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Determining benchmarks for evaluation and management coding in an academic division of general surgery.

Publication ,  Journal Article
Kuo, PC; Douglas, AR; Oleski, D; Jacobs, DO; Schroeder, RA
Published in: J Am Coll Surg
July 2004

BACKGROUND: Academic divisions of general surgery are facing ever-increasing financial pressures. Cost-cutting is a common approach to maintaining profitability, but strategies to increase revenue should not be ignored. One specific avenue for enhanced revenue generation in general surgery is that of coding for evaluation and management (E&M). Although this is the financial life-blood for many of the consultative services in departments of medicine, E&M coding is an often neglected and misunderstood component of surgical care. STUDY DESIGN: The financial records for the Division of General Surgery were reviewed for the period of January 2001 to June 2003. Specifically, charges and receipts for inpatient procedures and hospital visits (CPT codes 99231, 99232, and 99233) were determined. The analysis was limited to surgeons with a primary clinical focus based at the University hospital rather than the neighboring community or Veteran's Affairs hospitals. In addition, ICD-9 and All Patient Refined Diagnosis Related Groups (APR-DRG) data were analyzed to determine the surgeon-specific number of inpatients and inpatient-days with more than one ICD-9 code or secondary ICD-9 codes, or both, or an APR-DRG severity of illness score of 2, 3, or 4. These categories were defined to determine the number of inpatient-days for which E&M coding could be billed for management of secondary medical diagnoses. RESULTS: Analysis demonstrates that actual E&M charges were 40% to 47% of predicted minimums for E&M charges for the period under study. In theory, this result translates into an annual gain in receipts of 400,000 dollars to 600,000 dollars. CONCLUSIONS: We conclude that the ICD-9 and APR-DRG models may serve as benchmarks to determine the limits for E&M revenue stream, and E&M coding may represent an underutilized source of revenue among academic departments of surgery.

Duke Scholars

Published In

J Am Coll Surg

DOI

ISSN

1072-7515

Publication Date

July 2004

Volume

199

Issue

1

Start / End Page

124 / 130

Location

United States

Related Subject Headings

  • Surgery
  • Reimbursement Mechanisms
  • Humans
  • Hospital Charges
  • General Surgery
  • Forms and Records Control
  • Financial Management, Hospital
  • Benchmarking
  • Academic Medical Centers
  • 3202 Clinical sciences
 

Citation

APA
Chicago
ICMJE
MLA
NLM
Kuo, P. C., Douglas, A. R., Oleski, D., Jacobs, D. O., & Schroeder, R. A. (2004). Determining benchmarks for evaluation and management coding in an academic division of general surgery. J Am Coll Surg, 199(1), 124–130. https://doi.org/10.1016/j.jamcollsurg.2004.03.002
Kuo, Paul C., Ann R. Douglas, Darren Oleski, Danny O. Jacobs, and Rebecca A. Schroeder. “Determining benchmarks for evaluation and management coding in an academic division of general surgery.J Am Coll Surg 199, no. 1 (July 2004): 124–30. https://doi.org/10.1016/j.jamcollsurg.2004.03.002.
Kuo PC, Douglas AR, Oleski D, Jacobs DO, Schroeder RA. Determining benchmarks for evaluation and management coding in an academic division of general surgery. J Am Coll Surg. 2004 Jul;199(1):124–30.
Kuo, Paul C., et al. “Determining benchmarks for evaluation and management coding in an academic division of general surgery.J Am Coll Surg, vol. 199, no. 1, July 2004, pp. 124–30. Pubmed, doi:10.1016/j.jamcollsurg.2004.03.002.
Kuo PC, Douglas AR, Oleski D, Jacobs DO, Schroeder RA. Determining benchmarks for evaluation and management coding in an academic division of general surgery. J Am Coll Surg. 2004 Jul;199(1):124–130.
Journal cover image

Published In

J Am Coll Surg

DOI

ISSN

1072-7515

Publication Date

July 2004

Volume

199

Issue

1

Start / End Page

124 / 130

Location

United States

Related Subject Headings

  • Surgery
  • Reimbursement Mechanisms
  • Humans
  • Hospital Charges
  • General Surgery
  • Forms and Records Control
  • Financial Management, Hospital
  • Benchmarking
  • Academic Medical Centers
  • 3202 Clinical sciences