November2010

Join Us for a Free Webinar — Key Performance Indicators in Medical Billing: How to Make 2011 More Profitable for Your Practice than 2010

admin November 30th, 2010

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Learn how to make 2011 more profitable for your practice with Elizabeth Woodcock, co-author of The Physician Billing Process: Avoiding Potholes in the Road to Getting Paid and expert speaker and trainer in practice management.

It’s not good enough to hope for the best at the end of the year. To maximize your revenue, you need to calculate, benchmark, and analyze key revenue cycle performance indicators. You will learn what to measure, how to measure it, get benchmark data for all aspects of the revenue cycle, and understand what’s influencing performance in 2011. In addition to performance indicators, such as days in A/R, the program highlights denial rates and billing office costs. From performance to cost, learn all you need to know about your revenue cycle.

•     Benchmark all aspects of your revenue cycle, including performance and cost.
•     Learn why and how to perform an account audit.
•     Discover common mistakes to avoid in revenue cycle management.
•     And much more

Question-and-Answer Session — Ask your tough questions and get answers to your current medical billing and practice management issues.

Who Should Attend
Private practice owners, office managers, billing managers, billers, billing service owners and others concerned about improving the profitability of medical practices and managing revenue cycles for healthcare practices will benefit from this informative session.

About Your Speaker:
Elizabeth Woodcock, MBA, FACMPE, CPC
Elizabeth Woodcock is a speaker, trainer and author who is passionately dedicated to helping physician practices achieve and sustain patient satisfaction, practice efficiency, and profitability. An expert at practice operations and revenue cycle management, she is nationally recognized for her outstanding presentations and writing

Register Now

Kathy McCoy, MBA November 22nd, 2010

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Second in a Series on the 2010 Compliance Update from the AMBA National Medical Billing Conference

Continuing the very interesting presentation by Robert Liles, Esq., of Liles & Parker at the AMBA National Conference a few weeks ago on compliance risks for medical billing services and physician providers in 2011, let’s next review the section of his presentation on ZPICs (Zone Program Integrity Contractors) and RACs (Recovery Audit Contractors).

ZPICs More of a Concern

While many of us have been hearing about RACs for a while, ZPICs have received less attention, which is surprising since they are currently a far greater threat to Physicians, Home Health Agencies, Hospices, DME Suppliers, Physical Therapy Clinics and Chiropractors. While RACs have taken a number of the preliminary steps to begin auditing these providers, few RACs have initiated such audits (with the exception of certain DME claims). ZPICs are hired by CMS and work closely with both other CMS affiliated contractors and with law enforcement. ZPICs perform a wide range of medical reviews, data analyses and medical necessity assessments of Medicare claims. Over the last year, ZPICs have been actively conducting site visits around the country. In a number of cases, these site vistis have led to Medicare suspension and revocation actions.

In his presentation at AMBA, Mr. Liles mentioned that ZPICs around the country are increasing their enforcement efforts:

ZPICs perform extensive data mining and typically identified audit targets based on their findings.
Conducting medical reviews in support of benefit integrity activities.
Supporting law enforcement and answering complaints.
Investigating fraud and abuse.
Recommending recovery of Federal funds through administrative action.
Referring cases to law enforcement.

Mr. Liles said that through these activities, ZPICs are hoping to:

Develop innovative data analysis methodologies for detecting and preventing Medicare fraud and abuse.
Develop high quality fraud case referrals for law enforcement.
Identify appropriate corrective actions.

Mr. Liles went on to describe the types of actions currently being taken by ZPICs. “Over the last six months, we have seen a proliferation of aggressive ZPIC enforcement actions, all of which represent a greater threat to providers than a mere overpayment demand.”

He said these actions have included:

Placement on Pre-Payment Review.
Referral for criminal investigation and prosecution.
Payment suspension actions. Based on the site visit, ZPICs have alleged that “fraud or willful misrepresentation” is present. The contractor has then contracted CMS for approval to place the provider on payment suspension. We have also seen heard of suspension cases where the ZPIC alleged that the provider had engaged in “cloning.” These allegations were likely the result of the provider’s use of Electronic Medical Records software which did not require that the provider enter sufficient individualized, detailed patient information.
Medicare Number Revocation Actions. ZPICs are assessing whether a provider meets the basic requirements for participation. Additionally, the contractors are checking to see if the provider has properly notified CMS of changes in location, etc. If not, in some cases it is recommending that CMS revoke the provider’s Medicare number.

“ZPICs appear to view themselves differently than they used to as PSCs,” Mr. Liles said. “While their duties have not dramatically changed, suspension and revocation actions are more frequently being taken.”

Mr. Liles recommended that one important thing third party medical billers can do to protect themselves in the case of an HHS-OIG investigation is to switch to charging a flat fee. HHS-OIG has discouraged the use of percentage-based billing for many years. “This removes the appearance of an incentive to turn a blind eye to improper billing,” he said. “The flat fee may be the wave of the future.”

He also mentioned that one of the main concerns with ZPICs is that if they place a provider on pre-payment review, this will likely cause a physician’s practice to get behind 3-4 months before payments start rolling back in. This can put a stranglehold on the practice’s cash flow (and on their billing company’s cash flow if they are reimbursed based on a percentage of claims billed or recovered – yet another reason to move to flat-fee billing). The best way to deal with a pre-payment review situation is not to hold off submitting claims, but to continue submitting and getting the claims denied. Initiate the administrative appeals process (and hopefully win). You should also get a third party consultant to review your claims. Hopefully, taking these claims through the appeals process and winning, coupled with a favorable expert opinion about your claims, will be sufficient to get the ZPIC to take a practice off of pre-payment review. If not, contact CMS’ Regional Office and contact your Congressman if necessary. They need to understand that the ZPICs actions are going to put the practice out of business, thereby hurting the Medicare patients – the very folks that the system is supposed to help.

RACs “An Unrealized Threat”–Until Now

Ironically, despite the fact that HHS-OIG dislikes for third-party billing companies to be paid on a percentage basis, that is precisely how RACs are compensated; they receive a percentage of the overpayment recovery. Mr. Liles mentioned that the reason the RAC program was quickly expanded nationwide was because a pilot project (primarily examining hospital claims) was found to be quite successful. This is a concern for practitioners and medical billers, he said, because hospitals are much more likely to have an effective compliance plan in place than are private physician practices.

“It’s going to be a slaughter” when RACs go into private practices to look at records and start comparing them to the billing and coding practices of many physician practices, Liles said.

In regard to RACs, Mr. Liles said there are some key issues to keep in mind:

RACs are expected to develop proprietary methods and data mining techniques to identify both healthcare providers and claims to be reviewed.
Prior audits primarily focused on hospital-based claims. While hospital reviews will continue, current and future audits will also include a wide variety of other Medicare providers.
Each RAC has already scheduled and conducted in-person and / or teleconference education and outreach sessions for each region. Now that these educational sessions have been conducted, CMS approval to audit a wide variety of claims can be sought and these audits and records reviews can be conducted as soon as CMS approval is received .
RACs have obtained claims data and are identifying new targets. Moreover, CMS has already approved the review of “medical necessity” issues (related to specific claims) by some of the RACs.
For years, RACs have been an unrealized threat. They are finally here. You should monitor the claims being examined by the RAC covering your region.
They must employ qualified clinical and coding/billing personnel.
RACs are paid on a contingency basis (Varies from 9.0% to 12.5%).

Medicaid RACs: Pursuant to the Health Care Reform Act, by the end of 2010, states are required to contract with firms to serve as a Medicaid RAC.

Similar to the Medicare RAC program, the Medicaid RAC program will pay companies on a percentage basis.
Providers should expect RAC referrals for fraud (as opposed to mere demands for overpayments) to increase. Both CMS and RACs were criticized by GAO in its February 2010 report on RACs. As the GAO found, during the 3-year demonstration project, RACs identified over massive amounts in improper payments, yet referred only two cases of potential fraud to CMS.

Mr. Liles pointed out that as set out in CMS’ “Medicare Program Integrity Manual,” when auditing claims, specific concerns to be examined included but are not limited to:

The contractor should evaluate if there is evidence in the medical record that the service submitted was actually provided and if so, if the service was medically reasonable and necessary.
The contractor will look for possible patterns and / or trends in the medical record that may indicate potential fraud, waste or abuse. Examples include:

               – In reviews that cover a sequence of codes (e.g. E/M codes), there may be evidence of a trend to use the high ends codes more frequently than would be expected.
               – The medical records tend to have obvious or nearly identical documentation.
              – In a provider review, there may be a pattern of billing more hours of care than would normally be expected on a given workday.
               – Is there evidence in the medical record of alterations? These might include obliterated sections, missing pages, inserted pages, white out, and excessive late entries.

Notably, Mr. Liles pointed out that it is extraordinarily difficult for providers to sue and prevail against Medicare integrity program contractors. As set out under 42CFR421.316(a) Limitation on Medicare integrity program contractor liability:

(a) A MIP contractor, a person or an entity employed by, or having a fiduciary relationship with, or who furnishes professional services to a MIP contractor is not in violation of any criminal law or civilly liable under any law of the United States or of any State (or political subdivision thereof) by reason of the performance of any duty, function, or activity required or authorized under this subpart or under a valid contract entered into under this subpart, provided due care was exercised in that performance and the contractor has a contract with CMS under the subpart terms of the contract.

In summary, Mr. Liles recommended that if you have documentation for a claim that’s being questioned, “Appeal, appeal, appeal.” Otherwise, he said, your denial rates go up, and to stay off the radar, you want to keep your error rates as low as possible. He also strongly recommended: “If you owe money, pay it back!”

This is the second in a series of blog posts on this very interesting presentation; future posts will cover the Top 10 compliance risks for 2011. Visit our blog weekly to read the additional posts.

Robert W. Liles, Esq. owns a private law firm, Liles & Parker, which focuses on fraud defense, internal audits, compliance, and regulatory matters. Robert serves as AMBA’s General Compliance Counsel.

Sara M. Larch, MSHA, FACMPE November 15th, 2010

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It is critical for a medical practice to have individuals who are experts on your major payers. At your front desk, staff need payer-specific knowledge in order to handle financial clearance, accurate registration, referrals, obtain waiver forms when appropriate, and collect time of service payments. Your billing staff need payer knowledge for accurate payment posting, AR follow up and denial management. Are you staying current on your major payers? In the past, we received paper payer newsletters and maintained three-ring binders with the current version of the provider manual. Today, all of the payers are utilizing Websites to keep their patients, providers, and employers informed.

Your medical practice must stay current on payer policies and required procedures in order to maximize your revenue performance. Assign responsibility to a staff member to review all major payers’ websites for new information or new functionality at least once a month. Ask them to communicate their findings to the billing office manager and distribute the information in summary form to all appropriate staff via email or during a staff meeting. The staff member will need access to the payer websites which usually requires an application to gain access to the sites. A supervisor or manager should apply for the access on behalf of each staff member who will need to log in. Selecting a new staff member for this responsibility is an excellent learning experience and it will give them an early way to contribute across the practice. Rotating this among staff members every six to nine months will keep everyone engaged in staying current on payer requirements.

In addition to traditional websites, many payers will distribute special alert emails or electronic newsletters on specific topics. An example of this type of payer communication is the new CMS newsletter. In October, 2010, CMS released its first quarterly compliance newsletter to address billing errors. The newsletter, “Medicare Quarterly Provider Compliance Newsletter: Guidance to Address Billing Errors”, identified eight billing errors that affect a diverse group of provider types. CMS explains that the newsletter will describe the issue, the problems that may occur as a result of the issue, the steps CMS has taken to make providers aware of the issue, and the recommendations on what providers need to do to avoid the problem. In addition, the newsletter refers providers to other documents for more detailed information where such documents exist.

The Medicare Quarterly Newsletter goes on to describe each error and its consequences. The errors highlighted were identified by a number of sources: the Government Accountability Office, the Department of Health and Human Services Office of the Inspector General, the Medicare Recovery Audit Contractors (RACs) and other program contractors.

This first issue of the Medicare Quarterly Newsletter includes an issue affecting physicians: physician pharmaceutical injectables – incorrect procedure codes and/or number of units billed. The other issues featured in October affect hospitals (inpatient and outpatient) and skilled nursing facilities. When CMS explained its new quarterly newsletter, it said that future editions will focus on current top issues, which may focus on a single provider type or item/service. In order to access this website, go to: http://www.cms.gov/MLNProducts/downloads/MedQtrlyComp_Newsletter_ICN904943.pdf

If you know you are keeping up with the payers’ websites and other materials, what else can you do to stay current? What other tools are available to manage all of the payer information? Practices can develop a payer guide or insurance plan summary document that can be provided to each of their practice sites and to their billing office. A payer guide includes an overview of each payer’s requirements with specific information such as need for referrals, copayment levels, authorized lab and radiology sites, claim filing deadlines, etc. It also includes a picture of the insurance card (front and back). Practices will place this information on a Website or local area network so it is easily accessible to staff throughout the practice and at all locations.

You can download a sample payer guide now for your reference.

In order to evaluate whether your practice is staying current on payer policies, review your monthly denial reasons. Certain denials are directly related to whether staff is knowledgeable about your payer’s requirements. Here are some examples:

1. Wrong payer: Appointment staff members who are registering patients over the phone have the added challenge of not being able to see the patient’s insurance card. If your payer guide includes a picture of your major payers’ cards, your schedulers will be able to ask the patient specific questions about the card being discussed. This will reduce your denials.

2. No referral or pre-authorization: Front end staff have responsibilities for ensuring that patients are only seen if the required referral or pre-authorization has been obtained. In order to manage referrals well, the staff need to know when a referral or pre-authorization is required. For any one specialty, the list isn’t that long but you need that reference list. In recent years, payers have reduced the instances in which referrals are required. Make sure you are not following old rules and creating unnecessary work.

3. Claim past filing deadline: Each payer has a required timeline in which original claims and claim appeals must be received. Those should be included in your payer guide and followed closely.

In summary, staying current on payer requirements and policies is critical to your revenue cycle performance starting from appointment scheduling all the way through getting paid! Ensuring that you read all payer communications and when necessary, implement changes in your practice to stay in compliant is an essential part of managing your payer contracts. Providing easily accessible payer information to your practice will be the tool for improvement. Monitoring your denial reasons monthly will ensure that you are in fact staying current with your major payers.

Sara Larch, MSHA, FACMPE, is a speaker and consultant in practice operations and revenue cycle management and co-author of “The Physician Billing Process: 12 Potholes to Avoid in the Road to Getting Paid.”

Judy Capko November 15th, 2010

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Many medical practices are crying the blues in this tough economy. At the same time, collecting from patients has gotten more challenging with more financial responsibility for healthcare services being placed on the patient. It doesn’t matter if you or your patients think it’s right or wrong; it’s time for the medical world to get serious about getting paid better for what you do.

It is not just a matter of billing the payer and tracking claims, it’s a matter of understanding payer and patient performance and accountability! Who in the practice is responsible for what in each piece of the collection process? Follow these steps and you are bound to see an improvement in collections and your financial picture.

1. Identify who is accountable and hold them to the task.
Begin with staff. Each staff member needs to understand his or her role in collections. This starts with collecting information about the patient and their insurance coverage. Next is making sure all services provided are documented on the routing slip or electronic record, and coded properly. The collection process starts when the charge is posted, but isn’t complete until the balance is paid by both the third party payer and the patient. Be clear on which staff members are responsible for each component of these processes.

2. Recognize that effective collections begin before the patient visit.
Your ability to collect more begins before the patient comes into the office. With new patients it’s a matter of checking eligibility and benefits and communicating your expectations. The perfect time to do this is when you confirm the appointment one or two days prior to the patient visit. If the patient has insurance with a plan you don’t accept, let them know how you expect to get paid.

For established patients, train schedulers to review the patient’s balance and inform patients of what they will be expected to pay at the appointment time. Then remind the patient when confirming the appointment. With new patients, eligibility and benefits need to be verified in advance. Then you can let the patient know what you expect from her (including collecting a balance that is on the books) before she arrives at the office. This is good communication and reinforces expectations. Then the patient should be prepared to make payment when they arrive for their appointment.

The reception staff will get on board and become more motivated if you set a standard they can relate to. Start by establishing concrete collection goals that outperform past results. For example, if you explore past trends and discover staff typically collects 50% of what could be collected for patients on a given day, set an over the counter (OTC) goal of 60% the first month, 70% the second and so on until the hit the optimal goal, which is probably 95%. Then celebrate their success with a pizza party, getting a half day off or even a small bonus. It adds to the excitement and motivates people to keep up the good work. Of course, if you expect staff to raise the bar from past performance, be sure you provide the training, tools and support they need to do a better job. One of those tools is establishing financial policies

3. Develop rock-solid financial policies.
Adjust those financial policies to reflect both the practice culture and the shift to more economic responsibility being placed on the patient. The goal is to ensure the practice gets paid for what it does and patients understand their responsibility. Physicians need to understand and agree on what they expect from patients and let the staff do their job to enforce the policy.

Include the entire staff in development and implementation of the policies; then staff will be more likely to buy-in to the process, which is necessary for a successful outcome. When policies and procedure are written, they can be used for training and to hold staff accountable. After that it’s a matter of monitor, monitor and monitor. The results will be worth it!

Financial policies unify the practice and improve consistency in the steps taken to collect revenue. To be effective, physicians and managers must define their expectations and clarify the procedures necessary to get the accounts paid. If physicians make special arrangements with patients, the staff will be frustrated and have little ability to enforce policy.

4. Implementing the policy.
Clarify collection follow-up procedures for third party payers and patients by answering these questions:
• When will follow-up begin?
• At what point is an account considered delinquent?
• What dispute actions will be taken?
• When is it appropriate to write-off a balance?
• When will an account be turned over to a collection agency?
• What is the responsibility of each person in the office and what happens when they don’t comply?

Once the written financial policy is adopted, an office meeting should be dedicated to discussing this and making sure everyone understands it, knows their specific role and feels empowered to enforce the policy – including the physicians. This may require some role-playing on how to ask the patient to pay. The billing department is often a good source for providing this training for the reception team.

Keep patients informed of the policy before you implement a change.
• Post it on the practice’s website;
• Prepare a 4×5 card to give patients when they arrive in the office;
• Announce the policy on the patient statements for several cycles; and
• Inform patients when they schedule.

5. Analyze payer performance.
Taking control of what you get paid is tied to payer performance, so analyze the insurance plans that represent the biggest share of the financial pie. Run a six month report of your top five or so payers based on utilization by CPT code. This will give you the most utilized codes and how much you were paid over the past six months. Now it’s a matter of dividing the dollars by the number of times the CPT code was used and you will get your average reimbursement.

Next, develop a grid that lists all the payers’ performance on those codes. Then it’s time to compare the payers not only to each other, but to what it cost you to see a patient. This number is relatively easy to look at. Take the costs to run your practice for last year, add in the profit you need to pay physicians’ salary and taxes. Then divide this number by the number of encounters performed for the same period. Bingo – you have your average costs to see a patient.

When analyzing the grid you’ll want to look at not only what each payer is paying, but also what percentage of patients it represents. If Low Ball Insurance represents 20% of your business, you’ll need to have a strategy before you think about pulling the plug. Will you:
• Attempt to negotiate for a higher rate;
• Continue seeing patients out of network – informing them of this in advance;
• Continue seeing existing patients but let the plan know you will be closing your panel to their enrollees; or
• Will you do one of the above, but start marketing to the better paying patients?
• And, how will you handle this plan’s referring physicians?

6. Get the payers on your side.
Now, for those better paying insurance plans. Look for ways to increase the patient census. Take a look at what employers in your area are represented by these plans. Develop marketing strategies to reach them and offer services to their employees. Write a letter to the existing patients and letting them know you welcome other family members or reminding them when they are do for follow-up care, screening tests or other preventive services that protect their future health. Also, remind referring physicians that you welcome their patients with Best Friend Insurance.

Insurance companies want medical practices to do their best when it comes to preventing illness and reducing the potential for complications with the plan’s patients. You play an integral role in helping accomplish this.

Look at what you (with the help of your practice management system) can do to prevent diseases and get patients better quicker. It’s one more reason physicians need to have an electronic health record system. It is the key to better disease management and controlling healthcare costs. It is also the key to getting paid more.

Part II of Getting Paid
Part II of this series will focus on reducing labor intensive processes; retaining top-notch staff and staying ahead of the curve with healthcare reform and other challenges that affect your future.

Judy Capko is the founder of Capko & Company and author of the popular book “Secrets of the Best-Run Practices,” Greenbranch Publishing, September 2005. Judy has specialized in medical practice operations and marketing for more than 20 years, and is a certified risk management specialist. www.Capko.com

admin November 15th, 2010

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We’re pleased to announce a tie this month for our Medical Billing Tip of the Month contest. One tip focuses on billing procedures, and the other on building the best possible billing team. Both winners will receive the prize.

Avoid Denials by Checking for 4^th or 5^th Digit

One of the things I do to save time is when I have a diagnosis code that I’m not familiar with - in other words, I don’t use it too often – if the code is three or four digits I always scroll down on the diagnosis listing on the encounter to see if it needs an additional 4th or 5th digit. This saves me time in getting denials for the diagnosis code not being to the highest level. With Kareo it is very easy to tell since all the diagnosis codes are there.

Margaret R. Smith

Create a R.I.C.H. Culture in Your Office

What has improved our billing processes initially had nothing to do with the hands-on side of billing. However, the hands-on processes have greatly improved because of our organizational structure. Here is what we have done over the last year:

1. We have created a R.I.C.H culture in our office. Respect, Integrity, Competency, and Humility.

Respect for each other and what they bring to the business.

Integrity: doing what is right even when no one is looking.

Competency: Education, and application of that knowledge, Learning your job and doing it well.

Humility: Admitting failures and seeking out help when appropriate. Regarding others as more important than yourself.

2. Because we are a growing billing company, we realized the need for raising up leaders from within. We call this our “Nehemiah Project.” Nehemiah was an historic figure who rebuilt the walls of Jerusalem. He used the available workers in Jerusalem, and raised up leaders to accomplish the tasks. That is what we are doing at Resolutions Billing & Consulting, Inc. We are raising up leaders. Currently we have a Floor Lead/Billing Lead that we are preparing for the next level. We also have a payment posting Lead, and two Collector Leads. Our Leads understand our culture and promote that among their teams.

3. Creating and utilizing processes. Everyone is encouraged to create or improve upon their processes. If they see that something can be improved upon, they have the ability to share this. If we find it does not work for everyone, there is no condemnation. Success is a moving target, and is in a constant flux. We have also found that success is not the end result, or reaching the goal. Success is the “walk” that gets us to our goals.

4. Our monthly luncheon is another way we have improved upon our billing processes. Every second Friday of the month, we take our employees (about 30 right now) to a local restaurant. This has included Mexican, Italian, Oriental buffet, Western, American cuisine, and also a picnic in the park. We thank our employees for what they have accomplished. We also share with them what is happening, what changes are taking place within the company, the status of new clients, encourage them the embrace the R.I.C.H. culture, and laugh with them.

5. When we switched to Kareo a few years ago, we discovered a user friendly software, which has helped us achieve our success in our processes.

Dan Young

Vice President/Operations, Co-Owner

Resolutions Billing & Consulting, Inc.

(480) 632-9292

Thank you to all who entered; please be sure to submit your Medical Billing Tip of the Month to Marketing@Kareo.com by Friday, December 3 for inclusion in the next round of judging. Good luck!

admin November 11th, 2010

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Note: If you missed our live webinar yesterday, you can still learn from this informative session by watching the archived recording. Nearly 200 people joined us and learned from expert author and speaker Elizabeth W. Woodcock.

Unlock the secrets of the best-run medical practices with Elizabeth Woodcock, co-author of The Physician Billing Process: Avoiding Potholes in the Road to Getting Paid and expert speaker and trainer in practice management.

View the Webinar Now to Gain Insights on How to:
• Reduce payer denials
• Streamline workflow — and help staff work smarter
• Establish staff accountability
• Measure key performance indicators
• And much more

________________________________________
Program Agenda
During this informative complimentary one-hour webinar, you will learn proven methods to:

• Increase internal edits to reduce payer denials
• Deploy automation to streamline workflow — and help staff work smarter
• Develop — and consistently apply — methodology for insurance follow up
• Encourage front-end registration accuracy and timely, complete time-of-service collections
• Establish staff accountability through performance audits and workload expectations
• Measure — and share — key performance indicators
• And much more

Who Should Attend
Private practice owners, office managers, billing managers, billers, billing service owners and others concerned about improving the profitability of medical practices and managing revenue cycles for healthcare practices will benefit from this informative session.

About Your Speaker:
Elizabeth Woodcock, MBA, FACMPE, CPC

Elizabeth Woodcock is a speaker, trainer and author who is passionately dedicated to helping physician practices achieve and sustain patient satisfaction, practice efficiency, and profitability. An expert at practice operations and revenue cycle management, she is nationally recognized for her outstanding presentations and writings aimed at improving the business of medicine. Her education and expertise, combined with her humor and an engaging delivery, make her popular with physicians and administrators alike.

With rich experience in consulting, training, and industry research, Elizabeth has led educational session for the nation’s most prominent health care professional associations, specialty societies, and medical societies. She consults for many clients including Kareo medical billing software.

View the Webinar Now!