Biomedical subjects

Judith J Baker

Publications and source records attributed to Judith J Baker.

8 recordsLinked to original sources

PubMed2006

Pharmacy cost reporting with an eye on the future.

The Centers for Medicare and Medicaid Services has decided not to pay hospitals a specific rate in 2006 to cover drug handling costs, but that doesn't mean it won't do so in the future. Hospitals that are dividing their reporting of pharmacy costs on Medicare cost reports between "Pharmacy" and "Drugs Charged to Patients" may be exemplifying best practice in accounting for such costs. Best-practice hospitals will help ensure that CMS will set fair rates for drug handling payments to hospitals, in the event it decides such payments are appropriate.

Centers for Medicare and Medicaid Services, U.S.↗

PubMed2003

Negotiating an innovative uniform infusion therapy fee: a managed care case study.

The medical director of this health plan established an innovative uniform infusion therapy fee whereby the plan pays a uniform infusion fee across all sites of care and contracts separately for delivery of the drug itself. The concept works successfully on three levels: (1) for plan members; (2) for plan providers; and (3) for the plan itself. This case study sets forth the conceptual and operational decisionmaking sequences involved. Establishing the innovative process required two primary elements: (1) coordinated decision making within all departments that were affected by the model; and (2) a champion to carry the project to a successful conclusion.

Ambulatory Care Facilities↗

PubMed2002

Medicare payment system for hospital inpatients: diagnosis-related groups.

Diagnosis-Related Groups (DRGs) are categories of patient conditions that demonstrate similar levels of hospital resources required to treat the conditions. Each inpatient that is discharged from an acute care hospital can be classified into one of the 506 DRGs currently utilized by the Medicare program. The Medicare DRG prospective payment methodology has been in use for almost two decades and is used by hospital managers for planning and decisionmaking. The viability of DRGs for future prospective payment depends on the ability to keep up with the times through updates of the current methodology.

Accounting↗

PubMed2002

Medicare payment system for ambulatory surgical centers.

Ambulatory Surgical Centers are paid under a fee schedule for eight service cost categories. The fee schedule is geographically wage adjusted and is updated annually. Anticipated future adjustments to the Ambulatory Surgical Centers prospective payment system (PPS) includes conversion to resource based rates.

Accounting↗

PubMed2002

Allocating physicians' overhead costs to services: an econometric/accounting-activity based-approach.

Using the optimizing properties of econometric analysis, this study analyzes how physician overhead costs (OC) can be allocated to multiple activities to maximize precision in reimbursing the costs of services. Drawing on work by Leibenstein and Friedman, the analysis also shows that allocating OC to multiple activities unbiased by revenue requires controlling for revenue when making the estimates. Further econometric analysis shows that it is possible to save about 10 percent of OC by paying only for those that are necessary.

Accounting↗

PubMedDate not supplied

Relocating rheumatology patients to a new infusion center at Duke: a case study.

This case study concerns relocating rheumatology patients at Duke University Medical Center to a new infusion center located in a physician based treatment setting. The case study follows the managerial decision-making process as it describes how the infusion center treatment site was chosen, how it was set up, how it functions, and what benefits to patient care it provides. A successful site-of-car relocation requires strong managers who are able to weigh objectively alternative courses of action. Moreover, the project champion must be able to distinguish key factors inside and outside the organization and chart the project's course accordingly.

Academic Medical Centers↗

PubMedDate not supplied

Reclassifying infusion therapy space at the University of Arizona: a case study.

This case study focused on reclassifying infusion therapy space at the University of Arizona Medical Center to a physician-based treatment setting. The study followed the managerial decision-making process as it described how the space reclassification was recommended, adopted, and implemented. A successful reclassification required close attention to organizational structure, administrative policies and responsibilities, and related work-flow processes.

Academic Medical Centers↗

PubMedDate not supplied

A nursing process model: quantifying infusion therapy resource consumption.

Comprehensive measurement of the effort associated with a procedure, treatment, or project involves a myriad of planned observations and analyses. When accurately synthesized, these measurements show the amount of resources or the level of effort required for the intervention. In an era of unprecedented healthcare cost scrutiny, it is imperative for clinicians to understand and apply these components and methods to program development, budget management, staffing, and cost-to-outcome analysis. Through a series of on-site observations and interviews at in-office infusion centers providing a nonchemotherapeutic biologic therapy, specifically infliximab (Remicade), the investigators were able to isolate and assign value to the multiple factors that contribute to the cost of this procedure. The investigators also were able to establish a process model for clinicians who are inevitably involved in the "business" of healthcare.

Antibodies, Monoclonal↗