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Issue 14, Fall 2021

General OrthoForum Policy Issues

Physician Fee Schedule; Telehealth

Comments on PFS Proposed Rule: In July 2021, the Centers for Medicare & Medicaid Services (CMS) issued this proposed rule. As noted in the previous newsletter, the conversion factor would be reduced from the current 34.8931 (which reflects action taken by Congress in December 2020) to 33.5848, a reduction of 1.3083. According to CMS, this would result in a 1% increase for orthopaedic surgery (due to an increase in PE RVUs), but a 1% reduction for physical therapy and occupational therapy (due to a decrease in Work RVUs). This reduction in the conversion factor is not the only reduction, however. There will also be a sequestration cut of 2% under the Budget Control Act of 2011, and a sequestration cut of 4% under the Statutory Pay-As-You-Go Act of 2010.

The proposed rule would also continue through the end of 2023 many of the Medicare telehealth flexibilities allowed during the Covid-19 public health emergency (PHE), even if the PHE ends well before then.

The Advocacy Committee, which works closely with the American Association of Orthopaedic Surgeons (AAOS), received a request from AAOS to study its comment letter and consider signing on to it. The topics addressed by the AAOS letter included the conversion factor; telehealth; appropriate use criteria (relating to a process for determining when the use of advanced diagnostic imaging is appropriate); billing for split/shared E/M services furnished in facility settings; an update to the global billing codes; and several other topics.

The Advocacy Committee signed on to the AAOS letter, agreeing that it is critical for CMS to maintain the current PFS funding levels in order to preserve the access of patients to care during the COVID-19 public health emergency; that the proposals for continuing the telehealth flexibilities are helpful; that CMS should indefinitely delay the implementation of the appropriate use criteria (AUC) for advanced diagnostic imaging; that CMS should not revise the guidelines for split/shared E/M services, as doing so will create confusion among providers; and that CMS should apply the E/M value increases from calendar year 2021 to the global codes, as it is inappropriate for the agency not to apply the RUC-recommended changes to the global codes.

Potential Legislation: As to addressing the PFS cuts, the Advocacy Committee believes that ultimately this will be a matter for Congress, as the Medicare statute specifies that the update to the conversion factor for calendar year 2022 must be 0.0 percent and the sequestration cuts are also statutory matters. In September, both the Chair of the House Energy & Commerce Committee, Rep. Frank Pallone (D-NJ), and the Chair of the House Ways & Means Committee, Rep. Richard Neal (D-MA), made public statements that they would work with members of the Doctors Caucus to address the problem. Pallone noted that he would like to find a bipartisan solution.

Conversations with staff for Congress indicate that legislative provisions to address the PFS cuts will not be included in the large infrastructure and health bills moving through Congress in October. This is concerning because reductions to the PFS cuts likely will require legislative provisions to create savings to pay for those reductions, and most of the available savings provisions are being used in those infrastructure and health bills. This sets up a difficult end-of-year battle to enact reductions to the PFS cuts. Congressional staff note that there is a good chance the 4% sequestration cut under the Statutory Pay-As-You-Go Act of 2010 will be waived, but it is a much more uncertain situation as to the other cuts.

On October 14, more than 245 Members of Congress sent a bipartisan letter to the House leadership stating that the looming Medicare physician payment cuts “will strain patient access to care”. The letter continued, “We write to bring your attention to the growing financial uncertainty within the Medicare payment system and to express our support for congressional action to address upcoming payment cuts to physicians, therapists, and health care professionals before the end of the year.” Specifically, the letter supports extending the current 3.75% increase through 2022. The effort on the letter was led by Representatives Ami Bera (D-CA) and Larry Bucshon (R-IN), both of whom are physicians.

As to the telehealth flexibilities administratively created by CMS, continuing the flexibilities for physical therapists and occupational therapists after the end of the PHE is also a matter for Congress, as CMS does not have the statutory authority to take such action. Conversations with staff for Congress indicate that legislative provisions to make the telehealth flexibilities permanent, including for PTs and OTs, will not be included in the large infrastructure and health bills referred to above. Congress apparently does not consider telehealth legislation to be an urgent matter, given the other issues it is facing this year.

Medicare Prior Authorization Requirements; New House Bill on Electronic Process

The previous newsletter noted the support of the Advocacy Committee for a bipartisan bill that was introduced in the House of Representatives on May 13, 2021, to require Medicare Advantage plans to electronically issue real-time prior-authorization decisions. This requirement would take effect with the second plan year beginning after the bill’s enactment. The bill is H.R. 3173, the Improving Seniors’ Timely Access to Care Act of 2021, which was introduced by Representatives Suzan DelBene (D-WA) and Mike Kelly (R-PA). As of the previous newsletter, the bill had 151 cosponsors. Now it has 227, of which 129 are Democrats and 98 are Republicans. The bill picked up 21 cosponsors in August, 14 in September, and 14 on October 8. These latest additions mean that the bill now has more than the number of supporters necessary to pass the bill in the House (218). The bill’s cosponsors include senior Democrats and Republicans on the two committees of jurisdiction, House Energy & Commerce and House Ways & Means.

Cybersecurity

The Advocacy Committee is having discussions about developing legislation to protect physician group practices (PGPs) from penalties under federal law for data breaches. One approach under discussion (per a session held on August 6) is that, when a data breach occurs as a result of a cyberattack, a PGP would be protected from federal penalties if it is in compliance with appropriate federal standards on data security (e.g., those issued by the federal National Institute of Standards and Technology); it has applied the HIPAA Security Risk Assessment Tool developed by the federal Department of Health and Human Services; and it has had its compliance confirmed through an audit by a third party. Note that, in June 2021, the Advocacy Committee established a Cybersecurity Subcommittee, which is now chaired by Scott Paneitz of Signature Health.

Balance Billing; Final Rule on IDR Process Released

GENERALLY:  The second interim final rule to implement the No Surprises Act was submitted for publication on September 30, 2021, and was published in the Federal Register on October 7. It includes provisions on the “independent dispute resolution” (IDR) process (including arbitration) that are not favorable to physicians. Although it is a final rule, comments will be accepted and are due on December 6. This final rule (like the first one) was issued jointly by the Department of Health and Human Services (HHS), the Labor Department, and the Treasury Department.

Below is a summary of the Act followed by a discussion of the new regulations on the IDR process. (As to other aspects of the new regulations, the Advocacy Committee has received requests for more information on the requirements that will apply to providers and facilities as of January 1. The Committee intends to prepare a document explaining some of these requirements, including those concerning good faith estimates. The document should be posted on the OrthoForum Internet site by the end of November.)

SUMMARY OF ACT: As noted in the previous newsletter, the No Surprises Act was enacted in December 2020 and will take effect on January 1, 2022. Patients will generally pay the same for out-of-network emergency care as they do for in-network emergency care (i.e., balance billing will be banned) if their health plans cover in-network emergency care. The amount paid to an out-of-network emergency provider can be the subject of the IDR process (although that process will not be available in any State in which there is a State law that governs the amount of payments to out-of-network providers, or in any State that is participating in the CMMI All-Payer Model). The Act applies both to emergency departments that are physically part of a hospital and emergency departments that are not (i.e., are “independent freestanding” emergency departments). In addition, the Act applies to non-emergency care a patient receives at an in-network facility that, unknown to the patient, includes care from a person who is a nonparticipating provider.

IDR PROCESS: A central concept in the IDR process is the “qualifying payment amount” (QPA), which (for a particular item or service) is the median in-network contracted rate in the geographic area involved for the applicable insurance market (large group market, small group market, or individual market) as adjusted for inflation occurring after January 31, 2019.

The Act specifies that the QPA is one of the factors to be considered in the IDR process. (It is also part of the methodology for determining the amount of the patient’s cost-sharing payment.) There has been a difference of opinion among Members of Congress and among stakeholders as to the weight that should be given to the QPA as compared to other factors specified in the Act. There are five other factors, which are (1) the level of training, experience, and quality and outcomes measurements of the provider or facility; (2) the market share held by the provider or facility or that of the plan or issuer in the geographic region involved; (3) the acuity of the participant, beneficiary, or enrollee receiving the qualified IDR item or service, or the complexity of furnishing the qualified IDR item or service; (4) the teaching status, case mix, and scope of services of the facility that furnished the qualified IDR item or service, if applicable; and (5) the demonstration of good faith efforts (or lack thereof) made by the provider or facility or the plan or issuer to enter into network agreements with each other, and, if applicable, contracted rates between the provider or facility, as applicable, and the plan or issuer, as applicable, during the previous 4 plan years.

The final rule takes a controversial position. Specifically, the preamble of the final rule (the explanatory statement preceding the text of the new regulations) provides that the QPA benefits from a “presumption” that it should be the payment amount:

In making a determination of which payment offer to select, these interim final rules specify that the certified IDR entity must begin with the presumption that the QPA is the appropriate out-of-network rate for the qualified IDR item or service under consideration. [Emphasis added.]

* * *

This presumption that the QPA is the appropriate out-of-network rate can be rebutted by presentation of credible information about additional circumstances [i.e., the five factors noted above] . . .

The statutory text of the No Surprises Act does not include the concept of a “presumption” that the QPA must be used. Moreover, even though the preamble refers to this “presumption”, the actual text of the new regulations does not. The actual regulations text does, however, include “closest to” and “materially different” standards that are not mentioned in the statutory text:

The certified IDR entity must select the offer closest to the qualifying payment amount unless the certified IDR entity determines that credible information submitted by either party . . . clearly demonstrates that the qualifying payment amount is materially different from the appropriate out-of-network rate, or if the offers are equally distant from the qualifying payment amount but in opposing directions. [Emphasis added.]

An important question about these IDR regulations is whether physician groups (or hospital groups) will sue the federal government on the basis that the regulations create standards that are not in the statutory text and that favor the use of the QPA without giving sufficient weight to the five other factors specified in the statutory text.

On October 4, the Chair of the House Ways & Means Committee, Rep. Richard Neal (D-MA), and the Committee’s Ranking Member, Rep. Kevin Brady (R-TX), jointly sent a letter to the Biden administration stating that the approach taken in the final rule “strays from the No Surprises Act in favor of an approach that Congress did not enact in the final law . . . and we are concerned that this approach biases the IDR entity toward one factor (a median rate) as opposed to evaluating all factors equally as Congress intended.” [Emphasis in original.]

Additional Information

For more information on any of the topics discussed in this section, please contact the chair of the OrthoForum Advocacy Committee, Dr. Richard Bruch, at rich.bruch@gmail.com.

Therapy Services Update

Proposed Rule on Physician Fee Schedule

Reimbursement Cuts: In July 2021, the Centers for Medicare & Medicaid Services (CMS) issued this proposed rule. As noted in the previous newsletter, the conversion factor would be reduced from the current 34.8931 (which reflects action taken by Congress in December 2020) to 33.5848, a reduction of 1.3083. Although CMS estimates that this would result in a 1% reimbursement cut for physical therapy and occupational therapy, the effect of this reduction in combination with RVU changes for particular therapy codes has been estimated by some experts in the field to be a total reduction of 3.5% for physical therapists (PTs) and 3.9% for occupational therapists (OTs). In addition, there will be a sequestration cut of 2% under the Budget Control Act of 2011, and a sequestration cut of 4% under the Statutory Pay-As-You-Go Act of 2010.

The 2021 and 2022 cuts, as well as the sequestration cuts scheduled for 2022, will have negative effects on therapy services. As noted in the general policy issues section of the newsletter, the Advocacy Committee believes that ultimately this will be a matter for Congress, as the Medicare statute specifies that the update to the conversion factor for calendar year 2022 must be 0.0 percent and the sequestration cuts are also statutory matters. The key question is whether Congress will address the cuts as part of a large end-of-session package in December, as conversations with staff for Congress indicate that this issue will not be addressed in the large infrastructure and health bills moving through Congress in October. Congressional staff note that, in December, there is a good chance the 4% sequestration cut under the Statutory Pay-As-You-Go Act of 2010 will be waived, but it is a much more uncertain situation as to the other cuts. This is because Congress would need to identify and enact provisions that would create savings to offset the increase in federal spending that would result from reducing the amount of those other cuts.

As noted in the general policy issues section of the newsletter, more than 245 Members of Congress sent a bipartisan letter to the House leadership on October 14 stating that the looming Medicare physician payment cuts “will strain patient access to care” and that Congress should take action to mitigate the effects of the cuts.

New Cuts regarding Therapy Assistants:  An issue under the proposed rule that is of particular concern is the 15% reduction in reimbursement that will apply in some situations in which a physical therapy assistant (PTA) or occupational therapy assistant (OTA) provides services. A law enacted in 2018, which takes effect on January 1, 2022, states that the 15% reduction is required when therapy services are “furnished in whole or in part” by a therapy assistant.

In preparing to implement this law, CMS began formulating its policies as part of the 2019 PFS proposed rule. It proposed that “any minute” of PTA or OTA service would trigger the reduction, but the agency did not finalize that proposal. Instead, it finalized what it called the “de minimis” standard, meaning that the reduction would apply only if more than 10 percent of the service is furnished by a PTA or OTA. When the reduction applies, it is billed with the CQ modifier in the case of a PTA and the CO modifier in the case of an OTA. The 2020 PFS final rule applied the reduction both to untimed and timed therapy codes. The untimed codes are evaluation and reevaluation codes, group therapy and supervised modalities. The timed codes are defined in 15-minute increments. In the 2022 proposed rule, CMS focuses on the “8-minute rule”, which is the point at which more than half of the 15 minutes is used. The proposed rule contains a number of examples to demonstrate when the 15% reduction applies (and therefore the CQ and CO modifiers must be used in billing).

A bipartisan bill was introduced in the House on October 8 that would delay the 15% reduction until January 1, 2023, and would permanently exempt from the reduction PTA and OTA services provided in rural areas or medically underserved areas. The bill is H.R. 5536, introduced by Representatives Bobby Rush (D-IL) and Jason Smith (R-MO).

Telehealth Provisions: As noted in the previous newsletter, the proposed rule would continue through the end of 2023 many of the Medicare telehealth flexibilities allowed during the Covid-19 public health emergency (PHE), even if the PHE ends well before then, including CPT codes 97161-97164 for PTs, codes 97165-97168 for OTs, and therapy codes 97110, 97112, and 97116. Since CMS lacks statutory authority to consider PTs and OTs as telehealth providers, however, therapy codes 97150, 97530, and 97542 cannot be considered telehealth services once the PHE ends. Ensuring that PTs and OTs continue to be full-service telehealth providers is a matter for Congress.

Several bipartisan bills have been introduced in Congress to make permanent the telehealth flexibilities CMS created during the public health emergency. As previously noted, these include a bill supported by the Advocacy Committee, the Telehealth Modernization Act (H.R. 1332; S. 368), which would authorize (but not require) CMS to expand the list of telehealth providers to include any health care professional who is eligible to bill Medicare. This presumably would include PTs and OTs once a physician has certified the plan of care, but it would not include their assistants. The bill would eliminate telehealth geographic limitations, as well as restrictions on the types of sites at which the patient may receive telehealth services, including allowing the patient’s home to be a site of service. In the House, the bill had 65 cosponsors as of the previous newsletter, but now has 93 (42 Democrats and 51 Republicans). In the Senate, the bill had 13 cosponsors and that number has not increased.

Despite the bipartisan support for telehealth bills, conversations with staff for Congress indicate that telehealth legislation may not be considered by Congress this year. Telehealth issues thus far are not addressed in the large infrastructure and health bills moving through Congress in October. The Congressional Budget Office (CBO) has informally indicated that making the telehealth flexibilities permanent would significantly increase federal spending. CBO apparently believes that telehealth visits will be in addition to in-person visits rather than in lieu of them. This informal CBO “score” is a barrier to telehealth legislation moving forward.

Given these difficulties, and also the CMS decision to extend most telehealth flexibilities through the end of 2023, Congress apparently is choosing to wait until 2022, if not 2023, to address telehealth issues. There does not appear to be any sense of urgency, particularly since Congress is struggling to make progress on the current large infrastructure and health bills, as well as struggling to avoid a default on the government’s financial obligations (which would happen if there is failure to enact additional legislation in December to increase or suspend the statutory “debt ceiling”).

Therapy Services Subcommittee

For more information on therapy services issues, or to join the OrthoForum Advocacy Committee Therapy Services Subcommittee, please contact Renee Duncan at: renee.duncan@orthotennessee.com.

CMS/CMMI Update

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CMMI Director Liz Fowler Indicates Drug-Pricing Models Must Wait for Congressional Action

On October 5, CMS Innovation Center (CMMI) Director Liz Fowler stated that CMMI will not be able to design payment models testing drug-pricing controls until Congress reaches consensus on whether to require Medicare drug price negotiations.

In early September, HHS Secretary Xavier Becerra released the Department’s drug price control plan as required by executive order, calling for multiple CMMI demonstrations to control drug prices. This includes testing models in which value-based payments are used under Medicare Part B, directly linking payment for drugs to the clinical value they hold for patients. The plan also calls for models promoting the use of generic and biosimilar drugs by providing extra cost-sharing support to Medicare Part D Low-Income Subsidy beneficiaries, and total-cost-of-care models in Medicare to determine whether they can contribute to changes in drug utilization, total spending reductions and improvements to patient outcomes.

Fowler spoke with reporters following an Alliance for Health Policy briefing, stating that it would be difficult to design such models when the programs they are based on could change soon. Fowler continued, “It’s been challenging to think about drug pricing while Congress is debating drug pricing legislation…There’s no new idea that you could bring this team that hasn’t already been thought of before … I think we need to see what happens in Congress and then we stand ready to look down the road of pricing models if the time is right.”

Number and Type of Models

Director Fowler also discussed the idea of reducing the number of on-going models generally, a recommendation supported by the Medicare Payment and Advisory Commission (MedPAC), as too many models at one time could create conflicting incentives for providers. She reiterated her support for implementing additional mandatory models through CMMI, noting that voluntary ones pose the threat of risk selection. In other words, providers that are more successful with a model stay in the model program and those that are less successful leave the program. Fowler’s statements echo similar comments she made earlier this Spring, adding that since existing model participants are typically either those more likely to succeed or more likely to have the resources to participate, the voluntary models are not capturing a certain segment of the provider community.

CMMI Unveils New Strategic Refresh

On October 20, CMMI announced its 2021 Strategy Refresh, outlining the office’s vision for the next ten years. Reflecting on the 50-plus models launched since its creation in 2010, CMMI has reexamined its portfolio as recommended by MedPac and other health policy experts in light of the heightened need for value-based care and equitable health system transformation. CMMI found that only six models it has launched generated statistically significant savings to Medicare and to taxpayers —four of which qualified for expansion in duration and scope.

Based on this experience, CMMI’s vision for the next 10 years depicts a health system that achieves equitable outcomes through high quality, affordable, person-centered care. The plan focuses on five strategic objectives intended to guide the Innovation Center’s models and priorities:

(1) Drive Accountable Care: CMMI seeks to increase the number of beneficiaries in accountable care relationships with providers through models such as Advanced Primary Care and ACOs. The plan calls for integration of patient values and perspective when measuring quality of care and outcomes.

Targeted benchmarks:
• Place all Medicare fee-for-service beneficiaries and most Medicaid beneficiaries in a care relationship with accountability for quality and total cost of care by 2030.

(2) Advance Health Equity: CMMI aims to engage providers who have yet to participate in value-based care and be mindful of eligibility criteria and application processes that inadvertently exclude certain underserved populations.

Targeted benchmarks:
• Require new model participants to collect and report demographic data on their beneficiaries and data on social needs and social determinants of health as appropriate.
• Increase participation of underserved beneficiaries and safety net providers, such as community health centers and disproportionate share hospitals.

Identify areas for reducing inequities at the population level, such as avoidable admissions, and set targets for reducing those inequities.

(3) Support Care Innovations: CMMI will study approaches to closing gaps in care and delivering person-centered care by prioritizing advancements in behavioral health, integrated care, and social determinants of health. This will entail leveraging data, technology, and payment flexibilities to enable home and community-based care.

Targeted benchmarks:
• Set targets to improve performance on patient experience measures, such as health and functional status.

• Include patient-reported outcomes as part of the model performance measurement strategy.

(4) Improve Access by Addressing Affordability: CMMI will focus on strategies to address health care affordability and reduce waste. The Center will approach this directly, through models waiving cost-sharing for high-value services or models moderating drug prices, as well as indirectly, through models that target low-value care and sources of waste driving patient costs.

Targeted benchmarks:
• Reduce the number of beneficiaries who forego care due to costs by 2030.
• Include opportunities to improve affordability of high-value care in all models.

(5) Partner to Achieve Health System Transformation: CMS will align its priorities with other federal entities and external stakeholders including payers, purchasers, providers, States, and beneficiaries to coordinate efforts in achieving its vision. All new models will make multi-payer alignment available by 2030 (where applicable) and integrate patient perspectives across the life cycle.

Industry stakeholders are encouraged to submit questions or feedback on the 2021 Strategy Refresh to CMMIStrategy@cms.hhs.gov. A webinar led by CMS Administrator Chiquita Brooks-LaSure and CMMI Director Liz Fowler on CMMI’s strategic direction can be found here.

CMS/CMMI Subcommittee

For more information on CMS/CMMI issues, or to join the OrthoForum Advocacy Committee CMS/CMMI Subcommittee, please contact the chair of the OrthoForum Advocacy Committee, Dr. Richard Bruch, at rich.bruch@gmail.com. (There is a vacancy in the position of chair of the CMMI Subcommittee.)

Ambulatory Surgery Center Update

OPPS-ASCs Proposed Rule

Generally: In July 2021, the Centers for Medicare & Medicaid Services (CMS) issued this proposed rule. As noted in the previous newsletter, CMS proposed a 2022 conversion factor of $50.043 for ASCs meeting the quality reporting requirements, which is an increase of $1.091 above the 2021 conversion factor of $48.952. This is a 2.3 increase, which reflects a 2.5% increase on the basis of the hospital market basket that was then reduced by a productivity adjustment of 0.2%. For ASCs not meeting the quality reporting requirements, the proposed 2022 conversion factor is $49.064. These 2022 conversion factors for ASCs are about 59% of the parallel conversion factors for hospital outpatient departments ($84.457 if meeting the quality reporting requirements and $82.810 if not).

The Advocacy Committee, which works closely with the American Association of Orthopaedic Surgeons (AAOS), received a request from AAOS to study its comment letter and consider signing on to it. The topics addressed by the AAOS letter included the reinstatement of the inpatient only (IPO) list; recommendations regarding specific musculoskeletal procedures and the IPO list; updates to the two-midnight rule; physician-owned hospitals; prior-authorization requirements in the outpatient setting; and future inclusion of hospital-level, risk standardized patient reported outcomes measure following elective primary THA and/or TKA.

The Advocacy Committee signed on to the AAOS letter, agreeing with the following:

IPO List Generally

(1) As to removing procedures for 2021 and then reinstating them as of 2022, CMS should not make such wide swings in complicated policy decisions within short time periods, and instead should make changes gradually and in a fully transparent manner. Decisions about the IPO list should be based on peer-reviewed evidence, patient factors (such as age, co-morbidities, and social support), and other factors relevant to positive patient outcomes. (2) The social factors to consider when determining the best setting for musculoskeletal procedures should be “lives alone,” “pain,” “prior hospitalization,” “depression,” “functional status,” “high risk medications,” and “health literacy”. (3) Technical expert panels (e.g., orthopaedic surgeons concerning musculoskeletal procedures) must be formed to advise the HHS Secretary and the agency on such policy changes with wide impact. (4) The out-of-pocket costs to patients in traditional Medicare must be considered.

Specific Recommendations on IPO List

(1) Certain procedures should be removed from the IPO list, such as CPT code 27702, which concerns the tibia and fibula and the ankle joint, and CPT code 26556, which concerns the hand and fingers. (2) Certain procedures should remain on the IPO list, such as CPT codes 27888 and 28800, which concern amputation, and CPT codes G0414 and G0415, which concern trauma procedures relating to fracture and/or dislocation.

Two-Midnight Rule for Procedures Removed from IPO List

(1) Until there are enough Medicare claims data to show that a particular procedure is more frequently performed in the outpatient setting than in the inpatient setting, CMS should continue in effect the policy adopted for 2021 to allow for indefinite exemption from the site-of-service claim denial, from Beneficiary and Family Centered Care-Quality Improvement Organizations (BFCC-QIO) referrals to Recovery Audit Contractors (RACs), and from RAC reviews for patient status/site-of-service. (2) CMS should provide guidance to respond to widespread denials of payment for inpatient stays, and in particular should provide strong and appropriate oversight of Medicare Advantage plans. (3) Surgeons know their patients the best and it is ineffective and even harmful to have payors or compliance experts decide on the setting of care without full understanding of the individual situation.

Physician-Owned Hospitals

CMS deserves applause for its action in the 2021 final rule to lift the prohibition on the expansion of POHs for high Medicaid facilities, as this was a positive step toward providing high quality care by value-driven physicians. CMS and HHS should explore all regulatory options that would allow lifting the arbitrary ban on new and expanding POHs. Considering the ongoing issues brought to the forefront as a result of the COVID-19 pandemic, the value of POHs has never been as evident. They contribute to local economies, meet a growing demand for health care services, and can shift focus and address frontline issues without the administrative red tape that cripples larger hospital systems.

Prior-Authorization Requirements in the Outpatient Setting

CMS should take action to reduce the extent to which prior authorization is required because the continued use of these requirements will supersede physician autonomy, increase administrative burden, and negatively impact patient care. Requiring prior approval from a third-party removed from clinical decision-making erodes the doctor-patient relationship, and the ability to make decisions that are in the best interest of the patient.

Future Inclusion of Hospital Patient Reported Outcomes Measure After Elective Primary THA and/or TKA; Applicability in Non-Inpatient Setting

(1) CMS is considering future inclusion of Hospital-Level, Risk Standardized Patient Reported Outcomes Measure Following Elective Primary Total Hip and/or Total Knee Arthroplasty (NQF #3559) to the Hospital IQR and OQR Programs and is seeking stakeholder feedback on numerous aspects of implementation. (2) Most significant for orthopaedic surgeons is the idea of expanding the measure to non-inpatient settings, which is an important consideration given the recent removal of TKA and THA procedures from the Inpatient Only List in the CY 2018 and CY 2020 OPPS/ASC final rules, respectively. (3) Generally speaking, CMS should proceed with NQF #3559. Orthopaedic surgeons are included in the Technical Expert Panel and Expert Clinical Consultants behind the development of this measure, and the measure incorporates several standards based on outcomes that matter most to patients.

HOPD-ASC Site-Neutral Payments

Background: The Medicare ASC prospective payment system began in 2008 and the conversion factor for that year was designed so that the new system would be budget neutral. In other words, the new system would cost about the same in 2008 as the prior system for ASCs had cost in 2007. CMS takes the position that the budget neutrality requirement is ongoing and so has also applied it for 2009 and subsequent years. This requirement means that the amount of the money in the ASC system must stay the same from year to year except for increases resulting from updates to the ASC conversion factor. The budget neutrality requirement has had the effect that an ASC receives a lower reimbursement for a procedure than a hospital outpatient department (HOPD) would receive for that same procedure. As noted previously, the amount of the conversion factor that is used to reimburse ASCs is about 59 percent of the amount of the conversion factor used for HOPDs.

Another issue is that the update to the ASC conversion factor for 2009 was zero percent and for 2010 through 2018 was based on the consumer price index for all urban consumers. The update for the HOPD conversion factor has instead been based on the more favorable hospital market basket. For 2019 through 2023, CMS is updating the ASC conversion factor on the basis of the hospital market basket, but in 2024 will return to basing the update on the consumer price index for all urban consumers

Given the budget neutrality requirement, any increase in payment for one procedure generally must be offset by a reduction in payment for one or more other procedures. As more and more procedures are performed in ASCs, the available money in the ASC system must be divided among more and more procedures, which eventually will drive down payment rates. A budget neutral solution to this problem would be to transfer some money from the HOPD payment system (the outpatient prospective payment system, or “OPPS”) to the ASC payment system, but it is likely that CMS does not have the statutory authority to do this. Congress would have to take action to change the current ASC and HOPD payment systems.

Development of Policies for Legislation on Site-Neutral Payments: The Advocacy Committee has been having discussions to develop policies for drafting legislation to require site-neutral payments. The Medicare statute would be amended to provide that, for each procedure on the ASC covered procedures list, an ASC generally will receive the same reimbursement for the procedure as an HOPD would receive for that procedure. Over a transition period of approximately four years, the conversion factor for ASCs would be increased each year and the conversion factor for HOPDs would be decreased each year. After the transition period, there would be a single conversion factor that applies both to ASCs and HOPDs. The legislation would require that, during and after the transition period, the hospital market basket be used as the basis for updating the conversion factor. Once the single conversion factor takes effect, the total amount of the increase in the ASC conversion factor from the 2021 amount would be less than the total amount of the decrease in the HOPD conversion factor from the 2021 amount, which should create savings for the Medicare program. There would be an adjustment for HOPDs to reflect situations in which the risk factors for a patient are such that the patient should undergo the procedure in an HOPD rather than an ASC.

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July Letter to House and Senate on Public Health Insurance Option

In late May 2021, the chair of the House Energy & Commerce Committee, Representative Frank Pallone (D-NJ), and the chair of the Senate HELP Committee, Senator Patty Murray (D-WA), jointly issued a request for information (RFI) on design considerations for developing legislation on a “public health insurance option”. On July 29, the Advocacy Committee sent an ASC-focused letter to the two committees in response to this RFI. The letter noted that a public option presumably would cover many common outpatient surgical services, that ASCs provide those services in an efficient, cost-effective manner, and that the public option could achieve significant savings by appropriately utilizing ASCs.

The letter continued that the reimbursement rates for ASCs must, however, be set at sustainable levels, and that the public option should not follow Medicare’s approach of having an ASC conversion factor that is 59% of the HOPD conversion factor. For the Medicare program, the letter recommended that, as procedures migrate from the HOPD system to the ASC system, an appropriate amount of funds should also migrate from the HOPD system to the ASC system, which would create a sustainable type of budget neutrality.

The letter concluded,

“For surgical procedures that are appropriate for the ASC setting, the public health insurance option should have a site-neutral policy, meaning that the reimbursement for those procedures will not vary on the basis of the site of service. In other words, ASCs and HOPDs should be paid the same for those procedures (with an appropriate adjustment for HOPDs for higher-risk patients).”

ASC Subcommittee

For more information on ASC issues, or to join the OrthoForum Advocacy Committee ASC Subcommittee, please contact Teresa Copeland at: teresa.copeland@orthotennessee.com.

Political Update

As this newsletter was being written, Congress was enmeshed in a complicated multi-directional standoff (or negotiation, if you’re an optimist) over a $1.85 trillion social spending package in the form of a budget reconciliation bill. That standoff extends to a bipartisan infrastructure bill passed by the Senate earlier in the year. The infrastructure bill isn’t controversial, but is being held (hostage, if you’re a cynic) in the House until the Democratic leadership of the House and Senate have secured the votes to pass the more complex reconciliation bill.

All of which is to say that something big is about to happen, or not happen (which would also be big). And since we won’t know the outcome until later, it’s a good time to shift our focus away from the daily churn to the bigger political picture.

In 2018, a spate of House Republican retirements was seen by political handicappers as an augury of a Democratic midterm sweep of the lower chamber. The handicappers were correct, as it turned out. In the 2018 election cycle, 52 members did not seek re-election: 34 Republicans and 18 Democrats. Democrats went on to flip 11 of the 34 vacated Republican seats, while Republicans flipped just three of the 18 vacated Democratic seats.

dems-reps-OF-Oct21

While it’s too early to draw firm conclusions, many experts believe we’re seeing the same phenomenon in the 2022 cycle, but with the parties reversed. As of late October, 13 House Democrats and 11 House Republicans have announced that they will not be running for re-election. Six of these Democrats have their eyes on higher office; four hold seats in swing districts. Some of the Democrats occupy full committee or subcommittee chairs; when members in those positions retire, it is sometimes interpreted as a lack of confidence in their party to retain the majority (no chair wants to be demoted to ranking member). Of the 11 Republicans who are retiring, seven are running for other offices (and four of the seven are running for the US Senate), suggesting that they believe that the GOP’s midterm prospects are bright.

The most visible reason for the Republicans’ confidence is that President Biden’s approval numbers are relatively low. But there are two fundamental reasons that don’t vary over time in the manner of polling numbers:

The party that doesn’t hold the White House typically cleans up in midterms, which tend to play out as expressions of dissatisfaction with the current administration. Supporters of the president sometimes become complacent, while detractors are revved up. The president’s party has suffered a net loss of House seats in 17 of 19 midterm elections since World War II. The average net loss is 27 seats; since the Republicans need a net gain of just five seats to take control of the House, you can see why they’re optimistic.

The 2020 census translates into the reapportionment of House seats among the states, and redistricting within the states. States that voted for Trump in 2020 gained five seats, while states that went for Biden gained just two. On top of that, Republicans control the redistricting process for roughly twice as many seats as Democrats (control meaning a Republican governor and a Republican majority in the state legislature, or vice versa). That doesn’t mean that Republicans can assign themselves dozens of new seats; they drew the district maps in most of the same states after the 2010 census, so there’s a low ceiling on potential gains. (And some retiring Democrats may be expecting that their districts will be drawn less favorably or liquidated altogether in this process.)

One important factor limits potential Republican gains. In the 2020 elections, we witnessed a highly unusual phenomenon: the party that won the presidency suffered a significant net loss of House seats. Part of the reason that the president’s party gets slammed in midterms is that the coattail effect yields victories in marginal House seats. That didn’t happen in 2020. In the 2018 midterms, Democrats won 235 seats; in 2020, Democrats won just 222. Remarkably, not a single Republican member of the House who ran for re-election in 2020 was defeated.

Republicans’ success in 2020 limits their possible gains in 2022, but from the GOP point of view, that’s a good problem to have. The road to 2022 will take plenty of twists and turns, and it’s way too early to offer firm predictions. However, both Republicans and Democrats who follow elections closely agree that the GOP is in the better position going into the 2022 House midterms.

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      About Molnlycke

      MÖLNLYCKE DELIVERS MÖRE

      We’re “Mon • lik • a.” We focus on helping care teams deliver their absolute best for patients. More specifically, we address some of the most persistent and stressful issues associated with routine care delivery. Pressure injuries, hospital-acquired infections, clinician injuries — all have devastating and very costly impacts on human lives and health systems.

       

      The right medical solutions can make all the difference. Mölnlycke’s Flexible and antimicrobial all-in-one dressing, Mepilex® Border Post-Op Ag helps reduce the risk of SSIs1-4 and prevents dressing-related skin damage while supporting early patient mobilization.5-8 It kills 99.9% of a wide range of bacteria for up to seven days.9

      CONTACT

      Michael Jobe
      Director, Strategic Accounts
      (615) 772-1367

      LINKS

      • Visit our website
      • Learn more
      • Mepilex® Border Post-Op Ag

      About Cintas

      Cintas leads the industry in supplying corporate identity uniform programs, providing entrance and logo mats, restroom supplies, promotional products, first aid, safety, fire protection products and services, and industrial carpet and tile cleaning. We operate nearly 500 facilities in North America- including five manufacturing facilities and eleven distribution centers.

      CONTACTS

      Adam Deas
      Healthcare-Global Account Manager
      deasa@cintas.com

       

      Beth Markiewicz
      GPO Account Manager
      markiewiczb@cintas.com

      LINKS

      • Cintas Animated Scrub Dispensing Video
      • Keep Your Healthcare Facility Looking its Best
      • Fire Protection Services that Help You Protect What’s Most Important
      • Stay Ahead of the Unexpected with Trusted First Aid and Safety

      About Clearwave

      Since 2004, Clearwave has provided a streamlined check-in experience for orthopedic practices. Our intuitive, easy-to-use electronic process allows patients to check in faster and avoid lines. Check-in times are consistently reduced to three minutes or less, making patients happier and speeding up patient throughput.

       

      System features such as real-time insurance eligibility and upfront payments help practices reduce rejected insurance claims and increase cash flow. In fact, Clearwave increases point-of-service collections up to 65%. Fewer potentially embarrassing patient questions or uncomfortable payment conversations ease the burden of front-desk staff. Due to our new normal, we have also updated our features to include zero-contact patient check-in, virtual waiting rooms and more in order to maintain the safety of staff and patients.

       

      We’ve checked in and verified eligibility for more than 55 million patients in 43 states, and those numbers are growing daily, especially now with an increase in patient appointments due to what some practices are calling a “Post-COVID Rush.”

      CONTACTS

      Anna Sherry
      Mid-Atlantic Representative
      BDR@clearwaveinc.com

       

      Blake Oldfield
      Southeast & Southwest Representative
      BDR@clearwaveinc.com

       

      Regina Coreil
      Northeast Representative
      BDR@clearwaveinc.com

       

      Steven Spears
      North Central & West Representative
      BDR@clearwaveinc.com

      LINKS

      • Visit Our Website
      • Defining a New Normal in Healthcare
      • Check Out Our Orthopedic Page

      About National Medical Billing Services

      National Medical Billing Services is a national revenue cycle management company with a sophisticated, boutique-like approach to client services. We focus solely on servicing ambulatory surgery centers and their affiliated surgeons. Our team of professionals has an unmatched breadth and depth of industry knowledge – from billing and coding to managed care contracting to individual state regulations and federal mandates. Our advanced operational delivery system allows us to capture all revenue and optimize cash flow for our clients while also ensuring compliance. National Medical delivers the bottom line results our clients need to be profitable and the analytics and industry insights they want to make the best business decisions.

      CONTACTS

      Tim Fuchs
      Vice President, Business Development
      tim.fuchs@nationalascbilling.com

       

      Jessica Thurston
      Senior Director, Business Development
      jessica.thurston@nationalascbilling.com

      LINKS

      • Visit our website
      • Like us on Facebook
      • Follow us on Twitter
      • Connect with us on LinkedIn
      • Hospitals without Walls
      • The Evolution of Total Joint Replacements from the Hospital to the Surgery Center
      • 5 Benefits of Total Joint Replacements Programs for Your ASC
      • The Business of Moving Spine Cases to Surgery Centers – Part 1
      • The Business of Moving Spine Cases to Surgery Centers – Part 2

      WE BELIEVE IN WORKING ONE-ON-ONE,
      JUST LIKE YOU DO

      CuraScript SD is proud to collaborate with OrthoForum and supports them in their mission to overcome the unique challenges that orthopedic practices face today.

      The relationship between CuraScript SD and OrthoForum offers unique benefits to the orthopedic community. This relationship extends valuable programs to physicians that provide cost-effective pricing, flexible terms and payment options.

      Personalized Service

      In addition to an extensive inventory, CuraScript SD services include:

      • Integrated pharmacy/distribution services
      • Exclusive access to essential therapies
      • Dedicated account management team
      • Simplified billing, flexible terms and easy ordering options
      • Nationwide product fulfillment with next day delivery on most products
      • Extended weekday service hours (8:30 a.m. to 7:00 p.m. eastern)

      CARING FOR THOSE WHO CARE

      CuraScript SD provides OrthoForum members with a dedicated team that can assist with various questions and concerns, limiting obstacles for physicians. CuraScript SD is focused on building strong and long-lasting relationships.

      Our hyper-specialized team delivers market insights and expertise to support your office. Click here to learn more.

      Eric Astacio

      Strategic Account Representative
      Phone: 866.247.5006
      Email: eric.astacio@curascript.com

      Andrew Caldwell

      Strategic Account Representative
      Phone: 800.211.3334
      Email: ajcaldwell@curascript.com

      Interactive Online Product Guide

      Click here to browse through our interactive guide to learn about our full line of biologics, branded drugs, generics, vaccines, infused medications and more.

      Learn More

      www.curascriptsd.com

      Corporate Profile

      Brochure

      Sell Sheet

      About Medstrat

      Medstrat entered the orthopedic market in 1996. Soon after, we created the industry’s first PACS designed specifically for the orthopedic surgeon. Today, Medstrat leads the industry and continues to dedicate itself to reimagining medical imaging in both orthopedics and image archiving.

       

      With Joints®, Medstrat has become the recognized leader in orthopedic software solutions. Joints® streamlines private practices, helps implant reps pre-operatively plan for cases and lowers costs for hospital administrators. Joints® has a vast user-base of orthopedic surgeons with hundreds of PACS installations across the United States and over a billion images archived at its datacenter. Joints® is the proven solution for any orthopedic software need.

      CONTACTS

      Mark Bowman
      VP of Sales Central Territory
      mbowman@medstrat.com

       

      Bill Carr
      VP of Sales East Territory
      bcarr@medstrat.com

       

      Jim Mulvanny
      VP of Sales West Territory
      jmulvanny@medstrat.com

      Links

      Visit our website

      About Reliable IT

      Your patients come to you for your specialized expertise. Why should technology services be any different? At Reliable IT Healthcare we specialize in IT support for orthopedic groups around the country. Our staff includes PM/EMR experts, DBAs, report writers, systems engineers, and network engineers, all working cooperatively with our security and compliance fabric, enabling our clients to maximize their clinical systems. Your local MSP or general IT support company can’t match our expertise, period.

      CONTACTS

      Mike McWilliams
      Chief Revenue Officer
      mike.mcwilliams@rithealthcare.com

       

      Lance Goudzwaard
      CXO Consultant
      lance.goudzwaard@rithealthcare.com

       

      Ryan Leland
      VP Of Clinical Operations
      ryan.leland@rithealthcare.com

      LINKS

      • More on Reliable IT
      • Have you completed your Annual Security Risk Assessment this year?

      About DeRoyal

      ABOUT DEROYAL

      With an ever-expanding customer base, DeRoyal has built one of the most vertically integrated companies in the medical business. Every business unit of DeRoyal shares the same dedication to customer service. We firmly believe that service levels must always exceed expectations so that you, our customers, can concentrate on the very important business of caring for patients.

      We currently offer over 25,000 different healthcare products in our major categories.

      OUR PRODUCTS

      CONTACTS

      Lynn Fansler
      Senior Director of Strategic Development
      lfansler@deroyal.com

       

      Greg Hodge
      Vice President of Continuum & Business Development
      ghodge@deroyal.com

      ORTHOPEDIC   

      DeRoyal’s orthopedic product line offers a diverse range of care solutions. From the ER to the physician to the home, DeRoyal has you covered.

      PATIENT CARE  

      At DeRoyal, patient care means putting the best possible tools in your hands, allowing you to give the best possible care to your patients.

      SURGICAL  

      DeRoyal’s surgical product line contains hundreds of items for any type of acute care setting and is designed to provide both quality and cost effectiveness.

      WOUND CARE  

      With the use of modern technologies, DeRoyal’s wound care products help heal the most difficult wounds and cover all phases of wound treatment.

      OUR SOLUTIONS

      At DeRoyal, we feel it is important to stay focused on new tools and technologies that we can develop for the healthcare industry. From inventory control to sterilization, our services offer an overall mission of helping the healthcare industry provide high-quality care with innovative solutions.

      OUR SOLUTIONS


      SECURE YOUR INVENTORY
      FROM THEFT OR LOSS

      Keep your inventory secure in the access controlled Continuum’ Vault. The system is able to track and monitor products from stocking to dispensing, while ensuring compliance.


      TRACK AVAILABLE STOCK
      AND SEND RE-ORDERS

      Use the inventory re-order setup to monitor par levels and automatically re-order products, allowing for maintenance of proper inventory levels as inventory is removed and assigned to patients.


      SAVE MONEY BY
      OFF-LOADING COSTS

      The Continuum” system interfaces with your facilities existing IT system, allowing the patient to sign an electronic proof of delivery for items, ensuring that the charge is captured.

      About Fusion5

      Fusion5 partners with physician groups, hospitals, and other allied healthcare providers to assist them with managing their bundled payments in both the Medicare and commercial space.  As we assist those providers with improving their care and reducing their expenses to provide that care, we all share in the cost savings.  Our primary goal is to get patients better faster thereby reducing the overall healthcare spend in the US.

      CONTACTS

      Jim Gera
      Chief Executive Officer
      jim.gera@fusion5.us

       

      Jerry Rupp
      Chief Innovation Officer
      jerry.rupp@fusion5.us

      LINKS

      • Visit our website

      About McKesson

      Today’s orthopedic practices and surgery centers require more than a medical-surgical supply distributor – they also need an ally that can help tackle business challenges such as managing costs and improving clinical outcomes.

       

      McKesson Medical-Surgical delivers a strong distribution network and the solutions you need to help address these challenges. With low units of measure and a robust portfolio of products including custom procedure trays, IV therapy and pharmaceuticals, we have your medical-surgical products covered. We also offer services and tools to help with inventory and waste management, staffing and training, OSHA compliance and more, so you can focus on the health of your surgery center business.

      CONTACTS

      Heath Richardson
      Director Corporate Accounts
      Heath.Richardson@mckesson.com
      Phone: (901)736-9903

      • Tools for Inventory Management
      • Improving your Transportation Costs
      • Better Decision Making through Data Analytics
      • Maximize Efficiencies in your ASC
      • Surgical Site Infection Prevention
      • McKesson Distribution Center (Video)

      About Nextech

      Nextech is committed to providing industry leading EHR, Practice Management and Telehealth solutions intuitively designed to improve practice performance. SRSPro, Nextech’s Orthopaedic-specific EHR, is recognized as the top-rated KLAS Orthopaedic EHR which is tailored to the unique charting preferences of individual physicians needs. Paired perfectly with our comprehensive practice management solution, Nextech’s fully integrated suite of products streamline operations, improve profitability and help your practice provide a better patient care experience. To learn how Nextech can help your practice succeed in today’s rapidly changing healthcare environment, visit www.nextech.com.

      CONTACTS

      Alison Bitner
      Regional Sales Director
      a.bitner@nextech.com

      LINKS

      • SRSPro EHR Brochure
      • Why Nextech Orthopedics
      • SRSPro EHR Telehealth
      • SRSPro EHR Case Study

      About Alpha Medical Group

      Alpha Medical Group delivers accurate, hassle-free healthcare recruitment solutions. Our unique search methodology, proprietary custom-designed software and high performing team members strive to ensure that the highest quality of service is provided to our clients.

      CONTACT

      Kevin Jones
      Vice President
      kjones@alphamg.org

      LINKS

      • Visit our website
      • COVID-19 Recruitment Strategies
      • Physician Recruiting Presentation

      About SocialClimb

      Dramatically improve your physician and practice reputation with SocialClimb’s innovative system. Get at least 10% of patients to provide reviews on key public social platforms like Google, Facebook, Healthgrades, and Vitals. We make managing reputations easy by automating and simplifying.

      CONTACTS

      Ty Allen
      Chief Executive Officer
      tallen@socialclimb.com

       

      Eric Johnson
      Chief Revenue Officer
      ejohnson@socialclimb.com

       

      M’Kay McGrath
      Sales Director
      mmcgrath@socialclimb.com

      Request a Demo

      RESOURCES

      • Physician Boost Overview
      • Reviews Overview

      About Flexion Therapeutics

      Flexion Therapeutics is a biopharmaceutical company focused on the development and commercialization of novel, local therapies for the treatment of patients with musculoskeletal conditions, beginning with osteoarthritis (OA), a type of degenerative arthritis. We embrace a philosophy of scientific entrepreneurship which spurs innovation and empowers and inspires our people to discover, develop and commercialize transformative therapies which can make a meaningful difference in the lives of patients.

      CONTACTS

      Lee Murray
      Regional Sales Director
      lmurray@flexiontherapeutics.com
      469-418-0341

       

      Olivia Story
      Product Manager
      OStory@flexiontherapeutics.com
      781-572-7400

      LINKS

      • Visit Product Website
      • Resources for Your Practice
      • Pain Can’t Be Postponed

      About CMAC

      Strengthening Independent Medical Practices Through Physician-Owned Real Estate

       

      CMAC acts as a financial advocate on behalf of physician groups owning real estate with a single purpose – to create winners by strengthening those groups and their individual doctors. We help independent medical groups create sustainable, low-risk, and high-yielding real estate investments by finding and implementing innovative solutions and strategies.

       

      By taking the work accomplished with hundreds of other clients and customizing it for each group’s specific circumstances and goals, CMAC produces extraordinary results. We ensure that a medical group’s real estate investment is structured and financed in such a way that it will enhance the economic well-being of the group and its members.

       

      Visit www.CMACPartners.com for an in-depth look at our solutions and to schedule a call with our team.

      CONTACTS

      Greg Warren, Managing Partner
      greg@cmacpartners.com
      407-264-7250

       

      James Winchester, Lead Financial Strategist
      james@cmacpartners.com
      407-529-8991

       

      Peter Kokins, Head of Business Development
      peter@cmacpartners.com
      407-264-7255

      LINKS

      • Visit our website
      • See What Our Clients Have to Say
      • PVI Appraisal Program
      • Ortho Closing Southeastern

      About Surgical Care Affiliates

      In today’s healthcare environment having a partner with the knowledge and resources to thrive in value-based care is critical to remaining independent. Surgical Care Affiliates (SCA) is a specialist alignment company that partners with physicians and health systems in ambulatory surgery centers, and physician practices. For more information please email: Marney.Reid@scasurgery.com

      CONTACTS

      Marney Reid
      Senior National Director: Strategy and Business Development
      Marney.Reid@scasurgery.com

      LINKS

      • Visit our website

      About CurveBeam

      CurveBeam researches, designs, and manufactures cone beam CT imaging systems for the orthopedic specialties, spanning both upper and total lower extremities. CurveBeam’s weight bearing solutions have the unique advantage of providing bilateral datasets that range from the entire feet/ankles up to the knees and, with the upcoming release of the HiRiseTM, provide scanning capabilities of the entire hip and pelvis.

      CONTACTS

       

      Ken Dibbley – ken.dibbley@curvebeam.com
      Southeast US Sales Director

       

      Tom DeGroot – tom.degroot@curvebeam.com
      Northeast and Midwest US Sales Director

       

      Simone Adams – simone.adams@curvebeam.com
      Western US Sales Director

       

      Brent Fowlkes – brent.fowlkes@curvebeam.com
      Central US Sales Director

      LINKS

      • HiRise Product Page
      • HiRise Flyer
      • WBCT vs Xray Case Book 
      • Martin O’Malley Testimonial
      • Primer for Radiologists
      • Visualizing TFCC Tears at the Point-of-Care
      • Clinical Indications and Billing

      About MagMutual/OFIS

      Customized, comprehensive insurance and risk management solutions for orthopaedic physicians and practices from the partnership that always puts you first.

       

      OrthoForum Insurance Services is a Risk Purchasing Group formed by OrthoForum members. OFIS provides its member insured with orthopaedic-centric risk management services and partners with MagMutual, an A-rated, value-based insurer, to provide customized and comprehensive insurance products to member physicians and practices.

      RESOURCES

       

      COVID-19 Relief for Members:
      Malpractice Premium Deferral Plan

       

      Risk Management:
      Risk Update, Vol. 1, 2020
      Risk Update, Vol. 2, 2020

      Julie Jines
      OrthoForum Insurance Services
      618-223-9596 | jjines@ofinsvs.com

      Jason Wolff
      MagMutual Insurance Company
      502-386-3220 | jwolff@magmutual.com

      About Millennia

      Millennia is a Patient Payment and Experience company that provides a complete technology solution for payment processing, eligibility, estimation, and patient payments. Unlike most vendors, we also provide a concierge services layer over top of our technology that in turn gives our clients unapparelled patient payment reimbursement, all the while providing a fantastic patient experience. Our proprietary Millennia Platform manages all aspects of our patient engagement solution, making sure that our white-labeled Patient Statements, MobilePay, Portal, IVR, and Concierge Call Center all stay in sync while bringing 2 to 4x the national averages inpatient payment recovery totals. We are not an Early Out, Bad Debt, or Payment Technology-only vendor, but rather a true patient payment and engagement partner from Day 1 onward.

      CONTACT

       

      Denny Flint
      Chief Commercial Officer
      dflint@millenniapay.com
      (970) 390-8970

      LINKS

      • Visit our website
      • About Us
      • CaseStudy: OrthoNY
      • Case Study: PremierOrtho

      About Health Here

      Health Here Accelerates the Shift to Consumer-Oriented Healthcare for Orthopedic Clinics

       

      Clinic Q, Health Here’s patient-facing platform, transforms patient-provider interactions into a seamless, consumer-friendly experience that solves both clinical and financial challenges across the patient journey. Providers using Clinic Q give their patients pre-visit cost clarity, provide easy and flexible payment options, and streamline patient intake with a mobile-first interface that is fully-integrated with the major EHR’s and PM’s. In the midst of the COVID-19 pandemic, clinics have also come to rely on Clinic Q to scale contactless check-ins, payments, and telehealth.

       

      Health Here’s existing OrthoForum partners are reducing administrative overhead, eliminating patient time in the waiting room, increasing net revenue, and ensuring timely and accurate patient data is accessible at the point of care. Please reach out to see a product demo and learn about how we may provide value for your orthopedic clinics!

      CONTACTS

      Ryan Wells
      CEO
      rwells@healthhere.com

       

      Richard Andrews
      Sales Director
      randrews@healthhere.com

      LINKS

      • Website
      • Health Here Videos
      • Schedule Demo

      About Smith+Nephew

      Smith+Nephew is going beyond product with its Positive Connections Outpatient Surgery Initiative. This comprehensive ASC offering features leading technologies, partnerships, programs and products – powered by a dedicated team of people working to make your surgery center perform at maximum efficiency. Our team of Regional ASC Business Directors serve as a key point of contact to support your center in making tailored, focused connections with our industry partners. We partner with a group of industry and healthcare professionals who are available to discuss patient selection, operations, revenue cycle management, marketing and technical support for your business.

      CONTACTS

      Chad Gilbert
      Senior Marketing Manager
      chad.gilbert@smith-nephew.com

       

      David Oliver
      Marketing Manager
      David.Oliver@smith-nephew.com

      LINKS

      • S+N Positive Connections ASC Solutions
      • ARIA Digital Care Management
      • ARIA digital care management brochure
      • Outpatient Total Joint Team Training brochure
      • Outpatient Total Joint Team Training registration page

      About athenahealth

      Orthopedic practices thrive on athenahealth

       

      Practices using athenahealth’s orthopedic EHR and billing services are improving claims and collections, staying ahead of regulatory changes, and expertly closing care gaps. That’s how groups like this Florida clinic position themselves for future growth.

      CONTACT

      John Lenell
      Executive Director, Customer Success
      jlenell@athenahealth.com

      LINKS

      • Visit our website
      • Peachtree Orthopedics Case Study
      • Georgia Hand Shoulder and Elbow Case Study

      About NextGen Healthcare

      We empower the transformation of ambulatory care. You deserve a partner that can help navigate the journey of value-based care and ensure the best possible patient outcomes. We partner with practices of all sizes and specialties with our best ideas, capabilities, and support. The goal? Healthier patients and happier providers.

      CONTACTS

      Molly Van Oordt/Director
      Specialty Solutions
      MVanOordt@nextgen.com

       

      Brandon Theophilus
      VP Solutions
      BTheophilus@nextgen.com

      LINKS

      • Keys to Successful Telehealth in Orthopedics
      • Patient Engagement Brochure
      • A Simple Guide: Practice Management and Medical Billing
      • Strategies to Manage Declining Reimbursements
      • Experience the Value of Virtual Visits

      About Ideal Protein

      Ideal Protein is a scientifically validated protocol for safe, rapid weight loss that can help address the obesity epidemic. Thousands of healthcare practitioners in the U.S. and Canada offer the Ideal Protein Weight Loss Protocol to their patients, helping to move them toward an ideal weight which could positively affect their lipid profile, cholesterol and insulin balance. All three phases feature one-to-one coaching, behavior modification and education, delicious food and a diet plan which promotes losing fat while maintaining lean muscle mass.

      CONTACT

      Dennis Barley | Regional Vice President
      508-965-8042
      dbarley@idealprotein.com

      LINKS

      • Visit our website
      • WATCH: An Essential Conversation: COVID-19 and the Impact of Obesity – Timothy N. Logemann, MD, FACC, FACP
      • Dr. Douglis – Ketogenic Diets White Paper 7 20 20
      • Dr. Tran – Tackling Global Health Issues Whitepaper 06 11 20
      • Effect of the IP Weight Loss Method on Weight Loss and Metabolic Parameters – ASPIRUS
      • Ideal Protein and it’s Effect on Metabolic Parameters_2020-01-22
      • Ideal Protein Business Brochure
      • Ideal Protein vs Keto 1-Pager
      • IdealProtein_NASH_ABSTRACT – DDW June 6, 2019
      • The Effect of a Very Low Carbohydrate Diet on Residual Dyslipidemia in Statin Treated Overweight Patients – ASPIRUS
      • USCA Avera
      • USCA Aspirus Effect of IPWLP on Employee Health Care Costs

      About Radix Health

      We’re so disappointed not to be able to see you in person, but we hope you and yours are staying safe and healthy. It feels like ages since we saw you all at the general meeting in February.

       

      As you may know, we’re a patient access software company that helps 40% of eligible OrthoForum members schedule efficiently and accurately, communicate with patients, and introduce mobile check in. We schedule nearly 2.5 million orthopaedic appointments annually on our DASH platform. Lately, we’ve been working hard to support our clients during these challenging and changing times. We’ve added features to:

      • Reschedule patients through self-service texts and emails
      • Screen for symptoms prior to a visit
      • Automate inbound referrals
      • Link doctors to PAs for self-scheduling
      • Direct patients to telehealth services when appropriate
      • And enable a virtual waiting room to allow patients to wait in their car until their clinician is ready

       

      We hope you’ll enjoy visiting our virtual both! We’re happy to answer any questions now or in the future if you’re looking for a better way to solve for improving patient access, streamlining scheduling, or creating a better patient experience. And speaking of experiences, don’t forget to sign up for a chance to win a virtual wine tasting for up to five people. Since we couldn’t meet in person, we wanted to share the opportunity for a fun experience with OrthoForum members! We appreciate this community now more than ever, and please reach out if you’d like to speak further on how we might be able to help your practice.

      CONTACT

      Anna Wagman, MPH
      Account Executive
      anna.wagman@radixhealth.com

      LINKS

      • Learn more about Radix Health
      • Enter here to win a virtual wine tasting!
      • Peachtree Orthopedic Clinic Case Study
      • Tennessee Orthopaedic Clinic Case Study

      About ProScan

      Headquartered in Cincinnati, Ohio, the ProScan Family of Companies is committed to providing healthcare professionals and their patients with exceptional medical imaging services, education, and technology

      Our mission is to enhance patients’ lives through the use of advanced imaging technologies that support early and accurate diagnosis of disease and contribute to its prevention.

      CONTACTS

      Dr. Richard Rolfes
      Managing Partner
      rrolfes@proscan.com

       

      Judith Turner
      Vice President of Sales
      jturner@proscan.com

      LINKS

      • Learn about MRI – Online
      • Learn about Radiology Services

      About IRG

      Established in 2000, Integrity Rehab Group is the nation’s leading provider of physical, occupational, and hand therapy services based in physician practices and hospitals. Founded with the goal to deliver a profoundly new service to physician-based practices, IRG remains exclusively dedicated to the development and implementation of the practice-based therapy model. We manage the key areas required for a successful therapy program, including clinical, financial, compliance, and administrative oversight.

      Learn More

      CONTACTS

      Phil Christian
      Senior Vice President of Business Development
      phil.christian@irg.net

       

      David Erber
      Senior Vice President of Operations
      david.erber@irg.net

      About 3M

      3M, with newly-acquired KCI, focuses on providing better care through patient-centered science. Helping transform patient outcomes by reducing the risk of preventable complications. From solutions for BSI and SSI risk reduction to vital sign monitoring and temperature management, our team is ready to partner with you to strive toward a world with zero complications.

      CONTACTS

      Ryan H. Altshuler
      Director of Corporate Accounts, Ambulatory Care
      rhaltshuler@mmm.com
      865-406-8677

       

      Jeff Mathis
      Account Executive
      djmathis@mmm.com
      205-586-4618

      LINKS

      • Ambulatory Surgery Center Solutions
      • Orthopedics and Sports Medicine Solutions
      • Sterilization Solutions
      • Skin & Nasal Infographic
      • 3M Bair Hugger Normothermia System