Faxing, like many other efforts to protect health information, comes down to basics. Call the recipient to ensure they are near the fax machine. Double- and triple-check fax numbers. Send a cover sheet that clearly addresses to whom the fax is intended. Follow up with a call.
"We try to call the recipient and tell them, 'Hey we're going to fax something to you. If you're at a public fax machine go stand by that machine,' " Wallach says.
Basic stuff, right? But for busy healthcare systems who can send a massive amount of faxes each day, the human error rate is high, says Frank Ruelas, MBA, who serves as principal at HIPAA College in Casa Grande, Arizona, and facility compliance professional at Dignity Health's St. Joseph's Hospital and Medical Center in Phoenix. Ruelas is also a BOH editorial advisory board member.
"Just because you're in a hurry doesn't make it right," says Ruelas. "Do we need something this sophisticated and scientific here? This is a process that should have a really low error rate. Or it should be much lower than it is."
Break down faxing policies into rudimentary steps where employees are comfortable and deploy them, he says.
Q: The chief executive officer of the hospital where I work is talking about having our hospital coding done in India. What are the potential ramifications of this plan for our hospital? I know a prominent hospital in Palo Alto, California, was going to do this in 2011.
Have any U.S. hospitals actually outsourced their medical record coding to foreign countries? What are the liability risks? What do we need to be aware of in terms of HIPAA compliance?
A: Yes, many organizations send coding and transcription work overseas. Despite business associate agreements (which you must get with any such vendor, offshore or not), it may be difficult to ensure that these vendors are HIPAA compliant, although one could make the same argument about U.S. vendors as well. Be sure to do your due diligence by carefully checking your vendor's references (and documenting the results) should you choose to go this route. You might also discuss this with your organization's insurance carrier and/or attorney for an assessment of the risks.
Editor's note: Chris Simons, MS, RHIA, the director of health information and privacy officer at Maine General Medical Center in Augusta, answered these questions. Simons is also an HIMB advisory board member. This information does not constitute legal advice. Consult legal counsel for answers to specific privacy and security questions. Send your questions related to HIPAA compliance to Editor Jaclyn Fitzgerald atjfitzgerald@hcpro.com.
by Shannon Newell, RHIA, CCS, AHIMA-approved ICD-10-CM/PCS trainer
Approximately 800 hospitals across the country that perform inpatient total hip and knee joint replacements will be required to participate in the latest value-based payment initiative launched by CMS, the Comprehensive Care for Joint Replacement (CJR) model, which becomes effective April 1.
A recent Healthcare Financial Management Association webinar on the CJR noted it as one of the biggest Medicare changes since the implementation of diagnosis-related groups (DRG). Not surprisingly, various impacted parties continue to push for delays in implementation of the model. The CJR model holds participant hospitals financially accountable for the cost and quality of an episode of care and incentivizes increased coordination of care among hospitals, physicians, and postacute care providers.
The assignment of ICD-10 codes on both inpatient and outpatient claims impacts these outcomes by triggering which discharges are included in the program, the actual (or observed) complication rates for these patients, and?equally important but often overlooked?their risk-adjusted expected complication rates. If ever there was an opportunity for clinical documentation improvement (CDI) programs to step up to support their organizations with documentation that impacts both quality and financial outcomes, this is it!
Now that you've had time to recover from the first hectic months of the new year, it's time to focus on what the remainder of the year will bring for case management and some of the biggest challenges that may lie ahead in 2016.
Discharge planning Conditions of Participation changes.Ronald Hirsch, MD, FACP, CHCQM,vice president of the Regulations and Education Group at Accretive Health in Chicago, called CMS' proposed changes to the discharge planning Conditions of Participation (CoPs), which would revamp the discharge planning process, "the bombshell for 2016."
BFFC-QIO audits. In October 2015, Quality Improvement Organizations (QIO) took over the role of education and enforcement for the 2-midnight rule from the Recovery Audit Contractors. In 2016, these Beneficiary and Family Centered Care QIO (BFCC-QIO) audits of short stays will be in full force, says Hirsch.
The new Comprehensive APC for observation patients. CMS approved a new comprehensive APC (C-APC) payment for observation patients for 2016, which provides payment for nonsurgical services provided to patients with an eight-hour or longer observation stay. Any ED-visit level code will qualify for the comprehensive APC code. "The new Comprehensive APC for observation patients means that hospitals need to be more efficient and avoid incidental testing which will no longer be paid," says Hirsch.
The American Hospital Association asked CMS to clarify some aspects of its new outpatient notification requirement, Notice of Observation Treatment and Implication for Care Eligibility Act, which is supposed to go into effect in the summer of 2016.
In celebration of our 30th year of delivering you the latest in HIM, we continue to reflect on what HIM was like 30 years ago, examine today's HIM landscape, and look to the future.
