July Webinars- Positive Job Reviews and Practical Chiropractic Patient Education

This month, we have 2 webinars designed to help you grow your practice and provide better service to your patients. These are in addition to our world class expert consulting and coaching, our free articles on our web site and those especially for our clients in our PM/A Members Library.

These are short discussions with plenty of slides and examples, along with follow up summaries.

Register now. Keep training!

  •  Office Management –  How to Do An Employee Job Review For Your Chiropractic Office So That Everyone Wins.
    Are these job reviews really necessary? Do employees get raises automatically every year? Employee reviews are often neglected, or are dreaded by both employee and doctor. This webinar covers the basic steps to make them effective and positive for all concerned.Thursday, July 12, 12:30pm   Registration
  • Marketing Management – Educating Your Chiropractic Patients – 6 Programs that Work.
    Does patient education work? How much of it just a sales pitch by companies to get you to buy their brochures and videos?  Even if it does work, what are some practical steps you can use in our office? We will discuss 6 simple programs that are working to help increase patient referrals and retention.
    Thursday, July 19th, 12:30pm  Registration

****To view the calendar and/or register  for our other webinars as an active PM/A client or guest, please go here: LINK 

An Introduction on How to Make Your Own Chiropractic Infomercials

All marketing is communication. But it is a special type of communication.

A report of findings is at least partly marketing. The manner in which your phone is answered is marketing.  In fact, everything you do that promotes your services is marketing.

Remember that the purpose of marketing is to create — or support —  exchange.  

That is why we market our services – to increase or support the level of exchange going on between patients and your business.  Marketing sends OUT communication so that people can come IN for services so that you can give OUT the services.   It’s really physics, but that is another tangent.

On another level, our higher purpose for marketing has to be a sincere desire to help more people.

But the point is – it is an OUTFLOW of communications that helps bring an INFLOW of patients so that you can provide and OUTFLOW of services.

Much of this is done in how you educate of your patients and your community.

The education should be factual and honest, of course. It should contribute to the increased health of those you are educating. But, it should also help create more, or support existing, exchange.

And education is usually the least expensive forms of marketing.  A care class for new patients – how much does that cost?

 

Community Education: What Worked And What Didn’t

 

This same approach can be used externally to people not yet patients.  One time tested approach that worked was to use a number of different channels to educate the community on a hot topic.  We call this the Community Education Program.

At one time, for example, carpel tunnel was the “new” worrisome condition.  We would put a column in the local paper about this condition, listing 3 to 4 home remedies, and the last remedy was to come in and see us.

In the column we also would cross promote our very short radio program: “Listen to “Health Tips with Dr. Joe” every Thursday on WXYZ at 12:20, just after the Farm Report.”  We also promoted our special workshop on “Home Remedies for Carpal Tunnel.”

We would plan these several months in advance and have them all organized. It was a marketing system, which we always recommend.

We also promoted these in the office as well for friends of patients. We sometimes would send faxes to office managers of local businesses. There are many different channels that were and are available.

Sometimes the workshop would be empty and sometimes it would be full.  I remember one night people kept coming in seemingly out of nowhere. It was standing room only.  Regardless of the attendance, to the community we were a smart, active and helpful office. We became authorities and someone who could be trusted.

We tracked this over a couple of years and found that not only did we get New Patients directly each month on the topic, but new patients from other sources also increased.

This approach had both direct and indirect marketing appeal. Some companies at the time were offering bland newspaper columns for the doctor that while informative, did not sell anything.

So, your education has to have both: good useful info as well as a sales approach.  I never saw these columns work as they were not integrated into a campaign and had no sales sequence embedded in them.

 

The New Fast Infomercial For Chiropractors

 

Remember the infomercial?  They are still used. Exercise programs, for example, often use this format to sell, or nutrition products sold around a fake discussion group or with a “scientist.” A more honest approach is used by Dr. Mercola in his newsletters and videos that provide good info and often promote his products as well.

The idea is still the same: offer useful tips but also sell your services or products. Every magazine does this. In fact, every media does this.

With our Community Education Program we now making our own infomercials. Using a hand held camera and YouTube, we can show you how to record your Health Tip and post it on the Internet.  In a later article I will outline more specifics on how to do this but a fast summary of the benefits and procedure are as follows:

Benefits:

Your own video Health Tip gives you fast high rankings on Google and likely on other Internet search engines. It establishes you as an authority, as someone who is helpful, knowledgeable, and friendly.  Patients can refer their friends to watch you and people looking for health solutions can find you. You appear trustworthy.  This is a very inexpensive process that you and your staff can do.

And the main benefit: you’ll get more new patients!

Procedure:

  1. Select a condition or health topic that you are interested in and that people in your community are also interested in.  For example, pinched nerves, weight loss, flu and colds, childhood vaccinations, ADHD, TMJ, etc.
  2. Look it up and get some current statistics on the subject.
  3. Come up with 2-4 helpful home procedures that can help with the condition, or some action steps to take.
  4. The last tip is to come in and see you for a no charge consult, screening, conference, etc
  5. Work out the script.
  6. Post an outline of the script on a white board.
  7. Practice.
  8. Get someone to record you while the outline on the whiteboard is next or behind the camera. (Other tactics are to down load a prompter to your smart phone, have someone use cue cards, or just go impromptu.)
  9. Upload to YouTube.
  10. Use key words and geographic terms  and link to appropriate sites.

That’s it.

Takes a couple of hours in all every month.  Pretty soon, you are known as THE place to go for natural health care solutions.

Oh, and one other thing… these are fun to do!

So get to it and have some fun and more patients.

Chiropractic Spinal Screenings as an Educational Process

How to Generate New Patients from Chiropractic Health Screenings

For health and marketing purposes, a screening is a step by step process of first discovering if a person might have a problem or condition that may need further looking in to.  If there any indication of a possible spinal related problem or condition, the screening is there to also help the person become more aware of their health condition  so that they want to do something about it.

It can be done at any type of a venue, from a health fair to a casual meeting.

It is a sequence of actions that that ultimately ends in the “screenee” making an appointment to come in for no risk introductory service, such as further testing or a workshop.

The example below, taken from our PM&A webinar on screenings from 2012, shows the steps taken during a screening. It is important that each step is taken sufficiently in order for an appointment to be made.

Screening Steps

The actual screening itself is a process of enlightening a person so that they see that they might have a spinal related condition, if indicated, and if so, realize how it might affect them. Also, if left untreated, what the long term affects might be.

They are now ready to be encouraged that they really should do something to address the problem, no matter what!  Offering them an introductory service as a no risk beginning solution now helps them “solve” their ethical dilemma of just what should they do about their condition. This could be a service at your office, or with another provider at another location. Your professional integrity should always be maintained.

There are three general types of “screenees”: roughly 80% or so are not ready to get help with any health conditions, 15% or so are almost ready, and about 5% are ready to do something. Your target is to work with the 5% that are ready. You may be able to influence some of the 15% that are almost ready, depending on your skill in screening. And with your professional and friendly presence, in the long term, you can also influence some of the 80% that are not and may never be ready to see you, but do have families and friends that they are now more likely to support seeing you because of their good experience with you at the screening.

Below are 6 simple steps that can be remembered and used. It is also a good idea to practice these to improve your skill and to train new Screening Technicians.

For more information, please watch or listen to the Fundamentals of Effective Screening Procedures on our PMA Members site from April 19, 2012.

The Art of the “Screen”

  1. Find Out More – about the condition.
  2. Find Out the Affects – of the condition.
  3. Look at the Future – of the condition.
  4. Do something  — about the condition.
  5. Offer a something to do – about the condition
  6. Appointment for something to do – for the condition.

More
Affects
Future

Do
Offer
Appointment

*Screenings are always the responsibility of the doctor and conducted in accordance with local statutes and professional standards.

The Theory of Constraints: How Bottlenecks Can Suffocate The Growth Of Your Chiropractic Practice And What To Do About Them

Do you work hard but you just don’t get as far as you should?  The reason may be that you are running into unseen bottlenecks that are choking off your production and suffocating your growth.

Here is an example: One doctor we worked with a few years back had a small office of about 1000 square feet. He was seeing about 140 visits week but wanted to see more. He felt the problem was not enough promotions generating more new patients.

We visited his office and noticed that he already had a decent amount of marketing underway and he was getting external new patients. While his marketing could have been more effective, it wasn’t that bad.

We noticed that the reception area was tiny and mentioned this to the doctor and suggested he move to a larger office. He had his mind made up.  He did not want to get a larger office because he had heard of doctors seeing 300 O.V.’s per week in 1000 square feet with very low overhead and he wanted to do the same.

So we set up a special focus group and personally interviewed his patients. The primary complaint was that the reception area was too small. The patients interviewed said that during peak hours there was no room for them to sit. They said that they felt that he must be too busy and therefore they would not come in to see him because he was full, and that they referred their friends to other offices.

Well, with this information, the doctor finally decided to move into a new office with a larger reception room.  Shortly thereafter, his office visits shot up to an average of 225 per week.

There are a number of lessons to learn from this story. One being not having a fixed opinion of how things should be based upon hearsay, or what may work for one doctor may not work for you. But the biggest lesson has to do with capacity. And, there are many examples of capacity restraints that we often uncover in our consulting and coaching work over the years.

Bottlenecks can occur at the front desk, in the therapy area, and in the insurance department. They can occur with the patient flow, with paperwork or in doctor time.

The theory of capacity management, as expounded by Eli Goldratt and explained in his books, including the best selling The Goal, discusses the theory of capacity constraints as applied to a manufacturing environment.  The same principle applies to a health care facility.

According to Goldratt:“Capacity is the available time for production.” A bottleneck is:  “what happens if capacity is less than demand placed on resource.”

 

SOME CHIROPRACTIC EXAMPLES:

  • Peak Periods. Between the 4-6 pm slot, where there is extra traffic, additional staff or increased capacity is not always provided. If staff feel that patients are waiting too long, or that they are not able to handle all the traffic, they may unconsciously hope the phone does not ring or another patient walks in. In turn, should someone new call or walk in, the quality of service may be poor.
  • Paperwork.  Older forms may not meet the current needs, be redundant or even hard to read.
  • Poor scheduling of patients: (not cluster booked, not booking for NP or paperwork)
  • Doctors waiting for therapy patients. (No therapy staff or therapy after adjustment)
  • Front Desk doing insurance and scheduling at each visit (no multiple appointment plan or Prepayment plan)
  • Not enough exam rooms
  • Clutter in front desk/insurance area
  • Quitting time. After a long day, all staff and doctors are looking forward to leaving and really don’t want extra patients to call or come in.
  • Backlogs. Undone reports from two summers ago, partially completed projects, cluttered desks or office space, all discourage an increase in production. You only have so much mental capacity, and if it gets frittered away on projects that are not completed, you will have “too many irons in the fire” to add any more
  • Doctor talking too much. “Table talk” should be about chiropractic, the patient’s need for care, their progress, and referrals.  Now and then, a few questions about the patient’s personal life to demonstrate your genuine interest is good. Aside from that, there is no need to justify your services with lots of talking. Keep it moving.
  • “Difficult people”. Some staff, or patients, will seem to drain you of your energy, or consume too much of your time trying to keep them happy. This can “clog” up your day.
  • Doctor too busy doing administrative tasks and micro managing. This distracts him from the work that he needs to do.
  • Doctor’s mind “filled up” with lots of experience and no longer curious or interested in practice.

 

SIX CATEGORIES OF CAPACITY IN A CHIROPRACTIC OFFICE:   We can break practice capacity constraints into 6 categories.

  1. Physical. (For example, not enough rooms, rooms too small, or just too cluttered.)Doctor. (For example, doctor doing billing, answering phones, and micro managing. )
  2. Procedural. (E.G. making 4 copies of each EOB rather than making an electronic back up)
  3. Equipment. (For example, using hand feed copier rather than an automatic feeder.)
  4. Personnel. (Not enough staff, poorly trained staff, barely competent staff preventing you from hiring superior staff, and negative staff, etc.)
  5. Doctor. (For example, doctor doing billing, answering phones,  micro managing, head “filled” with “krap!” )

 

REMOVING PRACTICE CONSTRAINTS

Here are some steps to take to remove bottlenecks.

First, start by determining what is the maximum number of patients that could be seen by the doctor if all he or she did was adjust or treat them.  What is the doctor’s capacity in terms of visits? E.G. 250 visits per week – if all she did was adjust, do SOAPs, exams, and report of findings, with 6 New Patients and 5 returning or re-injured patients.

Then, look at what eats up the doctor’s time.  Then, consider the flow of patients, of paper, and anything that slows it down or gets in its way. Consider patients waiting, paperwork waiting, and any times of the day or days during the week where there is a slowdown or backlog.  Honestly check each category below.

Once you do this, have a staff meeting, explain the concept, and get responses from the staff.

  1. Doctor’s time: What does he do other than adjust patients? Can it be delegated? Can scheduling be improved so that the doctor never waits? Does she have any redundant tasks that can be made into a routine template?
  2. Procedures: Are there redundancies? Is something being done that could be done faster?
  3. Personnel: More training needed, more staff needed, better attitudes needed?
  4. Physical space: Do you need more space? Could things be arranged differently for greater efficiency?
  5. Equipment: Could a new piece of equipment speed things up? Does anything need fixing?

Once you have done this, give yourself 30 days to fix the biggest capacity constraint. Then, reassess. If the constraint is fixed and the flow is improved in that one area, it may have migrated to another area.

For example, a doctor was doing all of the x-rays which took extra time and she was also waiting for patients because they were not “cluster” booked. Solution: staff did all the x-ray work and the doctor just came in, checked, and “pushed the button.” The front desk booked the patients tightly so that the doctor did not have gaps in her schedule. Visits increased by 40 per week, from 160 to 200 for the week because now there was more “room.”

However, now that this was fixed, the bottle neck may “migrated” to another part of the office.  Now, the insurance department can’t keep up with the extra work and a backlog starts to build up in this area.   If this does not get fixed, then the insurance department’s traffic will slow down,  like a traffic jam,  and the office visits will eventually go back down to 160 per week.

 

When your business is not expanding like you feel it should, you may have bottlenecks or hidden logjams choking and stunting your growth. Fixing these and opening up the flow, even at extra cost, will usually greatly increase production and income and be worth it.

If it doesn’t get fixed soon, give us a call.

Sometime

(copyright Petty Michel & Associates 8/27, 2007. Revised 2012. CHMS, Inc.)

A Short History of How Everything Else Has Cost You Hundreds of Thousands of Dollars and (nearly) Killed Your Dreams as a Chiropractor

When you started your chiropractic practice, you took on 2 roles: “Doctor” and “Everything Else.” As your practice grew, you became busier in your role of doctor. That is what you wanted. That was good.

But as your practice grew, your role of “Everything Else” also got busier. This was a distraction from your role of doctor, so you delegated front desk, billing and therapy duties. You still kept the role of “Everything Else.”

As your practice continued to grow with more staff – your role of “Everything Else” expanded geometrically.  This concerned you.

You didn’t think about it much because you enjoyed being a chiropractor and loved your patients, but when you were very busy, you made more money. You could take a vacation with your family, put money aside for your kid’s education, and pay off debts.  Sometimes, you could see yourself producing even more, helping more people, and being even more prosperous.

These dreams didn’t last long. Your role of “Everything Else” became more demanding.  There were more “everything else’s” crying for attention.  There was too much to do and soon you saw your patient volume dropping. Patients were dropping out of care and new patients became scarce. You had lost control.

Other doctors who were experiencing lowered income blamed insurance companies. Or the economy. Or the modern culture.  All you knew was that it wasn’t fun anymore and there was just too much work to do. Work that wasn’t chiropractic.

The fact is, you were never too sure of this role of “Everything Else” and never really liked it all that much. You didn’t have any training in it like you did as a doctor.  And when all of the “everything else’s” starting coming at you, you felt like things were getting beyond your command.

You experienced some staff turnover and now with patient volume down, you didn’t need as many staff. Gradually there was less to do in your role of “Everything Else.”

This cycle may have occurred to you a few times: numbers up, then more stress, then back down. A roller coaster.

  MONTHLY OFFICE VISITS And here is where you may be now.

If you were to add up the amount of revenue you could have made had you stayed at your highest level, or been able to go even higher were it not for your role of “Everything Else”, you might be surprised how much this “Everything Else” role cost you. Hundreds of thousands of dollars.

= = = = = =  =

If this is your story so far, don’t go away. The last chapter hasn’t been written. In fact, your next one might be completely different. Here is an introduction to it:

You read about the chiropractic Executive Freedom Package and started it.

You discover that the “Everything Else” role is really the role of the business executive. It is the role of the CEO.

You realize that all major businesses have an executive and that there are certain skills and tools as a CEO to be learned. These skills have to do with leadership, management, and marketing.

So you learn these skills and get coached on them.  In time, you get better and better at applying them.

You find a staff member and give her the role of chiropractic office manager. You get her continuously trained and give her lots of your less important CEO duties. As she gets better, you give her more.

You get someone to help you coordinate all the marketing. You give him continuous training.

You have staff meetings and get the team on board with managing the office.

All the “everything else’s” are organized into systematized procedures and delegated to your team.

Numbers go up. Your team continues to improve. They are happy about this as they are sharing in the management of the office and its success. Now that all the “everything elses” are packaged up into nice neat systems, you have time to focus more on patient care, future planning,  personal studies, and other pursuits.

You are now a better leader, better manager, and a better marketer, and your business continues to grow. Your team is happier, more people are getting served, and you make more money.

If someone had only told you about the role “Everything Else” and what it really was all about years ago you would have avoided losing so much money and wasted time.

On the other hand, now that you know what the secret is, you are on your way out of the rut you have been in and on your way to greater freedom.

You can learn more about the “Everything Else” role and how to create the business structure that puts you in command with our new chiropractic business Freedom Package here.

 

The 5 Levels of Chiropractic Business Leadership

What level of leader are you?

Join us for a unique webinar on chiropractic executive leadership. This webinar goes over the levels of leadership skills you need to be a successful chiropractic CEO in your practice.  

 We will reference the work by John Maxwell and his book on the levels of leadership. Maxwell states:”… everything rises and falls on leadership.”

Chiropractic does not fail you. Tens of thousands of chiropractors and millions of patients over the last 115 years can attest to its effectiveness.

But just because chiropractic delivers, or just because you are a skilled doctor, does not mean that you are a skilled CEO. Lack of small business executive leadership training has stunted the growth of so many otherwise prosperous doctors.

 Starting in 2012, we have begun a new program focused on freeing the doctor from practice drudgery and high stress roller coasters by beginning an executive training program. We are calling it the Freedom Package.

In this webinar, we will also review an actual consulting case, complete with stats and personnel profiles (all anonymous) demonstrating a level of chiropractic business leadership.

On our panel will be a successful chiropractic CEO of a multiple doctor office for 25 years, Dr. Tom Potisk.

Date: Thursday, February 23

Time: 12:30 Central Time

Prerequisite: Doctors must have been in practice for 4 years or more, and own their own business.

How to Register:

For guests, you may register for this webinar for $65 which includes “5 Levels of Leadership” by John Maxwell mailed to you. Go to the Registration Page below.

 For all active PM&A clients, you can register immediately at the Registration Page link below.

Once you register, you will automatically receive your special log-in access number where you can participate via computer, or by telephone only.

Registration Page

If you’d like more information visit our website HERE.

February Freedom Webinars

Freedom PackageThis is an invitation to get your motor running — and to head out on the Freedom Highway…

We have three webinars this month designed to help you get free from financial and staff stresses, and free to follow your own dreams.

You know…as long as you provide good clinical care, then all you need is effective marketing, a motivated team, and good leadership.  Just three – to be free.

So many of our offices have been surging forward over these last several years and recent months — because they have provided better leadership, team building, and marketing.

Hop on the Freedom Highway with us… and take your patients with you as well. They too want to be free … free of pain and poor health.

FEBRUARY WEBINAR SCHEDULE


**February 9th, Thursday,
  at 12:30CT, we start off with a training webinar on management and team development. We will be discussing how to hire the right team member.

How To Hire The Right Team Member

  • How do you know if you really need more help?
  • How do you promote for another staff member?
  • What traits are best for what position?
  • What about different personality types?
  • Screening and the interview
  • The first 30 days
The presentation is approximately 30 minutes followed by a 30 minute panel discussion with two long time professional C.A. office managers.

**February 16th, Thursday, 12:30CT, we focus on tools and tips for marketing your services.

“Marketing Tools and Tips”
  • How to make Earth Day your Day
  • Powerful internal marketing scripts
  • Report of findings trick
  • Setting up Community Events (Next Month -Lots more on this subject, including screenings)

The presentation is approximately 30 minutes followed by a 30 minute panel discussion.

**February 23rd, Thursday, 12:30 CT, a special Executive Briefing

just for clinic owners.

Executive Briefing: Case Study of one doctor’s attempt to grow his business. What he did right, wrong and what you can learn from his journey.
  • We will show the graphs, report on the personnel, clinical and marketing changes, and tell you what happened and why. An inside look.
  • Learn from others mistakes and success.
The presentation is approximately 30 minutes followed by a 30 minute panel discussion with other doctors.

How to Register

For guests, you may register for all three of these webinars, plus full access to our extensive practice building library for one low introductory fee of $250/mo for all classes.

Guest Registration Form

For all active PMA clients register immediately for these classes at: Active Client Registration.  (Register for each webinar separately. You will automatically receive your special log-in access number where you can participate via computer, or by telephone only.)

If you’d like more information visit our website HERE, or contact Linda via email at Linda@pmaworks.com, or call her at: 888-762-8808  

 

You can also download a calendar for upcoming webinars: LINK 

 

Hope to see you at our trainings and briefing.

Ed

New Medicare ABN Form for Chiropractic Offices

Below you can find a link to a  sample version (in pdf)  of the new Medicare ABN Form that all offices must use starting January 1, 2012. Please download, review, edit name & address, and have your Medicare patients complete this form starting Monday.

If you have questions, see below. I tried to answer them the best I could, but contact me if you are unsure.
Thanks, and Happy New Year!
Dave

NEW MEDICARE ABN FORM – PDF

What is an ABN Form?

“The ABN is a notice given to Medicare beneficiaries to let them know that Medicare is not likely to provide coverage in a specific case. The patient must complete the ABN as described below before providing the items or services that are the subject of the notice.”

What do we need to do with this form?

First, you must put in your clinic name, address and phone number on the form. This is Medicare’s requirement. Have each Medicare patient review the form, check one of the three options, and sign the form. Keep a copy in the patient’s chart for the most current course of treatment.

Why are exams, xrays and therapies noted on the form?

The ABN can be used for both covered, but not medically necessary services (such as a wellness adjustment billed without the –AT modifier) or for non-covered services. Adding non-covered services, such as therapies or exams, helps Medicare patients better understand what will and won’t be paid.

Why is the “Estimated Cost” line left blank?

Because this will vary depending on what you are doing with the patient, whether the patient has a secondary, supplement, or alternative financial agreement with your office. This will be different for different patients. You can either estimate a “per visit” cost or the total cost for care. (per page 4, Form Instructions, ABN).

Please get rid of your older, blank ABN forms. More Questions? Ask Dave!

“Thank You” to All of You Who Work in the Chiropractic Profession

It is that time of year when we take a moment to give thanks and in so doing, we want to say “Thank You” to you.

Thank You Very “Doggone” Much as a matter of fact. Thank you for all you do to care for and help your patients.

You all are part of a great profession that helps millions of people each day. And because of you, chiropractic and the chiropractic way of life has persisted and grown and is now more accepted than ever before.

You are braver than most, work harder than most and genuinely care more for your patients than perhaps other care professionals are allowed to. It could be said that you are the best defense against a drugged zombied society, but it is definitely true that your loving care helps much more than you have been recognized for.

So, just a note to say that we are grateful for all you do.

“THANKS”

Handling Insurance Company Refund Requests of Chiropractic Patients

More and more, insurance companies are doing post payment audits or hiring outside firms to conduct payment reviews and requesting money back from your chiropractic office.

Refunds should never be automatically sent out based on a request from an insurance company.  Each request needs to be individually reviewed and processed and the patient’s account should be audited to determine if a refund is actually due and to whom.

Sometimes, a refund is due. Examples may be when an insurance company has double paid dates of service, or when two insurance companies both pay on the same date of service. These are legitimate refunds – ie: you have been paid more than you billed or were due for services rendered. These should be refunded.

Often however, a refund is NOT due and should be disputed. Examples might be when an insurance company or third party does a “post payment review” and determines that the care was not medically necessary, or when insurance pays but later determines that work comp or PI were primary, or when an insurance company decides that the patient did not have a particular benefit or coverage for what they already paid.

Essentially, when you have delivered quality services to a patient that were medically necessary and in the best interest of the patient, and the insurance company pays for those services, you have NOT been overpaid and no refund is due. Even if the insurance company later decides they overpaid or paid in error. These refund requests should always be disputed.

Legally, you are not obligated to repay the insurance company when you have been paid in good faith for services rendered and they paid in error. These should always be disputed.

This will not stop some insurance companies from ‘recouping’ the payment, but you should still attempt to dispute the refund request first. Our experience is that by disputing the refund you will avoid 85% of all refund requests. It is well worth the time and effort to do so.

The exception to the above involves government programs such as Medicare and Medicaid. We generally advise refunding these right away and THEN disputing the request. Remember that you must use the approved Medicare refund form and mailing address (check on line with yur local Medicare carrier for the latest form and address).

Points that can and should be used whenever disputing a refund include these (use any and all reasons that are applicable to each case):

– All services were medically necessary for the health of the patient. Our review indicated that the care was medically necessary; therefore no refund will be issued.

– This request is for a patient no longer active with our office. We have no alternative methods of collecting on these accounts. Because of a supposed error on your part, you are asking us to refund monies to you for services rendered to your insured without a foreseeable ability to collect for said services.

– We called/verified benefits on line with (Insurance Company) on each of these patients prior to the delivery of care and verified coverage for services rendered by our office. Had we been informed, we or the patient could have made a more informed decision regarding the delivery and payment for care.

– It is our understanding that (Insurance Company) has maintained a policy of not reimbursing for services if they are submitted for payment one year or longer after delivery. You are requested a refund for services over two years after their delivery and payment. It would seem that the policy should apply both ways.

– Your letter mentions that 98940 and 97140 are mutually exclusive. This is not the case when they are performed in different regions of the body as defined by the AMA. You also state that manual traction and mechanical traction are mutually exclusive. Again, this is not stated in the AMA CPT codebook and the services were performed by different providers, as our chart records show.

– The time and effort to have our office pull charts and research services from 2009 and 2010 is considerable and cannot be done without prior reimbursement, nor can these records be forwarded to (Insurance Company) without prior consent from the patient.

– We would also like to know if you have informed this patient, in writing, that due to the error on your part, that they are now liable for their medical bill from 2009?

– Our feeling is that the following court cases concluded that the insurance company is responsible for knowing their policy limits prior to paying and therefore must bear the responsibility for their own mistakes.

  1. City of Hope National Center vs. Western Life Insurance Company, 92 Daily Journal D.A.R. 10728, Decided July 31, 1992. (In this case the hospital obtained standard assignment of benefits from the patient and submitted claims, which were paid by the carrier. The insurance company later decided the treatment was experimental and requested the money back. The California Court of Appeals stated that if it’s your mistake you have to pay for it.
  2. In Federated Mutual Insurance Company vs. Good Samaritan Hospital (Neb. 1974) 214 N.W.2d 493. (The carrier contended that it mistakenly paid claims beyond the policy limits. The court held that the insurance company could not recover the money as it places an undue burden on the providers of service to subject them to retroliability.)
  3. Lincoln Nat Life Ins vs. Brown Schools (Ct.App. Tex 1988) 757 S.W. 2d 41 1. (In this case the carrier mistakenly paid claims after its policy had expired. The court denied recovery stating “Here the insurer knew it’s own policy payment provisions, but failed to notify the health care providers as to these provisions and the insurer alone made the mistake of paying beyond its responsibility . . . in the normal course of such business, the hospital has no responsibility to determine if an insurance carrier is properly tending to its business.”)
  4. National Ben. Administrators Vs. MMHRC (S.D. Miss. 1990). (Similar case as #3 with same conclusion.)

– Our office made no misrepresentations in filing claims for your insured. We extended valuable services based on preverification of benefits and assignment of payment by the insured. We were not unjustly enriched, and simply had no reason to suspect that any of the payments for services rendered were in error. Refunding the monies at this time would place an undue burden on our office.

As always, send a copy of your letter to the patients involved. The insurance company will send a letter to the patient (if we don’t send them a check) saying that “we are not cooperating and therefore the patient may be responsible”. So, strike first by presenting our side and preparing the patient.

Situation: The insurance company paid twice on one date of service and missed payments on another. They are now requesting repayment on the double payment.

Solution: Send them a letter explaining that the payments were posted to the unpaid dates and no refund will be made.

 

Situation: The insurance company claims that the work comp carrier is responsible for payment and is asking for all their money back.

Solution: Send them a letter explaining that you will bill the work comp carrier and if and when payment is received, you will refund any duplicate payment.

 

Situation: The insurance company paid for the first eight visits, then denied the next five and now wants a refund on what they paid.

Solution: Dispute the refund as per the above points and request immediate payment on the five denied visits.

 

Situation: The insurance company paid for care, but then came back and stated the patient didn’t have an active policy or coverage.

Solution: Dispute the refund as per the above points. It is the insurance company’s job to pay within the limits of their plan; you have been paid for services rendered.

If you have questions, feel free to contact me.

David Michel

Chiropractic Marketing Tips for The Holidays And The Start of the New Year

Due to popular demand,  I am posting notes from our October teleclass on marketing over the Holidays.

Teleclass Outline with Ed Petty  — Notes

All marketing is broken down to:

1.    Procedures. These are either special, one time events, or standard recurring. Some have the purpose of immediate results (direct marketing), some more long term (indirect marketing).

2.    Motivation. Desire. Wanting to implement these procedures. (Discipline.)

3.    Marketing management.  Review, Planning, Implementation.

Motivation: You are listening (or reading this) so you are motivated.  But you have to get others motivated as well. You have to get and stay inspired.  It is Ok to be a cheerleader.  What’s wrong with a little cheer? And the more you cheer.. the more you find to cheer about!

The  Marketing Manager System:

  • Meeting weekly: Review/make plans/Implement (assign steps/dates)
  • Who is responsible and responsible for what
  • Calendar Special Promotions/Events
  • Checklist of Recurring Procedures/Events

 

Procedures: Special events/promotions

NOVEMBER

  • Holiday Turkeys (Care to Share) (Ham for Christmas)
  • Donation Programs: Shelters, Toys for Tots, Coats for Kids, Food for Families
  • Scheduling Patients over the Holidays. (Plan ahead so they keep up with their care.)

DECEMBER

  • GNO (Girls Night Out/ Shop Before You Drop)
  • Gift coupons
  • Saturday with Santa
  • Poinsettias (with gift coupons)
  • Planning, training – sharpen the saw.
  • Do scheduling for new year: “Flexibility Screenings” with gyms,  lunch and Learns with businesses
  • Gifts for Allies  and those who referred: Box of nuts, organic flowers, cups, pens, caps, t-shirts. Cards.

JANUARY

  • Lending Library: Supersize Me, Fast Food Nation, King Corn, Sugar Blues, Food Inc. End of Overeating
  • Workshop on Nutrition and Fitness
  • Annual Reactivation Program
  • External Workshops, Screenings, and networking

FEB

  • Doctor’s With A Heart Donation Program
  • Have a Heart – Oklahaven Children’s Chiropractic Center – link
  • Valentine’s Gift Coupons

MARCH

  • Leprechaun Appreciation Day (Kid’s Day) link

Procedures: Recurring

Community Education: Talks or Awareness Weeks

  • Nov: Flu
  • Jan  Feb Food, Supplements/ Fast food Series —  With  a Dietitian and a trainer. February: Heart Heath- blood pressure
  • March: Headache Awareness Week

Communication Channels

  • Newsletter
  • Email Newsletters – NEW SERVICE FOR 2010 – We will do this for all clients on Standard Management Programs or higher.
  • Press Releases
  • Ads on other special newsletters: Chamber of Commerce, YMCA, Church Bulletins
  • Web site/Face Book – Fan /LinkedIn

Internal Recurring:

  • Morning case management meetings – (include a joke.)
  • Staff meetings
  • Patient Success Stories, Upbeat Atmosphere:  Take a “vibe check”:  too seriousness or pleasant can welcoming atmosphere. Where’s the party?
  • Spinal Care Class
  • Whiteboard
  • Brochures
  • Staff education
  • WOC (Whip out card)
  • Mission

Chiropractic Business Development: Go Before You Know

As a chiropractor, you always have to know before you go. However, successful business leadership sometimes needs to act first and figure it out later. It all depends on which role needs to be fulfilled.

There are times when you should leap before you look.

As a chiropractor, you have a number of different roles. And for each role, there is a certain but different mindset that is most effective.

Your first role is that of doctor. The mindset and motto for this role is: Know Before You Go.

Each time you start a new case, you do your diagnosis to find what the best treatment program should be. You want to know what to do before you go with the treatment program.  And, at each visit, you briefly reassess the patient’s condition before you go ahead with that day’s treatment.

In your role of senior manager, you have a similar mindset. You assess the business situation, make plans to improve it, and then execute the action steps. Again: Know Before You Go.

The opposite seems to be true with entrepreneurial doctors that have successfully built their businesses. The lesson seems to be that, as a business owner, you need to have the inclination to GO before you KNOW.

Why is this?  Because we are all faced with degrees of procrastination, of fear, of “paralysis by analysis.”  Given any opportunity, many of us can find reasons to wait, do more planning, get more information, talk to more people, and just think about it some more.

Pretty soon, other issues come up and our planning gets bumped to handle new issues. In time, we have a garage full of uncompleted or never started practice building projects.  An attitude of going for it, without waiting for all conditions to be perfect, gets us out there promoting our services, telling our story, and serving more people.

Too many of us get ready, then aim, get more ready, aim some more, and never fire. On the other extreme, the successful entrepreneur often just fires. This can result in wasted money and time, but it does get the office moving and this is what leadership is all about. Hence, the sequence of fire, ready, aim.

Many chiropractic practices and businesses do suffer because the entrepreneur has never adopted systems of good management that stabilize the business so that it can grow. Their growth is stunted because of poor organization. We see this all the time.  But, that is the role of managing.

We also see the opposite: wonderful, skilled doctors, well organized, and broke. Or nearly so.

Successful business owners and entrepreneurs have a bias for action. This especially applies to marketing activities, but can apply to anything that improves your business. Marketing is a very broad category and covers everything from the services you provide to the way you promote them.

For example,  you can always improve the brochures and letters you send to your patients and community. And you should improve them. But no matter the quality, you need to get them out and distributed, not lying around in stacks on the top self in the storage closet.

When was the last time you painted your office, gave a lecture, did a screening, wrote a letter to the editor, set up a referral relationship with an MD, dentist, or car repair shop? The color of the paint, the content of your lecture, the location of your screening, the grammar in your letter, or what you say to the MD or business owner is secondary to just doing it.

As a doctor your have to know before you go. In practice management, you have to develop strategies based upon set policies and procedures. But as the business owner and leader, sometimes you need to just get going, and figure it out later.

Starting firing!