Gastroenterology Coding Alert

Master your accounts receivables and bring in more cash.

If your GI practice has never charted a year’s worth of financial data, you don’t know which factors affect your cash-flow trends.

To examine your office’s activity in-depth, you should chart your accounts receivable (A/R) data. Once you understand the big picture, you can review the finer details to determine what factors affect your cash flow and how you can make positive improvements. Follow these five expert recommendations to master your A/R and cash flow.

1. Chart four key billing variables monthly: Payments, charges, closing A/R and adjustments. This won’t require advanced software skills — you can simply use your spreadsheet program (such as Microsoft® Excel) and a simple line graph. You can obtain these four variables easily from your monthly reports, and they’re useful because they serve as basic cash-flow indicators. You’ll want to chart the entire previous year using the numbers from monthly reports. Then, as you add to the chart each month, you’ll be able to spot changes in the basic patterns that can indicate problems or other influencing factors.

2. Analyze the peaks and dips in your chart. Some fluctuation is normal because of a physician on vacation, a particularly busy month, or stepped-up appeals efforts. On the other hand, excessive fluctuations in charges, payments, or A/R can indicate a problem.

Inconsistent charge entry can cause ups and downs in payments and closing A/R. This may not be a big deal as long as the cash flow is still there. But if cash flow slows down every time charge entry drops and your practice struggles to pay the bills, then this problem merits attention. Practices often pull billers away from their duties to fill in for an absent medical assistant or other staff member. What the practice doesn’t realize is how important a biller’s duties are to the regular office operation.

Bright idea: Prove how important you are — chart your office’s billing activity and show it to your physicians. Point out the chart entry dips that correspond with occasions when you didn’t have adequate time for your billing responsibilities. If your office is short-staffed, the chart can demonstrate to the physicians that you need additional staff.

3. Remain vigilant. Check your chart every month to identify new problems. If your office has staff turnover or other interruptions, use the chart to make sure your billing office stays on top of charges, appeals, and collections. If you notice your A/R starting to climb, you’ll know quickly that you need to focus on the billing staff’s efficiency and your appeals process. Without a complete A/R chart, you have no way to tell quickly if your office is doing its work correctly.

4. Strive for your optimum A/R. Every practice is different, so your optimum A/R may be rightfully above or below the average. Chart out your A/R and analyze the factors affecting it, but don’t stop there or you might be leaving money on the table. Use the insight you gleaned from your chart to make appropriate billing changes, such as more frequent charge entry and appeals work, or sending accounts to collections sooner.

5. Predict next month’s cash flow. A clear understanding of your normal billing trends (demonstrated by your chart) will grant you the power of prediction. For example, if your chart indicates that money consistently decreases around the holidays or during the summer, your practice can plan accordingly. Cash flow does follow cyclical patterns based on various external factors. It’s beneficial to predict the unavoidable cash-flow downturns so you don’t find yourself unprepared.

Some physicians don’t realize the dip that their money takes at certain times of the year. They should figure out a way to compensate financially for periodic cash-flow loss by saving money at more lucrative times of the year. Use your chart to predict the good and bad times so you can avoid problems meeting payroll and paying bills.