The Relative Value Scale Committee

Another specialty is cardiothoracic surgery. The cardio specialist will do bronchoscopy, mediastinoscopy, thoracoscopy, pectus excavatum repair, and lung repair.

The ABAS II is a comprehensive measure that assesses an individual’s behavior scale. It was developed by Patti Harrison and Thomas Oakland based on information gathered in a matter of eight years. The standardization has samples for the Parent/Primary Caregiver and Teacher/Daycare Provider Forms for children ages birth to five years comprised 2,100 individuals. The standardization samples for the Parent and Teacher Forms, and Adult Form is comprised of 5,270 individuals that represent the U.S. population. (Harrison & Oakland, 2008) ABAS-II was designed to assess how a person responds to daily demands, and to determine eligibility for services. The ABAS-II has new features in its test that encompass infant-pre-school rating forms, and it has an expanded structure that focuses on the current American Association of Mental Retardation (AAMR). (Sattler, 2002)

Many PA 's are employed in primary care specialties, such as general internal medicine, pediatrics, and family medicine. Other specialty areas include general and thoracic surgery,

List at least 4 institutional committees currently at your practice site. Explain the main purpose of each committee and who is required to attend each meeting. (12 pts)

There is a variety of jobs done in the hospitals such as nurses, receptionist, cleaners, receptionist, medical assistant, medical secretary, occupational therapist aide, patient care assistant, nurses (adult, children, midwife), doctors such as neurobiologist, audiologist, surgeons, medical doctors, etc. There are loads of different types

The Joint Commission evaluates and accredits more than 20,000 health care organizations and programs in the United States. The Joint Commission also provides certification of more than 1,000 disease-specific care programs, primary stroke centers, and health care staffing services. An independent, not-for-profit organization, The Joint Commission is the nation's oldest and largest standards-setting and accrediting body in health care. The Mission of the Joint Commission is to continuously improve health care for the public, in collaboration

The mission statement for South Florida Utilization Review states, “The mission of South Florida Utilization Review is to perform accurate and timely peer review analysis of the medical necessity, appropriateness, timing, utility and cost of medical services and goods. The peer review analysis will be based upon the education, training, and experience of board certified physician reviewers as well as the most current information available in the literature or elsewhere on the current treatment of the condition under review.” (South Florida Utilization Review, 2011) “South Florida Utilization Review is a member of the National Association of Independent Review Organizations (NAIRO) and has performed all case physician advisor reviews as well as quality assurance projects since 1986” (South Florida Utilization Review, 2011). The scope of responsibility is reviewing numerous insurance carriers and external peer reviews for 140 hospitals (South Florida Utilization Review, 2011). There are 150 physician advisors in Florida while the SFUR carries discrepancies and omissions insurance with the dollar values of 1 million and 2 million (South Florida Utilization Review, 2011). The turnaround times for expedite is 24 to 48 hours, 5 business days for

Nationally the VA Central Office PAVE oversight committee works in conjunction with the National PAVE Director, who is most often a podiatrist is a the top of the structure, this team makes recommendations for program improvement, the director is the Chair of the oversight committee. At the next level down, Veteran Integrated Service Network Directors are to ensure that each facility has a PAVE program, assess program status. Next, is the Facility Director (like at the Madison VA) who ensures that there is a PAVE program and a pave Committee, to address primary amputation prevention needs, and secondary amputation prevention needs. Then, the Chief of Staff of the facility is next in the hierarchy, although the Chief of Staff and Facility Director are complementary leadership roles. The Chief of Staff of the Madison VAMC is responsible to designate a PAVE Coordinator for the facility, coordinate efforts of all medical disciplines in the efforts of amputation prevention. Finally, the facility PAVE coordinator oversees and acts as organizational support for the PAVE Committee. The PAVE Committee is a team of professionals that has much more of a functional structure because each team member represents different disciplines and areas of expertise. Those who are recommended to be on the team include, primary care, specialty medicine, surgery, chief of prosthetics, vascular surgeon, podiatrist, infectious disease specialist, endocrinologist, diabetic educator, wound care nurse, social worker, and mental health professional. These proposed team members all have differentiation by function. The current committee ledger includes the PAVE coordinator who is a physical therapist, podiatrists, podiatry nurse case manager, and a wound care nurse. The key stakeholders are those who are

Another career path would be a medical assistant. A medical assistant performs administrative and clinical health duties, through the direct of a physician. They prepare the treatment/emergency rooms. Collect the patient's blood, and tissue from the body that they will look in the laboratory. They explain any health issues with the patient and how they are going to treat them in a good way to get healthy again. The medical assistant schedules appointments for patients and gets the insurance for medical reasons. The medical assistant takes a big part at helping out while the physician is operating on the

In an office setting, RBRVS determines overall cost of visit. The Relative Value Unit (RVU) is a created value to measure resource consumption by assigning numeric values. RVUs are divided into three domains, each with different weight. This metric sums the salary of provider, facility/practice expense (inclusive of utilized resources), and malpractice adjustment (exposure level to account for). This determines the overall Relative Value Unit (RVU) which is then multiplied by the GPCI (geographic index specific for each factor) which adjusts for cost differences in different areas. The total RVU is multiplied by conversion factor to equal reimbursement. Doctors working more and producing more RVUs are making more

The two agencies that were interviewed have some differences in developing policies and procedures as well as some similarities. University Medical Center at Brackenridge (UMCB) is local organization; whereas, ST. David Medical Center operates under Hospital Corporation of America (HCA) organization which has multiple hospitals and surgery centers in 21 States. UMCB policies are not officially regulated according to current evidences; however, the hospital librarians’ researches on current evidence based articles and pass that information to physicians and nurses. On the other hand, HCA make their policies using current evidence based studies as well as conducts their own limited trials. UMBC uses all types of evidences and stakeholders (Physicians,

The IAC is an accreditation agency that looks more at the overall performance of a facility and is more commonly the agency of choice for outpatient facilities (McCarty, 2015). The IAC can accredited ten different imaging modalities including but not limited to Computerized Tomography (CT), Magnetic Resonance Imaging (MRI), Breast MRI, and Nuclear Medicine (IAC, 2015). To become accredited through the IAC a facility must take several steps. These steps include submitting clinical cases and phantom images for review. Additionally, practice site characteristics and modality specific information including equipment must be submitted for review. The IAC will also review a facilities scanning protocols, patient reports, dose measurements, modality specific quality control, and quality assurance programs (IAC, 2015). Once the IAC reviews the submissions the facility then can make any necessary adjustments in order to meet the standards and then they can apply for accreditation (IAC, 2015). Once accredited, the IAC will do onsite surveys and validation film checks to verify a facility is maintaining the standards previously set forth. Other possible requirements include personnel training documentation, and medical physicist or radiologist to be part of the survey team (IAC, 2015). Becoming accredited can come at a high price for a facility. The fees associated with accreditation can range from $750 per site/unit for multiple sites to $3,800 for comprehensive Nuclear Medicine which includes Nuclear Medicine, Nuclear Cardiology and/ or PET (Positron Emission Tomography) (IAC,

RBRVS describes the unit of the measurement that is assigned to a specific medical service that is based on a relative skill with time to perform it. It is composed of the three elements that are measured in RVUs: 1. Is the nationally uniform relative value- based on the three elements as follows: a. Provider's work- physician's effort that accounts for the 52% of the total relative value for any service. The physician's work is based on the RVUs that is based on results from the Harvard University study.

RBRVS is used to determine how much medical money providers should be paid. It is partially used by Medicare in the United States and by almost all health maintenance organizations (HMO's). RBRVS assigns to the procedures performed by a physician or other medical provider a relative "value" that is adjusted by geographical region. This value is then multiplied by a fixed conversion factor, which changes annually, to determine the amount of the payment. RBRVS for each CPT code is determined by three independent factors: physician's work, practice expenses, and malpractice expense. The RUC examines each new code to determine relative value by comparing the medical work of the new medical work code involved in existing codes. RBRVS does not include

Randy May works for a small airline based on Nantucket Island, Massachusetts. He recently won two million in the New England Lottery and decided to invest his winnings, ultimately, in a chain of ice cream shops in the Cape Cod area to gain potential future earnings. Figuring he had enough money to open up ice cream shops in both islands of Nantucket and Martha’s Vineyard, as well as two shops in Falmouth and Buzzards Bay, he signed a contract with a local builder and began construction of the shops. After beginning the process of construction, he was faced with the next task of hiring employees to staff the four ice cream shops. Throughout his calculations, he estimated