Question
Activity-Based Management in a Medical Practice T A BRIEF INTRODUCTION TO THE HEALTH CARE INDUSTRY he Office of Health Policy of the Assistant Secretary for
Activity-Based Management in a Medical Practice
T
A BRIEF INTRODUCTION TO THE HEALTH CARE INDUSTRY
he Office of Health Policy of the Assistant Secretary for Planning and Evaluation in the Department of Health and Human Services released a study in 20051 that analyzed the effects of cost increases in health care on the U.S. economy. This
report states that 2003 spending in the U.S. was $1.67 trillion, or $5,670 per person. These costs have been increasing at a rate that is nearly triple the rate of increase in the U.S. Gross Domestic Product since the late 1990s. By 2002, 46 percent of all health care spending came from public funding, up from 25 percent in 1960. Health care is a significant portion of the U.S. economy and U.S. health care policies and funding have a major impact on all Americans.
Most physicians and surgeons in the U.S. receive a substantial portion of their revenues from third-party payors (insurance companies or government Medicare or Medicaid reimbursements). In many instances, the amount a surgeon receives for a particular service has declined over the years because doctors have less bargaining power with the U.S. government and insurance companies than they had when they received payments from their patients. This has made cost control in a medical practice more important than ever.
CASE INTRODUCTION
Thoracic surgeons treat diseases involving organs of the chest. Cardiac surgery (a type of thoracic surgery) is the surgical management of diseases of the blood supply to the heart, heart valves and the arteries and veins in the chest. Cardiac surgeons replace and repair valves in the heart, install pacemakers, perform coronary artery bypass graft (CABG) surgery for disease, treat cancers of the lung and esophagus, treat tumors of the chest, and perform heart and lung transplants. General thoracic surgery, on the other hand, focuses on treatments for problems of the lungs and esophagus.
Dr. Don Fannon and Dr. Dan Martens are two renowned thoracic surgeons. They are graduates of the Stanford University School of Medicine and have each worked in the fields of cardiac and thoracic surgery for more than 30 years. Both are frequent speakers at medical conferences. In 1981, they formed the Fannon and Martens Cardiac and Thoracic Surgery Medical Group (FMMG) in the San Francisco Bay Area.
Drs. Mikos, Cord, Carson, and Smith (MCCS) are also thoracic surgeons. They have been practicing together in San Francisco for more than 11 years, and they have all known Drs. Fannon and Marten of FMMG for just as long.
All six surgeons (the four from MCCS and the two from FMMG) attended last year?s annual meeting of the Society of Thoracic Surgeons (STS), and during a break between sessions, began talking about the way they manage their respective practices. There are numerous differences between the two practices. For example, FMMG maintains a central location?a traditional medical office?for patient examinations. Although they have surgical privileges at several hospitals, all patients are seen in the exam rooms at the FMMG office. Drs. Fannon and Marten prefer this, as it saves them (and their junior partner) a great deal of travel time.
1 See: http: / / aspe.hhs.gov / health / costgrowth / index.htm.
MCCS, on the other hand, maintains only an administrative office. That is, no patients are seen at the MCCS office. All patient office visits are handled at examination rooms close to the hospital where the surgery was performed or will be performed. Some of the rooms where patients are examined are in the hospital itself, or in office facilities located close to the hospital. Of course, MCCS? patients prefer this as they have a shorter drive for pre-op and post-op office visits, but the MCCS surgeons spend much more time com- muting to various hospitals than do the FMMG surgeons.
After hearing of this arrangement, Drs. Fannon and Marten expressed surprise that their MCCS colleagues would be willing to spend so much time on the road. Additionally, they question their friends about the heavy fees they must pay for the occasional use of such examination rooms in hospitals and ambulatory surgical centers. They are convinced that MCCS is headed for trouble with such a strategy. However, the MCCS surgeons believe that it is FMMG that has over-burdened itself with avoidable overhead. The MCCS surgeons say that the office space they use is essentially free. That is, in almost all cases, they pay nothing for the use of the space to examine patients. There is only one hospital that charges them for the use of the space.
The two groups of surgeons agree to compare financial information about their practices in order to determine who is right.
THE STS COST STUDY
Both FMMG and MCCS previously participated in a cost study project sponsored by the Society of Thoracic Surgeons. This study built an activity-based costing (ABC) model for indirect costs, which generated the cost of each process (activity) and the unit costs of the four cost objects for the practices that participated in this study. Table 1 describes the business processes that generate the indirect costs of these thoracic medical practices. The Center for Medicare and Medicaid Services (CMS) administers U.S. government re- imbursement to physicians giving care to persons covered under Medicare and Medicaid. In the CMS nomenclature, these indirect costs are known as practice expense.
Table 2 gives the results of this cost study for FMMG, MCCS, and the average for the practices that participated in the study. The assignment of process costs to the cost objects in the study is shown in Figure 1. The costs of two of the processes, Sustain and Manage Business and Maintain Facility, were not allocated directly to the cost objects. Rather, the costs of these processes were allocated back to the other processes. Hence, the total costs listed for these two processes are displayed for informational purposes only; these amounts are included in the total process costs because they were already reallocated to the other processes. Table 2 also lists the final indirect cost / unit for the four cost objects in this study, the count for each of the four cost objects, and the number of full-time equivalent (FTE) MDs.
According to CMS, the reimbursement to physicians for the work they perform is based on three components: work, malpractice insurance, and practice expense. The work component compensates physicians for the estimated time required by the physician to perform a certain procedure. The more complex the procedure, the more time is required, and hence, the greater the reimbursement. The work component is a reimbursement for the direct cost of providing a medical service. Practice expense includes all the costs of running a medical practice other than physician compensation and malpractice insurance. In accounting terms, practice expense is an indirect cost.
In the STS cost study, the purpose was to build and implement an ABC model for practice expenses, the indirect costs of a medical practice. Therefore, information about the direct costs (compensation to doctors and malpractice insurance) was not collected. Information about the effort levels of the physicians across the types of services rendered was not relevant because physician compensation is considered a direct cost. For this case, however, we want to focus on practice profitability. Consequently, we have to add both revenue and direct cost to the model.
Cost Objects in the STS Study
The ABC model built to determine the practice expense per unit of cost object identified four major groups of services delivered by thoracic surgeons. These were the cost objects for thoracic surgery, and are shown below.
? No-Charge Office Visits: These are the post-operative outpatient office visits that are not chargeable within the ??global period?? (usually 90 days for most surgeries).
? Chargeable Office Visits: These are pre-operative visits or outpatient visits not within the global period.
? Chargeable Hospital Visits: These are in-patient visits that could have been triggered by the patient?s admission to an emergency room or post-operative visits not within the global period.
TABLE 1
Medical and Business Activities (Processes) in the STS Cost Study
(1) Service Patients in Office
This is the process of treating and managing patients during office visits. Two categories of
patients are seen this way: initial office visit and post-op visits. The process includes all activities
necessary to service the patients including taking patient history, scheduling appointments, pre-
paring examination rooms, typing prescriptions, ordering tests, answering patient / family ques-
tions (in person and on the phone), transcribing dictation, completing disability forms, etc. This
process includes providing information and reports to the referring physician. The process does
not include maintaining medical records or obtaining insurance authorization?these are separate
processes.
(2) Service Patients in Hospital and Other Facilities
This is the process of treating patients in the hospital and interacting with patients and family
in the hospital. It includes making rounds, examining patients, etc.
(3) Obtain Insurance Authorization
This is the process of verifying insurance coverage, contacting the insurance company, HMO,
or Workers? Compensation to obtain permission to provide services to a patient, etc.
(4) Maintain Medical Records
This is the process of collecting, entering, and copying information for patients? medical charts.
It includes pulling charts and re-filing charts, etc.
(5) Schedule and Coordinate Surgery Patients in Hospital
This is the process of keeping track of patients in the hospital. It includes arranging patient
admissions, managing transportation of patients, scheduling physician rounds and surgeries,
keeping track of every patient in the hospital: where they are and why they are there, delivering
and picking up medical records, recording all daily physician services, scheduling physician
meetings, etc.
(6) Billing
This is the process of recording patient charges for services rendered and submitting claims to
insurance companies, Medicare, HMO, Workers? Compensation, etc.
(7) Collect Payments
This process includes collecting funds from individuals, insurance companies, HMOs, etc., main-
taining accounts receivable records, making bank deposits, etc.
(8) Resolve Collection Disputes and Re-Bill Charges
This is the process of evaluating EOBs and working with insurance companies, HMOs, etc., to
resolve payment / billing disputes, submitting additional information to payors, rebilling, etc.
(9) Provide Information to Third Parties
This process involves providing information to third parties, such as attorneys, insurance com-
panies, etc. It does not include providing information to the referring physician.
(10) Teaching and Research
This is the process of conducting medical research and teaching medical students, interns, and
residents.
(11) Maintain Professional Education
This is the process of the physicians and office staff maintaining their respective intellectual
capital.
(12) Sustain Business by Managing and Coordinating Practice
This is the process of running the business side of a medical practice. Activities include general
office management, STS database reporting, accounting, marketing, negotiating contracts, com-
plying with regulatory requirements, managing human resources, taxes, etc.
(13) Maintain Facility
This is the process of maintaining an environment in which to practice medicine and run the
business. It includes negotiating leases, acquiring medical and office equipment, installing communications systems, etc.
TABLE 2
Process Costs and Practice Information from the STS Cost Study
Total Cost of Processes |
|
MCCS |
|
FMMG |
| Database Average |
| Process Abbvn |
Service Patients in the Office |
| $39,970 |
| $347,045 |
| $212,046 |
| SPO |
Service Patients in the Hospital |
| $94,018 |
| $186,764 |
| $173,192 |
| SPH |
Obtain Insurance Authorization (a) |
| $94,743 |
| $45,930 |
| $28,991 |
| Auth |
Billing (a) |
| $20,487 |
| $64,950 |
| $45,352 |
| Bill |
Collect Payments (a) |
| $17,979 |
| $54,199 |
| $26,234 |
| Collect |
Resolve Collection Disputes (a) |
| $13,799 |
| $58,333 |
| $32,792 |
| Disputes |
Maintain Medical Records |
| $43,342 |
| $69,705 |
| $57,133 |
| MMR |
Schedule & Coordinate Surgeries |
| $121,783 |
| $30,915 |
| $36,415 |
| Sched |
Provide Information to 3rd Parties |
| $23,805 |
| $16,989 |
| $17,230 |
| 3rd pties |
Teaching & Research |
| $0 |
| $0 |
| $297 |
| T&R |
Maintain Professional Education |
| $51,411 |
| $31,118 |
| $37,163 |
| MPE |
Total $521,337 $905,948 $666,845 | ||||||||
(a) Total Reimbursement Processes |
|
$147,008 |
|
$223,412 |
|
$133,369 |
|
Reimb |
Sustain & Manage Business |
| $191,547 |
| $153,906 |
| $170,211 |
| Sust Bus |
Maintain Facility |
| $59,429 |
| $223,180 |
| $121,203 |
| Facility |
Number of MDs |
| 4 |
| 3 |
| 4.1 |
|
|
Number of no-charge office visits |
| 1,424 |
| 1,188 |
| 1,038 |
|
|
Number of charge office visits |
| 288 |
| 1,975 |
| 422 |
|
|
Number of charge hospital visits |
| 530 |
| 779 |
| 97 |
|
|
Number of surgeries / procedures |
| 1,312 |
| 639 |
| 727 |
|
|
Indirect cost / unit: No-charge office visit |
|
$41 |
|
$139 |
|
$190 |
|
|
Charge office visit |
| $82 |
| $169 |
| $227 |
|
|
Charge hospital visit |
| $26 |
| $45 |
| $66 |
|
|
Surgery |
| $324 |
| $581 |
| $505 |
|
|
Note: Of the total practice expense for MCCS, $24,000 is for rental fees for examination rooms, $94,000 is for automobile leases and expenses, and $44,000 was for rent expense for the administrative offices. The $24,000 was assigned to Service Patients in the Office, the $94,000 was assigned to Service Patients in the Hospital, and the $44,000 was assigned to Maintain Facility.
? Surgeries and Procedures: Although a surgeon?s effort across types of surgeries or procedures varies greatly, there is not a large difference in the administrative resources consumed by a minor surgery or a major surgery. Therefore, the original ABC model grouped all surgeries and procedures together so that the practice expense assigned to each surgery was the same.
A distinction is made between chargeable and no-charge office visits because they consume activities differently. No-charge office visits do not require the staff to obtain insurance authorization (because the authorization for the surgery includes the follow-up office visits) or to process the collection of payments. However, a bill for $0 is prepared for a no-charge office visit. Therefore, the CPT codes for chargeable office visits were
FIGURE 1
Flow of Process Costs to Cost Objects in the STS Cost Study
Processes Cost Objects
Service Patients in the Office
Service Patients in the Hosp.
No-Charge Office Visits
Obtain Ins. Authorization
Billing
Collect Payments
Charge Office Visits
Resolve Collect?n Disputes
Maintain Medical Records
Schedule & Coordin. Surgeries
Charge Hospital Visits
Provide Info to 3rd Parties
Teaching & Research
Maintain Profess?l Education
Surgeries/Procedures
Sust. & Manage Business
Maintain Facility
The lines show how process costs were assigned to the cost objects in the STS Cost Study, using various cost drivers. For example, Service Patients in the Office Process costs were assigned to No-Charge Office Visits and Charge Office Visits. Maintain Medical Records and Billing process costs were assigned to all four cost objects.
bundled as a separate cost object from the CPT codes for no-charge office visits because they consume process costs differently.
All chargeable office visits, regardless of length or physician services provided, were considered as a single cost object because these office visits consume practice expense at about the same rate. A chargeable hospital visit does not usually require insurance authorization as this authorization is linked to the surgery, and it does not consume any office- related processes.
All surgeries and procedures, regardless of complexity, consumed about the same amount of practice expense. Therefore, all surgical CPT codes were bundled together as a single cost object.
Expanding the Model to Include Direct Costs
In order to expand the ABC model to include direct costs such as physician compensation and malpractice insurance, the number of cost objects must be increased. This is because, within each major cost object category, there are a number of different services rendered. For example, office visits and surgeries vary widely in terms of the amount of physician time consumed. MCCS has been maintaining records that will allow for a rea- sonable grouping of the CPT codes3 when different surgeon effort levels are taken into consideration. MCCS uses, in addition to the No-Charge Office Visit code, six different codes for Chargeable Office Visits (Outpatient E&M4 codes) and seven different codes for Chargeable Hospital Visits (Inpatient E&M codes). In order to better manage information for decision-making purposes, Linda, the MCCS practice manager, has grouped the surgical/ procedural codes that MCCS uses into 11 categories that represent the ??product lines?? of MCCS. These categories are:
? CABG (Coronary Artery Bypass Graft)
? Renal access (the vascular connection between the patient and a hemodialysis machine, where cleansing of the blood takes place for persons with kidney disease)
? Vascular surgeries (for example, removal of obstructions in veins or arteries)
? Bronch / Mediastinoscopy (surgical procedure to allow physicians to view areas of the cavity behind the breastbone)
? Thoracotomy (lung cancer surgery)
? Tracheostomy (for emergencies or patients on long-term ventilation)
? Pacemakers (insertion and management)
? Debridement (removing nonliving tissue from wounds)
? Other cardiac surgeries
? Valve repair and replacement (to correct a malfunctioning heart valve)
? Other surgeries
Table 3 gives additional information about the direct costs MCCS incurs for each of these, as well as estimates for the amount of doctor time spent, on average, for the various cost objects. Surprisingly, MCCS? malpractice insurance costs are computed based on the practice?s geographical region, its volume, its broad specialty (e.g. thoracic and / or cardiac surgery), and the practice?s claims experience. The specific case mix for the practice is not taken into consideration in determining malpractice rates. Since MCCS? geographic location
3 CPT codes are used in billing Medicare and other third-party payors. There is a code (designated as either a CPT code or a HCPCS code) for each type of service offered by a medical practice.
4 The codes that are used for in-patient and outpatient consultations with the surgeon are called Evaluation and
Management (E&M) codes.
TABLE 3
MCCS? Direct Costs and Direct Cost Drivers
Direct Costs:
Malpractice insurance $329,976
Doctors? compensation $2,020,775
Total direct costs $2,350,751
Information about Cost Objects:
Avg MD
Minutes Count
Total MD Minutes
No-Charge office visit 20 1424 28,480
Chargeable office visits:
/ outpatient visit, est level 1 15 18 270
/ outpatient visit, est level 2 25 7 175
consultation, level 1 30 14 420
consultation, level 2 40 45 1,800
consultation, level 3 60 117 7,020
consultation, level 4 80 87 6,960
Total chargeable office visits 288 16,645
Chargeable hospital visits:
inpatient consult, level 1 | 20 | 5 |
| 100 |
inpatient consult, level 2 | 32 | 20 |
| 640 |
inpatient consult, level 3 | 45 | 99 |
| 4,455 |
inpatient consult, level 4 | 65 | 184 |
| 11,960 |
inpatient consult, level 5 | 88 | 217 |
| 19,096 |
-up inpatient consult, level 2 | 20 | 4 |
| 80 |
-up inpatient consult, level 3 | 30 | 1 |
| 30 |
|
| 530 |
| 36,361 |
Surgeries/procedures:
Coronary Artery Bypass Graft (CABG) | 320 | 421 |
| 134,720 |
Renal Access | 243 | 18 |
| 4,374 |
Vascular | 163 | 68 |
| 11,084 |
Bronch / Mediastinoscopy | 125 | 82 |
| 10,250 |
Thoracotomy | 132 | 223 |
| 29,436 |
Trach | 75 | 60 |
| 4,500 |
Pacemaker / AICD | 128 | 53 |
| 6,784 |
Debridement | 54 | 20 |
| 1,080 |
Other cardiac surgery | 220 | 151 |
| 33,220 |
Valve repair / replacement | 248 | 134 |
| 33,232 |
Other surgery | 200 | 82 |
| 16,400 |
|
| 1312 |
| 285,080 |
Total MD minutes for all services rendered 366,566
and its specialty are fixed, the MCCS surgeons feel that they can decrease malpractice premiums only by reducing the limits of coverage, reducing patient volume, or attempting to reduce malpractice claims. The first two alternatives are not seen as viable by the MCCS surgeons, and they feel they already use all their expertise and resources to minimize malpractice claims. The surgeons therefore feel that the cost of malpractice insurance is
not within their control. Most malpractice claims come from patients that have had a surgery or procedure, and to date MCCS has never been found to be liable for any claim (although the insurance company has sometimes settled with the plaintiff). MCCS has not noticed a pattern where these claims are associated with a specific type of surgery or procedure.
Expanding the Model to Include Revenues
In today?s environment of managed care and decreasing Medicare and other third-party reimbursements, surgeons are receiving less for their services than they were under the fee- for-service circumstances of the past. MCCS continues to bill for its services for amounts that are considered ??usual and customary?? charges. Of course, the practice most often does not receive a reimbursement anywhere close to what was billed. It is not unusual to see a ratio of collections to charges (amounts billed) of about 33 percent.
Table 4 presents billing and collection information, as well as count information, about MCCS? services by payor category. The collections listed for Medicare include CMS? three components of reimbursement. In other words, these amounts are intended to reimburse a surgeon for practice expense, malpractice insurance costs, and his or her time. Linda has grouped MCCS? payors into the following categories:
? Medicare: Medicare reimbursements are computed using a formula based on RBRVUs (resource-based relative value units), which are indices of average physician time, ex- perience, and risk for a surgery. A surgeon will receive only the computed reimburse- ment for a particular service, regardless of the amount billed for that service. Often Medicare patients have supplemental health insurance that covers amounts or services that Medicare does not cover. Linda categorizes reimbursements received under these Medicare supplemental policies as payments for a Medicare patient.
? BCBS: A reasonable number of MCCS? patients carry Blue Cross / Blue Shield health insurance where BCBS pays MCCS a reimbursement that is computed based on (al- though it is higher than) the Medicare amount. Usually patients must pay a percentage of the covered amount (patient?s co-pay), up to an annual limit, and the BCBS policy pays the remainder. Linda includes the BCBS payments, as well as the co-pay from a BCBS patient, in this category.
? Commercial: A local laborers? union provides health insurance coverage for its mem- bers. The union is self-insured, so that all reimbursements are paid to the physician directly, and the members are free to choose the physician of their choice. Depending on the nature of the individual?s membership, a small co-pay is sometimes required of the patient. Remittances from the union and the patient are included in this category.
? Department of Public Aid (DPA): A state-sponsored program pays a portion of the medical bills of individuals in financial distress.
? Managed care: This is the term Linda applies to the discounted fee arrangements that MCCS has with some hospitals and health care networks. It is not a ??capitated con- tract?? in the sense that MCCS receives a flat amount per member per month to be the specialist provider of cardiac / thoracic services to a network of enrollees in a Health Maintenance Organization (HMO). Rather, MCCS is compensated by the healthcare networks based on a predetermined fee schedule.
Additional Information about FMMG and MCCS
FMMG consists of two senior partners and one junior partner, all thoracic surgeons who work full-time at the practice. FMMG employs 1.8 FTE physician assistants who assist the surgeons in the operating room and 5.1 FTE administrative staff. All FMMG personnel
TABLE 4
MCCS? Case Mix Billing and Collection Information
Number of Units of Service Amount Billed
Medicare BCBS Comm DPA Mgd Care Medicare BCBS Comm DPA Mgd Care Total
No-Charge OV |
| 707 |
| 182 |
| 81 |
| 100 |
| 354 |
| |||||||||||
Chargeable OV |
| 162 |
| 94 |
| 17 |
| 6 |
| 9 |
| $29,160 |
| $17,326 |
| $3,133 |
| $1,106 |
| $1,659 |
| $52,384 |
Chargeable HV: |
| 252 |
| 62 |
| 55 |
| 19 |
| 142 |
| $59,427 |
| $14,589 |
| $12,942 |
| $4,471 |
| $33,414 |
| $124,843 |
Surgeries / Procedures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CABG |
| 229 |
| 38 |
| 12 |
| 17 |
| 125 |
| $2,518,435 |
| $417,906 |
| $131,970 |
| $186,958 |
| $1,374,691 |
| $4,629,961 |
Renal |
| 6 |
| 4 |
| 3 |
| 1 |
| 4 |
| $46,010 |
| $30,673 |
| $23,005 |
| $7,668 |
| $30,673 |
| $138,030 |
Vascular |
| 39 |
| 9 |
| 5 |
| 4 |
| 11 |
| $397,999 |
| $91,846 |
| $51,025 |
| $40,820 |
| $112,256 |
| $693,946 |
Bronch |
| 33 |
| 12 |
| 6 |
| 12 |
| 19 |
| $113,841 |
| $41,397 |
| $20,698 |
| $41,397 |
| $65,545 |
| $282,878 |
Thoracot |
| 111 |
| 31 |
| 10 |
| 7 |
| 64 |
| $397,196 |
| $110,929 |
| $35,783 |
| $25,048 |
| $229,014 |
| $797,971 |
Trach |
| 18 |
| 6 |
| 8 |
| 13 |
| 15 |
| $29,563 |
| $9,854 |
| $13,139 |
| $21,351 |
| $24,636 |
| $98,544 |
Pacemaker |
| 20 |
| 11 |
| 5 |
| 3 |
| 14 |
| $187,990 |
| $103,395 |
| $46,998 |
| $28,199 |
| $131,593 |
| $498,174 |
Debridement |
| 11 |
| 2 |
| 1 |
| 2 |
| 4 |
| $24,969 |
| $4,540 |
| $2,270 |
| $4,540 |
| $9,080 |
| $45,399 |
Other cardiac |
| 85 |
| 21 |
| 8 |
| 15 |
| 22 |
| $157,530 |
| $38,919 |
| $14,826 |
| $27,799 |
| $40,773 |
| $279,848 |
Valve rep |
| 72 |
| 17 |
| 11 |
| t
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