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.”

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Resources For Leaders

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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.”

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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.

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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.”

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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
  • Key Indicators

  • Meaningful comparison with one’s peers requires ensuring that common criteria or indicators be used in the analysis, To this end, RBMA’s Data Collection and Reporting Committee has identified eight key indicators of accounts receivable management performance and eight key indicators of imaging center performance that may be used across entities to analyze effective and efficient business performance. 

    A/R Management Performance

    1. Adjusted Collection Percentage
    Formula: (Adjusted Collections ÷ Adjusted Charges) X 100
    Definitions: 

    • Adjusted Collections: (Gross Collections – Collection Offsets)
    • Adjusted Charges: (Gross Charges – Total Adjustments)
    • Gross Collections: Revenue collected from Gross Charges.
    • Collection Offsets: Refunds of dollars collected in error + returned checks.
    • Gross Charges: Full dollar amount of all services rendered to patients.
    • Total Adjustments: Amounts which were never expected to be collected, by virtue of laws, regulations, contracts or internal policies applicable to the services provided by the entity.

    The adjusted collection percentage is a measure of the effectiveness of a business in collecting on accounts that are available for collection.

    2. Days Charges in Accounts Receivable
    Formula: (Total A/R Balance ÷ Average Daily Gross Charges)
    Definitions: 

    • Average Daily Gross Charges: (Average Monthly Gross Charges ÷ 30)

    The days charges in accounts receivable indicator provides a rough measure of the amounts that are outstanding in the accounts receivable. This measure provides a context for evaluating the total accounts receivable balance among practices whose operations are very different in size and scope. RBMA recommends using a 6 to 12 month average.

    3. Total Write-offs as a Percentage of Gross Charges
    Formula: (Total Write-offs ÷ Gross Charges) x 100
    Definitions: 

    • Total Write-offs: Amounts that were expected to be collected, but the organization was unsuccessful in collecting. Bad debt, bankruptcy, non-covered services, timely filing denials, small balance, return mail (unable to locate the responsible party), and patient deceased all are reasons money may not be collected as originally anticipated.
    • Gross Charges: Full dollar amount of all services rendered to patients.

    This key indicator represents the relationship between the total value of all services billed (gross charges) and the balances that are not collected and are removed from the A/R books as write-offs. The expectation at the time the services were billed was that they were available to the organization for collection.

    4. Total Write-offs as a Percentage of Adjusted Charges
    Formula: (Total Write-offs ÷ Adjusted Charges) x 100
    Definitions: 

    • Total Write-offs: Amounts that were expected to be collected, but the organization was unsuccessful in collecting. Bad debt, bankruptcy, non-covered services, timely filing denials, small balance, return mail (unable to locate the responsible party), and patient deceased all are reasons money may not be collected as originally anticipated.
    • Adjusted Charges: (Gross Charges – Total Adjustments)
    • Gross Charges: Full dollar amount of all services rendered to patients.
    • Total Adjustments: Amounts which were never expected to be collected, by virtue of laws, regulations, contracts or internal policies applicable to the services provided by the entity.

    Total write-offs as a percentage of adjusted charges is closely related to the previous key indicator, total write-offs as a percentage of gross charges. It adds another dimension to the overall analysis by calculating the statistic after removing from consideration the adjustments which, for the most part, are known prospectively.

    5. Bad Debt Recovery as a Percentage of Collection Agency Write-offs
    Formula: (Amount Recovered by External Collection Agency ÷ Collection Agency Write-offs) x 100
    Definitions: 

    • Collection Agency Write-offs: Amounts that, in an ideal world, the practice would have collected from patients, but which the patients failed to pay and were sent to an outside collection agency for additional pursuit; e.g., bad debt write-offs.

    What constitutes a “good” value for this statistic is problematic because of the hidden interaction between the effectiveness of internal collection processes and the performance of the collection agency. Although the Data Committee has chosen to have a higher number represent a more desirable outcome—focusing on collection agency performance—this is not necessarily the case if accounts could have been collected more efficiently internally.

    6. Billing/Collection Expense Percentage
    Formula: (Billing/Collection Expense ÷ Adjusted Collections) x 100
    Definitions: 

    • Billing/Collection Expense: All costs identified as incurred in the process of collecting, recording and transmitting charge information, plus the costs of collecting, posting and depositing payments for these services. Bank lockbox fees, credit card fees, and fees paid to mailing services and to collection agencies are included here.
    • Adjusted Collections: (Gross Collections – Collection Offsets)
    • Gross Collections: Revenue collected from Gross Charges.
    • Collection Offsets: Refunds of dollars collected in error + returned checks.

    The primary reason for analyzing the relationship between the expenses that are incurred for billing/collection purposes and the adjusted collections is to evaluate the efficiency of the billing/collection process.

    7. Billing/Collection Cost per Procedure
    Formula: (Billing/Collection Expense ÷ Number of Procedures)
    Definitions: 

    • Billing/Collection Expense: All costs identified as incurred in the process of collecting, recording and transmitting charge information, plus the costs of collecting, posting and depositing payments for these services. Bank lockbox fees, credit card fees, and fees paid to mailing services and to collection agencies are included here.
    • Number of Procedures: Total Professional Component, Technical Component or Global CPT®/HCPCS codes billed during the reporting year. Counts of the following commonly billed items are not included: a) contrast media, b) radiopharmaceuticals, c) computer evaluation of images (e.g., CAD review of mammograms), and d) other similar codes used for supplies and technical services that are tangential to providing the ordered services

    This key indicator drives the organization’s expense analysis to a per-unit or per CPT®/ HCPCS code level and assesses the relationship between total billing/collection expenses and a unit of service.

    8. Accounts Receivable Aging Percentage Over 120 Days
    Formula: (Dollars Aged Over 120 Days ÷ Total A/R Balance) x 100
    RBMA recommends calculating A/R aging from billing date rather than from date of service.

    When managing outstanding accounts receivable, prevailing wisdom is that the older the account, the more difficult it becomes to collect. It is important to analyze this key indicator by responsible payor, if possible, to facilitate the identification of specific payor problems within the aging category.

    Imaging Center Performance

    Almost since the inception of the Imaging Center Performance Survey in 2002, RBMA envisioned the development of key indicators of imaging center performance to supplement the eight key indicators of accounts receivable management performance. In 2009, using the results from four Imaging Center Performance Surveys and a mini-Survey that collected information about what measures RBMA members use to assess the performance of their imaging centers, the RBMA Data Collection and Reporting Committee selected eight key indicators of imaging center performance. Four of the indicators are used to evaluate procedure productivity and four are used to evaluate expense management performance.

    Procedure Productivity

    These statistics are measures of throughput and are reported overall and by modality for CT, MR, PET and PET-CT, general radiology, DEXA, ultrasound, digital and analog mammography, nuclear medicine, and interventional/pain management.

    1. Number of CPT® Codes Billed per Imaging Machine
    Formula: (Number of CPT Codes Billed / Number of Imaging Machines)
    Definitions: 

    • Number of CPT Codes Billed: The number of codes billed during the fiscal year. Both surgical and S&I codes are included for interventional/pain management services. Counts for codes related to contrast media, radiopharmaceuticals, computer evaluation of images, and other similar codes used for supplies and technical services that are tangential to providing the ordered service are not included.
    • Number of Imaging Machines: The number of machines in use at this location.

    2. Total RVUs per Imaging Machine
    Formula: (Total RVUs / Number of Imaging Machines)
    Definitions: 

    • Total RVUs: The total number of RVUs corresponding to the number of CPT codes billed during the fiscal year.
    • Number of Imaging Machines: The number of machines in use at this location.

    3. Number of CPT® Codes Billed per FTE Tech
    Formula: (Number of CPT Codes Billed / Number of FTE Technologists)
    Definitions: 

    • Number of CPT Codes Billed: The number of codes billed during the fiscal year. Both surgical and S&I codes are included for interventional/pain management services. Counts for codes related to contrast media, radiopharmaceuticals, computer evaluation of images, and other similar codes used for supplies and technical services that are tangential to providing the ordered service are not included.
    • Number of FTE Technologists: The number of full-time equivalent technologists, nurses, and technologist aides who work in the imaging center on patient throughput or the acquisition of imaging studies. Hours spent performing administrative or other non-clinical functions should be excluded from the FTE Tech calculation. To calculate this number, add the FTE of part-time techs (part-time hours worked weekly divided by 40) to the number of full-time techs.

    4. Total RVUs per FTE Tech
    Formula: (Total RVUs / Number of FTE Technologists)
    Definitions: 

    • Total RVUs: The total number of RVUs corresponding to the number of CPT codes billed during the fiscal year.
    • Number of FTE Technologists: The number of full-time equivalent technologists, nurses, and technologist aides who work in the imaging center on patient throughput or the acquisition of imaging studies. Hours spent performing administrative or other non-clinical functions should be excluded from the FTE Tech calculation. To calculate this number, add the FTE of part-time techs (part-time hours worked weekly divided by 40) to the number of full-time techs. 

    Expense Management Performance

    5. Imaging Center Operating Expense as a Percentage of Total Imaging Center Expense
    Formula: (Imaging Center Operating Expense / Total Imaging Center Expense) X 100
    Definitions: 

    • Imaging Center Operating Expense: The total of non-physician salaries expense (excluding salaries expense for marketing staff); non-physician benefits expense (excluding benefits expense for marketing staff); occupancy expense; medical imaging equipment expense; RIS/PACS expense; medical supplies expense; office furniture, fixtures and equipment expense; and office supplies expense.
    • Total Imaging Center Expense: The total of imaging center operating expense, imaging center marketing expense and general, administrative and miscellaneous expense.

    6. Imaging Center Operating Expense per CPT® Code Billed
    Formula: (Imaging Center Operating Expense / Number of CPT Codes Billed)
    Definitions: 

    • Imaging Center Operating Expense: The total of non-physician salaries expense (excluding salaries expense for marketing staff); non-physician benefits expense (excluding benefits expense for marketing staff); occupancy expense; medical imaging equipment expense; RIS/PACS expense; medical supplies expense; office furniture, fixtures and equipment expense; and office supplies expense.
    • Number of CPT Codes Billed: The number of codes billed during the fiscal year. Both surgical and S&I codes are included for interventional/pain management services. Counts for codes related to contrast media, radiopharmaceuticals, computer evaluation of images, and other similar codes used for supplies and technical services that are tangential to providing the ordered service are not included.

    7. Imaging Center Operating Expense per Total RVU
    Formula: (Imaging Center Operating Expense / Total RVUs)
    Definitions: 

    • Imaging Center Operating Expense: The total of non-physician salaries expense (excluding salaries expense for marketing staff); non-physician benefits expense (excluding benefits expense for marketing staff); occupancy expense; medical imaging equipment expense; RIS/PACS expense; medical supplies expense; office furniture, fixtures and equipment expense; and office supplies expense.
    • Total RVUs: The total number of RVUs corresponding to the number of CPT codes billed during the fiscal year.

    8. Imaging Center Marketing Expense as a Percentage of Imaging Center Revenue
    Formula: (Imaging Center Marketing Expense / Imaging Center Revenue) X 100
    Definitions: 

    • Imaging Center Marketing Expense: Amounts spent by the imaging center to promote, brand and encourage or retain referral sources in addition to any salaries and benefits expense for those individuals in the imaging center who work on these efforts. If a portion of an FTE is dedicated to marketing efforts then the applicable percentage of salaries and benefits expense should be included in the imaging center marketing expense.
    • Imaging Center Revenue: Monies earned and/or received by the imaging center, whether recognized in the accounting records on a cash or accrual basis, for the provision of imaging or interventional services provided by the imaging center. If revenue is recognized on an accrual basis then the imaging center revenue should be calculated as net of adjustments and write-offs. Other income sources such as interest should be excluded.

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