Advancing the Business of Radiology
The leading professional organization for radiology business management professionals in any radiology setting.
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Welcome, Leaders!

As a practice leader, you have come to the right place for radiology business professionals who are dedicated to supporting and enhancing their vocation, investing in their career and pursuing higher goals. You have the respect of your physicians to help guide, develop and maintain a practice/department and you strive to advance the profession and improve the business of healthcare.

RBMA is the place to turn for inspiration, resources and practical tools you can’t find anywhere else.

Leaders
“The RBMA provides critical information through expertise and dedication to the field of radiology business. Being a member of RBMA as an administrator has provided me with the most up to date information and networking opportunities to assist me in performing at the highest level.”

More Resources For Practice Leaders:

Resources For Leaders

Register now for DataMAXX for reliable and immediate data to make the right operational decisions, optimize resources, continuously improve performance and develop a strategy for the future

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Welcome, Radiology Business Managers!

As a manager you have come to the right place for information and resources that will assist you in coding properly and obtaining the best possible reimbursement for your practice.

RBMA connects radiology business managers with resources and practical tools to help you succeed.

Manager
“I have been in the radiology business for 34 years and have seen many changes. One of the best changes is how the RBMA has grown and provides us with the necessary tools that we need in order to help us continue on this rocky road.”

More Resources For Managers:

Conference Audio Recording

Articles

Resources For Managers

DataMAXX

RBMA U

Enroll in RBMA U’s Radiology Business 101 – an overview program covering the basics of radiology business as defined under the RBMA Common Body of Knowledge.

DataMAXX

DataMAXX

RBMA’s innovative new practice analytic solution that takes benchmarking to new levels through the combination of your practice’s information and state-of-the art technology and data query protocols.

 

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Welcome, Coders!

As a coder, you have come to the right place for for information and resources that will assist you in coding properly and obtaining the best possible reimbursement for your practice.

RBMA connects coders with resources and practical tools to help you succeed.

“RBMA membership offerings, either the list serve or conference attendance, has provided up to date trends in coding, payor policy and practice management issues. The topics discussed through the list serve either coding or practice management has helped my practice be proactive.”

More Resources For Practice Coders:

Resources For Coders

Ladies

Prepare for tomorrow. Order your ICD-10-CM Toolkit today.
The IDC-10-CM Toolkit designed by Coding Strategies (CSI) and Radiology Business Management Association (RBMA) gives the busy radiology administrator all of the tools needed to prepare the practice for the implementation of ICD-10.

Libman Education
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Welcome, Marketers!

As a marketer, you have come to the right place for information on the state of imaging today and how to effectively market your radiology practice by incorporating tools and strategies including social media and today’s technological innovations.

RBMA is the place to turn for inspiration, resources and practical tools you can’t find anywhere else.

“The RBMA Marketing Conference is a great way to network with colleagues from around the country to gain different ideas and perspectives without the threat of direct competition.”

More Resources For Practice Marketers:

Order your Marketing Toolkit today.

A toolkit designed specifically for radiology marketing, includes samples forms and ideas.

Click here to preview Table of Contents.

Resources For Marketers

5 Steps to Effective Social Media Measurement
If you’re going to invest time in social media, you need to measure performance, but it can be difficult to identify relevant metrics.

How to Generate Compelling Content Ideas for Your Online Customer or Member Community [Infographic]
Are you looking for content to fulfill your new content marketing strategy, but don’t know where to start? Try these 10 great content ideas – plus a bonus idea – to jump start or breathe new life into your efforts.

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Welcome, Vendors!

As a vendor offering radiology products and services you have come to the right place to find your target audience. RBMA attracts decision-makers with buying power.

RBMA members rely on vendors to keep them informed of new technologies, developments, and products for their practices.

“RBMA provides the foundation for connecting with the right people. We appreciate the opportunity to visit with our existing clients as well as meet new prospective clients.”

More Resources For Practice Vendors:

Resources For Vendors

Start planning your 2017 marketing program with RBMA today! Consider a Global Level Sponsorship. Contact daphne.gawronhski@rbma.org for details.

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Enhance your RBMA presence, increase brand awareness, and solidify your position in the industry through a variety of sponsorship programs

  • Billing
  • A/R Case Studies

  • Click here to download A/R Case Studies.

    The purpose of RBMA’s Accounts Receivable Performance Survey is to provide the reader with comparative information to facilitate analyses of accounts receivable management performance. Meaningful comparison with one’s peers requires ensuring that common criteria or indicators be used in the analysis. The A/R Survey indicators are calculated using the RBMA Standard A/R Definitions and Formulas.

    Comparisons of a practice’s indicator values with the statistics reported in the A/R Survey tables should not be used as the sole measure of the practice’s performance. Decision-makers should review and investigate variances from the report statistics, taking into account their understanding of the specific practice and potential reasons for the variances noted. Below are three case studies that may aid in understanding how context affects interpretation of performance statistics.

    A/R CASE STUDIES (reprinted from the 2011 RBMA A/R Survey report)

    Each radiology practice is unique. These survey statistics are intended to be used as tools to help identify and quantify peculiarities so that each practice can maximize its performance. The following case-study analyses are intended to illustrate how the statistics can be used, to stress the importance of consistency in reporting, and to caution against unexamined, literal comparisons with the survey statistics. The case studies are hypothetical, but based on experience. It will likely take a few years of comparison and investigation of possible reasons for variances before each practice has a basis for valid comparisons with national statistics. Until then, we hope these data assist you on a journey to greater productivity and efficiency.

    Case Study #1  

    The manager of an imaging center has identified three key indicators on which the center is performing at a much lower level than the median reported in the “2011 Accounts Receivable Performance Survey”: adjusted collection percentage (74 percent compared with a survey median of 80 percent), days charges in accounts receivable (67 days compared with 40 days), and A/R aging percentage over 120 days (24 percent compared with 13 percent). The manager has identified the following as contributors to this below-average performance:

    • The imaging center has a high percentage of medical necessity denials because of the quality of information obtained for billing purposes. The group writes these denials off the system retrospectively, only after they have been thoroughly worked. The manager believes that this has led to all three of the key indicators being below the median of performance. She has decided to address this issue through physician education and more focused training for imaging center staff. She also is considering posting these denials prospectively and putting them in a side bucket to be worked; this can be done using their current billing software.
    • The center also has a large number of legal cases that are put on hold until they are completely resolved. The legal cases represent 8 percent of the charge payor mix. The manager believes that having these cases in the accounts receivable for a long period affects the center’s A/R performance, in particular the A/R aging percentage over 120 days; most of the cases take more than 120 days to resolve. She has reviewed billing software capabilities and has determined that there is no way to manage these cases outside of the normal process. The imaging center owners have decided to continue to serve these patients, realizing the impact they will continue to have on the imaging center’s A/R performance.
    • Because of its location, the imaging center has a lot of self-pay patients who have no insurance. The imaging center is a joint venture owned by radiologists and a not-for-profit urban hospital. The center manager believes the lack of payment on these accounts has affected the center’s A/R performance in all three areas identified above. She has confirmed that, because of its partnership with the hospital, the center cannot turn away self-pay patients. The center manager has implemented a program whereby employees handling pre-verification of benefits can help these patients get started on qualifying for Medicaid benefits. She believes that getting Medicaid benefits in place at the beginning of the process will have a large impact on the imaging center’s A/R performance, as Medicaid pays quickly in her state.

    Case Study #2  

    A radiology practice that has historically experienced performance at the 75th percentile in adjusted collection percentage, days charges in accounts receivable, and A/R aging percentage over 120 days has seen its performance on all of these indicators drop to at or below the 25th percentile in one year. The manager has investigated and has identified two primary reasons for these changes. They are described below, along with the actions taken to improve the practice’s performance.

    • The hospital changed its Hospital Information System without notifying the radiology group. The electronic download of charges and demographic information, which had been working perfectly for years, was now not working properly; because of mapping problems, many patients were being added to the system as self-pay. When the manager showed the radiologists the impact this change had on the practice’s A/R performance, they authorized payment for reprogramming the interface in order to correct the problem.
    • The manager also determined that a large local employer, accounting for 10 percent of the practice’s payments, had changed from a $500 deductible plan to a $3,000 high-deductible Health Savings Account (HSA) plan. The practice was not set up to collect upfront payments. The manager determined that implementing upfront collections would require three additional staff members and would cost approximately $125,000 annually. Because of the high cost he decided not to change the practice’s process, knowing this would continue to impact its A/R performance.

    Case Study #3  

    A radiology practice has consistently performed at the median billing/collection cost per procedure for in-house billing. This year, however, its billing cost of $4.85 per procedure reflects performance below the 25th percentile, $4.48. The radiology practice manager researched this issue and found that:

    • The practice has three cost centers in its financial statements: Physicians, Billing Office and Overhead. The chief financial officer changed the allocation of expenses such that expenses that used to appear in Overhead now appear in the Billing Office cost center. These expenses include courier costs, credit card fees, management expenses and utilities for the billing office. No operational changes led to the change in performance level, and the accounting changes actually made the billing expense information more accurate. The practice manager discussed this in detail with the group’s Finance Committee, which responded by putting in place many cost-cutting measures.
    • Another factor in the increased billing/collection cost per procedure was the departure of two key billing office employees, who resigned because of their spouses’ job transfers. Both of these employees were being paid below-market rates because they were long-time employees who had been hired by the practice when they had little experience in radiology billing. The employment market had changed over the years, and these employees were replaced with employees at pay rates 30 percent above theirs. This highlighted for senior management the cost to the practice of employee turnover, causing them to implement a bonus incentive program to improve employee retention.

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