Tag Archives: CMS

Navigating the 2025 Medicare Physician Fee Schedule: What Healthcare Providers Need to Know

The Medicare Physician Fee Schedule (PFS) is a crucial component of the US healthcare system, dictating how healthcare providers are reimbursed for services provided to Medicare beneficiaries. Each year, the Centers for Medicare & Medicaid Services (CMS) updates the PFS, introducing changes that impact reimbursement rates, reporting requirements, and compliance guidelines. As we approach 2025, healthcare providers need to stay informed about the upcoming changes to the Medicare PFS to ensure they are adequately prepared.

This blog will provide a detailed breakdown of the key changes in the 2025 Medicare Physician Fee Schedule, focusing on how they will impact healthcare providers, with particular attention to reimbursement rates and compliance requirements.

Overview of the 2025 Medicare Physician Fee Schedule

The Medicare Physician Fee Schedule determines the payment rates for over 10,000 physician services and other healthcare-related services. CMS updates the PFS annually to reflect changes in the cost of delivering care, adjustments to practice expense values, and updates to relative value units (RVUs). The 2025 update introduces several significant changes aimed at enhancing the quality of care, improving patient outcomes, and aligning reimbursement with value-based care initiatives.

Changes in Reimbursement Rates

One of the most anticipated aspects of the 2025 PFS update is the adjustment to reimbursement rates for various services. These adjustments are based on multiple factors, including changes in practice costs, updated RVUs, and policy initiatives focused on value-based care.

a. Reduction in Conversion Factor

CMS has proposed a slight reduction in the Medicare conversion factor for 2025. The conversion factor is a multiplier used to calculate the payment rate for a particular service by multiplying it with the RVUs assigned to that service. A reduction in the conversion factor means lower reimbursement rates for most physician services. This change may particularly affect specialties with high procedural volumes, such as surgery and radiology.

b. Adjustments to Evaluation and Management (E/M) Services

Evaluation and Management (E/M) services, which include office visits and consultations, have been a focus of recent PFS updates. For 2025, CMS has proposed modest increases in reimbursement rates for E/M services, recognizing their critical role in primary care and chronic disease management. These adjustments aim to better compensate providers for the cognitive work involved in patient care, rather than solely for procedures.

c. Telehealth Reimbursement

Telehealth services saw a significant expansion during the COVID-19 pandemic, and CMS continues to support telehealth as a permanent fixture in the healthcare landscape. The 2025 PFS includes provisions for maintaining many telehealth services at current reimbursement levels. Additionally, certain telehealth services that were temporarily added during the pandemic may be made permanent, with adjusted reimbursement rates to reflect their ongoing value in patient care.

Quality Payment Program (QPP) Updates

The Quality Payment Program (QPP) is an integral part of the Medicare PFS, designed to shift the focus from volume-based care to value-based care. Under the QPP, healthcare providers can participate in either the Merit-based Incentive Payment System (MIPS) or Advanced Alternative Payment Models (APMs).

a. MIPS Scoring Adjustments

For 2025, CMS has proposed several changes to the MIPS scoring methodology. These include adjustments to the performance categories, such as Quality, Cost, Improvement Activities, and Promoting Interoperability. The weights of these categories will be modified, with an increased emphasis on Cost and Quality. Providers will need to carefully track their performance across these categories to maximize their MIPS score and avoid penalties.

b. Expanded APM Participation

CMS is encouraging greater participation in Advanced APMs by offering more opportunities for providers to qualify for the APM incentive payment. For 2025, new models may be introduced, and existing models may be expanded to include more provider types and specialties. Providers who successfully participate in an Advanced APM can earn a 5% incentive payment and be exempt from MIPS reporting requirements.

Compliance Requirements

With the changes in the 2025 PFS, healthcare providers must also pay close attention to updated compliance requirements. Failure to comply with these requirements can result in reduced reimbursements, penalties, and increased scrutiny from CMS.

a. Documentation and Coding Changes

Accurate documentation and coding are critical to ensure appropriate reimbursement under the Medicare PFS. For 2025, CMS has introduced several updates to coding guidelines, particularly for E/M services and telehealth. Providers must stay up-to-date with these changes to avoid undercoding or overcoding, which can lead to audits and potential penalties.

b. Telehealth Compliance

As telehealth services continue to be a significant part of the healthcare delivery model, providers must adhere to specific compliance requirements related to telehealth. These include ensuring that telehealth services are provided in accordance with state laws, maintaining patient privacy and security in virtual consultations, and documenting the necessity of telehealth services accurately.

c. Reporting Requirements

The 2025 PFS update includes new reporting requirements for certain services, such as those related to chronic care management (CCM) and remote patient monitoring (RPM). Providers must ensure they meet these reporting requirements to receive full reimbursement for these services. Additionally, CMS may introduce new measures for reporting patient outcomes, further aligning payment with the quality of care delivered.

Preparing for the 2025 PFS Changes

To successfully navigate the 2025 Medicare Physician Fee Schedule, healthcare providers should take proactive steps to prepare for the upcoming changes.

a. Conduct a Financial Impact Analysis

Providers should assess how the changes in reimbursement rates will impact their revenue. This analysis should include evaluating the impact of the reduced conversion factor, adjustments to E/M services, and changes in telehealth reimbursement. Understanding these financial implications will help providers adjust their practice management strategies accordingly.

b. Update Billing and Coding Practices

Providers should review and update their billing and coding practices to align with the 2025 PFS changes. This may involve retraining staff, updating electronic health record (EHR) systems, and implementing new coding guidelines to ensure accurate and compliant billing.

c. Engage in QPP Readiness

Providers participating in MIPS or APMs should review their current performance and identify areas for improvement. Engaging with CMS resources and professional organizations can provide valuable insights and tools to enhance performance under the QPP.

d. Enhance Telehealth Capabilities

With telehealth continuing to play a significant role in healthcare delivery, providers should invest in robust telehealth platforms that support compliance with CMS guidelines. This includes ensuring secure, HIPAA-compliant communication channels and integrating telehealth services with EHR systems for seamless documentation and reporting.

Conclusion

The 2025 Medicare Physician Fee Schedule introduces several important changes that will impact healthcare providers across the United States. From adjustments in reimbursement rates to updates in compliance requirements, staying informed and proactive is essential to navigating these changes successfully. By understanding the key elements of the 2025 PFS and preparing accordingly, healthcare providers can continue to deliver high-quality care while optimizing their financial and operational performance.

As the healthcare landscape continues to evolve, staying up-to-date with Medicare policy changes will remain a critical component of practice management. Providers who embrace these changes and adapt their strategies will be well-positioned to thrive in the increasingly value-driven healthcare environment.

Principal Care Management vs. Chronic Care Management: What’s the Difference?

Introduction

Medicare, the federal health insurance program primarily for individuals aged 65 and older, offers a variety of programs to help manage and coordinate care for beneficiaries. Among these are the Principal Care Management (PCM) and Chronic Care Management (CCM) programs under Medicare Part B. Both programs aim to enhance the quality of care for patients with chronic conditions, but they differ in their focus, requirements, and benefits. In this blog post, we’ll explore the key differences between PCM and CCM, providing a detailed understanding to help beneficiaries and healthcare providers navigate these options effectively.

Overview of Principal Care Management (PCM)

Principal Care Management (PCM) is a relatively newer initiative under Medicare Part B, designed to provide focused care management services for patients with a single high-risk chronic condition. The primary goal of PCM is to help patients manage their condition more effectively, reducing the need for hospitalization and improving their overall quality of life.

Key Features of PCM:

Single Chronic Condition Focus: PCM is specifically targeted at patients who have one complex chronic condition that requires intensive management. Examples include conditions like advanced heart disease, severe asthma, or complicated diabetes.
Comprehensive Care Management: PCM involves comprehensive care planning, including regular follow-ups, medication management, and coordination with other healthcare providers to ensure the patient’s needs are met.
Eligibility Requirements: To be eligible for PCM, patients must have a single high-risk chronic condition that is expected to last at least three months and poses a significant risk to their health without proper management.
Provider Requirements: Healthcare providers offering PCM services must develop and implement a detailed care plan for the patient, which includes coordination of care, monitoring of the condition, and patient education.

Overview of Chronic Care Management (CCM)

Chronic Care Management (CCM) has been part of Medicare Part B since 2015, aimed at providing coordinated care services for patients with multiple chronic conditions. The focus of CCM is broader, addressing the complex needs of patients with two or more chronic conditions.

Key Features of CCM:

Multiple Chronic Conditions: CCM is designed for patients who have two or more chronic conditions, such as hypertension, diabetes, arthritis, and depression. The program addresses the interconnected nature of these conditions and their impact on the patient’s overall health.
Ongoing Comprehensive Care: CCM includes the development and implementation of a comprehensive care plan, regular follow-ups, medication management, and coordination with various healthcare providers involved in the patient’s care.
Eligibility Requirements: Patients eligible for CCM must have at least two chronic conditions that are expected to last at least 12 months or until the end of life and pose a significant risk to the patient’s health or functional status.
Provider Requirements: Providers offering CCM services must establish, implement, and regularly update a comprehensive care plan. This includes 24/7 access to care management services, enhanced communication with the patient, and coordination with other healthcare providers.

Comparing PCM and CCM:

While both PCM and CCM aim to improve care for patients with chronic conditions, they differ in several key areas:

Focus on Conditions:
- PCM: Focuses on a single high-risk chronic condition.
- CCM: Focuses on managing multiple chronic conditions simultaneously.
Patient Eligibility:
- PCM: Patients with one high-risk chronic condition that requires intensive management.
- CCM: Patients with two or more chronic conditions that require ongoing management.
Care Plan:
- PCM: A care plan focused on managing one specific condition.
- CCM: A comprehensive care plan addressing multiple conditions and their interrelated effects.
Service Intensity:
- PCM: Provides intensive, condition-specific management.
- CCM: Offers a broader, ongoing care management approach.
Provider Involvement:
- PCM: Requires focused efforts on a single condition, often involving specialists.
- CCM: Involves coordination among various healthcare providers managing multiple conditions.

Benefits for Patients and Providers:

Both PCM and CCM offer significant benefits for patients and providers:

Improved Health Outcomes: Both programs aim to reduce hospitalizations, improve medication adherence, and enhance overall health outcomes.
Enhanced Patient Engagement: Patients receive more personalized care, leading to better engagement and satisfaction.
Coordinated Care: Providers can offer more coordinated and efficient care, reducing duplication of services and potential errors.

Conclusion:

Understanding the differences between Principal Care Management (PCM) and Chronic Care Management (CCM) is crucial for both patients and healthcare providers. PCM offers targeted, intensive management for a single high-risk chronic condition, while CCM provides comprehensive care for patients with multiple chronic conditions. By choosing the appropriate program, patients can receive the tailored care they need, improving their quality of life and health outcomes. Healthcare providers can also benefit from these programs by offering more coordinated and efficient care, ultimately enhancing patient satisfaction and reducing healthcare costs. For more details, contact info@healthviewx.com.

HEDIS: Healthcare Effectiveness Data and Information Set

HEDIS is a set of performance measures that are used to compare health plan performance and measure the quality of health plans. These measures were created by the National Committee for Quality Assurance (NCQA). About 90% of health plans use HEDIS as a standard to measure the performance of their plan. The data is tracked from year to year to measure the performance of the health plan and thus provides information regarding the population served.

The data that is collected is used to monitor the health of the general population, evaluate treatment outcomes, etc., and the data is collected through administrative, hybrid, and survey methods.

HEDIS Measure Domains:

About 95 HEDIS measures are categorized under the following six “domains of care”.

Effectiveness of Care

Controlling High Blood Pressure
Care for Older Adults
Haemoglobin A1c Control for Patients With Diabetes
Blood Pressure Control for Patients With Diabetes
Eye Exam for Patients With Diabetes
Breast Cancer Screening
Colorectal Cancer Screening

Access/Availability of Care

Adults’ Access to Preventive/Ambulatory Health Services
Utilization and Risk Adjusted Utilization.

Experience of Care (CAHPS)

CAHPS Health Plan Survey 5.1H, Adult Version
Utilization and Risk Adjusted Utilization

Utilization and Risk-adjusted Utilization

Well-Child Visits in the First 30 Months of Life
Child and Adolescent Well-Care Visits

Health Plan Descriptive Information

Language Diversity of Membership
Utilization and Risk Adjusted Utilization

Measures Collected Using Electronic Clinical Data Systems

Childhood Immunization Status
Breast Cancer Screening
Depression Screening and Follow-Up for Adolescents and Adults

How is data collected for HEDIS?

Health plans collect and report performance data about specific services and types of care to NCQA. NCQA rates health insurance based on 90-plus measures.

HEDIS data is collected through three methods:

Administrative data: Data collected from office visits, hospitalizations, and pharmacy data
Hybrid data: It’s a combination of administrative data from claims as well as from patient’s medical records
Survey data: This is data collected through survey questionnaires from members.

Why do HEDIS scores matter?

HEDIS scores are critical for health care planning. HEDIS scores help payers understand the quality of care their members receive for chronic and acute conditions. The better the score, the more effectively the payer competes with other payers in the market.

Benefits of HEDIS measures:

It helps health plans assess the quality and variance of health care provided to enrollees.
It determines how the plan is best for chronic disease management and preventive care.
The use of preventive screening measures helps to improve patient outcomes and reduce healthcare costs
Quality interventions are based on closing gaps in care and expanding preventive services such as vaccinations, pap smears, mammograms, and treatment for hypertension or cholesterol.
Star ratings enable providers to measure the success of their improvement initiatives

Effects of HEDIS on Reimbursement:

CMS has directly tied reimbursement of medical costs to patient outcomes. As a result, health insurance providers face the challenge of bridging coverage gaps and improving quality. By focusing on quality results, members can maximize their benefits and ultimately make better use of limited resources.

HEDIS is recognized as the highest standard of reimbursement by health care providers and payers. Health care plans take HEDIS tests and quality measures seriously because they know that money is at stake. Leaders need to be more aware of the importance of organizations continuing to engage in all quality improvement activities.

Ultimately, CMS penalizes health plans if they underperform for more than three years. HEDIS as a whole is changing the company’s understanding of the importance of measuring quality, a fundamental concept underlying performance-related quality initiatives.

Effects of HEDIS on gaps in care

HEDIS measures can help identify gaps in care for participants who have not been screened for breast cancer or who have not been vaccinated against HPV. This can affect your quality score. Improving Star and HEDIS performance requires closing the gap. These gaps can be filled by reaching these participants through home testing kits, home health care, and screening visits.

Why is HEDIS important to providers?

Ensure timely and appropriate care for their patients.
Help identify and address gaps in patient care.
As HEDIS rates rise, providers are able to capture maximum or additional revenue through a pay-for-quality, value-based service, and pay-for-performance model.

Why is HEDIS important to payers?

HEDIS scores help health plans understand the quality of care provided to people with chronic and acute conditions.
Helps identify gaps in health network performance and care delivery
Helps improve patient outcomes and reduce care costs through preventive services
HEDIS identifies public health impacts such as heart diseases, cancer, smoking, and asthma which provides useful data on health issues.
Care is provided to help identify and treat at-risk groups who have not completed immunizations, dental care, screenings, etc.

NCQA Health Plan Rating vs Medicare Star Ratings:

The Centers for Medicare and Medicaid Services (CMS) uses a five-star rating system to rate how well Medicare Advantage (MA) health plans (Parts C and D) and providers serve their members. Assessment results are based on the implementation of the plan, the quality of care provided, and customer service. Ratings range from 1 to 5 stars. 5 is the highest score for excellent performance, and 1 is the lowest score for poor performance.

Both the NCQA Health Plan Rating (HPR) and the Medicare Star Rating are used to assess health insurance quality and performance, and both rate and report plan performance. The goal of HPR and star ratings is to provide the plan with a metric to assess its current operational status. This allows us to ensure the quality of our plans so that consumers can choose a quality health plan that meets their needs.

HEDIS and Star ratings are important because they represent the effectiveness of patient care provided by healthcare organizations, and HEDIS and Star ratings decrease when there are gaps in care. Another reason HEDIS and Stars need to maintain high ratings is for reimbursement purposes. Healthcare organizations with a lower rating are not eligible for bonus payments and are subject to fines.

CMS’s Journey To Value-Based Care

Most people think of CMS (Centers for Medicare & Medicaid Services) as an insurance company that covers individual services provided by physicians, FQHCs, hospitals, and other health care providers. Some people even think of it as a policy-writing agency for Medicare. It is true that CMS reimburses providers for services to millions of individual beneficiaries. However, since the Affordable Care Act came into action in 2010, CMS has been developing focused payment strategies that shift from fee for services to value-based care and a focus on population health.

Today, CMS’s second-highest strategic priority is prevention and population health. To this day, the agency is engaged in numerous activities to promote effective prevention of chronic diseases and not just its treatment.

In 2011, the federal government reported that fewer than half of all adults aged 65+ were regular in checking the core set of recommended preventive services. The Affordable Care Act took a big step towards improving the access to preventive care by eliminating out-of-pocket costs for these preventive services in most insurance markets. This resulted in guaranteed access to preventive services like diabetes screening and cervical cancer screening to almost 137 Million Americans without cost-sharing.

Despite improved access to care, the use of preventive services among seniors with traditional Medicare coverage has not changed significantly. There are several hindrances that inhibit the greater uptake of preventive services. A 2014 survey reveals that only 43% of adults were aware of the new clinical preventive benefits provided by the Affordable Care Act. Of those who were aware of the services, 18% cited cost as a barrier, even though the Affordable Care Act eliminated co-payments for preventive services.

Another obstacle is that many Americans believe that preventive services are not important. Thus, even though many cost barriers have been removed, many Americans still might not perceive preventive services as valuable to their health and well-being. This mindset needs to change.

Shifting the paradigm of preventive care requires CMS and other payers to provide incentives beyond individual services to broader value-based and lifestyle interventions that can change population outcomes. To address this issue, CMMI has developed 2 payment models:

(1) The Million Hearts Cardiovascular Risk Reduction Model:

This model associates payment with population-based risk reduction. It is expected to reach over 3.3 million Medicare fee-for-service beneficiaries and involve nearly 20,000 health care practitioners by December 2021.

(2) The Medicare Diabetes Prevention Program:

This program ties payments to the achievement of weight loss through evidence-based lifestyle intervention.

CMS collaborated with sister agencies such as the Centers for Disease Control and Prevention (CDC) to develop these population health models, and they are good examples of how CMMI is using the Medicare payment structure to improve prevention and population health.

These path-breaking innovations offer an opportunity for CMS to test payment models that emphasize payment for population health outcomes rather than just individual outcomes, with the goal of better care and a healthier population.

References:

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5298510/#bibr11-0033354916681508

https://innovation.cms.gov/innovation-models/million-hearts-cvdrrm#:~:text=The%20Million%20Hearts%C2%AE%3A%20CVD%20Risk%20Reduction%20Model%20is%20expected,and%20end%20by%20December%202021

CMS expands Telehealth Services to Deliver Care Safely during COVID-19 and Beyond

During the COVID-19 pandemic, CMS has taken the necessary steps to make it easier to provide quality care through telehealth services. This unprecedented action by CMS has encouraged healthcare providers to adopt and use telehealth as a way to safely provide care to their patients in situations like medication consultation, eye exams, nutrition counseling, behavioral health counseling, and routine health check-ups like annual wellness visits. Past data have shown telehealth to be an effective medium for patients to access healthcare providers especially for managing chronic conditions like diabetes, asthma or to obtain mental health counseling.

Advantages of CMS changes to Telehealth:

Telehealth services made permanent post-COVID-19:

CMS has announced that 60 of the 144 telehealth services that were newly offered during the pandemic will become permanent. This includes services for cognitive assessment, psychological and neuropsychological testing, and custodial care services for established patients.

They have also finalized the decision that direct supervision in telehealth visits can be provided with interactive audio and video technology through the end of the year until December 2021.

CPT Code	Services	Description
77427	Radiation management	It is reported once for every five fractions or treatment sessions regardless of the actual time period in which the services are furnished. The services need not be furnished on consecutive days.
90853	Group psychotherapy	Group psychotherapy including interpersonal interactions and support with several patients; typically 45 to 60 minutes in length.
90953	End-stage renal disease, one visit per month, ages 2 and younger	End-stage renal disease (ESRD) related services monthly, for patients younger than 2 years of age to include monitoring for the adequacy of nutrition, etc.
90959	End-stage renal disease, one visit per month, ages 12-19	End-stage renal disease (ESRD) related services monthly, for patients 12-19 years of age to include monitoring for the adequacy of nutrition, assessment of growth
90962	End-stage renal disease, one visit per month, ages 20 and older	With 1 face-to-face physician visit per month
92057	Speech/hearing therapy	Treatment of speech, language, voice, communication, and/or auditory processing disorder, individual
92521	Evaluation of speech fluency	Evaluation of speech fluency (e.g., stuttering, cluttering)
92522	Evaluation speech production	Evaluation of speech sound production (e.g., articulation, phonological process, apraxia, dysarthria)
92523	Speech sound language comprehension	Evaluation of speech sound production (e.g., articulation, phonological process, apraxia, dysarthria)
92524	Behavioral quality voice analysis	Behavioral and qualitative analysis of voice and resonance.
96130	Psychological test Evaluation Phys/qhp 1st	Psychological testing evaluation services by a physician or other qualified healthcare professional, including the integration of patient data, interpretation of standardized test results and clinical data
96131	Psychological test evaluation phys/qhp ea	Providers should now use CPT code 96130 to bill for the first hour of psychological testing evaluation services and 96131 for each additional hour
96132	Neuropsychological testing evaluation phys/qhp 1st	Neuropsychological testing evaluation services by physician or other qualified healthcare professional, including integration of patient data, interpretation of standardized test results and clinical data, clinical decision making, treatment planning and report, and interactive feedback to the patient, family member(s) or caregiver(s), when performed; first hour
96133	Neuropsychological testing evaluation phys/qhp ea	The first hour of neuropsychological evaluation is billed using 96132 and each additional hour needed to complete the service is billed with code 96133
96136	Psychological and neurological testing phy/qhp 1s	Psychological or neuropsychological test administration/scoring by physician or other qualified healthcare professional, two or more tests, any method; first 30 minutes
96137	Psychological and neurological testing phy/qhp ea	Similar to 96136. This code is used for each additional hour.
96138	Psychological and neurological tech phy/qhp ea	Psychological or neuropsychological test administration/scoring by technician, two or more tests, any method; first 30 minutes
96139	Psychological and neurological testing tech ea	Similar to 96138.
97110	Therapeutic exercises	Foundational, occupational therapy exercises that are designed to improve a patient’s strength, range of motion, endurance, or flexibility.
97112	Neuromuscular re-education	Specific exercises or activities performed and for what purpose, neuromuscular reeducation of movement, balance, coordination, kinesthetic sense, and/or posture.
97116	Gait training therapy	Therapeutic procedure, one or more areas, each 15 minutes; gait training (includes stair climbing).
97161	Physical therapy evaluation	Physical therapy evaluation of low complexity, 20 min
97162	Physical therapy evaluation	Physical therapy evaluation moderate complexity, 30 min
97163	Physical therapy evaluation	Physical therapy evaluation moderate complexity, 30 min
97164	Physical therapy evaluation	Physical therapy re-evaluation establish plan care
97165	Occupational therapy evaluation	Occupational therapy evaluation low complexity, 30 min
97166	Occupational therapy evaluation	Occupational therapy evaluation moderate complexity, 45 min
97167	Occupational therapy evaluation	Occupational therapy evaluation high complexity, 60 min
97168	Occupational therapy	Occupational therapy re-evaluation establish plan care
97535	Self-care management training	Direct one-on-one supervision and instruction regarding activities of daily living related to the patient’s health and hygiene.
97750	Physical performance test	Physical performance test or measurement (e.g., musculoskeletal, functional capacity), with written report, each 15 minutes.
97755	Assistive technology assessment	This procedure is used by the provider to assess the suitability and benefits of technological interfaces that will help restore, augment, or compensate for existing functional ability in the patient.
97760	Orthotic management and training 1st en	Orthotic(s) management and training (including assessment and fitting when not otherwise reported), upper extremity(ies), lower extremity(ies) and/or trunk, initial orthotic(s) encounter, each 15 minutes.
97761	Prosthetic training 1st enc	Prosthetic training, upper and/or lower extremities, initial prosthetic encounter, each 15 minutes
99217	Observation care discharge	This code is used to report all services provided to a patient discharged from outpatient hospital “observation status” if the discharge is on a date other than the initial date of “observation status
99218	Initial observation care	The first visit of the patient’s admission for outpatient hospital observation care by the Admitting/Supervising Physician or Other Qualified Healthcare Professional. Typically, 30 minutes are spent at the bedside and on the patient’s hospital floor or unit.
99219	Initial observation care	Similar to 99218 but, 50 minutes are spent at the bedside and on the patient’s hospital floor or unit.
99220	Initial observation care	Similar to 99218 but, 70 minutes are spent at the bedside and on the patient’s hospital floor or unit.
99221	Initial hospital care	Office or other outpatient visit for the evaluation and management of an established patient that may not require the presence of a physician.
99222	Initial hospital care	Similar to 99221
99223	Initial hospital care	Similar to 99221
99234	Observation/hospital same date	Observation or inpatient care, are used when the patient is placed in observation status or admitted to inpatient status and then discharged on the same date.
99235	Observation/hospital same date	Observation or inpatient care is used when the patient is placed in observation status or admitted to inpatient status and then discharged on the same date.
99236	Observation/hospital same date	Observation or inpatient care is used when the patient is placed in observation status or admitted to inpatient status and then discharged on the same date.
99238	Hospital discharge day	Used when time spent is less than 30 minutes on the discharge process in face-to-face evaluation.
99239	Hospital discharge day	Used when time spent is greater than 30 minutes on the discharge process in face-to-face evaluation.
99281	Emergency department visit	Requires these 3 key components: A problem-focused history; A problem-focused examination; and Straightforward medical decision-making. Usually, the presenting problem(s) are self-limited or minor.
99282	Emergency department visit	Requires these 3 key components: An expanded problem-focused history; An expanded problem-focused examination; and Medical decision-making of low complexity. Usually, the presenting problem(s) are of low to moderate severity.
99283	Emergency department visit	Requires these 3 key components: An expanded problem-focused history; An expanded problem-focused examination; and Medical decision-making of moderate complexity. Usually, the presenting problem(s) are of moderate severity.
99284	Emergency department visit	Requires these 3 key components: A detailed history; A detailed examination; and Medical decision-making of moderate complexity. Usually, the presenting problem(s) are of high severity, and require urgent evaluation by the physician but do not pose an immediate significant threat to life or physiologic function.
99285	Emergency department visit	Usually, the presenting problem(s) are of high severity, and require urgent evaluation by the physician but do not pose an immediate significant threat to life or physiologic function.
99291	Critical care first hour	It is used to report the services of a physician providing full attention to a critically ill or critically injured patient from 30-74 minutes on a given date
99292	Critical care additional 30 mins	Code 99292 (critical care, each additional 30 minutes) is used to report additional block(s) of time, of up to 30 minutes each beyond the first 74 minutes of critical care.
99304	Nursing facility care initial	The problem(s) requiring admission are of low severity. Typically, 25 minutes are spent at the bedside and on the patient’s facility floor or unit.
99305	Nursing facility care initial	The problem(s) requiring admission are of moderate severity. Typically, 35 minutes are spent at the bedside and on the patient’s facility floor or unit.
99306	Nursing facility care initial	The problem(s) requiring admission are of high severity. Typically, 45 minutes are spent at the bedside and on the patient’s facility floor or unit.
99315	Nursing facility discharge day	99315 is for discharge day management 30 minutes or less
99316	Nursing facility discharge day	This code is for discharge day management over 30 minutes
99327	Domiciliary or rest home visit new patient	Domiciliary or rest home visit for the evaluation and management of a new patient. Usually, the presenting problem(s) are of high severity. Typically, 60 minutes are spent face-to-face with the patient and/or family.
99328	Domiciliary or rest home visit new patient	Code used for Evaluation and Management / Domiciliary, rest home (boarding home) or custodial care services. The general guidance for this code is that it is used for new patient assisted living visits, typically 75 minutes.
99334	Domiciliary or rest home visit established patient	This code 99334 is used to reflect the domiciliary or rest home visit for the E/M of an established patient
99335	Domiciliary or rest home visit established patient	Similar to 99334
99336	Domiciliary or rest home visit established patient	Similar to 99334
99337	Domiciliary or rest home visit established patient	Domiciliary or rest home visit for the evaluation and management of an established patient. Usually, the presenting problem(s) are moderate to high severity. Typically, 60 minutes are spent face-to-face with the patient and/or family
99341	Home visit new patient	Home services are provided in a private residence. A home visit cannot be billed by a physician unless the physician was actually present in the beneficiary’s home. Level 1 new patient home visit.
99342	Home visit new patient	Home services are provided in a private residence. A home visit cannot be billed by a physician unless the physician was actually present in the beneficiary’s home. Level 2 new patient home visit.
99343	Home visit new patient	Home services are provided in a private residence. A home visit cannot be billed by a physician unless the physician was actually present in the beneficiary’s home. Level 3 new patient home visit.
99344	Home visit new patient	Home services are provided in a private residence. A home visit cannot be billed by a physician unless the physician was actually present in the beneficiary’s home. Level 4 new patient home visit.
99345	Home visit new patient	Home services are provided in a private residence. A home visit cannot be billed by a physician unless the physician was actually present in the beneficiary’s home.Level 5 new patient home visit.
99347	Home visit established patient	Home visit for the evaluation and management of an established patient, which requires at least 2 of these 3 key components. A problem-focused interval history; a problem-focused examination; and straightforward medical decision making. Typically, 15 minutes are spent face-to-face with the patient and/or family.
99348	Home visit established patient	Similar to CPT Code 99348. Typically, 25 minutes are spent face-to-face with the patient and/or family.
99349	Home visit established patient	Similar to CPT Code 99348. Typically, 40 minutes are spent face-to-face with the patient and/or family.
99350	Home visit established patient	Similar to CPT Code 99348. Typically, 60 minutes are spent face-to-face with the patient and/or family.
99468	Neonatal critical care initial	Services of directing the inpatient care of a critically ill neonate or infant 28 days or younger.
99469	Neonatal critical care initial	Services of directing the inpatient care of a critically ill neonate or infant 28 days or younger.
99471	Pediatric critical care initial	Initial inpatient pediatric critical care, per day, for the evaluation and management of a critically ill infant or young child, 29 days through 24 months of age
99472	Pediatric critical care initial	Subsequent inpatient pediatric critical care, per day, for the evaluation and management of a critically ill infant or young child, 29 days through 24 months of age
99473	Self-measurement of blood pressure at home education/training	Code 99473 represents the work of training the patient and calibrating the device,
99475	Pediatric critical care ages 2-5 initial	Initial inpatient pediatric critical care, per day, for the evaluation and management of a critically ill infant or young child, 2 through 5 years of age
99476	Pediatric critical care ages 2-5 subsequent	Subsequent inpatient pediatric critical care, per day, for the evaluation and management of a critically ill infant or young child, 2 through 5 years of age
99477	Initial day of hospital care for neonatal care	Initial hospital care of the neonate (28 days or younger) who is not critically ill but requires intensive observation, frequent interventions, and other intensive care services.
99478	Ic low-birthweight infant	Intensive care, per day, for the evaluation and management of the recovering low or very low birth weight infant( < 1500 gm)
99479	Ic low-birthweight infant < 1500-2500 g subsequent	Intensive care, per day, for the evaluation and management of the recovering low or very low birth weight infant( 1500 gm-2500g)
99480	Ic infant pbw 2501-5000 g subsequent	Intensive care, per day, for the evaluation and management of the recovering low or very low birth weight infant(2501g-5000g)
99483	Assessment and care plan cognitive impairment	Assessment of and care planning for a patient with cognitive impairment, requiring an independent historian, in the office or other outpatient, home or domiciliary or rest home

The ongoing pandemic has resulted in an increased workload for healthcare providers across the country. Incorporating telehealth software into an existing practice can allow providers to virtually connect with patients. This can relieve the strain on practice while introducing an additional revenue stream.

HealthViewX Telehealth/Telemedicine Platform helps health systems to align clinical, financial, and operational goals by providing high-quality remote care and enhancing patient-physician collaborations.

References: https://www.beckershospitalreview.com/telehealth/cms-adds-85-more-medicare-services-covered-under-telehealth.html

Earn from Medicare’s Chronic Care Management Program! CCM made simple!

Chronic Care Management Services are delivered to Medicare beneficiaries with two or more chronic conditions with a goal of improving health and quality of care for high-need patients. As population ages, FQHCs, RHCs, ACOs, Hospitals, individual practitioners, etc. face the daunting challenge of improving quality of care for chronically ill patients while containing costs.

The Centers for Medicare and Medicaid Services (CMS) says about 93% of total Medicare spending is on beneficiaries with multiple chronic conditions. Research has shown that highly fragmented care for Medicare beneficiaries with multiple chronic conditions are more likely to present in emergency rooms, and be admitted than others.

In spite of the need for proactive care for Chronic Care Management Patients, a lot of the providers are still underutilizing this benefit. There are several reasons why providers like FQHCs, RHCs, ACOs, Hospitals, individual practitioners, etc. have chosen to leave it on the table.

Complicated Process:

There are several rules physicians and practices have to follow in order to qualify for CCM reimbursement. CMS has set rules right from enrolling Medicare patients up to the necessary documents that have to be furnished for CCM reimbursement. Other mandatory requirements include providers offering CCM service, should have access to patient’s health records, provide 24/7 access to care, provide care plans, and patients be able to reach providers to meet urgent care needs.

Time Consuming and involves additional costs:

Many providers feel offering CCM service is a time-consuming effort, and requires additional staffing. They find it difficult to document each of these and also provide quality care for their patients. Providers feel there is an increased administrative burden to managing and tracking CCM services, and it also involves additional cost.

Patients Consent:

Providers must identify Medicare eligible patients, explain CCM services and get consent to enroll the patient and start the service. Providers must explain the required information in detail where the patient can either accept or decline the service.

Wait and See Approach:

Providers want to first see if the approach is effective before deciding to opt for it. Many providers and physicians wait to see if other providers who opted to provide the service have success with reimbursement before committing to participation in the program.

HealthViewX makes Chronic Care Management process easier with the below features and makes reimbursement simple:

Automated Documentation for CMS Auditing

HealthViewX automates and streamlines the end-to-end CCM process. Integrates with softphones to accurately record the time spent on each call. It easily helps generate reports as per CMS requirements.

Comprehensive Care Plan

Structured care plans are essential to help organize coordination of actions for proper patient progression and self-management. The solution helps create condition-specific, personalized and comprehensive care plans for each patient including tasks and goals for both the patient and care coordinator track for better care coordination. Simplifies and streamlines workflow to guide tele-nurses in creating care plans.

HIPAA Compliant

HealthViewX CCM follows HIPAA compliance requirements and guidelines. The solution lets you define the access, have user-specific access conditions, and provides secure access to patient records.

Analytics and Dashboard

Gives detailed actionable insights for better care coordination. Data can be visually represented and users can gather detailed information by clicking the desired data. The dashboard also displays the follow-up reminders that can be set-up by the user against each patient.

Take this simple step to improve health outcomes and reduce costs for patients with multiple chronic care conditions.

Schedule a demo and talk to HealthViewX Solution experts today to discuss the CCM solution. Or simply outsource your CCM services. HealthViewX also provides end-to-end CCM services through our network of seasoned RNs and CMAs that enable you to increase your monthly reimbursements without incurring any additional cost of hiring additional staff or investing in technology solutions.