Read how PSR has solved, and even averted, some of the most complex practice administration, technical, and management problems faced today!

Accounts Receiveable
PSR’s Billing Vendor Monitoring System alerted the PSR account representative to the fact that the new client group’s accounts receivable were steadily increasing without a corresponding increase in billings. PSR payer-specific benchmarks quickly established that the billing vendor was not performing at an acceptable level with several specific payer classes. PSR provided the billing vendor with process change recommendations and performance benchmarks to enable the vendor to dramatically improve its performance. Within less than 90 days the EM group’s accounts receivable were down significantly and collections were hitting new all-time highs.

No EM group billing vendor performance issue ever gets by PSR !

Chart Reconciliation System
PSR knew something was wrong when their daily billing vendor performance monitoring reports began to show declining gross billings in the face of steady or increasing patient visit volumes for one of its EM group clients. Within a period of days the problem was identified as a rising tide of lost or deficient ED patient records due to the hospital’s attempt at implementing a flawed patient record scanning solution. Within weeks it was clear that the hospital’s efforts to rectify the process deficiencies would likely fail and a solution to bypass their system began to take form. From this the PSR Chart Reconciliation System (CRS) was born. Within a period of 2 months CRS took unbilled charts from 5% of visits to well under 1% of visits, resulting in a significant recapture of billings for the group.

There is no EM group management problem PSR can’t fix!

E & M Distribution
PSR’s Billing Vendor Monitoring System alerted the PSR account representative to the fact that the client group’s E & M coding distribution had fallen outside of acceptable performance benchmarks. PSR worked with the client leadership to bring in outside EM documentation and coding auditors to quantify the problem, secured expert third party coding compliance consultation and reported the results to the group’s billing vendor. Documentation and coding seminars helped the providers to better understand the CMS documentation rules and the needs of the coders, and the billing vendor altered its coding patterns based on PSR’s findings. The combination of these interventions resulted in a significant increase in both E & M distribution and group collections.

There is no EM group management problem PSR can’t fix!

Measuring Patient Satisfaction
One of PSR’s EM group clients was consistently being challenged by their hospital administration for low patient satisfaction scores as determined by a national survey organization when they were pretty certain that their EM group providers were not the problem with patient satisfaction. The limitation of the surveys done by Press Ganey, Jackson, Gallup and others is that most of the patient satisfaction questions that are asked relate to aspects of the ED experience other than the care and caring delivered by the providers. The provider questions in turn are perfunctory and do not differentiate between individual providers. But how could the group refute the hospital’s contention of poor ED provider patient service?
With the group’s assistance, PSR developed its own independent patient satisfaction-surveying program with the help of the Department of Statistics at Southern Methodist University. Extensive testing validated the approach.

There is no EM group practice management challenge that PSR can’t meet!

Results-Driven Administrative Compensation
PSR facilitated a client leadership workgroup that assumed the task of developing results-driven physician administrative compensation criteria. By looking at each physician administrative role that had a stipend attached to it in terms of what the group expected from that position the workgroup was able to define objectively measurable performance criteria. These criteria in turn were then used to tie the individual’s future administrative stipend much more closely to objective measures of their performance.

Through this results-driven physician administrative compensation system the group can now set annual goals for each role and tightly align the individual’s compensation with their achievement of the group’s goals.

There is no EM group practice management challenge that PSR can’t meet!