The Business of Medicine by Burkmanconsulting

THE BUSINESS OF MEDICINE Relentlessly Dedicated to Your Success

INCREASING REVENUE

How Much Money Are You Losing

PREVENTING CANCELLATIONS Training Employees

PRACTICE MANAGEMENT

Are You Suggesting or Prescribing

COSTA RICAN GETAWAY

Join Us for a 4-Day Brainstorming and Bonding Session

July 2021

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TABLE OF CONTENTS 2

Practice Management

Marketing Pearls

Costa Rican Getaway

Increasing Revenue

Ask The Consultant

Billing

Are You Losing Money?

Preventing Cancellations

Physician Spotlight

Burkman Consulting

Wound Care Center of Excellence

Are You Suggesting or Prescribing?

Keeping It Simple

4-Day Brainstorming Session

How Much Are You Losing?

Urgent Care/Training

Tips and Tricks

What a CPT Analysis reveals about your practice

Training Employees

Meet Our Physician of the Month

Practice Management

Keep Your Patients Out of the Hospital

Practice MANAGEMENT

Are You Suggesting or Prescribing? Think About Some of Your Previous Patient Encounters Have you ever used these phrases? • I would recommend... • We can either treat it this way or treat it that way. It is your decision. • It is my recommendation to… • I would encourage you to consider... • Would you like me to prescribe...? • Here are all your options…What would you like to do? • If you were my grandparent, this is what I would do… Let’s Look at Some Examples Podiatrist: “Mr. Jones, you have plantar fasciitis. I would recommend custom orthotics, or we could try an injection, or you could try stretching at home. I am not sure if your insurance will cover custom orthotics, but we can call and check on it. Mr. Jones do you know if you have met your deductible? If not, the heel injection will go against it. What would you like to do?

Cardiologist: “Mr. Jones you have a blockage in your heart. I would recommend surgery, or you could try medication, or we could just try a diet change at home. I am not sure what your insurance coverage is for the medication but, we can call and find out. Mr. Jones have you meet your deductible? If not, your surgery will go against it. What would you like to do?” Can you imagine a Cardiologist saying that to a patient? How do you think that would make the patient feel? Instead, a Cardiologist would use the following wording: “Mr. Jones you have a blockage in your heart, we are scheduling you for surgery on Friday. I am prescribing you medication to your local pharmacy. Here are diet changes you will be making to prevent a future occurrence. Cindy will be in to discuss your surgical payment responsibility.”

A Better Way to Communicate with Patients

in charge and help guide the patient on deciding their course of treatment. As a consultant, I hear physicians use the f irst example repeatedly. This is insane! You are the physician. Tell your patients what you are doing!

• We are… • I am prescribing... • This is the course of treatment... • I will... • You will...

The patient has already researched their condition on the internet and looked at all their options. They are coming to you, because they want you to tell them what to do. If they don’t want orthotics or an injection, they will tell you no.

Instead of making recommendations, most physicians use strong wording and a prescription pad to tell the patient what they are doing. Use words like.

How would that sound if the same wording was used in Podiatry? Podiatrist: “Mr. Jones you have plantar fasciitis. We will be doing a heel injection today. I am prescribing you custom orthotics; we will be ordering them for you today. You will also be doing stretching exercises at home to prevent re occurrence. I will be seeing you in two weeks for a follow up and an additional injection. Cindy will be in to discuss your patient responsibility and go over the stretching exercises.”

When a physician makes suggestions and gives options it makes patients uneasy. They want a confident physician who knows what they are doing and how to treat a condition. They want a clear course of treatment. They do not want suggestions or recommendations. So stop making them.

You Are the Physician

to do. It is good for the health of the business and best for the health of the patient.

Many physicians were trained incorrectly to put the patient

In Conclusion Tell your patients what they need

MARKETING PEARLS KEEPING IT SIMPLE

Many years ago, I learned a simple mnemonic to help me create my marketing campaigns. My simple mnemonic is simply SIMPLE (Strategic, Intrusive, Memorable, Persuasive, Lasting, Exclusive) and is the key to creating effective print and on-line advertising.

A recent campaign where the SIMPLE mnemonic was used effectively.

STRATEGIC

Does the ad fulfill your strategic goals? Is the key message being delivered? Does it meet the goals of the business, financial and operational strategies? A strong, clear list of strategic goals can help guide you to a more effective campaign. These goals should ask or answer a question. The unspoken question of the examples provided here is “How do I rid my child of plantar warts and get him/her active again?”

INTRUSIVE

Does your ad shine through? Can it stand out to be effective? Does it stand out too much? Though you want your ad to pop off of the page or screen, the right level of intrusiveness is a fine line and sometimes it’s a hard one to get right. Anyone can make an intrusive video - imagine a seizure-inducing array of lights and the steady honking of car horns. The bright colors and the action portrayed in the examples shown here is an example of intrusiveness.

MEMORABLE

It is notoriously difficult to create a memorable advertisement, but it’s what we strive for everyday. Some memorable ads have been created by the likes of Energizer Batteries with the use of their Energizer Bunny. We all know the words, “It keeps going and going and going...” Other memorable marketing campaigns were the Share a Coke campaign - where thousands of individual names were printed on the bottles and cans, and Nike’s “Just Do It” campaign. Though it can seem overwhelming, a memorable ad doesn’t have to be complicated. Keep it simple and you may surprise yourself. The attempt to be memorable in the examples here is represented by “Keep Your Kids Moving.”

PERSUASIVE

The ultimate goal of your advertisement is to persuade the reader to purchase your product or service. The persuasiveness of your ad should be built in from the beginning when you are writing out your strategic objectives. For example, “Persuade the audience that heel pain is not natural and should be treated immediately.” The example provided here attempts to persuade the audience with the phrase “Revolutionary Treatment Solution For Pediatric Plantar Warts.”

LASTING

What makes few basic advertisements into a full-blown advertising campaign? A concept that “has legs.” When a concept “has legs,” it’s generally a big enough idea that you can duplicate the results time and time again. A great example of an ad campaign with “legs” is Mastercard’s Priceless campaign. The same concept of “priceless” can be applied to endless situations without losing its message. That’s why the campaign has been running since 1997. “Keep You Kids Moving” has “legs” and can be used over and over again in following campaigns.

EXCLUSIVE

A great ad tells the story of your product or service and cannot be told without your brand. Some excellent examples of exclusive marketing campaigns include Got Milk?, Old Spice: The Man Your Man Could Smell Like, and Snickers: Satisfies. The attempt at exclusivity within the provided examples is to tie “Keep Your Kids Moving to The Foot Palace.

BY: Justin Hook, Marketing Director

Don’t Know where to start? Contact our marketing team at burkmanmarketing.com

Discover New Ways to Streamline Your Private Practice & Put More Money In Your Pocket! You’re invited to Attend a 4-Day Brainstorming Session at the Luxurious 5-Star Peace Lodge in Costa Rica! Here’s what you will discover at this event: • How to implement systems so all the rules and regulations that are piled on you are automatic. • How to make your workflow more efficient so you put in less hours while increasing revenue. • How to get paid what you’re really worth on a consistent basis. • How to make bill collection a problem of the past. • How to STOP Pushing Paper and become a master at the business end of medicine. • How to create systems to verify insurance before you ever see the patient. • How to mold your practice into the business you always dreamed it would be. • How to make more money and still maintain great relationships with your patients. • How to solve the biggest problems that plague your practice. We Have Rented the ENTIRE Peace Lodge! Relax and rejuvenate your body, mind and soul with muscle melting massages, safari river tour, rappelling tour, horseback riding, canopy tour, white water rafting, volcano tour, and adventurous hike through the rainforest along easy scenic mountain trails with stunning views of 5 fantastic waterfalls. Spend your down time splashing in the Jacuzzi in your room by the trout pond... or just leisurely relaxing in a balcony hammock or a handcrafted canopy bed. Give Yourself A Raise While Having the Time of Your Life! At this One of A Kind Event we will explore things like: • Are in-clinic antibiotic infusions a good direction for your clinic? See how antibiotic infusions in your office can improve patient care (and revenue), while reducing paperwork and administrative tasks. • Are you leaving money on the table due to billing errors (and how much)? • Is your staff having difficulties implementing changes? Learn what’s new in medicine and how to profit from it. • Are you improving your services (and increasing revenue) by keeping current with the times? • Are you busy as hell but the money is just not there? • Are you constantly running out of time? Is it time to hire a scribe? Learn the different options of getting started, how to prevent problems and make this work so you spend more of your time doing what you want . Bottom line, your medical practice is a business. At this event, you will learn the fundamentals of how to run a business efficiently and profitably so you can live the life you’ve always wanted. No vendors are allowed at this retreat. It’s a 100% No Pitch Zone! Purely for Fun, Problem Solving and Profit Planning. Participation is required. Come with your problems and we will all work together to think of solutions. Everything is INCLUDED at the conference – incredible meals, entertaining activities, all transportation in Costa Rica and luxury accommodations are all inclusive and included in one reasonable fee of $2,995. Your fee covers everything EXCEPT airfare to and from Costa Rica and any alcoholic beverages. To reserve your room, simply call our office at 216-355-0291 during normal business hours or go to www.gotprotocols.com to reserve your spot on-line. Note: This exclusive event is limited to 20 physicians (due to space constraints) Room Selections are Available on a First Come First Served Basis!

*** If you want deluxe accommodations, you need to reserve your spot ASAP! ***

Octob er 18-21 2021 7

INCREASING

REVENUE HOW MUCH MONEY ARE YOU LOSING?

Do you know what your patient deductibles, co-insurance and co-payments are? Are you performing insurance verifications? Do you even know if their insurance is valid? Or are you seeing your patients for free?

Example

Ms. Smith calls in to schedule an appointment. She is a new patient with an ingrown toenail. Your receptionist asks if they will be processing any insurance on her behalf. She states that she has BCBS. The receptionist asks for her policy and group number when making the appointment. Coverage information is verified, and Ms. Smith has a $2,500 deductible with no co-pay and a 20% coinsurance once her deductible is met. Option One: Ms. Smith in seen in your office the next day for an ingrown toenail removal and a new patient exam. The medical assistant tells Ms. Jones that she has a $2,500 deductible, and her office visit and procedure will be due when she checks outs. The physician sees the patient and performs the procedure. Ms. Jones checks out, and the receptionist asks for $226.09 (contractual amount for a 99203, $128.23 and 11730, $97.86). Ms. Smith pays and schedules her follow-up appointment for one week.

BY: Holly Burkman

Option Two: Ms. Smith is seen in your office the next day for an ingrown toenail removal. The receptionist knows that the patient has a deductible, but she does not have a copayment, so she doesn’t collect any money up front. The doctor sees the patient, does a nail avulsion and the patient schedules her follow up. No money is ever collected from the patient. The office bills the insurance and gets an EOB stating that the patient owes $229.09. The insurance pays nothing because it all went towards the deductible. Your billing company sends Ms. Smith bills for months, making collection calls, and you ultimately never getting paid. This option costs your office and your staff valuable time and money. Not only did you see Ms. Smith for free, you also paid to see her with your supplies, time and staff. Also Ms. Smith will never return to your clinic she will call someone else because she knows that she owes you money. 1. C ollect health insurance and policy numbers over the phone for all new patients. 2. P ut a staff member(s) in charge of checking everyone’s insurance. Know the patient’s deductible, co-insurance, and coverage benefits before their appointment.

3. Go over patients in the morning. Staff should know if a patient owes money from a previous visit and their deductibles and coinsurance. 4. W hen a patient is getting a procedure done, or durable medical equipment is being dispensed, have a staff member inform the patient that it will go against their deductible and what the estimated cost will be to them. 5. C OLLECT all money at the time of visit. 6. Insurance portals and resources on Availity make it easy to put in CPT codes and get an actual print out of what the patient owes. 7. Make a quick cheat sheet of average reimbursements for procedures and use that as a quick patient estimation guide. 8. M onitor patient A/R monthly. Know if patients owe you money! If you want to work for free go donate your time at a free clinic. Do not turn your office into a charity case because of poor collection techniques.

The RESULTS You Love. The Products You TRUST!

Dispense In-Office or Deliver Direct-to-Patient with Turn-Key DME® by AMERX Health Care Contact AMERX Today! (800) 448-9599 or AMERXHC.com AMERXHC.com AMERX®, AMERIGEL®, HELIX3®, EXTREMIT-EASE®, Turn-Key DME® are registered trademarks of AMERX Health Care Corporation

Ref: B 04/21

ASK THE CONSULTANT How to do I manage urgent care patients? I do not have room in my schedule, but I need to see them. I hate sending them down the road. It does not matter what type of medical practice you have, there are always patients with urgent care needs. How do you meet the needs of those patients? A couple of ideas come to mind: - Have urgent care hours: Every practice can do this. Have set hours available that patients can come in for urgent care needs. Make sure that patients understand that it is urgent care time, and they may have to wait. I prefer to have these at the end of the day so that urgent care patients do not put your entire day behind. If no one shows up for urgent care hours make use of the time with preset administrative tasks or training.

IT DOES NOT MATTER WHAT TYPE OF MEDICAL PRACTICE YOU HAVE THERE ARE ALWAYS PATIENTS WITH URGENT CARE NEEDS. - Have blocked off appointments for urgent care needs: Have one or two appointments that can be filled with urgent care appointments. These are only filled within 24 hours of the appointment slot. If these slots are not filled make sure that you do NOT waste this time; use it for administrative tasks or training. I also recommend scheduling these slots at the end of the day so you could close early if no one is scheduled. If you do not have an urgent care need, consider filling those slots with new patients who would like to schedule.

Another big factor with urgent care patient is making sure if you are scheduling them that they have urgent care needs (unless you are doing walk in). Have the receptionist screen them adequately. Make sure that the physician has clearly defined what an urgent care need is and what it is not. Infections, breaks, contusions, wounds, and foreign bodies are all great examples of things that need to be seen same day. Do not just try and squeeze in urgent care patients. This can be a nightmare for you, your off ice and for your patients. It makes the

entire off ice run behind and you are playing catch up all day. This also can decrease your revenue because you are going to put off procedures, dispensing DME, ordering tests etc. because you are running behind and do not have time. Planing for your schedule to include urgent care visits, screening patients, and using your time wisely assures you can successfully implement urgent care patients into your practice.

How can I make staff training more enjoyable? I know that it is important, but I hate just standing up and lecturing to them. If I bring food, they eat and don’t pay attention. I feel like I am just wasting my time. Training is essential for your staff and it needs to be done regularly. Here are a couple of ideas to make it more enjoyable. Stop trying to train while they are eating. Have a normal lunch break and then train; do not put the two together. Lunch is a social time. They will want to talk and not listen.

Play minute to win it games. Google these, there are all sorts of fun activities that allow team building. Role play. People dislike role playing but it forces them to participate, and they will learn. Get them involved. Use flip charts. Ask questions and answers. Use mini white boards. Ask a question and have everyone write down the answers (including doctors) and show their answers at the same time. Whoever gets the most points gets a gift certificate.

ASK THE CONSULTANT

CONTINUED FROM PAGE 10

We have patients that want to take photos or videos of their surgical procedures. How do we handle this? While this is not a HIPAA violation, it is important that all photos, videos and documentation remain in a patient chart. There is also the risk of a malpractice suit due to you not having the same photos or documentation that the patient has. Technology is amazing these days. Unfortunately, it also means videos and photos can be cut, manipulated and posted on social media. While there are no laws preventing or not allowing patients to take photos and videos, it is best practice to not allow it during procedures and surgeries. There are times when videos and pictures may be beneficial. Patients

may want to record how to complete a dressing change or your MA putting on a complicated brace. This could be helpful for the patient or caregiver to review after the visit. Some patients will also agree to take a picture of their digital x-rays instead of getting a disk burned. Staff moral is low and it seems that no amount of praise or approval can uplift their spirits. Making your staff feel appreciated can be difficult. There is no one size fits all appreciation. I am not a warm or fuzzy type person and giving praise is incredibly challenging for me. Some employees really want to be publicly recognized, while others would prefer to be recognized with a handwritten note. One of the most important things is to get to know

your employees and how they would like to be praised. While visiting one of my offices, the doctor had all the employees fill out a get to know you sheet where they listed things like their favorite candy bar, flower, cake flavor and birthday. On their birthday, the employer knew what cake to buy them or if they were getting treats for the employees, they could bring in their favorite candy bar, etc. I have personally found the unexpected gifts can be the most thoughtful. Flowers that come on an unexpected day, a simple thank you note left on their desk or a gift card to go out to dinner when they have had a particularly stressful day at work. Another option is to listen to them. See what their needs are and think outside the box when giving incentives

or gifts. Maybe someone wants a new piece of furniture, really wants to go to a new restaurant or is struggling paying for her gas to get to work. These are things that a gift card would be appreciated for and hold more meaning. Other people want to be publically thanked, they want a thank you on Facebook for a job well done or want to be praised in front of a physician or other staff members. Do not give blanket praise “thanks for your work today” given at the end of every day. This becomes an automatic statement that holds little value similar to “how are you doing?” that no one really answers or hears. Instead, try “You were amazing at calming down that patient today.”, “I really appreciated that the rooms were all set up properly today, you really helped me stay on track today.” or “I would have forgotten to dispense

that brace if it were not already set out.” Create a group incentive that makes team members band together. If we bring in $x dollars this month, we will all have a paid day off, go to the movies, etc. Pre-covid, we did an airfare and cruise if we hit a million-dollar goal. While it only cost us about $900 per employee, they all put in a tremendous amount of work to achieve that goal and it required every person in our office to do their job. The employees were so excited to reach their goal. It motivated them and no one wanted to let other team members down. Do not use your employees as a scape goat if you made a mistake or failed to do something. It’s not your staff’s fault! OWN YOUR MISTAKES! You can praise employees all day long but if you fail to recognize your own mistakes or blame them on your staff, it will create a culture of animosity. If you have any questions for the consultant, please visit: got-medicine.com

BILLING T I P S

Billing procedures with an office visit: This is one of the most common errors in medical billing. Physicians are either billing for an office visit when they should not, not billing when they should, or not coding it correctly to get it paid. The six commandments of

A N D

T R I C K S

billing a procedure with an office visit are: 1. If you are seeing a new patient, you can bill both an office visit and a procedure. No exceptions. You must do an evaluation and management on a patient to determine that a patient needs a procedure. Always bill a NEW patient E&M with a

procedure code if you did a procedure. 2. You must always use a modifier 25 if you are billing for a procedure and an office visit. 3. If you did an E&M on a patient but decide to have the patient come back for a procedure and nothing else was discussed when you did the procedure, you

BY: April Imbrogno, Billing Director Burkman Consulting

can NOT bill for another E&M. You already did the medical decision making at the previous visit. 4. If possible, you must use a different diagnosis code for the you E&M and your procedure. This helps substantiate the Doe, Jane need for the office visit. 1100 5. Main DoStreet not have the same six ICD-10 codes on both IL Chicago the procedure and the 33601 office visit. What did the procedure treat? What Doe, Jane did the office visit treat? Make them different!

This is one of the main Procedure: Patient reasons for denials. You presents with an ingrown MO- MEDICARE B WESTERN (MAC J5) are telling the toenail on the right PO insurance BOX 239 TOPEKA KSare 66629 companies that you hallux. I performed a nail treating the same thing avulsion with the office visit and (Obviously, you would the procedure. This is a go into greater detail) red flag that your E&M 0000000000A is not separate and unique As you can see you have Doe, Jane 12 17 1940 from the procedure. two different diagnosis 1100 Main Street 6. Separate the E&M cellulitis and ingrown from your procedure: Chicago nail. Two different IL Ex: Patient presents paragraphs. This makes 33601 with cellulitis of the foot. it incredibly easy for an After a thorough exam I auditor to see that there prescribed amoxicillin to two separate things 12 17 1940 treat the infection. being done.

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ARE YOU

LOSING MONEY A

re you leaving money on the table? For many physicians this answer is a resounding “yes.” Yes, you’re leaving 20, 30 or even $100,000 on the table per physician. You may be thinking, “ How am I possibly leaving this much money on the table? I’m working long hours. I’m seeing as many patients as I can and I am simply burned out. There is simply nothing more that I can be doing.” “How can I possibly be losing money?” My answer is simple, data never lies. I am a Practice Management Consultant and I work with practices all over the United States. I help doctors get their lives back and help them increase their revenue and patient satisfaction. One of the main ways I do this is by performing a practice analysis. This practice analysis shows you where you are an audit risk, what CPT Codes you are not billing that you probably should be billing. Are your protocols being followed? Are you billing correctly? What additional revenue sources are you missing out on?

How is this achieved? My firm takes 12 months of your CPT Data - the data that you send to your insurance companies - and runs the report through a proprietary algorithm system that my firm owns. Then you schedule a 1 hour conference call where I go over all the information and data with you. I help you quickly understand where you are losing money and where you can increase your revenue. In addition, I can tell you where your billing practices compare to other doctors in the state and also in the nation. Then I provide you with a report on how much additional revenue you could be bringing in if you follow some simple steps. It is incredibly eye-opening to see where you can improve your revenue by making some simple changes. Knowledge is power. It is time you learned about your data and how it is affecting you, your practice and your bottom line. Visit burkmanconsulting.com to begin your practice analysis, today.

DATA NEVER MAKE BETTER BUSINESS DECISIONS CPT AUDITS & ANALYSIS

What additional revenue are you leaving behind? Are you bringing in less and less money? Are you concerned about audits? Do you know how your practice compares to others in your state and in the country? Find out the answers to these questions with a CPT Analysis from Burkman Consulting. Visit burkmanconsulting.com/audits-and-analysis

PREVENTING

CANCELLATIONS “I will call you, when I know my schedule.” This is a dreaded phrase in dating and means your first or possibly your second date is never going to happen. In your medical practice the same rule applies. If a patient cancels an appointment saying they will call back when they know their schedule, chances are they are not going to call back. The reasons vary from they forget, to they decide they don’t want to call after all. It’s even possible they forget what doctor they visited and call someone else. When the patient gets to the checkout desk and says the same thing, the same results will continue to apply. However, there are phrases many have found useful in getting their patients to return again and again. The following phrases will work in your clinic and will get patients back on the books, success guaranteed…just don’t use them in the dating world.

List of phrases:

“I need to cancel my appointment.” “I am sorry that you can’t come in tomorrow, Mrs. Jones. Let’s reschedule you for 12pm on Tuesday the 3rd or would you prefer Wednesday the 4th at 9am.”

***DO NOT ask the patient if they want to reschedule! Always give them two choices to reschedule.*** Many times you can not open your EHR quick enough to effectively do this so make sure at the beginning of the day you have appointment options.

“I don’t have my calendar on me, I will call you.” “Ms. Jones, let’s get you on the schedule and I will give you an appointment card If that time does not work, you can call us and we will happily change it.“ Or “Ms. Jones, the doctor has asked me to reschedule your appointment. Let’s get you on the schedule now and if that time does not work for you, just give us a call and we will happily change it for you.”

***Always schedule an appointment because patients tend to forget to call back. If a patient adamantly refuses to schedule an appointment, write yourself a task to call the patient back in 48 hours if they have not scheduled.***

TRAINING EMPLOYEES 19

PHYSICIAN SPOTLIGHT

Dr. Kristyn Pistone

471 South Main St., Bradford, MA 01835

What is your #1 practice management pearl? Outsource and delegate it is money well spent In the last 5 years, what new belief, behavior, or habit has most improved your life? Work will always be there so carve out time to do things you like... life is short and you need to make memories What book or person has influenced you most and why? My older patients because they see how hard I work and they tell me to go take that vacation because life goes fast. I have learned a lot of wise advice from patients. Name a favorite product, supply or DME item that you use in your clinic and why? Amerigel kit. WE dispense these a lot for post op nails, ulcers . It cuts the healing time down and makes patients more compliant with post op wound care. Is there a failure, apparent failure or business mistake that you overcame that others can learn from? Yes make sure you know what’s going on in your practice but delegate and trust others to do the job you hired them for. If you don’t you will get burnt out quick and have and not enjoy what you went to school to do and that is practice medicine. I have learned if you can hire good people it will allow you to be more relaxed and actually make more money because you wont have to focus so much on the business end of things. What is your favorite food or sweet? Cannolis and pizza What makes you the happiest? Being on a beach feeling the warm sun & listening to the ocean reading a book.

To nominate someone or to be considered for the Physician Spotlight, please contact us at thebusinessofmedicine.com

urkman Consulting works with practices that are struggling and need to improve to make their medical practice efficient, profitable, and amazing. We identify missed and additional revenue sources within these practices. We take the time to understand the unique situations through data and practice observation. We offer honest, and sometimes brutal, opinions on what is working, what is not, and what needs to change. We identify the issues and implement protocols and solutions to ensure the continued success of all of our clients’ practices.

LET AN UNBIASED PARTY OFFER A FRESH PERSPECTIVE

Burkman Consulting is a nononsense, straightforward onsite consultant. Through honest opinion and thorough analysis, we guide your business toward necessary changes. We audit medical charts, billing, workflow, and more. Allow us to give you the tools you need to overcome your practice’s biggest obstacles.

PROVIDING SOLUTIONS TAILORED TO YOUR NEEDS

While you can go to a conference and ask questions, no one can really know what is happening in your practice unless they are in your shoes. That is why we come to you!

WHAT WE DO

Claim, Documentation, and Billing Audits Optimize Workflow and Alleviate Bottlenecks Sets Up, Revise or Complete Protocols CPT Analysis Help Solve Billing Concerns Increasing Revenue Mystery Patient (visiting the practice as a patient) A/R and A/P Audit - Where are you losing money? Embezzlement Detection and Prevention Staff Training Goal Planning Mips Completion Offer an Unbiased Opinion of the Identified Issues Complete Confidentiality - WE DO NOT disclose our clients (unless authorized by the physician). WE DO NOT work with any doctors with competing specialties within an agreed upon radius.

THE MORE WE LEARN ABOUT YOU, THE MORE WE CAN HELP

It is impossible to offer appropriate advice for a practice that is only a name and set of

numbers. From implementing new protocols to increase per patient value (PPV) to audit charts and billing, Burkman Consulting is there to offer solutions for success.

BECOME A TOPPERFORMING PRACTICE

Running a medical practice is difficult. But you can overcome challenges with help from Burkman Consulting . We have proven solutions to help you achieve the results that your practice needs.

CUSTOMIZING SOLUTIONS BASED ON YOUR NEEDS

Burkman Consulting specializes in medical practices. I take the time to understand your unique situation and offer solutions that your practice needs. In most cases, I do all the work that is needed. I come to your office and spend 2-5 days in your practice, working one-on-one to diagnose the issues and provide a solution.

FREE QUOTES AND ESTIMATES ARE AVAILABLE

After a personalized consultation, we offer quotes and estimates free of charge.

PROBLEMS I CAN ASSIST YOU WITH

Cash flow issues Spending your nights and weekends charting Dissatisfied staff Physicians treating each patient differently Staff has no idea what to do Patients are complaining Don’t have time to train staff correctly Per-Patient Value is down Not getting paid for what you are doing These problems all have individual solutions.

CPT AUDITS AND ANALYSIS

What additional revenue are you leaving behind? Are you bringing in less and less money? Are you concerned about audits? Do you know how your practice compares to others in your state and in the country? Find out the answers to your questions with a CPT Analysis from Burkman Consulting. Visit burkmanconsulting.com/auditsand-analysis.

Holly Burkman, CEO

KEEP YOUR PATIENTS OUT OF THE HOSPITAL

CERTIFY YOUR OFFICE AS A

WOUND CARE CENTER

EXCELLENCE

Your office can be a Nationally Accredited Wound Care Center of Excellence certified office. You don’t have to send your patients to a hospital-based wound care clinic. Your patients can be fully treated at your clinic and never step foot in the hospital. You can be OPEN and ready to treat your wound care patients and help them heal and stay safe by completing the Wound Care Center of Excellence training.

For more information, please contact the

Wound Care Center of Excellence

woundcare-excellence.com

(216) 355-0291

Cancer vs. Ulcers which one is more deadly? Look at the graph.

Wound care is essential! It may not be as sexy as cancer, but it is vital to our patients. Doing wound care in your office is not enough. Your office needs to become a Wound Care Center of Excellence.

Many oncologists have developed Cancer Centers of Excellence. Now is your time to develop a Wound Care Center of Excellence and save the life and limbs of your patients. Wound care centers are not difficult to develop if you know where to start. We have created a program that will get your whole office certified as a Wound Care Center of Excellence. It gives you step by step instructions on how to implement, train your staff and market your Wound Care Center of Excellence

5 Year Mortality % Breast Cancer

Charcot

Diabetic Foot Ulcer All Cancers Minor Amputation Major Amputation Lung Cancer 25%

50%

75%

100%

BRAINSTORMING GETAWAY IN

COSTA RICA see additional details inside