I think it has to do with hospital and department funding, as it was described to me. Mtf gets dollars for total rvu which get distributed to departments to buy stuff and pay contractors
There is someone who is tracking your rvu and medical coding.
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beat me to it. You're measuring them so that someone can put on his or her OER that they were able to track productivity, and next year they'll "make improvements" by mandating that you do 10% more. it does have to do with what the hospital gets delegated every fiscal year (I don't like to say "gets paid", because I feel like that might insinuate that work was being done). However, until the Army actually stops distributing cash to it's hospitals based upon low productivity, this is an empty threat.At best it's a fitrep bullet.
If the command isn't making its metrics then the CO gets leaned on by external powers, and that sort of thing tends to run downhill.
Yeah, that's not just you. Not to mention, when I do a case with five parts that would bill thousands of dollars, they code with the most simplistic, lowest-generating code possible.What I find interesting is that here OR cases do not generate RVUs. It's all through clinic and consult notes. Yet, everyone is cracking down on RVUs...and they keep yelling at surgical services for not generating enough.
And we had that at my last station. It was eventually fixed after a ton of work by one of my colleagues, but in a nutshell they were t allowing our anesthesia personnel to "count" thinks like epidurals. Even though our major product as a hospital was babies - by far. I mean, we dumped out so many kids, you'd think it was perpetually prom night.Even more dumb/weirdness. When I was a resident, I spent time in Landstuhl doing acute pain. There, they realized that anesthesia cannot generate RVUs, so they divorced regional and acute pain from the Anesthesiology Department, made it its own Department of Acute Pain Medicine (staffed entirely by the anesthesiologists), and put in a full formal consult note (with full ROS and PE) and procedure note into AHLTA or Essentris, complete with all proper codes, for every single block performed for surgery (and inpatient consult/procedure notes for patients with catheters). The net effect was APM became the most 'productive' service in the hospital, able to obtain additional support staff and equipment. No major changes in work, just changes in structure and coding. Now that's how you game the system.
Yeah. It's dumb, dude. This is milmed.