Maintaining Your Autonomy with Joining or Forming an MSO With the formation of a Management Services Organization (MSO), efficiently processing and posting remittances for multiple practice management (PM) systems, clearinghouses and bank lockboxes can be challenge. This is especially true if all the groups are reporting to a single Tax ID and ERAs are co-mingled
Outsourced RCM Services Designed to Grow with Your Business Mergers and acquisitions that include the use of multiple billing systems can bring a significant amount of manual work to reconcile, distribute and report on all payments being posted or re-worked. As organizations grow by adding dozens or more business units and multiple HIM sources, having
Maintaining Cash Flow when Migrating Practice Management (PM) Systems While staffing shortages continue to create a variety of revenue cycle obstacles and cash flow interruptions, there are also a considerable number of groups in the process of researching and selecting a new Practice Management (PM) system. If you’re currently in that mode, or contemplating the
Strategies for Revenue Cycle Outsourcing in a Co-Shared Business Model For many healthcare provider organizations, staffing shortages continue to create a variety of cash flow obstacles. In researching different outsourcing options, solutions will range from a specific area of need to a substantial portion of your business office. In most cases, ReMedics provides a co-shared
Supporting Multiple Divisions, PM Systems & Clearinghouses – to a Single Receiver Maintaining Current Practice Management IT Investments Physician Practice Groups and Management Services Organizations (MSOs) put significant resources and investment into their Practice Management (PM) Systems. These core business applications include billing processes and reporting tools that are vital to the financial health of
Optimizing Existing Infrastructure with Physician Practice Group M&A Transactions With 338,899 currently active physician group practices in the U.S., as reported by Definitive Healthcare¹, it’s inevitable that a large number of mergers and acquisitions will continue to occur for them to remain competitive and to expand their services. For many physician owners, however, maintaining some
