tag:blogger.com,1999:blog-133679428064837302024-02-08T04:48:10.616-08:00URS Billing Services, L.L.C.URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.comBlogger41125tag:blogger.com,1999:blog-13367942806483730.post-75990871604725009192014-11-05T07:38:00.000-08:002014-11-05T07:38:43.644-08:00NVLPC Mini Expo<a href="http://www.e-urs.com/">URS Billing Services</a> is heading to the Hilton Garden Inn in Fairfax, VA on Friday, November 7th for the NVLPC (Northern Virginia Licensed Professional Counselors) Mini Expo! We will be going as a vendor so be sure to stop by our booth and enter to win a Starbucks gift card!<br />
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<a href="http://www.nvlpc.org/events/event_details.asp?id=495098">NVLPC Ethics Workshop</a></div>
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Those attending the expo will be listening in on an Ethics Workshop. If you are involved in this aspect of the healthcare field, be sure to attend. More information is listed above.URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-60849731367470051892014-10-24T06:58:00.000-07:002014-10-24T06:58:37.588-07:00Common Misconceptions: Loss of Control<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: x-small;">Many of us are in need of control, in some cases desperate. There is a common misconception with using a medical billing service that you need to give up control. Not only is this not the case, but you are actually in <i>more</i> control.</span></span></div>
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<span style="letter-spacing: 0.0px;">First off, <a href="http://www.e-urs.com/">URS Billing Services</a> doesn’t touch any money. This can be your first order of business to cross off your check list. </span></div>
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<span style="letter-spacing: 0.0px;">Second, because we are professionals in the medical billing field (just like you are professionals in the healthcare field) we are aware of every modifier, diagnosis, chief complaint needed in order to get your claims not only paid but paid at their maximum allowable. </span></div>
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<span style="letter-spacing: 0.0px;">Last but not least, you are in even <i>more</i> control by using URS Billing Services. How? </span></div>
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<li style="color: #232323; font-family: Arial; font-size: 13px; margin: 0px;"><span style="letter-spacing: 0.0px;">You’re paying for what you get. Let’s look at this from an employee of your office: They are going to get their paycheck regardless if they get a claim paid or not. Sure, they may get a bonus if they get it paid but they can still rely on that weekly paycheck. </span></li>
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<li style="color: #232323; font-family: Arial; font-size: 13px; margin: 0px;"><span style="letter-spacing: 0.0px;">You are not only paying their salary but you’re also paying for their computer, their software, their software updates, their training, their time off, their sick days, their maternity leave...</span></li>
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<li style="color: #232323; font-family: Arial; font-size: 13px; margin: 0px;"><span style="letter-spacing: 0.0px;">By using our service you are getting more bang for your buck. By increasing your monthly revenues you have the option to take off time with your family, or maybe use that extra money to open an extra office, what will it be? </span></li>
<li style="color: #232323; font-family: Arial; font-size: 13px; margin: 0px;"><span style="letter-spacing: 0.0px;">You have full access to your billing representative, no automation system to dial in to, you pick up the phone and ask your representative any question you have about your account. How often do you go to your employee’s desk to ask a question and you find out they’ve called in sick? </span></li>
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<span style="color: #232323; font-family: Arial; font-size: x-small;">Go ahead and give our office a call today, receive a <b>free</b> A/R Analysis to see how <b>we</b> can help <b>you</b>.</span></div>
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<span style="color: #232323; font-family: Arial; font-size: x-small;"><b>www.e-urs.com</b></span></div>
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<span style="color: #232323; font-family: Arial; font-size: x-small;"><b>1-800-229-3994</b></span></div>
URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-32062459730083186962014-10-20T11:07:00.000-07:002014-10-20T11:07:33.920-07:00What Is Your Time Worth?<div style="font-family: Helvetica; font-size: 12px;">
<span style="letter-spacing: 0.0px;">Have you thought about what your time is worth? Have you considered by freeing up billable time you have more slots for patients equaling more income? This in turn can mean more vacations with family, a new office, a bigger staff...the possibilities are endless by just freeing up a couple hours to <a href="http://www.e-urs.com/">URS</a>. We can help make the difference between a couple days with family and a couple weeks with family. </span></div>
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<span style="letter-spacing: 0.0px;">Not only does URS offer <a href="http://www.e-urs.com/solutions/medical-billing/">medical billing </a>services we also offer:</span></div>
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<li style="font-family: Helvetica; font-size: 12px; margin: 0px;"><span style="letter-spacing: 0.0px;"><a href="http://www.e-urs.com/solutions/collections/">Collections</a></span></li>
<li style="font-family: Helvetica; font-size: 12px; margin: 0px;"><span style="letter-spacing: 0.0px;"><a href="http://www.e-urs.com/solutions/small-business-solutions/">Small Business Services</a></span></li>
<li style="font-family: Helvetica; font-size: 12px; margin: 0px;"><span style="letter-spacing: 0.0px;">A/R Management</span></li>
<li style="font-family: Helvetica; font-size: 12px; margin: 0px;"><span style="letter-spacing: 0.0px;"><a href="http://www.e-urs.com/crendentialing-services/">Credentialing</a></span></li>
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<span style="letter-spacing: 0.0px;">Call our <a href="http://www.e-urs.com/">office</a> today and ask for a free A/R analysis, so we can show you how we can help you TODAY!</span></div>
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URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-25174311961601562292013-05-08T16:08:00.002-07:002013-05-08T18:06:18.717-07:00Relative Value Units (RVUs) to Measure Success in Your Medical Field<br />
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RVU’s is a copyrighted scale and resource-based methodology which has been in<br />
wide use throughout the industry since 1988. The relative value units (RVUs) for<br />
professional and technical component splits are the same as the global service RVU.<br />
Medical Procedure Charges (MPCs) are created for the component splits by changing<br />
the conversion factor, not by splitting the RVUs by a percentage. The conversion factor<br />
used is more accurate because it takes into account all CPT codes performed by the<br />
physician, along with the frequency (count) of each service.<br />
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URS Billing Services has developed fee schedules using Relative Values, Conversion<br />
Factors and zip code specific criteria. The Relative Values (RVs) are used to develop<br />
fees specific to the medical practice’s geographical area. RVs weigh medical<br />
procedures relative to one another on a scale linked to difficulty, work, risk and the<br />
material cost of the procedure. The second factor can be characterized as simple<br />
statistical profiling of charges in the geographical areas.<br />
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Percentiles are frequently misunderstood and inaccurately utilized. URS Billing Services<br />
bases its findings, methodology and current databases, on fees in the 75th percentile,<br />
not necessarily 75% of the highest range. If the fee for a given service is at the 75 th<br />
percentile, then it means that 75% of the submitted charges for that fee is higher than<br />
your fee.<br />
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In calculating fees, we used two percentiles (75.0% & 80.0%) because of current fee<br />
structures and patient demographics. URS Billing Services does not advise using the<br />
95th percentile because of the current political atmosphere of cost containment.<br />
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Moreover, consistent high-level billing could be harmful to the financial well-being<br />
of the medical practice. As managed care networks become more prevalent, high<br />
priced physicians may find themselves without an invitation to be involved with some<br />
healthcare organizations. Equally painful, physicians may find themselves losing<br />
patients who are increasingly unable or unwilling to tolerate high out-of–pocket medical<br />
expenses.<br />
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Also, keep in mind, Insurance Adjustments indicated on the ‘explanation of benefits’<br />
show what your practice agreed to accept in your contractual agreement with that<br />
provider. Adjustments are based upon a variety of reasons, including such factors as<br />
who was the primary physician, location of service, equipment ownership and the role of<br />
the physician in the overall treatment of the patient. In cases where adjustments appear<br />
unusually high compared to reimbursement amounts, it generally reflects any one or<br />
combination of the above reasons. It does not necessarily mean that charges should be<br />
lowered or raised.<br />
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URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-63521094495751749992013-02-05T15:29:00.000-08:002013-02-05T15:29:12.658-08:005 Way to Improve Profitability<br />
1.<b> Increase patient volume</b> - The first step to improving profitability, in most practices, is attracting more patients. Many patients select or are referred either from referrals, by specialty, relatives, word of mouth or friends. There are many ways of attracting new patients to medical practices. First – asking current patients to refer friends, relatives and establishing an effective referral system or using a marketing service.<br />
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2. <b>Contract a physician liaison</b> - Once a practice has established its operating philosophy, communicate with other geographically located physicians, regardless of specialty, which services are available. This process can be effectively conducted by contracting with a marketing service of hiring a physician liaison or sales/marketing manager.<br />
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3. <b>Communicate with both primary care and specialists</b> - Communicating and establishing relationships with physicians in your practice’s geographical area, including those who currently refer patients, is an important key and ensures many physicians will likely refer to your facility, says Richard Tamburello, Managing Director of URS Billing Services, L.LC. "Maintaining open communications and providing follow-up reports and updates to the referring practice is important and should not be overlooked. Open communications with all physicians is important, especially to referring physicians and primary caregivers. There will be at some point in time in the patient’s history that insight, support and treatment might require exchange of thoughts and possible treatment", says Richard Tamburello, Managing Director of URS Billing Services, LLC<br />
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4. <b>Provide referring physicians with the clinical results and services they expect</b> - This is where many practices have fallen short because of time, shortage of personnel or neglect. The number one key information piece some treating physicians fail to disclose to referring physicians is the open line of communications. It is not only a professional courtesy, but providing results of the treatment to the referring practice helps the practice by receiving insight of the results. Plus, instituting open lines of increases the prospects of receiving more patient referrals.<br />
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5. <b>Maximize each physician’s case load</b> - Once the practice establishes a comfortable patient load level, including referrals, physicians should at levels that sustain quality level of care and maintaining good bedside manner. One method is offering bonuses or other incentives based upon meeting and exceeding established patient treatment goals. For example, front desk personnel should take patients from the waiting room to the procedure room. Once the patient is settled, set a time frame in which the patient is seen by the doctor (5 minutes, 7 minutes or maximum of 10 minutes), then track the time and possibly incorporate a `special recognition’ award to the physician and front desk personnel. Although there is some resistance to this procedure, increasing case load is not about rushing procedures but accelerating other aspects of the visit - registration, insurance verification, setting a patient up in a room and discharge.<br />
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In conclusion, these are just a few ways to improving efficiencies and the profitability of the medical practice. Today’s medical practices need to `re-exam’ and re-evaluate ALL internal operations and fine ways to optimize revenues and better manage production, labour and benefit costs. If current operations are not changed or effective innovative marketing concepts not implemented, there will be fewer dollars left at the bottom-line the end of each month and at the end of the year.<br />
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URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-91123145121366842652012-10-03T04:50:00.002-07:002012-10-03T04:50:23.500-07:00How well does tort reform work?<br />
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<b>In Ohio, it works very well indeed</b></div>
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The spring of 2002 was not a happy one for many of Ohio’s physicians. Professional liability insurance rates had skyrocketed, making coverage unaffordable and sometimes unobtainable, especially for those in high-risk specialties like obstetrics, neurosurgery, and orthopaedics. Many physicians were considering retiring early, moving, or eliminating high-risk procedures. The American Medical Association had placed Ohio on a list of states considered “in crisis.”</div>
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As a result, the Ohio State Medical Association (OSMA) took action at the state government level to reform Ohio’s tort system, so that physicians could stay in practice and continue caring for Ohioans. From 2002 to 2004, OSMA and its members helped enact 20 sweeping medical liability reforms that provided relief from the liability crisis.</div>
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<b>A “supreme” effort</b><br style="margin: 0px; padding: 0px;" />Like many states, Ohio had seen the state legislature pass tort reform measures, only to have the laws overturned by the state supreme court.</div>
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To help ensure that these reforms “stuck,” OSMA, Ohio physicians, and other interested parties undertook the task of changing the philosophical make-up of the Ohio Supreme Court. This was accomplished by supporting candidates who held a “judicial restraint” philosophy. Prior to 2002, the Ohio Supreme Court was considered an “activist” court, one that “legislated from the bench.” At that time, four of the seven justices fit that label.</div>
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Today, 6 years and three election cycles later, the Court is considered to have a 6-to-1 “judicial restraint” majority, one that defers public policy matters to the legislative branch. With this new philosophical majority and a new law that addressed prior Court decision reasoning, tort reform measures have a much better chance of being upheld if challenged.</div>
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<b>The benefits of reform</b><br style="margin: 0px; padding: 0px;" />As a result of the tort reform efforts, the total number of medical liability suits has declined, insurance rates have stabilized, and the liability insurance market is more robust.</div>
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In 2005, the first year that the Ohio Department of Insurance collected data on medical liability claims, 5,051 medical liability claims were closed. Of these, 21 percent (1,046) resulted in a payment to the claimant. One year later, 4,004 claims were closed and only 794 resulted in a payment to the claimant.</div>
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In other words, there was a 20 percent reduction in overall claims from 2005 to 2006 and a 24 percent reduction in claims resulting in a payment.</div>
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Additionally, the 2005 data revealed that claims subject to the new tort reform law had indemnity payments nearly $100,000 less than claims not subject to the new law.</div>
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Starting in 2001, medical liability insurance premiums began to increase significantly—22 percent in 2001, 30 percent in both 2002 and 2003, and 20 percent in 2004. Once the tort reform proposals had time to work, rate increases began to moderate; rates increased just 6.7 percent in 2005 and actually declined by 1.7 percent in 2006 and by 10.9 percent in 2007. The 2007 rate reduction translates to an average savings of at least $1,000 per Ohio physician.</div>
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In 2000, Ohio had nearly 30 medical liability carriers who provided professional liability insurance for physicians. At the height of the liability crisis in 2003, the state had only five carriers, three of which were showing increasing financial difficulty. Today, however, Ohio has 15 companies competing for business in a more robust and predictable medical liability marketplace.</div>
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<b>Holding trial lawyers accountable</b><br style="margin: 0px; padding: 0px;" />In addition to its efforts for tort reform, OSMA also created a Frivolous Lawsuit Committee to fight back against trial attorneys who file frivolous claims. The committee, made up of physicians and lawyers, reviews possible cases of alleged frivolous conduct by a plaintiff’s lawyer. Then, if warranted, the committee will assist defense counsel with seeking sanctions against that lawyer for filing the frivolous claim.</div>
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In three separate cases, the court sanctioned trial attorneys and the physician defendants were awarded recovery of defense costs totaling more than $35,000. Most importantly, these cases have provided a legal precedent in Ohio for holding trial attorneys legally and financially responsible if they file a frivolous lawsuit.</div>
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<b>A positive outcome</b><br style="margin: 0px; padding: 0px;" />The medical liability changes that have occurred in Ohio since 2004 have had positive effects: the medical liability insurance market has stabilized, insurance rates have declined, court case filings are down and physicians no longer have to worry that a liability insurance crisis will drive them out of practice.</div>
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In response to the critics of tort reform, we can say that all of the changes still permit those with legitimate liability claims to have access to the courts and access to reasonable and fair compensation.</div>
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Does tort reform work? One only needs to look to the Ohio experience as proof that it works very well indeed.</div>
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<i>Tim Maglione, Esq., is senior director of government relations for the Ohio State Medical Association.</i></div>
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<i> </i><a href="http://www.aaos.org/news/aaosnow/sep08/reimbursement9.asp">Continue Reading>>></a></div>
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URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-65121666908745599152012-06-06T06:30:00.002-07:002012-06-06T06:30:14.665-07:00Increasing Revenues, Minimizing Overhead Costs and Improving Patient Data Collection Accuracy<div class="MsoNormal" style="margin: 0in 0in 0pt;">
Medical practices seeking greater operating efficiency and improving bottom lines are implementing more stringent registration, billing and data collection policies. Practices failing to implement and take charge are likely to lose literally hundreds of thousands of dollars annually. </div>
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Some common and frequent problems directly related and often overlooked or ignored start at registration. Patient registration is the <b style="mso-bidi-font-weight: normal;">key</b> to ensuring near perfect practice efficiency. Patient registration forms must ask and include ALL pertinent demographic information and must be carefully reviewed for accuracy and completeness by front desk personnel prior to patients seeing doctors.</div>
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Medical practices seeing new patients should schedule appointments 48 hours in advance allowing sufficient time for staff to validate insurance eligibility, obtaining authorizations, granting or obtaining referrals and patient demographics. When questions arise or incomplete information is discovered, practice staffs need to immediately contact patient and/or guarantor to make necessary corrections.</div>
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One important step to further streamlining the practice and these critical areas is informing both new and returning patients which credit cards are accepted, co-pay amounts, credit policies for patients with deductibles and those without insurance.</div>
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In conclusion, although these `efficiency’ components sound reasonable and logical, many practices do adhere to such policies however, many do not resulting in significant amounts of unearned revenues.</div>
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The professional medical billing team at URS Billing Services is keenly aware of the financial benefits these policies generate and highly recommends they become integral to all medical practices.</div>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-87014276513342061202012-04-25T07:20:00.002-07:002012-04-25T07:20:16.650-07:00A Few Key Strategies for Optimizing Revenues and Increasing Operating MarginsMany medical practices are struggling to making ends meet and maintaining minimal cash flows.<br />The one key culprit is lower reimbursement rates, especially in family, general and internal medicine<br />practices. Many practice administrators are throwing up their hands in complete frustration.<br />Fortunately, there are several key areas of office administration and operation that can present<br />opportunities for increasing revenues and improving operating margins.<br />
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<strong>Accuracy</strong> – Accuracy produces efficiency, `maximization’, talent and cash flow. Accuracy should<br />be emphasized and encouraged at every possible opportunity. Employees should gain a sound<br />understanding of the fiscal meaning of `accuracy’. For example, the <a href="http://www.e-urs.com/">URS management team</a> emphasizes<br />the importance of accuracy when reviewing charges, coding, entering demographics, posting payments<br />and responding to patient inquiries. Understanding this key aspect of production is absolutely essential<br />in those practices experiencing lower revenues and operating margins.<br />
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Let’s take a moment to evaluate the negative financial impact of a billing staff which continually makes<br />charge and demographic entry mistakes. If it takes one member of the billing staff to accurately conduct<br />the daily processes of entering charges, demographics, posting payments, insurance follow-up and<br />responding to patient inquiries, one can attribute reasonably accurate production costs to perform<br />these tasks.<br />
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Now let’s look at another staff member who conducts the identical tasks but it takes an additional 3<br />hours of the following day to complete them because mistakes have been made and additional time is<br />needed in the next day to finish. Obviously one can see the added costs to the practice which directly<br />impacts the practice’s bottom line.<br />
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<strong>Establish Benchmarks</strong> – One way to encourage and better manage efficiency within the practice is by<br />establishing `production benchmarks’. Benchmarking efficient production modeling facilitates personal<br />and team challenges and competitiveness within the medical practice. It is a management concept<br />which benefits management because it assigns both personal and team responsibilities resulting, in<br />many cases, less time for management oversight.<br />
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One key and very important aspect to `benchmarking’ production is rewarding achievers; whether<br />a team or individually, financial rewards tend to encourage and motivate certain staff members to<br />wanting additional responsibilities and desiring potential management positions.<br />
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The biggest and most obvious financial benefits of benchmarking are accelerating <a href="http://www.e-urs.com/solutions/collections/">cash collections</a>,<br />improved practice efficiencies and operating margins. The<a href="http://www.e-urs.com/"> URS management team</a> has been utilizing<br />these production benchmarking management concepts since 1998 and our<a href="http://www.e-urs.com/solutions/medical-billing/"> billing services</a> have greatly<br />benefitted each client; many for more than 5 years.URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-34255736524357233432012-04-03T11:15:00.004-07:002012-04-03T11:22:41.730-07:005 Tips for Successful Debt Collection<div align="left">Here are some tips to implementing a successful collection of delinquent accounts. As part of our ongoing and presence in collections, we ask for your input. Please respond to the article if you have other tips and suggestions from your successes or if you questions. Please click on the below link.</div><div align="left"><br /> </div><div align="left">1. Correct/Updated Demographics—It is veryimportant to ensure that ALL debtor(s)demographics are correct and current –complete full name, telephone number(s), home address(s), amount(s) owed, balance,age of account(s) and type of account(s). These data can be verified from theinstitution’s database, financial transactions, credit bureaus and various skip tracing websites. It is key to make sure debtor addresses are correct to ensure debtor is receiving all appropriate delinquent notices and information about the debt.</div><div align="left"><br /> </div><div align="left">2. Sending Notice(s)—Notices should contain all pertinent information regarding the debt including balance due, amount past due, date and amount of last payment and importance of the debtor(s) contacting the banking institution. Notices should be mailed at specific intervals for maximum effect. For example, the firstnotice of delinquency is mailed 14 days past the contracted due date. Thesecond notice is mailed 21 days of due date and if no contact by the debtor hasbeen received explaining why payment is late or agreeing to payment arrangements, the account should be assigned to the collection for the `pre-30’collection approach.</div><div align="left"><br /> </div><div align="left">3. Professionalism— one important key to achieving effective collection rates is maintaining professionalism. Professionalism, in concert with firmness and understanding, is absolutely necessary to achieving maximum results. Collectors should offer various payment options and taking into consideration debtor’s current financial situation and within the bank’s collection policy guidelines. Collections is an art and learning and understanding its purpose will add positive tones and results. Debtors will give many reasons for not making payments, but collectors must be patient and carefully listen to what is being said by the debtor. If debtors are expressing severe medical issues, a death in the family or other viable financial problems, collectors need to understand these dilemmas and offer other options in concert with the bank’s collection policies.<br /></div><div align="left"> </div><div align="left">4. Working with Debtors—Debtors might not have the money to make a full payment, therefore it is important to work with the debtor(s) and offer alternative payment options which, of course, follow corporate collection policies. Some banking institutions have within its policies the option to settle accounts up to 15% of the total balance if paid within specific time periods. However, the ideal solution is working with delinquent customers and having them return to a satisfactory standing within the bank.</div><div align="left"><br /> </div><div align="left">5. Accessibility to the Bank—Delinquent customers should be given several options for making payments or having accessibility to certain branches for making payments. When collectors send out notices or make follow up phone calls, collectors have to make it clear where or how debtors can make payments.</div>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-13367942806483730.post-15243198417342310872012-03-29T11:57:00.001-07:002012-03-29T11:57:35.697-07:00URS Billing Services, L.L.C.: Goal Setting – Achievements<a href="http://www.e-urs.com/">URS Billing Services, L.L.C.: Goal Setting – Achievements</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-73809977778944846672012-03-28T13:33:00.008-07:002012-03-28T13:43:48.855-07:00Goal Setting – Achievements<div align="left">Goal setting in many of today’s practices is considered a waste of time or there is not sufficient time to be concerned with fantasy. Effective and practical goal setting is an important management tool to delivering quality medical care and achieving greater financial success for the practice. Over the past nearly 12 years of providing quality medical billing services to variety of medical disciplines including prosthetics and orthotics, few practices had in place specific goals financial or marketing goals. However, following several months of providing `Key Financial Reporting Data’ to practices they, the partners, began to see, understand and evaluate the reported data.</div><div align="left"><br /> </div><div align="left">Two especially important pieces of information are the number of patients treated and revenues produced per patient visit and aging schedules. Practices began to realize the importance of analyzing the impact of treating patients and making sure once patients are treated, it is very important to making sure all notes and codes are complete, accurate and ready for filing by the end of day or within 24 hours of treating patients. Alert - Generating the practice’s aging schedule and discovering that more than 50% of the month’s $150,000 charges fall into the 30-60 day aging category should sound very loud alarms. Goal – Charges are ready for filing within 24 hours following treatment. </div><div align="left"><br />Today, physicians are treating a greater number of patients which has not been a particularly sought after objective. However, because declining reimbursement rates are negatively impacting many medical practices this unfortunate fact has resulted in doctors seeing more patients in an effort to maintaining revenue levels just to pay current operating costs. Goal – increase number of patients treated daily for each physician by 5.</div><div align="left"><br />Setting goals and objectives do matter and need to be part of the overall of the practice’s game plan. The managing partner needs to schedule monthly meetings with all members of the staff and make it a team effort. Engage the billing service. Explore and evaluate optional ancillary services. Establish goals, objectives, assign specific office staff for each of the practice’s goals, measure, assess and reward.</div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-34551979091680005602012-02-22T04:57:00.000-08:002012-02-22T04:57:46.965-08:005. Denials management<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"></span></span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial;">"<span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Efficient <a _fcksavedurl="http://www.e-urs.com/solutions/medical-billing/" href="http://www.e-urs.com/solutions/medical-billing/">billing</a> and <a _fcksavedurl="http://www.e-urs.com/solutions/collections/" href="http://www.e-urs.com/solutions/collections/">collections</a> processes are critical components of a successful and profitable medical practice. Yet most practices leave between 5 percent and 30 percent of their reimbursement on the table because they lack proper processes, staffing, training or technology. Industry experts say the first 80 percent of payments are relatively easy to collect. It's the next 20 percent that are harder to obtain and more expensive to collect. Follow these recommendations and regain control of your billing operations..."<br />
</span><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"></span></span></span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><br />
</span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;">Understanding the issues surrounding a denial is critical to rectifying the situation and obtaining payment. Denials management is often a neglected area due to the labor involved and intrinsic knowledge needed. A dedicated team should be assigned to posting and follow-up for denials. Trends in payer reimbursement can be identified and addressed. Try to target problem areas that affect the bottom line to obtain maximum reimbursement for all services provided. Managing the process can be time-consuming and difficult, but it is essential to optimizing cash <a _fcksavedurl="http://www.e-urs.com/solutions/collections/" href="http://www.e-urs.com/solutions/collections/">collections</a>.</span></span></span></span></span></span></span></span>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-53117275804907943412012-02-21T13:25:00.000-08:002012-02-21T13:27:10.368-08:005 Tips to Improve your Medical Practice's Billing & Collections<span style="font-family: arial; font-size: x-small;"><br />
"<span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Efficient <a _fcksavedurl="http://www.e-urs.com/solutions/medical-billing/" href="http://www.e-urs.com/solutions/medical-billing/">billing</a> and <a _fcksavedurl="http://www.e-urs.com/solutions/collections/" href="http://www.e-urs.com/solutions/collections/">collections</a> processes are critical components of a successful and profitable medical practice. Yet most practices leave between 5 percent and 30 percent of their reimbursement on the table because they lack proper processes, staffing, training or technology. Industry experts say the first 80 percent of payments are relatively easy to collect. It's the next 20 percent that are harder to obtain and more expensive to collect. Follow these recommendations and regain control of your billing operations..."<br />
</span><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><br />
</span></span><br />
<span style="font-family: arial; font-size: x-small;"><strong>4. Remittance management and payment posting</strong></span><br />
<span style="font-family: arial; font-size: x-small;">Retrieval and processing of claims should be done with electronic remittances from <a _fcksavedurl="http://www.e-urs.com/resources/insurance-and-coding/" href="http://www.e-urs.com/resources/insurance-and-coding/">government</a> and large commercial payers whenever possible. Automating this process reduces human error and highlights claims that need additional follow-up. The combination of electronic remittance advice and electronic funds transfer puts money into your account quicker and allows timely <a _fcksavedurl="http://www.e-urs.com/solutions/medical-billing/" href="http://www.e-urs.com/solutions/medical-billing/">billing</a> of secondary claims<span style="font-weight: bold;">.</span></span><br />
<span class="Apple-style-span" style="font-size: x-small;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Catching up? Here are the previous discussions:<br />
<br />
<strong>1.</strong></span></span><span style="font-family: arial;"><strong><a href="http://ursbillingservices.blogspot.com/2012/02/5-tips-to-improve-your-medical.html"> Verification of benefits and patient registration</a></strong><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><strong><br />
2. <a href="http://ursbillingservices.blogspot.com/2012/02/5-tips-to-improve-your-medical.html">Medical Coding </a></strong></span></span></span><br />
<span style="font-family: arial;"><span style="font-size: x-small;"><strong>3. <a href="http://ursbillingservices.blogspot.com/2012/02/5-tips-to-improve-your-medical_14.html">Charge Validation</a></strong></span></span>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-36287738955959679842012-02-21T13:19:00.000-08:002012-02-21T13:19:27.042-08:00Marketing Your Practice<!--[if gte mso 9]><xml> <o:DocumentProperties> <o:Template>Normal.dotm</o:Template> <o:Revision>0</o:Revision> <o:TotalTime>0</o:TotalTime> <o:Pages>1</o:Pages> <o:Words>402</o:Words> <o:Characters>2296</o:Characters> <o:Company>Virginia Polytechnic Institute and State University</o:Company> <o:Lines>19</o:Lines> <o:Paragraphs>4</o:Paragraphs> <o:CharactersWithSpaces>2819</o:CharactersWithSpaces> <o:Version>12.0</o:Version> </o:DocumentProperties> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:Zoom>0</w:Zoom> <w:TrackMoves>false</w:TrackMoves> <w:TrackFormatting/> <w:PunctuationKerning/> <w:DrawingGridHorizontalSpacing>18 pt</w:DrawingGridHorizontalSpacing> <w:DrawingGridVerticalSpacing>18 pt</w:DrawingGridVerticalSpacing> <w:DisplayHorizontalDrawingGridEvery>0</w:DisplayHorizontalDrawingGridEvery> <w:DisplayVerticalDrawingGridEvery>0</w:DisplayVerticalDrawingGridEvery> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:Compatibility> <w:BreakWrappedTables/> <w:DontGrowAutofit/> <w:DontAutofitConstrainedTables/> <w:DontVertAlignInTxbx/> </w:Compatibility> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" LatentStyleCount="276"> </w:LatentStyles> </xml><![endif]--> <!--[if gte mso 10]> <style>
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<div class="MsoNormal">When was the last time the owners of the office collaborated and seriously put forth a marketing plan designed to attract more patients to the practice? In many practices, physicians are very busy seeing and treating their patients and getting paid. <span style="mso-spacerun: yes;"> </span>Practices which employ administrators to help manage personnel and financial matters are, too, inundated reading and deciphering 5010 coding and recent complicated Federal and state legislation issues.</div><div class="MsoNormal"><br />
</div><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Decreasing revenues, patients, fluctuating cash flows and profitability are wide spread and on the minds of most managing partners.<span style="mso-spacerun: yes;"> </span>Practices need to realize that new and revitalized business and marketing approaches are needed in order to survive in today’s competitive medical practices.<span style="mso-spacerun: yes;"> </span>Recent patient surveys indicate patient loyalty and respect have declined causing some practices to release staff members, including physicians.<o:p></o:p></span><br />
<span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br />
</span><br />
<span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Designing medical practice marketing plans requires time, energy, purpose and expertise.<span style="mso-spacerun: yes;"> </span>Practices should first review reasons why patient volume is declining and why patients remain faithful to the practice.<span style="mso-spacerun: yes;"> </span>Reasons for either case might include the practice’s referral base or patients who refer neighbors and co-workers or a physician’s lackluster bedside manner.<span style="mso-spacerun: yes;"> </span>Other reasons could result from fewer insurance participations or a highly transient geographical area. <span style="mso-spacerun: yes;"> </span>But no matter the reason(s), patient surveys should be an integral part of everyday business along with statistical tracking all variables and they should be carefully monitored for appropriate actions.<o:p></o:p></span><br />
<span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br />
</span><br />
<span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">The first step is making sure the practice’s insurance participation status is listed as a participating provider. <span style="mso-spacerun: yes;"> </span>Solo practices are particularly vulnerable, as some managed care plans will only contract with group practices.<o:p></o:p></span><br />
<span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br />
</span><br />
<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Suggestions for Developing a Marketing Plan for Your Practice<o:p></o:p></span></b><br />
<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br />
</span></b><br />
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Communicating with Patients<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></i></b><br />
<div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><a href="" name="_GoBack"></a><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Patients are emotionally driven – Define the message<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Understanding the importance of the practice – What is unique, accomplishments about the practice or physicians<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Establish Target to a specific destination – Where do you see the practice – the target and market positions of practice<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Develop Marketing Plan (Goals, Objectives, Target(s), Expertise, Budget, etc.)<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Achieve High Levels of Efficiency – Patients seek high quality of care with fewest mistakes and waiting times – improve cash flow and profitability<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: Calibri; font-size: 11.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Utilize / Promote use of Website / Accessibility – patient data resources – scheduling<o:p></o:p></span></div><div style="margin-left: .5in; mso-list: l0 level1 lfo1; text-indent: -.25in;"><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br />
</span></div><span style="font-family: Calibri; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Remember – Marketing is either an investment or an expense.<span style="mso-spacerun: yes;"> </span>What determines either is the level of commitment of following a structured marketing plan. Make sure marketing plans are set and designed to attracting patients not providers while remaining actively involved in hospital activities.<o:p></o:p></span><br />
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</div><!--EndFragment-->URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-91598324986681415542012-02-14T11:16:00.001-08:002012-02-14T11:16:32.544-08:005 Tips to Improve your Medical Practice's Billing & Collections<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"></span></span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><strong>3. Charge validation</strong></span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><strong><br />
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<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;">Prior to submission, claims should be scrubbed by an industry-specific tool that uses standard and custom edits. The system should automatically detect coding combinations related to un-bundling, modifier appropriateness and mutually exclusive procedures. Medical necessity concerns can be discovered and proper channels exercised to improve or amend documentation.</span></span></span></span></span></span></span></span><br />
<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><br />
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<span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;"><span style="font-family: arial; font-size: x-small;">What are your thoughts on how this process should be completed? </span></span></span></span></span></span></span></span>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-5898135436232283932012-02-07T10:38:00.000-08:002012-02-07T10:40:46.487-08:005 Tips to Improve your Medical Practice's Billing and Collections<div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="color: black;"><span style="font-family: arial;">"</span></span><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Efficient billing and collections processes are critical components of a successful and profitable medical practice. Yet most practices leave between 5 percent and 30 percent of their reimbursement on the table because they lack proper processes, staffing, training or technology. Industry experts say the first 80 percent of payments are relatively easy to collect. It's the next 20 percent that are harder to obtain and more expensive to collect. Follow these recommendations and regain control of your billing operations..."</span><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><strong><br />
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</span></span></span></div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"></span></span></span></span></div><div style="font-weight: bold;"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><strong>2. Medical coding</strong></span></span></span></div><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Certified professional coders should handle coding to ensure that it's proper, the first time. Missed or improper codes can equate to thousands of un-billed dollars and expose you to potential liability and compliance issues. Auditing consultants or firms hired annually can help ensure accurate and complete claims and coding functions.</span></span></span><br />
<div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><br />
</span></span></span></span></span></span></div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">To view the the first question about v</span></span></span></span></span></span><span class="Apple-style-span" style="font-family: arial; line-height: 18px;">erification of benefits and patient registration</span><span class="Apple-style-span" style="font-family: arial;">, click <a href="http://ursbillingservices.blogspot.com/2012/01/5-tips-to-improve-your-medical.html">here</a></span></div><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><br />
<b>Now, explain how you make this a priority or reasons you are having difficulty completing this task!</b></span></span></span><br />
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</div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="color: black;"><span style="font-family: arial; font-size: x-small;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><br />
</span></span></span></div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span class="Apple-style-span" style="font-family: arial; font-size: xx-small;"><b>source:mgma.com</b></span></div>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-17610268954679969362012-01-31T10:21:00.000-08:002012-01-31T10:23:05.690-08:005 Tips to Improve your Medical Practice's Billing and Collections<span style="color: black;"><span style="font-family: arial;">"</span></span><span style="color: black;"><span style="font-family: arial;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">Efficient billing and collections processes are critical components of a successful and profitable medical practice. Yet most practices leave between 5 percent and 30 percent of their reimbursement on the table because they lack proper processes, staffing, training or technology. Industry experts say the first 80 percent of payments are relatively easy to collect. It's the next 20 percent that are harder to obtain and more expensive to collect. Follow these recommendations and regain control of your billing operations..."<br />
</span><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><strong><br />
</strong></span></span></span><br />
<span style="color: black;"><span style="font-family: arial;"><strong>1. Verification of benefits and patient registration<br />
</strong><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2">It is increasingly important to verify a patient's benefits prior to the date of service. It can decrease the cost of <a href="http://www.e-urs.com/solutions/collections/">collections</a>, minimize the risk of writing off a balance and significantly improve your cash flow. This is also an opportunity to address outstanding balances and co-pays.</span><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><strong><br />
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Now, explain how you make this a priority or reasons you are having difficulty completing this task!</strong></span></span></span><br />
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<span style="color: black;"><span style="font-family: arial; font-size: x-small;"><span id="ctl00_ctl00_ctl00_cphMain_cphOverrideEverythingBeneathHeader_MainContentPlaceHolder_cphMainContentBlock_BlogEntries2"><br />
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<span class="Apple-style-span" style="font-family: arial; font-size: xx-small;"><b>source:mgma.com</b></span>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-22783855331046742522012-01-31T05:18:00.000-08:002012-01-31T05:24:51.139-08:00Motivating Debtors to Pay - The Effective Collection ToolsThe overall goal or game plan for all commercial institutions is maximizing revenues with the fewest telephone calls and collection letters. Developing and implementing effective collection techniques requires skillful communications skills.<br /><br />Collecting delinquent accounts is an art but, in many cases, a necessary evil for achieving revenue goals. In my 35 plus years of collecting and managing large collection staffs, I have found greater successes result from techniques which emphasize positive attitudes and motivational approaches with debtors. Contact with debtors should include phrases such as, “Mr. Debtor,my name is John Doe, I ‘m with the 3rd National Bank and calling because your account is past due and the bank wants to know you are able to make it current”? Typically responses fall into one or more of the following categories: “I’m currently unemployed and looking for work”, “my hours have been reduced”, “my husband is temporarily laid off or “my wife is unable to work for the next several months”. The positive approach is showing concern for the debtor’s unfortunate circumstances and responding by saying, “Mr. Smith, you’ve had a very good record with the 3rd National Bank over the past several years and would certainly want to help you return to that status. So let’s work on a plan that is acceptable to the bank and you”.<br /><br /> Greater successes have resulted with this or similar approaches than with more aggressive and unsympathetic tones. Of course, there are going to be many situations under which this approach might not be feasible with the bank’s operational policies, specifically when it involves secured loans. For example, in the case of automobile loans, the bank’s policy might state that secured auto loans cannot be more than 2 contractual payments past and must be brought current within 2 weeks or repossession shall be considered. Always keep in mind communications with debtors should be positive and carry motivational tones, regardless of whether collecting secured or unsecured loans. This approach has always achieved much success for many, many years and, more importantly, banks do not want to repossess any type of vehicles or litigate for deficiency balances.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-41864772101691213432012-01-03T13:01:00.000-08:002012-01-03T13:10:49.481-08:00May the Banking Industry See Greater Prosperity in 2012<div align="justify">Banks are hoping for much greater economic activity and growth in 2012. But, based upon the latest economic statistics, we are looking at a sluggish 2.0%. Many economists are speculating that a slow movingeconomy will be attributed to new and lingering banking regulations. For example, larger banks will be required to limit their financial ties to one another under new proposed rules aimed at preventing the collapse of one big institution from triggering a larger, cascading crisis.<br /><br />The net credit exposures between any two of the nation's six largest financial firms, including <a href="http://online.wsj.com/public/quotes/main.html?type=djn&symbol=JPM">J.P. Morgan Chase</a> & Co. and <a href="http://online.wsj.com/public/quotes/main.html?type=djn&symbol=GS">Goldman Sachs Group</a> Inc., would be limited to 10% of a company's regulatory capital, under a proposed package of regulations released by the Federal Reserve on Tuesday. Most other firms covered by the rule would be subject to a 25% limit, as required by the Dodd-Frank financial-overhaul law.<br /><br />The new 10% limit for the biggest firms was unanticipated by the banking industry and has the potential to scale back the capital-markets businesses of large institutions, analysts have said.<br /><br />Credit restrictions are just one piece of a tougher set of regulations the Fed has drafted which apply to the nation's largest, most complex financial firms. These stricter rules are aimed to reduce the ability of any single financial giant to damage the financial system and the broader economy, and is one of several ways Dodd-Frank attempts to end the "too big to fail" phenomenon that led to huge taxpayer-funded bailouts.<br /><br />It is quite apparent that the more the federal government imposes its iron hand of federal regulations upon banks and related credit companies, increased inefficiencies will negatively impact bottom-lines. This result ultimately decreases investor incentives and could also negatively impact respective stock values; hence 401k and other retirement financial vehicles.<br /><br />Well, folks these trying times have resulted from a class of economic illiterates who not occupy most government agencies but elected officials who are primarily concerned about their own well-being and re-elections.<br /><br />Good Luck and call us to help your financial institution see more black than red!</div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-11206201408128443002011-12-07T12:13:00.000-08:002011-12-07T12:18:06.797-08:00Merry Christmas and Happy Chanukah?We at URS are wishing everyone the best over this fun filled holiday season of joy and happiness. Well, at least to all those financial institutions which are under the pressing thumb of the `Powers That Be’. The banking industry is becoming increasingly difficult to expand its customer base and grow bottom lines.<br />Consider the following recent and pending stranglehold tactics:<br />- Disclosures, notices, statements, forms and tax documents — about 300 pages and just for home loans. Bank processed 455 home loan applications and they created more than two months of `make work’ and the estimated labor costs reached $12,000.<br />- One bank vice president says the Dodd-Frank Wall Street Reform and <a title="More news, photos about Consumer Protection Act" href="http://content.usatoday.com/topics/topic/Consumer+Protection+Act">Consumer Protection Act</a>, which became law in July 2010, nearly doubled the review and reporting process to regulators, with little margin for error. And that is only a portion of the avalanche of new regulation that has executives at smaller banks concerned.<br />- The bill is massive — 2,300 pages — and bankers expect it to result in 5,000 pages of new rules as regulators turn its mandates into specific instructions for financial institutions in coming years.<br /><br />Bankers are very concerned about the abundance of new legislation because it will choke neighborhood banks’ bottom line and virtually place them as prime targets for takeovers by larger, national banks. This legislation appears to have been cultivated by some devious and purposeful late night `strategy meetings’ by certain Congress people and bankers. But then again, this is purely speculation.<br /><br />Small banks in America have been disappearing for decades. For example, in 1984, the largest banks in America — those with more than $10 billion in assets — controlled 28% of the industry, according to FDIC data. Now, these larger banks control 79% of the market. Banks with less than a billion in assets are holding 11% of the market, compared with 40% in 1984. Bankers believe Dodd-Frank will hasten the consolidation.<br /><br />Bankers are very concerned about the abundance of new legislation because it will choke neighborhood banks’ bottom line and virtually place them as prime targets for takeovers by larger, national banks. This legislation appears to have been cultivated by some devious and purposeful late night `strategy meetings’ over the past decades by certain Congress people and bankers. But then again, this is purely speculation. Since the 1800’s, neighborhood banks have been instrumental in cultivating small geographical population areas and today this wholesome and warm relationship is slowly disappearing.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-89950242065222901762011-11-30T10:08:00.000-08:002011-11-30T10:09:33.236-08:00What Social Media Provides Physicians<div class="inside-copy" style="margin: auto 0in;"><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Social Media is becoming the common, easily accessible vehicle by which many people, including physicians, are communicating. This form of communication or social interaction is very convenient for all to use; </span><a href="http://twitter.com/#!/ursbilling"><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="color: blue;">Twitter</span></span></a><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> and </span><a href="http://www.facebook.com/pages/URS-Billing-Services-LLC/128994177126828"><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Facebook</span></a><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> are probably the most common media used and are very simple. Just as celebrities tweet “getting my nails done” and college students tweet about an upcoming party tonight, a physician can tweet about a stomach flu that’s going around in their community. </span></div><div class="inside-copy" style="margin: auto 0in;"><br />
<span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">"If you go back two generations, doctors came to your house. They lived in your community. They probably went to the same church…With social media, "what we're really doing is going back and creating a more personal experience with technology." - </span><a href="http://www.usatoday.com/news/health/2010-07-08-SOCIALDOCS08_ST_N.htm"><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Jeff Livingston</span></a><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"></span></div><div class="inside-copy" style="margin: auto 0in;"><br />
<span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">People like to feel a part of a community and the more you involve yourself personally, the more you are viewed as approachable, a reliable resource and respectable. Everyday physicians are creating Twitter and Facebook Pages as a way to:</span></div><div class="inside-copy" style="margin: auto 0in auto 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman";"> </span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Connect among other physicians</span></div><div class="inside-copy" style="margin: auto 0in auto 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman";"> </span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A resource for patients to turn to</span></div><div class="inside-copy" style="margin: auto 0in auto 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman";"> </span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A way to view what patients are thinking- since communication is rare between physicians and patients</span></div><div class="inside-copy" style="margin: auto 0in auto 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman";"> </span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">An avenue to voice your opinion- as it can go unnoticed with so much use of WebMD and Google</span></div><div class="inside-copy" style="margin: auto 0in auto 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman";"> </span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A bigger draw to your practice- if a patient follows you & forwards an informative tweet to a friend, expect more patients</span></div><br />
<span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Even the AMA has placed a social media policy which contains guidelines of implementing privacy settings on sites such as Facebook & Twitter. Also, it encourages maintaining appropriate boundaries of physician-patient relationships on the web. However some physicians aren’t respecting these guidelines according to Kevin Pho, a primary doctor based in New Hampshire, “The problem is that some [physicians on Twitter] break Pho's cardinal rule: Never use Twitter to dispense medical advice or comment on a patient.” </span><a href="http://www.huffingtonpost.com/2011/03/17/doctors-on-twitter_n_835600.html"><span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">source</span></a><br />
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<span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">The guidelines to setting the privacy on social accounts weren’t as thorough as expected from AMA, however. If you are concerned about your privacy, here are step-by-step guides for </span><a href="http://support.twitter.com/articles/14016-about-public-and-protected-accounts"><span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Twitter</span></a><span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> and </span><a href="http://www.facebook.com/help/?page=132569486817869"><span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="color: blue;">Facebook</span></span></a><span lang="EN" style="font-family: "Calibri", "sans-serif"; font-size: 10pt; mso-ansi-language: EN; mso-ascii-theme-font: minor-latin; mso-bidi-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">. </span>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-73389301302489129502011-11-01T11:43:00.000-07:002011-11-02T17:50:57.616-07:00More Government Intrusion...Why?Illinois Democrat, Dick Durbin, has pushed legislation which went into effect a week ago. This legislation limits the fees big banks collect from merchants and he now finds himself the fall guy for Bank of America’s new $5 monthly debit care fee. His response was a ranting and raving and even suggested that consumers “get the heck out of that bank”. Holy cow, you’ve got to be kidding me! Since when does a politician publicly denounce a specific business entity then recommends do not buy or use its services?<br />
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Many Americans have always been under the impression that they have the capabilities of deciding which goods and services better suit them, including prices. Over the past several years I have noticed that the intelligence level of Americans has precipitously declined and, fortunately, some Senators and House members are there to rescue us from any and all financial disasters.<br />
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I firmly believe that when unfettered competition is allowed to determine the value of products and services offered, businesses and individuals are fully capable of taking decisions as to which products or services serve them best based upon specific cost-benefit evaluations. However, over the past several decades, politicians have been forcing their influence into both consumer and business buying habits of certain products and services. It appears this trend has taken effect because many politicians are easily convinced through glib lobbying persuasion tactics. For example, company A has been investing millions into its new business service software products and, unfortunately, several competitors have quickly developed products which have cut into company A market and, in some cases, have received positive news. In order for company A to regain its market share dominance, it solicits the services of a renowned lobbyist who successfully influences politicians to place expensive legal restrictions, special software licenses and federal and state licensing restrictions to legally market similar services. Smaller and new entrants might find these new restrictions to be cost prohibitive and leave the competition thus freeing up company A to greater success.<br />
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Similar tactics have proven successful in the banking industry when large national and regional banks place additional financial burdens on local and smaller successful banks. This would include enforcing greater scrutiny on mortgage loans, including larger down payments and imposing larger reserve funds. The latter reduces available funds loans and constrains cash flow. So sooner or later these smaller banks become increasingly frustrated and sell to a larger financial institution. One way smaller banks can extend life is to evaluate and utilize the talent of outside sources. This serves several critical financial benefits such as savings on hiring and training personnel in the collection or credit granting departments. Banks can observe, manage, evaluate, change, observe and manage operations at the drop of a pen.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-77879874944789732962011-10-26T06:21:00.000-07:002011-11-01T07:02:03.570-07:00Results are Changing Quality of Care by Richard L. Tamburello<div class="MsoNormal">Medical practices need to re-design office operations because costs are rising and reimbursements are on a downward trend. In fact, reimbursements are expected to decline over the next several years. What is adding more pressure to the practice’s survival is the patient! Patients are becoming more demanding about the care which they receive, including expecting to be seen by the doctor at the scheduled appointment time. Patients are also becoming more impatient because of added bureaucracy such as being asked to see insurance cards, completing various demographic forms and being asked a barrage of questions on each visit.</div><div class="MsoNormal"><br />
</div><div class="MsoNormal">Patients now have access to a variety of resources where they can see opinions of healthcare providers written by other patients who have received care by the prospective practice. Additionally, patients are paying higher premiums along with deductibles. Patients are becoming `healthcare’ shoppers looking for quality care at bargain prices. <i style="mso-bidi-font-style: normal;">The quality of care is changing…maybe to better serve patients.</i></div><div class="MsoNormal">Practices are in turn becoming increasingly competitive such as asking patients more questions, spending more time during each visit and improving `bedside’ manner. Many medical practices are seeking alternative ways to reducing and better controlling both administrative and operations costs, as these factors can negatively impact cash flow. Practices must also take into account that addition and increasing costs are coming down the pike.</div><div class="MsoNormal"><br />
</div><div class="MsoNormal">More and more healthcare providers are exploring alternative cost-effective methods for managing several key aspects of typical front desk and `backdoor’ staff activities. For example, the specialist’s staff focuses on obtaining authorizations, determining eligibility and validating or obtaining referrals. However, all practices in addition to entering and scrubbing charges are filing claims, posting payments, conducting insurance follow-up campaigns, sending statements, responding to patient inquiries, filing appeals, greeting patients and making appointments. Many medical practices have discovered there are several key and viable solutions which do offer significant expense and cost reduction controls. One is securing the services of a trusted and proven medical billing service.</div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><a href="http://www.e-urs.com/">Medical billing services</a> can perform the day-to-day billing tasks with greater efficiency because of fewer non-billing interruptions. Some billing services will also conduct eligibility, authorization and insurance contract services. Fees charged by billing services are usually based upon generated revenues, meaning there is an incentive to perform. Those medical practices using a trusted and <a href="http://www.e-urs.com/">proven billing service</a> will, in most cases, begin to see the positive results in the bottom-line, thus giving doctors more time to provide quality care and see more patients. Times are changing and now is the time for medical practices to focus on and provide <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">patients with quality care</i></b>! </div>URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-81812561792308571002011-09-28T07:19:00.000-07:002011-09-28T07:19:09.739-07:00Insurance Lobbying by Richard L. Tamburello<!--[if gte mso 9]><xml> <o:DocumentProperties> <o:Template>Normal.dotm</o:Template> <o:Revision>0</o:Revision> <o:TotalTime>0</o:TotalTime> <o:Pages>1</o:Pages> <o:Words>102</o:Words> <o:Characters>583</o:Characters> <o:Company>Virginia Polytechnic Institute and State University</o:Company> <o:Lines>4</o:Lines> <o:Paragraphs>1</o:Paragraphs> <o:CharactersWithSpaces>715</o:CharactersWithSpaces> <o:Version>12.0</o:Version> </o:DocumentProperties> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:Zoom>0</w:Zoom> <w:TrackMoves>false</w:TrackMoves> <w:TrackFormatting/> <w:PunctuationKerning/> <w:DrawingGridHorizontalSpacing>18 pt</w:DrawingGridHorizontalSpacing> <w:DrawingGridVerticalSpacing>18 pt</w:DrawingGridVerticalSpacing> <w:DisplayHorizontalDrawingGridEvery>0</w:DisplayHorizontalDrawingGridEvery> <w:DisplayVerticalDrawingGridEvery>0</w:DisplayVerticalDrawingGridEvery> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:Compatibility> <w:BreakWrappedTables/> <w:DontGrowAutofit/> <w:DontAutofitConstrainedTables/> <w:DontVertAlignInTxbx/> </w:Compatibility> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" LatentStyleCount="276"> </w:LatentStyles> </xml><![endif]--> <!--[if gte mso 10]> <style>
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</style> <![endif]--> <!--StartFragment--> </span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span class="Apple-style-span" style="font-family: 'Book Antiqua';"><span lang="EN" style="color: black; font-family: Arial;">The number of companies and various organizations that work to put their imprint on legislation is diverse, ranging from health care interests and advocacy groups to giant corporations and small businesses of all types including many insurance companies. <o:p></o:p></span></span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span class="Apple-style-span" style="font-family: 'Book Antiqua';"><span lang="EN" style="color: black; font-family: Arial;"><br />
</span></span></div><span class="Apple-style-span" style="font-family: 'Book Antiqua';"> <div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Among the lobbying groups, there are over 200 hospitals and 100 insurance companies which line the halls of Congress to be heard and generate influence. One of the most visible organizations to lobby Congress is AARP. <span style="mso-spacerun: yes;"> </span>It has anywhere between 56-60 in-house lobbyists and two from outside firms to work the issue on behalf of its members. The American Medical Association has 33 and 11 professional lobbyists from outside firms. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"><br />
</span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Influence peddling is big business and Congress loves the attention and the selective influence it generates. Think about it, advocacy groups invest over $3.50 billion for lobbyists to represent them on all kinds of issues, according to the nonprofit group Center for Responsive Politics. And I thought `we the people’ who voted for our elected officials had influence – Yea Right! So what actually happens is that once the votes are counted, our elected officials immediately align themselves with various advocacy groups, lawyers, special interest groups, lobbyists and we, the constituents, are to a large extent, forgotten until the next election.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"><br />
</span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Insurance lobbyists represent the financial interests of the insurance company industry and the members of Congress supposedly represent their respective constituents. Today, many Americans have become disillusioned with elected officials because politicians are more interested in power, influence and themselves.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"><br />
</span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">The exact amount spent on health reform is difficult to quantify because most health care lobbyists work on other issues and lobby disclosure rules do not require businesses to report how much is paid on each issue.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial; mso-ansi-language: EN; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"><br />
</span></div><div class="MsoNormal" style="line-height: 15.95pt;"><span lang="EN" style="color: black; font-family: Arial;">In conclusion, the AMA succeeded in molding House and Senate bills to make sure cuts would not come out of doctors’ pockets, Wilson said. The AMA helped kill a $300 yearly fee for doctors who participate in Medicare or Medicaid, a tax on cosmetic surgery, 5% Medicare payment cuts to the top 10 percent of Medicare billers and Medicare payment cuts for primary care physicians. Now we hear that many physicians are opposed to the AMA because of recent speculation that the government now wants all physicians to provide it with the once thought `private patient’ data. When will it stop?<u><a href="" name="_GoBack"></a><o:p></o:p></u></span></div><!--EndFragment--></span><br />
<!--EndFragment-->URS Billing Serviceshttp://www.blogger.com/profile/06891716647128761700noreply@blogger.com0tag:blogger.com,1999:blog-13367942806483730.post-37337073710939863632011-09-27T13:08:00.000-07:002011-09-27T13:10:59.275-07:00Outsourcing: Should We?Credit decisions greatly impact and influence revenues, bad debts and bottom lines. In today’s weak economy many or should I say most bank credit departments have tightened the rains on extending credit. Today, this practice is evidenced in fewer mortgages, personal and business loans applications and approvals.<br /><br />As a result, many banks and related financial institutions are reducing employee levels by offering early retirements and imposing terminations. It is likely that the current economic conditions will continue for several more years. The housing market is still sluggish and it is having a domino effect on all those businesses which comprise the housing industry: masons, carpenters, roofers, window manufacturers, landscapers and many other related small businesses.<br /><br />These unfortunate, poor economic times are causing many businesses to rethink how better to control and manage billing and collecting departments. Although there are `ebbs and tides’ in our economy, businesses are re-thinking and re-evaluating the cost-effective attraction of outsourcing some and all these related departments to professionals. There are several clear advantages outsourcing offers; one of which is that the client only pays for results. For example, ABC Bank employs a staff of 20 in the collections department and it costs about $500,000 – $600,000 in salaries and benefits. These fixed expenses remain constant regardless of the level of generated collection revenues.<br /><br />The company which outsources its collections department only pays for results. That is to say, using the same example, ABC Bank contracts a professional outsource company to conduct the same responsibilities produces about the same level of revenues, yet it would cost the bank about half the amount, but all of the headaches.<br /><br />There are additional benefits that can result from outsourcing: fewer personnel to supervise, better manage reduce payroll and related expenses, develop new products and services, promotion of personnel to more challenging positions and, more importantly, grow the business.<br /><br />Finally, businesses and banks are and will be accumulating data and taking decisions on the financial benefits of outsourcing certain or all aspects of collections and credit granting processes. The ideal outsource candidate has in-depth personal and business loan credit and collection experience, performs credit approvals utilizing secure web-based credit bureaus and criminal background checks resources. It’s becoming quite clear that businesses which are on the cutting edge of growth and market penetration will dominate tomorrow’s businesses.Unknownnoreply@blogger.com0