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Bridging Financial, Clinical and Operations for Optimal Outcomes

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Expertise in Enhancing Revenue, Efficiency, Operations and Compliance for Healthcare Systems

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Program Design, Implementation and Optimization

Our pragmatic approach targets specific opportunities to enhance standards, fiscal objectives, and regulatory compliance, thereby boosting performance and fortifying outcomes.

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Assessments and
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Achieve higher quality outcomes and an attainable ROI with ongoing and strategic audits and reviews of your operation.

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Education and Training

We facilitate the shift to value-based care with expert support in people, processes, and technology, offering a measured approach for quick ROI and scalable success.

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Staffing and Managed Services

Achieve coding, CDI, or revenue integrity staffing flexibility with confidence, surpassing accuracy, quality, and productivity goals through our tiered support model.

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Our Services

Discover a comprehensive range of healthcare solutions designed to optimize revenue, enhance compliance, and improve operational efficiency. From coding and CDI to risk-based services and revenue integrity, UASI provides expert support to meet your unique needs.

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CODING SERVICES

Achieve accurate, compliant, and efficient coding with our professional coding services, supporting inpatient, outpatient, and specialty coding needs with UASI.

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RISK BASED SERVICES

At UASI, we optimize your risk adjustment and value-based care initiatives with our specialized risk-based services, ensuring accurate coding and improved financial outcomes.

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CDI SERVICES

UASI enhances the accuracy and completeness of your clinical documentation, ensuring compliance and optimal reimbursement through our expert CDI services.

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DENIALS & REVENUE INTEGRITY

Maintain financial health and compliance with UASI's comprehensive revenue integrity services, including auditing, denials management, and process optimization.

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“I have worked with UASI for many years, they are my go to for CDI. UASI provides experienced CDI staffing resources as well great products with their CDI assessment and their customizable CDI audits. Partnering with UASI is helping our CDI team continuously grow and improve.”

- Tallahassee Memorial Healthcare


Education

Explore UASI's comprehensive resource page for valuable insights, tools, and expertise in healthcare staffing, revenue cycle management, and compliance solutions

16 Oct, 2024
This is a short synopsis of a possible patient record and is not intended to be all-inclusive. This is for educational purposes only and not intended to replace your institutional guidelines.
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By Brandon Losacker 05 Aug, 2024
Common definitions for this discussion: Adverse Effect: occurs when a substance is taken according to direction and a reaction occurs Poisoning: indicates improper use of medication including combination with alcohol, overdose, wrong drug, wrong dose, or taken in error Underdosing refers to taking less or discontinuing a medication that is prescribed Toxic Effects: a reaction, consequence, or effect of a non-medicinal substance such as alcohol, animal venom, or carbon monoxide Provider documentation needs to be clear whether a drug was taken as directed or improperly administered to determine an adverse effect vs. poisoning. For example, a patient with a GI bleed due to Coumadin therapy would need clarification if the Coumadin was taken properly or not taken properly. Taken properly as directed would have an adverse effect – Principal diagnosis is the nature of the adverse effect. GI bleed is associated with Coumadin therapy, taken properly. Taken improperly would be poisoning – The principal diagnosis is the poisoning effect from improper coumadin. GI bleeding is associated with Coumadin therapy, not taken properly Provider documentation should be clear whether a diagnosis results from a cause/effect of poisoning. For example, a patient admitted/discharged with a diagnosis of musculoskeletal chest pain with cocaine use just before the onset of symptoms. Chest pain associated with cocaine use provides clarity on the etiology of the pain. Poisoning is the principal diagnosis, and chest pain is the secondary diagnosis. Provider documentation must be clear whether a diagnosis results from a toxic effect. For example, a patient is admitted with right hand cellulitis and documentation in the nurse’s notes reflects patient was bitten by a spider on the right hand the day before admission. Right-hand cellulitis due to spider bite provides clarity of the cause of the cellulitis. A toxic effect diagnosis would be the principal diagnosis and cellulitis would be a secondary diagnosis. Codes for underdosing should never be assigned as principal diagnosis or first listed codes. The exacerbation or relapse of a medical condition due to under dosing is the principal diagnosis. For example, seizure disorder will be principal when a patient is admitted after having a seizure and noted with subtherapeutic Dilantin levels. Additional Tips: Use as many codes as necessary to describe completely all manifestation of the adverse effect, poisoning, underdosing, or toxic effect. If two or more drugs, medicinal or biological substances are taken, code each individually The poisoning codes have an associated intent as their 5th or 6th character (accidental, intentional self-harm, assault and undetermined). If the intent of the poisoning is unknown or unspecified, code the intent as accidental intent. The undetermined intent is only for use if the documentation in the record specifies that the intent cannot be determined. Documentation of a change in the patient’s condition is not required in order to assign an underdosing code. Documentation that the patient is taking less of a medication than is prescribed or discontinued the prescribed medication is sufficient for code assignment. If a patient has a relapse or exacerbation of the medical condition for which the drug is prescribed because of the reduction in dose, then the medical condition itself should be coded too. If marijuana is legalized for therapeutic/recreational use per state legislature (depending on the documentation in the chart), it is no longer considered an illicit drug. To capture an adverse reaction in this case, it would be coded as poisoning or adverse effect.
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By Brandon Losacker 05 Aug, 2024
It’s not new news that work as we knew it has changed dramatically over the past few years with more employees working remotely than ever before. While this is a newer phenomenon for many HIM employees, at UASI we’ve been working this way for over 20 years. In order to recruit and retain the best in the field, and cut down on travel hassle for our teams and costs for our clients, we built our remote coding services practice 23 years ago. Our success operating this way led us to quickly adopt remote working for our Revenue Integrity, CDI, Audit and Coding Review and consulting teams as well. This has enabled us to find the best talent no matter which zip code he/she lives in over the years. Working remotely can be lonely and people can feel isolated, so it’s important to engage your staff regularly and in various ways. Though there are countless articles and blog posts about working remotely successfully, it’s still a struggle for many. Regardless of having 20+ years of experience operating this way, it never hurts to remind ourselves what works, so we wanted to share a few tips. Routinely schedule calls with your team members to check in and see how they personally are doing and how the work is going. Make sure to personalize the call and ask if goals are being met and if there are issues preventing their success or milestones to celebrate. Send emails consistently that not only check in on people, but also share something fun and/or educational such as: Industry hot topics and/or education Fun facts for that month or week Celebrations such as birthdays, births, graduations, work anniversaries Congratulations on obtaining new credentials or a personal milestone Make Department meetings fun and educational. After providing an overview of the team performance and updates, ask a few people to share something about themselves and/or have a few team members take turns presenting an educational topic briefly. This enables them to work together on something, work on something different than their day-to-day responsibilities and educate the team at the same time. You can even play online games to get to know each other or just to have fun. Our teams play trivia games, bingo, and even industry-related word searches. It is a simple way to engage people and creates opportunities to bond with one another. Share good news with the team when someone is successful or gets a compliment from a client. This way the whole team can share in the success and appreciate the fact that they are working with smart, successful teammates. You can even set up a system to allow staff to nominate each other for great work or achievements for anyone in the company. At UASI, we have our Values-In-Action program where our associates nominate one another for demonstrating our values. It brings energy to our day when those nominations get recognized and reinforces the values of the organization at the same time. It’s not only a proud moment for a person when he/she is recognized, but those nominating get satisfaction from it as well. Conduct remote social activities. Some successes we’ve had are creating a social media “breakroom” for staff only, creating holiday cookbooks or even gift exchanges where you can celebrate together virtually. Remote gift exchanges do take a little coordination, but how fun is it to get a “surprise” in the mail? Invite individuals to participate in health-related challenges, such as step challenges, mindfulness meditation or some type of self-care. These are important because let’s face it, we sit all day. If we can help our teams stay active, they will be healthier and happier. At UASI we frequently have these types of challenges frequently with incentives to participate. In addition, one of our senior leaders conducts a weekly mindfulness mediation session. It’s a great way to break up the day and feel energized for the rest of the week. Always, always encourage staff to share ideas, issues and solutions. Your employees have the bird’s eye view of their jobs and many have great insight and suggestions on ways to improve processes or tools. At UASI we do this regularly in our team meetings, but we also have a corporate Innovation Program where anyone can submit ideas for improvement. These ideas are evaluated by a small committee on a regular basis and then the person submitting gets feedback on the idea. If we decide to pursue the idea, many times the submitter participates in crafting the solution. If we decide to not take action at the moment, the submitter is given the rationale. In this way, everyone knows their ideas are valued whether or not we decide to implement them. Your people are what make your company great. Working remotely can be lonely and people can feel isolated so it is important to ensure you have a good engagement program in place. Keep it up or get one or more of these started. Today. Don’t delay.
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Insights

Explore our INSIGHTS section for valuable resources, including articles, results, whitepapers, case studies, and more. Stay informed and gain expert knowledge to drive your healthcare organization's success with UASI.

By Brandon Losacker 18 Oct, 2024
Cincinnati, OH — UASI is excited to announce the addition of Rachel Mack, MSN, RN, CCDS, CDIP, CCS, CRC, to the team as Managing Consultant in Clinical Documentation Integrity (CDI). Rachel brings over 15 years of experience in CDI and healthcare management, with a well-rounded background as a CDI Specialist, Educator, and Auditor. Her expertise in inpatient hospital CDI/coding, CDI technology, risk adjustment methodologies, and Medicare will significantly enhance UASI's commitment to delivering exceptional documentation solutions. Rachel has demonstrated her dedication to advancing CDI through her strong leadership in program and project management, with a Master's degree in Nursing Administration from Jacksonville University. She has worked closely with physicians to implement effective CDI strategies and has a proven track record in PSI prevention and Medicare compliance. “I am passionate about all things CDI and am thrilled to bring my experience to UASI,” said Rachel Mack. “I look forward to working with a team that shares my commitment to enhancing healthcare outcomes through innovative CDI practices.” Rachel's industry influence extends beyond her work with hospitals. She has been a sought-after speaker at major industry conferences, including her recent presentation on Social Determinants of Health (SDoH) at the 2023 ACDIS Conference alongside Connie Ryan. She also organized and presented at Vizient’s webinar series in 2021, 2022, and 2023, covering topics like CDI and Cardiac Surgery, Sepsis, Respiratory Failure, Risk Adjustment, and PSIs/HACs. Rachel's expertise and thought leadership were also featured at several ACDIS Conferences. About UASI For over four decades, UASI Solutions has led the healthcare industry in revenue cycle management, providing tailored solutions to optimize fiscal performance and drive sustainable growth. Established in 1984, our commitment to innovation and client success has solidified our position as trusted partners nationwide. With a comprehensive suite of services, including Remote Coding, Clinical Documentation Improvement, and Revenue Integrity, we remain dedicated to delivering value and driving results for our clients every step of the way. For more information, please visit www.uasisolutions.com .
By Brandon Losacker 18 Oct, 2024
Cincinnati, OH — UASI is proud to welcome Lou Ann Wiedemann, MS, FAHIMA, RHIA, CDIP, CHDA, as Managing Consultant in Coding and Auditing. Lou Ann brings over 22 years of leadership experience in health information management, association management, and strategic planning. Her expertise in business and content development, coupled with her passion for data-driven decisions, mentoring young professionals, and fostering collaboration, will strengthen UASI’s position as a leader in revenue cycle management. Lou Ann’s dedication to the health information profession is evident through her impressive credentials, including a Master's of Science in Health Information Management, and recognition as a Fellow of AHIMA. In addition to her coding and CDI expertise, she brings a wealth of experience in data analytics, healthcare consulting, HIPAA, healthcare information technology (HIT), and revenue cycle management. Her hands-on knowledge of Electronic Health Records (EHRs) further enhances her ability to deliver innovative solutions for UASI’s clients. "Lou Ann’s exceptional experience and commitment to lifelong learning align perfectly with UASI’s mission of providing outstanding healthcare solutions," said Nancy Koors, CEO of UASI. "Her leadership will undoubtedly drive our coding and auditing services to new heights, and we are thrilled to have her as part of the team." Lou Ann is also a seasoned speaker, author, and faculty member with a strong presence in the hospital and healthcare industry, making her a thought leader in the field. Her ability to guide teams through complex challenges and her focus on continuous improvement make her a valuable addition to UASI’s team. About UASI For over four decades, UASI Solutions has led the healthcare industry in revenue cycle management, providing tailored solutions to optimize fiscal performance and drive sustainable growth. Established in 1984, our commitment to innovation and client success has solidified our position as trusted partners nationwide. With a comprehensive suite of services, including Remote Coding, Clinical Documentation Improvement, and Revenue Integrity, we remain dedicated to delivering value and driving results for our clients every step of the way. For more information, please visit www.uasisolutions.com .
18 Oct, 2024
Healthcare is evolving, and as we move forward with quality care and compassion, it’s crucial to address the factors that significantly impact patient outcomes beyond traditional medical care. Social determinants of health (SDoH) are these non-medical factors—such as access to food, stable housing, transportation, and utility services—that influence a person's overall health and treatment outcomes. By effectively addressing and coding these determinants, providers can enhance care while also accessing additional reimbursement opportunities. CMS Strategic Plan “The Centers for Medicare & Medicaid Services (CMS) infuses health equity in everything it does. CMS is working to advance health equity so that each person has a fair and just opportunity to attain their highest level of health regardless of their age, race, ethnicity, disability, sexual orientation, gender identity, socioeconomic status, geography, preferred language, or other factors that affect access to care and health outcomes.” CMS wants to make sure that all individuals and families have access to quality healthcare. To do this CMS has to remove the barriers to healthcare and support and partner with providers to ensure that every person and family can access care they need. Starting in January 2024, CMS began offering coverage for HCPCS code G0136. This coverage allows providers to be reimbursed when they use a standardized, evidence-based SDoH risk assessment tool that evaluates crucial areas such as food insecurity, housing instability, transportation needs, and utility difficulties. To comply with G0136, providers must use validated tools that have been independently tested. The 2024 MPFS final rule specifies some approved tools, including: CMS Accountable Health Communities Tool Protocol for Responding to & Assessing Patients’ Assets, Risks & Experiences (PRAPARE) Medicare Advantage Special Needs Population Health Risk Assessment The key is to find a tool suitable for your practice’s patient population while ensuring it meets CMS requirements. Documentation of the tool used in the patient record is also critical. Hospital Outpatient Quality Reporting Program (OQR) CMS is expanding its focus on SDoH beyond inpatient settings. The Hospital Outpatient Quality Reporting Program (OQR), a pay-for-reporting quality program, requires hospital outpatient departments to meet specific quality reporting requirements. Failure to do so results in a 2% reduction in their annual payment update. CMS is proposing to adopt the screening of Social Drivers of Health measure, with voluntary reporting starting in CY 2025, followed by mandatory reporting beginning in CY 2026. This expansion reflects CMS’s recognition of the importance of social factors in shaping health outcomes. It provides healthcare providers with the tools to identify at-risk populations and develop targeted interventions. The Commitment to Health Equity measure further encourages healthcare organizations to integrate equity into their strategic and operational goals, fostering a culture of accountability and continuous improvement. Expanded Reimbursement Opportunities CMS is committed to advancing health equity and has included measures to support providers and hospitals in addressing social drivers of health. For example, the new policy finalized for FY 2024 recognizes the higher costs that hospitals face when treating patients experiencing homelessness or housing insecurity. This policy introduces new codes effective from October 1, 2024, which will be classified as complications or comorbidities (CCs), thus increasing reimbursement for specific diagnosis-related groups (DRGs). These codes include: Z59.10 (Inadequate housing, unspecified) Z59.11 (Inadequate housing, environmental temperature) Z59.12 (Inadequate housing, utilities) Z59.19 (Other inadequate housing) Z59.811 (Housing instability, housed with risk of homelessness) Z59.812 (Housing instability, housed, homelessness in past 12 months) Z59.819 (Housing instability, housed, unspecified) Real-World Scenarios: How SDoH Coding Can Make a Difference Here are some examples where documenting SDoH impacts patient care and enhances reimbursement: A patient is diagnosed with hypothermia, and the physician documents that their home does not have heating. Code: Z59.11 (Lack of heating). A child’s record shows a history of food insecurity due to financial difficulties at home, leading to hunger. Code: Z59.48 (Lack of food). A patient misses multiple appointments due to transportation issues. Code: Z59.82 (Lack of transportation). A patient becomes homeless following the foreclosure of their home. Code: Z59.819 (Housing instability). Why This Matters for Your Practice Incorporating SDoH documentation not only improves patient care but also opens up significant reimbursement opportunities. UASI is here to guide you through these changes and help your practice implement these assessments seamlessly. Our expertise ensures your compliance with the latest CMS guidelines, helping you maximize reimbursement potential while enhancing patient outcomes.  Take Action Today Don’t let your practice fall behind in leveraging these opportunities. Contact UASI to learn how our clinical documentation and coding solutions can empower your practice to succeed. Together, we’ll build a more equitable, efficient, and effective healthcare environment for your patients.
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Coding Tips

Stay ahead with UASI Coding Tips section, featuring practical advice, industry updates, and best practices to enhance your coding accuracy and efficiency.

By Marcy Blitch, RHIA, CCS,CIC,CRC 27 Aug, 2024
Diabetes Mellitus: is impaired insulin secretion and variable degrees of peripheral insulin resistance leading to hyperglycemia.  The 2 main categories of diabetes mellitus are: Type 1 - The body’s immune system destroys the beta cells within the pancreas, leading to an inability to produce insulin. Type 1 diabetes requires daily insulin therapy. Historically described as juvenile-onset diabetes. Accounts for less than 10% of all cases of diabetes mellitus. Type 2 - The body still produces insulin, but the body’s cells are unable to utilize the insulin efficiently, leading to insulin resistance. Liver and fat cells are inefficient at absorbing the insulin, resulting in higher glucose levels and increased insulin production. The pancreas loses the ability to produce adequate levels of insulin. May require insulin replacement. Hyperglycemia : Blood sugar > 140 mg/dL Provider documentation should clearly identify diabetes complications as “hypoglycemia” or “hyperglycemia” instead of “uncontrolled diabetes” to ensure accurate code assignment. Example: A patient with a history of type 2 diabetes was found to have blood sugars ranging from 150-220 mg/dL. The provider documents “uncontrolled diabetes” in the H&P. A query should be sent to clarify the diagnosis as “Diabetes mellitus type 2 with hyperglycemia” for accurate capture of the diagnosis. Diabetes mellitus type 2 with hyperglycemia is an Elixhauser variable and an HCC. Provider documentation should clearly differentiate POA status of DM with hyperglycemia when related complications are also documented, such as HHS or DKA. Example: When a provider documents hyperglycemia as POA and a second provider later determines the patient has DKA or HHS. CDI should send a query for clarification of the POA status of documented conditions. CDI would also send a clinical validation query if HHS or DKA is lacking sufficient clinical evidence to support the diagnosis. Provider documentation should clarify if “diabetes type 2 with hyperglycemia” is a complication of a medical treatment to capture appropriate code assignment. Example: A patient with pre-existing type 2 diabetes mellitus presented with hyperglycemia, and the provider notes hyperglycemia is likely secondary to autoimmune DM, which occurred following immunotherapy initiation. Assign codes for Diabetes type 2 with hyperglycemia, and an additional code for the adverse effect of antineoplastic and immunosuppressive drugs. If there is any question of a cause-and-effect relationship, a query would be warranted for clarification. In the OP arena, look for an A1c > 7 to consider a query for control status, unless the provider documents a specific goal in the visit note i.e. A1c goal is < 7.5, etc. NCQA / HEDIS Comprehensive Diabetes Care measure looks for HbA1c control (<8.0%). See below:
By Marcy Blitch, RHIA, CCS,CIC,CRC 27 Aug, 2024
Coming FY 2025 ICD-10 is expanding subcategory E10 to identify stages of Presymptomatic Diabetes Mellitus Come October 1, we will now be able to identify diabetes at earlier presymptomatic stages. ICD -10 is expanding subcategory E10 to identify stage1 and 2 presymptomatic diabetes. Type 1 diabetes can now be most accurately understood as a disease that progresses in three distinct stages. STAGE 1 is the start of type 1 diabetes. Individuals test positive for two or more diabetes-related autoantibodies. The immune system has already begun attacking the insulin-producing beta cells, although there are no symptoms and blood sugar remains normal. 1 STAGE 2 , like stage 1, includes individuals who have two or more diabetes-related autoantibodies, but now, blood sugar levels have become abnormal due to increasing loss of beta cells. There are still no symptoms. 2 STAGE 3 is when clinical diagnosis typically takes place. By this time, there is significant beta cell loss and individuals generally show common symptoms of type 1 diabetes, which include frequent urination, excessive thirst, weight loss, and fatigue. 3 1,2,3 Type 1 diabetes staging classification opens door for intervention | TRIALNET Type 1 Diabetes TrialNet
By Marcy Blitch, RHIA, CCS,CIC,CRC 27 Aug, 2024
When a patient has a hysterectomy in which structures are detached laparoscopically, and a separate incision is made or a portal is extended, for specimen removal, the procedure is reported as a laparoscopic procedure, since CPT has established that extending a portal or making a separate incision for specimen removal does not equate to an open procedure. *This updated coding guidance supersedes the advice in Coding Clinic for HCPCS Fourth Quarter 2019. *Coding Clinic for HCPCS, Second Quarter 2024
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