency, which in turn allows staff to refocus their efforts in other areas needing attention. At Revenue Cycle Inc., we recommend that the ODMC choose one or two high dollar denial issues and one or two high volume denial issues at a time. Of these, the committee determines the order in which the issues are to be resolved. Data is shared with the committee and after a discussion, the next steps are determined. Make sure that at each meeting tasks such as instituting change or gathering additional information are assigned to team members to accomplish before the next meeting occurs. It’s also important to define success for each denial issue and how it will be measured. If efforts are not measured and shared, teams often become disinterested and lose focus.
Denials can chip away at your bottom line, but they don’t have to. With a dedicated, systematic approach to addressing them, your organization can correct underlying issues and capture revenue that may have been previously written off to bad debt. Having fewer denials will lower your operational costs, too, which also helps your profit margin. Along with yielding financial benefits, the success of your ODMC will help your organization become more transparent and foster a team approach for navigating issues as they arise. To get help developing your own committee, rely on the experts at Revenue Cycle Inc. For more information, please contact us at 512-583-2000 or visit our contact page