Working in a Multi-Submitter, Single Receiver Business Environment For aggregated Physician Practice Groups that operate with business unit autonomy, health insurance payors will often combine payments generated by claims that originated from different divisions. These co-mingled batch files received from the Clearinghouses, require us to split the EDI payments within the Electronic Remittance Advice (ERA)
Coming Soon! MGMA’s Medical Practice Excellence: Financial and Operations Conference We’ll soon be headed to Orlando, Florida for the MGMA Medical Practice Excellence: Financial and Operations Conference. This year’s MPE conference, from March 19th to the 21st, brings the Financial and Operations Teams together for the first time. The 3-day event, being held at the
Augment Your Billing Staff with Outsourced Payment Processing For many physician groups, medical clinics and MSOs, staffing shortages in the business office have contributed to a variety of cash flow obstacles. A/R backlog continues to affect cash management as the volume of unpaid claims and denial rates remain a constant challenge. In a recent article
Managing Cash Flow in a Multi-Vendor Environment For larger practice groups and MSOs, the complexities of a multi-vendor environment can often inhibit efficiency and adversely affect cash flow. This is especially true for organizations with business units using a variety of EMR/Practice Management (PM) Systems and Clearinghouses to capture charges, process claims and receive payor
Case Study Preview: A Collaboration of ENT Practice Groups A new case study published by ReMedics features a collaboration of four ENT Physician Groups that treat over 20,000 patients a year. They currently have over a dozen combined locations, providing comprehensive medical and surgical care. The individual practice groups desired to maintain their business autonomy,
Case Study Preview: Automated Parsing of EDI Transactions A new case study published by ReMedics features a podiatry practice group with over 100 board certified podiatrists and a network of approximately 80 office locations. The client was receiving EDI transaction payments for multiple business units/divisions within a single ERA file from their Clearinghouse. Further complicating
