Tag Archives: CMS

Boosting Practice Revenue with Medicare RPM: A Guide for Care Practices

As healthcare practices strive to deliver quality patient care while managing operational costs, Remote Physiologic Monitoring (RPM) has emerged as a game-changer. The Centers for Medicare & Medicaid Services (CMS) has recognized the value of RPM in chronic disease management, creating lucrative opportunities for care practices to enhance patient outcomes and boost revenue streams. In this comprehensive guide, we’ll explore how Medicare’s RPM program can drive revenue growth, outline essential billing codes and reimbursement rates, and highlight how HealthViewX can streamline the delivery of RPM services.

What is Medicare Remote Physiologic Monitoring (RPM)?

Medicare RPM is a care management program designed to monitor patients’ physiologic data remotely, enabling proactive management of chronic conditions. RPM leverages digital technologies to collect data such as heart rate, blood pressure, glucose levels, and weight from patients in their homes. This data is then transmitted to healthcare providers, allowing for timely interventions and personalized care adjustments.

Key Benefits of RPM for Care Practices:

  • Improved Patient Outcomes: Early detection of health issues reduces hospitalizations and emergency room visits.
  • Enhanced Patient Engagement: Regular monitoring encourages patients to take an active role in their health.
  • New Revenue Stream: Care practices can generate additional income through Medicare reimbursements.

Market Insights and CMS Statistics

The demand for RPM is rapidly growing, driven by the increasing prevalence of chronic diseases and the need for value-based care. According to CMS data:

  • Over 37 million Medicare beneficiaries have multiple chronic conditions, making them eligible for RPM services.
  • The remote patient monitoring market in the U.S. is expected to reach $2.14 billion by 2027, growing at a CAGR of 13.5%.

These statistics highlight the significant potential for care practices to adopt RPM and leverage Medicare reimbursements to improve patient outcomes while driving revenue growth.

Medicare RPM Billing Codes and Reimbursement Rates

CMS has outlined specific CPT codes for RPM services, allowing care practices to receive reimbursements for monitoring patients remotely. Below are the essential billing codes, their descriptions, and the associated reimbursement rates for 2024:

1. CPT Code 99453

  • Description: Initial set-up and patient education on the use of RPM devices.
  • Reimbursement Rate: Approximately $19.32 (one-time payment per patient).
  • Eligibility: This code is used to bill for the time spent setting up the device and educating the patient on its use.

2. CPT Code 99454

  • Description: Supply of devices that collect and transmit data daily for at least 16 days.
  • Reimbursement Rate: Approximately $48.80 per month.
  • Eligibility: Covers device usage and data transmission.

3. CPT Code 99091

  • Description: Collection and interpretation of physiologic data (e.g., ECG, blood pressure) that has been digitally stored and/or transmitted.
  • Reimbursement Rate: Approximately $56.88 per 30-day period.
  • Eligibility: Requires a minimum of 20 minutes of clinical staff time per month.

4. CPT Code 99457

  • Description: Remote physiologic monitoring treatment management services, with a minimum of 20 minutes of interactive communication with the patient/caregiver during the month.
  • Reimbursement Rate: Approximately $50.94 per month.
  • Eligibility: Can be billed once a month per patient.

5. CPT Code 99458

  • Description: Additional 20 minutes of RPM management services.
  • Reimbursement Rate: Approximately $41.17 per month.
  • Eligibility: This code is add-on to 99457 for extended management.

These codes collectively enable care practices to generate recurring revenue by delivering RPM services, making it a viable model for financial sustainability.

How Medicare RPM Can Boost Your Practice’s Revenue

Implementing an RPM program not only enhances patient care but also provides a substantial revenue opportunity. Here’s how:

1. Increased Reimbursement Potential

By enrolling eligible patients in RPM, care practices can significantly increase their monthly revenue. For example, billing CPT codes 99453, 99454, 99457, and 99458 for a single patient can result in over $150 per patient per month. With just 100 RPM patients, this could translate to an additional revenue stream of $15,000 per month or $180,000 annually.

2. Improved Patient Retention

RPM services enhance patient satisfaction by providing personalized, continuous care. This results in better patient retention and loyalty, ultimately increasing your practice’s patient base and revenue.

3. Cost Efficiency

RPM reduces the need for frequent in-office visits, cutting down operational costs while allowing healthcare providers to manage more patients efficiently. This scalability ensures sustainable revenue growth.

Overcoming Challenges with HealthViewX RPM Solutions

While the Medicare RPM program presents substantial financial and clinical benefits, implementing an effective RPM strategy can be challenging. This is where HealthViewX comes into play.

How HealthViewX Can Help Your Practice Deliver RPM Services

HealthViewX is a leading digital health platform that empowers care practices to efficiently deliver RPM services. Here’s how HealthViewX can support your RPM program:

1. Comprehensive RPM Platform

  • Seamless Device Integration: HealthViewX supports a wide range of RPM devices, enabling real-time data capture and transmission.
  • Automated Data Analytics: The platform automatically analyzes patient data, providing actionable insights for proactive patient management.
  • Customizable Alerts: Set up customized alerts for critical readings to ensure timely interventions.

2. Streamlined Billing and Compliance

  • Automated Billing Workflow: HealthViewX simplifies billing with automated claims submission and tracking, ensuring accurate and timely reimbursements.
  • Compliance Management: The platform is fully compliant with CMS guidelines, reducing the risk of billing errors and audits.
  • Real-Time Reporting: Generate detailed reports on patient interactions, billing compliance, and RPM outcomes.

3. Enhanced Patient Engagement

  • User-Friendly Patient Portal: Patients can easily access their health data, engage with care teams, and track their progress.
  • Remote Communication Tools: HealthViewX provides secure messaging, video consultations, and real-time alerts to enhance patient-provider communication.

4. Scalable Solution for Growth

  • Scalable Architecture: Whether you have 50 or 5,000 patients, HealthViewX can scale to meet your practice’s needs.
  • Dedicated Support Team: Benefit from expert support and training to ensure a smooth RPM program rollout and sustained success.

Conclusion

The Medicare Remote Physiologic Monitoring program offers a win-win opportunity for care practices to boost revenue while improving patient care. By leveraging CMS RPM billing codes and reimbursement rates, practices can unlock new revenue streams and achieve value-based care goals. Implementing a robust RPM strategy, however, requires the right tools and expertise.

HealthViewX provides a comprehensive RPM platform designed to simplify the delivery of remote monitoring services, optimize billing, and enhance patient engagement. By partnering with HealthViewX, your practice can seamlessly integrate RPM into your care model, driving better patient outcomes and maximizing revenue potential.

Ready to transform your practice with RPM? Contact HealthViewX today to schedule a demo and explore how we can support your RPM journey.

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:
  1. 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.
  2. 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.
  3. 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.
  4. 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:
  1. 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.
  2. 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.
  3. 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.
  4. 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:

  1. Focus on Conditions:
    • PCM: Focuses on a single high-risk chronic condition.
    • CCM: Focuses on managing multiple chronic conditions simultaneously.
  2. 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.
  3. Care Plan:
    • PCM: A care plan focused on managing one specific condition.
    • CCM: A comprehensive care plan addressing multiple conditions and their interrelated effects.
  4. Service Intensity:
    • PCM: Provides intensive, condition-specific management.
    • CCM: Offers a broader, ongoing care management approach.
  5. 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: 

  1. Administrative data: Data collected from office visits, hospitalizations, and pharmacy data
  2. Hybrid data: It’s a combination of administrative data from claims as well as from patient’s medical records 
  3. 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:

Million hearts 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:

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 reimbursement codes

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.

virtual healthcare

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.

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