Physical Therapy Blog

We’ve covered the ins and outs of G-codes as well as how it easy it will be to implement them successfully within WebPT—and why an integrated functional limitation reporting solution is the best solution. Today let’s go back to the G-code basics.

What’s a G-code?

Effective July 1, 2013, CMS will require therapists to complete functional limitation reporting through the use of new G-codes and corresponding severity modifiers for all eligible Medicare patients at the initial examination, at minimum every ten visit (or progress note), and at discharge in order to receive reimbursement.

Today's blog post comes from WebPT Co-Founder Heidi Jannenga, PT, MPT, ATC/L.

By now, I’m sure you’ve heard about functional limitation reporting—also known as claims-based outcome reporting (CBOR) and G-code reporting. Regardless of what your clinic calls it, functional limitation reporting is coming quickly. In fact, as of July 1, 2013, CMS is making it mandatory. That means they won’t pay you for your services if you don’t properly report functional limitations via specific G-codes on the claim form for each eligible Medicare patient. Now, if you’re a WebPT Member, we got you covered. In mid-spring, we’re integrating functional limitation reporting (G-codes and corresponding severity modifiers) into your documentation workflow, which will make it a breeze to stay compliant—and thus, get paid.

Last month we covered functional limitation reporting basics in several blog posts, a webinar, and an article on Physiospot, but in the midst of all this—and especially at CSM 2013—I’ve realized that in addition to understanding functional limitation reporting inside and out, we need to understand its importance beyond getting paid. While overall the transition to functional limitation reporting is a good thing, it may actually fall short in terms of bringing our profession closer to achieving evidence-based practice on the whole. Why, you ask?

The Good

Functional limitation reporting will allow us to gain tremendous insight into our patients’ and our peers’ patients’ functional outcomes. Just think of what all that data could show based on treatment type and patient demographics, and that goes for us as individual providers and for us as an industry. This is our chance to prove unequivocally that rehab therapy works—and to see which techniques work best. We’re clearly moving towards a pay-for-performance reimbursement structure, and this is an ideal way to demonstrate our patients’ progress with our care. Additionally, this reporting requirement will make us better therapists by insisting that we treat function and not just objective measures. 

The Opportunities

Because this requirement is more heavily focused on the subjective—what the patient thinks and feels—questions remain as to whether it may actually weaken our evidenced-based practice efforts. As an industry, we’ve fully researched and vetted many functional outcome measurement tools as reliable and valid tests. However, they are still based on the subjective complaints of the patient vs. objective measures taken by the therapist. Ultimately, it appears Medicare’s stance is that what the patient thinks and feels is what really matters—which in my opinion is accurate. But it doesn’t appear that Medicare really cares what method or treatment procedures we use to achieve patient improvement—just do it and do it as quickly as possible. This does not promote nor advocate for true evidence-based practice. It’s just by any means necessary.

Go Forward

In the end, though, we can’t let Medicare’s apathetic vibe influence our behavior and practice. While we need to understand and acknowledge the opportunities, it shouldn’t be what we focus on. Let’s hone in on the good. During CSM 2013, in the Autonomy presentation, an attendee stood up and said: “Functional Limitation Reporting is good. It might be more paperwork [which with WebPT, it won’t], but it’ll prove our worth.” That’s the attitude I’m embracing, and I think we all should. We encourage our patients to think positive—no matter how difficult the process or how murky the waters ahead might be. We need to encourage ourselves to do the same.

Today’s post comes from WebPT Member Mike Taylor, PT, MBA, OCS, from OrthoSport Physical Therapy. Thanks, Mike!

Don’t:

1. Assume that your personality and skills are what the world’s been waiting for.
2. Assume that your job is the most important one in the office.
3. Assume that if you’re busy you’re successful.
4. Assume that your business couldn’t run without you.
5. Ever give a raise that ends in anything but a whole number.
6. Ever let a dollar or two per hour come between you and a good hire.
7. Ever second guess your lingering doubts about a hire—cut your losses.
8. Ever forget that you’re nothing without your team.
9. Believe the naysayers.
10. Believe anything other than hard work is what it takes.

Do:

1. Hire good people— never assess anybody solely through a resume.
2. Quickly get rid of people that don’t fit in with your clinic’s culture or vision.
3. Pay more than the prevailing wage.
4. Give raises based on merit and nothing else. (If they have to ask for it, you’re late.)
5. Give benefits that you would want your family to have.
6. Treat your staff as you would like to be treated, which mostly means just leave them be.
7. Know that if someone leaves they’re not likely to find what you provided.
8. Understand that you get paid last, not first.
9. Question your hire if you think you can do the work better yourself.
10. Worry about sales and collections. The other part (DPT) is easy.

Today’s blog comes from E-rehab.com President David Straight, PT, DPT, OCS. E-Rehab provides physical therapy websites, video, email newsletters, search, and social media for physical therapy-owned private practices. Contact David at 800.468.5161 or dave@e-rehab.com. 

As Benjamin Franklin once said, “It takes many good deeds to build a good reputation, and only one negative one to lose it.” With this statement in mind—and 21^st century technology—let’s talk about reputation management in 2013. Here are a few questions to start you thinking:

1. Do you know your online reputation?
2. Are there any negative reviews about your practice on the Internet? If so, do you have a procedure for handling these reviews?
3. Do you have a proactive reputation management program in place to inoculate your practice against negative reviews?
4. Have you considered the impact that positive reviews will have on your practice’s reputation?

What is Online Reputation Management?

According to Wikipedia, “online reputation management is the practice of monitoring the Internet reputation of a person, brand, or business, with the goal of emphasizing positive coverage rather than negative reviews or feedback.” While much of online reputation management is focused on keeping negative search results at bay, the successful reputation manager works to “bridge the gap between how a company perceives itself and how others view it.”

Reputation management today is what most people would consider public relations in yesteryears. With all of the different outlets for raving fans or ranting critics (think review sites and social media platforms), reputation management is essential to your overall marketing strategy. All it takes is one unhappy patient, one angry employee, or one unethical competitor, and your online reputation can take a significant hit.