Quantifying Your Medical Decision-Making

1. Quantifying Your Medical Decision-Making Medical Billers and Coders

2. Quantifying Cognitive Labor This is the most important of the three key components because the Medical Decision-Making (MDM) reflects the intensity of the cognitive labor performed by the physician. There are four levels of MDM of incrementally increasing complexity Straightforward; Low Complexity; Moderate Complexity; and High Complexity.

3. Physicians must stratify the MDM into one of the above levels of complexity based on:

4. When referring to the table, the level of risk is determined by examining three separate dimensions of the encounter: • Presenting Problems • Diagnostic Procedures • Management Options Selected • Tip:The E/M guidelines explicitly state that the highest level of risk present in any one of the above categories determines the overall risk of the encounter. Physicians often underestimate the level of risk as defined by the E/M guidelines.

5. Decision-Making Point System A casual review of the official rules for interpreting the key component of Medical Decision-Making shows that the criteria for quantifying physician cognitive labor are quite ambiguous. Medicare discovered that auditors were having a hard time nailing down the level of Medical Decision-Making during the medical review process. In response to this problem, a more objective Medical Decision-Making Point System was developed by CMS. Although not part of the official E/M guidelines, this MDM Point System was distributed to all Medicare carriers to be used on a “voluntary” basis. In point of fact, this is the way your Medical Decision-Making will be graded in the event of an audit.

6. Problem Points The “nature and number of clinical problems” are quantified into Problem Points by referring to the following table:

7. The above table is fairly self-explanatory.  An example of a “self-limited or minor” problem may be a common cold or an insect bite.  An “established problem” refers to a diagnosis, which is already known to the examiner, such as hypertension, osteoarthritis or diabetes.  An example of a “new problem with no additional workup planned” may be a new diagnosis of essential hypertension.  Examples of “new problem, with additional workup planned” may include any new clinical issue which requires further investigation such as chest pain, proteinuria, anemia, shortness of breath, etc. Tip: Problems that are not being addressed specifically by the physician during the encounter may still be counted if they significantly increase the complexity of the cognitive labor required.  For example, consider a patient with diabetes who is being evaluated by a vascular surgeon for a lower extremity revascularization procedure.  It would be appropriate for the surgeon to include diabetes as an “established problem, stable” when calculating the problem points.  This is because the comorbidity of diabetes does significantly influence the risk of the procedure and the complexity of post-operative management.

8. Data Points The “amount and complexity of the data reviewed” are quantified by referring to the following table:

9. The physician should be aware that no “double-dipping” is allowed. For example, if you review lab results and order labs during the same visit, you only get one point (not one point for ordering and one point for reviewing). This same rule applies to image studies or other medical tests such as EKGs or PFTs. Commonly overlooked points are those garnered for obtaining or reviewing old records. If you do review old records, you must summarize your findings in the chart. It is not acceptable to just say, “Old records were reviewed.” Tip: Notice that points can accumulate quickly if you personally review an image, tracing or specimen. You can still claim these points, even if the image, tracing or specimen has been reviewed by another physician (as when a radiologist provides an official interpretation for an X-ray). However, you must include your own interpretation in the chart in order to claim these points.

10. MDM Points Table (Two out of three must be present to qualify for a given level of MDM)

11. Example: Suppose you see a patient in the office with stable diabetes and sub-optimally controlled hypertension.  After checking routine labs, you decide to increase the patient’s lisinopril from 10 to 20 mg poqd.  If you calculate the individual points and assign a level of risk, the MDM table for this encounter would look like this:

12. Since it only takes two out of three elements to qualify for any level of MDM, it is clear that this encounter qualifies for “Moderate Complexity” medical decision-making because of: • Three Problem Points (one point for diabetes– established problem, two points for hypertension—established problem, worsening) • One Data Point for reviewing labs • Moderate Risk due to the management option selected of “prescription drug management” • Tip: The MDM point system provides a repeatable and objective way for the physician to measure the cognitive labor required to address the clinical issues of any encounter. Many physicians systematically underestimate the value of their medical decision-making. This occurs because there is a tendency to equate “routine” thought processes with “straightforward” medical decision-making which is simply not true. Utilizing the objective MDM point system can help you avoid this self-deprecating pattern of behavior.

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