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Physical Therapy Software | New Network Members in July 2014

Physical Therapy Software_new-network-membersFive new members across four practices joined bestPT in July 2014. Congratulations! Each member benefits from and contributes to the size of bestPT’s billing network as we use the shared knowledge in the battle against the payers. We call this the ‘Billing Network Effect.”

This proverbial strength in numbers helps you build your dream practice using our physical therapy practice management software, billing, and profitability coaching services.

Let’s welcome bestPT’s newest members:

  1. Anthony Tran of Big Sky Pediatric Therapy, PLLC, Austin, TX.
  2. Betsy Pyle and Stacey Rosensteel of Big Sky Pediatric Therapy North Star LLC, Round Rock, TX.
  3. Nicole Graziano of Jason A. Campopiano, Pt, PLLC, Glens Falls, NY.
  4. Susan Shippey of Heyer Physical Therapy, Homer, NY.

Practice Management Metrics for Physical Therapy

EAblog3-bestPTCool and Calculated

How can Shannon make the numbers add up for her practice?

Shannon strode into the office with a confident smile.

“Oh, no,” came the greeting from Tana. The trainer was standing with Theresa, the office manager, and it looked as though they had been deep in conversation.

Shannon’s smile was a bit less confident, but she walked up and joined the other two women. “Are you saying “˜Oh, no’ just because I walked in?” Shannon’s tone was teasing, and Tana responded in the same way.

“It’s that look on your face. We always know when you’ve been talking with your husband and getting some big idea.”
Theresa joined in, “Or maybe it’s just you getting a bright idea on your own.”

“I have the beginnings of an idea,” Shannon agreed. “I think maybe we can make better use of all the information we gather.”

Tana snorted. “We sure do gather plenty of information!”

“It’s important,” said Theresa, “and I’m not sure we really do make best use of it. What’s your idea?”

“I think we have too much information, in some ways,” Shannon said. “We need to know all about our clients, and our software captures some great data for our practice, but we mostly just let it all pile up in case we ever need it. If we figure out how to use it better, we’ll be able to make better decisions.”

“Here’s how I think about decisions,” said Tana. “I don’t like to decide because it’s like homicide or suicide — it kills off all the other possibilities. You never know what opportunities might come up, and if you’ve decided already, you’re closed off to the new options.” Tana flicked her long hair and headed off to the weight training area.

Shannon and Theresa watched her go.

“Hmm,” Shannon said at length.

“She has a point, actually,” Theresa said. “How often do we go back and forth on whether or not to offer some service? We look at the data and think we won’t do it, and then someone asks for it and we think we will, and then someone asks for something else and we think we’ll do that instead”¦”

Shannon pursed her lips, remembering quite a few conversations like that. “I guess you’re right, but someone has to make those decisions — usually me. And I don’t have time to analyze all the data, so I guess I do fly by the seat of my pants a lot.”

“And if you feel like you’re flying by the seat of your pants, it’s no wonder it’s hard to make firm decisions.”

Shannon nodded. “Paralysis by analysis.”

“So we’re back where we started. You have an idea for how to winnow through the mass of facts and make better use of what we have.”

“I do. I think we need to identify the KPIs, and I have a list,” Shannon pulled her list from her pocket and handed it to Theresa, “and then we should figure out how to get the information that connects with these KPIs in a form where we can see it easily.”

“Like charts that magically update themselves.”

“Why not? It’s the 21st century and we have the information in computers,” Shannon pointed out. “We just need to find someone who knows how to make tables that update themselves.”

Theresa frowned at the list. “I think you’re right on the KPIs. If we actually knew these things, we probably could make confident decisions — without feeling like we’re killing anything off.”

“If we know we’re making the right decisions, we won’t always be second-guessing ourselves and yearning after the options we’ve given up.”

Theresa nodded. “I’m impressed. Now we just need to find a good way to monitor that information.

“Without having to spend all day at it,” said Shannon, noticing the time. “Speaking of which, I have a patient to see. I’ll get back with you later.”

How can Shannon make the numbers add up for her practice?

Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.

Range of motion, what range of motion?!

How would you check the Statue of Liberty for range of motion?

motion

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This week marks the debut of “It’s a Stretch,” our weekly physical therapy cartoon. Do let us know what you think in the Comments section, and then feel free to share each panel with friends, colleagues and co-workers.

Physical Therapy Practice Management | Getting Patient Referrals

Messiano-blog2Getting Patient Referrals “It’s all Who You Know and How Well You Know Them.”

By Steve Messineo, DPT, Owner, YourBizSuccessCoach.com

Physical Therapy and other health care clinic owners are always looking for ways to get more patient referrals from the variety of referral sources out there. In this article, I am going to specifically talk about getting referrals from MD’s.

Getting physicians to consistently refer to your practice, especially if they do not know you very well, is a HUGE challenge for any clinician who is unskilled in the ways of sales and marketing (which means the majority of people in our profession, likely including you – just saying.)

Now, if you are skilled in sales and marketing in addition to being a healthcare professional, then you have a BIG advantage over your competition and you probably have no problems getting MD’s to send patients your way.

But if you are not, then read on as I am going to tell you how you can do so with a little consistency and persistence. What you need to do is get to know your potential source REALLY well.

Now you may be thinking “How am I going to do that? The MD’s I am trying to connect with are never available for me to do so.” That may be true, so you have to find another way to get to know them.

There are several different ways you can do so. I will not be able to cover them all here, but I will give you a few examples.

The first is to create a survey of 8-10 questions where you ask the doctor HOW YOU AS A PRACTITIONER CAN HELP TO MAKE THEIR LIFE EASIER with respect to treating patients. Then ask some additional questions about them like “What do you like about being a physician?” or “what is your favorite hobby or activity outside of work?’

Show them you have a personal interest in them and in helping them and you should see a couple of good responses to those surveys. Then follow-up with a thank you and a mention about something they shared with you.

Another way is to get to know their “gatekeepers” when you visit their offices. I mean REALLY GET TO KNOW THEM and show that you believe they have a very important role. Make them feel good about your visit. It doesn’t take much effort.

As you develop a relationship with these gatekeepers over time, you will find they are much more willing to help you to get to know the doctor as well. For example, you may ask them to let you know when the doctor’s birthday is and what kind of coffee he likes.

Then you send the doctor a birthday card along with a Starbucks or Dunkin Donuts gift card. Imagine his/her surprise receiving a card from you out of the blue on his/her birthday.

He/she is going to suspect someone in his/her office told you when his/her birthday was and when he/she goes to find out who, that person is going to tell the doctor what a great person you are. This could go a long way to helping you establish more of a relationship with that MD.

My point of all this is, as with any business, success comes to those who truly get to know their customers well and who make the greatest effort to take care of their customers. Doctors in a way are your customers. Treat them like you treat your patients and you’ll have more referrals than you can deal with.

If you want to learn more about effectively connecting with physicians, then register for my upcoming webinar on August 20th called “Outside of the Box Marketing Strategies to Get More Referrals from MD’s.” I’ll show you how to set up an effective marketing campaign to MDs that will drive in more patients for your clinic.

Who do you know to help you attract more referrals from physicians?

Physical Therapy Practice Management Decision Making

EAblog2-bestPTKPIs That Drive Results

Can Shannon identify the metrics that should be driving decisions in her practice?

It was one of Shannon’s favorite times of the day: the kids were tucked into bed, the house was quiet, and she could just relax with her husband. Mike was focused intently on a small adjustment he was making to their son’s toy car and his capable hands in the pool of lamplight made her feel that all was well with the world.

“Can we talk more about what you were saying at dinner, honey?” she asked.

“Sure. What gem of wisdom are you thinking about?”

“About tracking data. We keep track of a lot of information, but I always feel as though I can tell more about how things are in the business by how things feel around the building than by those numbers.”

“I see what you’re saying,” Mike said, his attention still on a tiny wheel, “but I think those numbers have value. Think about an extreme case: What if you were actually losing money on one group of patients because they missed so many appointments? They might be a group you don’t even really think of as a group, like people who live out in the country or pregnant women. It could be a long time before you realized that was a problem, if you aren’t on top of the numbers.”

“Yeah, but we honestly do collect so much information that I bet we’d notice that on our own before we got around to wading through the information to find it.”

“That’s why I think it makes sense to focus on the most important metrics — the KPIs.”

“Remind me what that stands for.” Shannon reached out for the car, now fully repaired.

“Key performance indicators. Those are just the numbers that make the most difference in your decision making. Maybe no-shows would be one of them.”

“It probably would be. That’s certainly one of the things that costs us money. And money, or at least revenue, is another of them.”

“What else?”

“How long it takes us to get paid and which payers are slow or tend to not pay — those are more things that I guess we just pay attention to in the back of our minds.”

Mike shook his head. “I always feel like my mind is less cluttered if I don’t have a lot of stuff in the back of my mind. You could keep a spreadsheet or something with those KPIs on it, and be able to check them any time.”

Shannon was still listing KPIs. “NFAs,” she added. “That’s “˜no future appointments’ — people who leave without booking their next appointment. And obviously the ones who don’t pay”¦ accounts receivable that are over 120 days. Those are all things about income”¦ And I guess when we have backlogged claims that increases costs because of the time required to deal with them, so that should be on the cost side.”

“So you’ve got a manageable number of KPIs for income and expenses.”

“You’re saying they’re manageable, and I guess that it is a more manageable list than the one I started out with,” Shannon conceded, “but I can’t see myself having the time to look through them all every day.”

“How about every week?” Mike suggested. “Or maybe there’s some way to automate it. Like maybe there’s a way your accounting software can pull a report for you. Mine can.”

“Okay, that’s given me food for thought,” said Shannon. “Thanks for talking it through with me. Now let’s quit thinking about work.”

Shannon and Mike both laughed. With two business owners in the house, there weren’t many times when they weren’t thinking about work. Maybe this could be one of those times, though.

Can Shannon identify the metrics that should be driving decisions in her practice?

Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.

Physical Therapy Practice Management | Outside The Box Strategies

Physical Therapist working wit ha patient.Get What You Want for Your Clinic – Here’s How…

By Steve Messineo, DPT, Owner, YourBizSuccessCoach.com

In the last two weeks I have had two Physical Therapy clinic owners who are new clients tell me that they want a different type of patient population than the type they are getting.

In both cases, they get a lot of Medicaid patient referrals. This is bad for 2 reasons: 1) Medicaid reimbursement is terrible, and 2) Medicaid patients are terrible about keeping their appointments.

Both clinic owners want more private insurance patients to come in. So when I asked them if they are marketing to doctors or companies who can refer more private insurance patients, they both said “No”.

In fact, both clinic owners weren’t doing any marketing whatsoever! Ummm – f you really want something, then you need to let people know what you are looking for AND how it will benefit them when you get it.

That is the whole idea of marketing. Yet many clinic owners, like my two clients, will tell me the marketing they have done doesn’t work so well OR they don’t have enough time to do marketing.

Yeah – So what they are really saying is they have never tested and tweaked their marketing enough to make it successful. Or they are saying “I don’t have enough time to let people know what I want and put more money in my pocket”.

Now, I am kidding here a bit. The fact is, physical therapists are not taught marketing strategies when they are in school getting their degrees. Most clinic owners have to figure it out for themselves once they open a practice.

Like treating a patient, there is a science and strategy behind a good marketing campaign. It is not something you learn overnight. Like your treatment skills, it takes practice to become good at it.

Unfortunately, most clinic owners don’t take the time to do so because it is easier to find other things to do that they are more comfortable with. Let me ask you, were you always comfortable when you were in PT school?

Probably not. If you don’t have a good marketing plan for your clinic and have not acquired the skills needed to be a good at marketing your practice, then it is time for you to get out of your comfort zone again and learn marketing.

It will make a huge difference in the type of patients you get into your clinic(s) and will most definitely increase your bottom line if you make the effort to do so.

What are some out of the box strategies you use for attracting more referrals from physicians?

Physical Therapy Practice Management Metrics

EAblog1-bestPTNumber Soup

How can Shannon really use the data she has available in her practice?

“Things have been going really well at work,” Shannon started, ladling soup into bowls at the family dinner table.

Mike added salad to the kids’ plates. “That’s good news! Profits are up, good growth this quarter, things like that?”

“I guess I was thinking more about the staff being happy and busy.”

“That’s good, too,” said Mike.

“We keep track of those other things too, of course. Income, expenses, how many patient referrals we get, how many referrals per doctor, how many payers and what percent of revenue each one represents, how many appointments per day and how many appointment we could have, how many people open the emails we send–”

The kids were giggling, and Shannon smiled, too. “I can’t even list all the things we keep track of.”

“How can you keep track of all that?” Mike asked.

“I don’t keep it all in my head,” Shannon responded, buttering a piece of bread, “but I could look it up any time.”

“So which metrics do you really use?” Mike asked. “What lets you know if you’re on track?”

“The bank balance, of course,” said Shannon. “That’s what really matters, right? I don’t have time to keep track of all that other stuff every day.”

“Yeah, but your bank balance is a trailing indicator, not a leading indicator,” Mike said. “By the time you see a problem there, you — well, you have a problem.”

“I guess all the data is there if I ever need it, but mostly I’m comfortable with what I can learn by looking and listening. My business is all about people.”

“Do you really want the kids to hear you disparaging math like that?” Mike teased. “Seriously, I know what you mean. You’re busy all the time — we have two businesses and three kids, so how could we be anything but busy? But somewhere in all those numbers there’s some information that will really make a difference for you. For me, it’s dinner reservations and how many times we can turn the tables.”

“I’m not against math. I’ve gotten a lot out of that data when I’ve had time to get into it. I just know my limits. How about some more soup?”

“No, thanks. I know my limits, too.”

The kids were giggling again. Mike and Shannon shared a smile.

Shannon wondered, though — was she missing out on something by ignoring all those numbers, or was she just being realistic?

How can Shannon really use the data she has available in her practice?

Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.

Is Your Practice Ready for a Medicare Audit? – Part 6

medicare-auditIn this sixth in our series of Blogs asking the question “Is your practice ready for a Medicare audit?” we explore specific coverage guidelines and documentation requirements for some of the most common Modalities, Exercises and Activities therapists use in treating their patients. CMS is quite explicit in defining what the clinician is required to document the medical record to establish the medical necessity of what was provided.  These are fully defined in LCD L26884.

Practicality will guide where in the patient record the therapist should document the required information.  Certain elements will be noted in the Plan of Care and updated in the 10 Session Progress Note.  Visit specific information and data on should be recorded in the daily SOAP note or Flow Sheet.

MODALITIES

CPT 97035 – Ultrasound (to one or more areas)

Covered ultrasound may be pulsed or continuous width, and should be used in conjunction with therapeutic procedures, not as an isolated treatment.  Specific indications for the use of ultrasound application include but are not limited to:

  • limited joint motion that requires an increase in extensibility;
  • symptomatic soft tissue calcification;
  • neuromas.

Supportive Documentation Requirements

  • Area(s) being treated
  • Frequency and intensity of ultrasound
  • Objective clinical findings such as measurements of range of motion and functional limitations to support the need for ultrasound *
  • Subjective findings to include pain ratings, pain location, effect on function*

If no objective and/or subjective improvement are noted after 6 treatments, a change in treatment plan (alternative strategies) should be implemented or documentation should support the need for continued use of ultrasound.

Documentation must clearly support the need for ultrasound more than 12 visits.

*Required at least every 10 visits

CPT G0283 – Electrical stimulation (unattended), to one or more areas for indication(s) other than wound care, as part of a therapy plan of care.

Most non-wound care electrical stimulation treatment provided in therapy should be billed as G0283.  It is classified as a “supervised” modality, even though it is labeled as “unattended.”  A supervised modality does not require direct (one-on-one) patient contact by the provider after skilled application by the qualified professional/auxiliary personnel.

Most electrical stimulation conducted via the application of electrodes is considered unattended electrical stimulation. Examples include Interferential Current (IFC), Transcutaneous Electrical Nerve Stimulation (TENS), cyclical muscle stimulation (Russian stimulation).   Electrical Stimulation should be utilized with appropriate therapeutic procedures to effect continued improvement.

When used for control of pain and swelling, there should be documented objective and/or subjective improvement in swelling and/or pain within 6 visits. If no improvement is noted, a change in treatment plan (alternative strategies) should be implemented or documentation should support the need for continued use of this modality.

Some patients can be trained in the use of a home TENS unit for pain control. Only 1-2 visits should be necessary to complete the training (which may be billed as 97032). Once training is completed, code G0283 should not be billed as a treatment modality in the clinic.

Supportive Documentation Requirements for G0283

  • Type of electrical stimulation used (e.g., TENS, IFC)
  • Area(s) being treated
  • If used for pain include pain rating, location of pain, effect of pain on function*

Documentation must clearly support the need for electrical stimulation more than 12 visits.

*Required at least every 10 visits

THERAPEUTIC PROCEDURES

The use of these procedures in attempting to reduce impairments and restore function is expected to result in improvement of the limitations/deficits in a reasonable and generally predictable period of time. These procedures require the therapist or qualified assistant to have direct (one-on-one) patient contact. The expected goals documented in the treatment plan, affected by the use of each of these procedures, will help define whether these procedures are reasonable and necessary.  Documentation must support the use of each procedure as it relates to a specific therapeutic goal as defined in the Plan of Care.

CPT 97110 – Therapeutic Exercises to develop strength and endurance, range of motion and flexibility (one or more areas, each 15 minutes).

Therapeutic exercises for the purpose of restoring strength, endurance, range of motion and flexibility where loss or restriction is a result of a specific disease or injury and has resulted in a functional limitation and require the unique skills of a therapist to evaluate the patient’s abilities, design the program, and instruct the patient or caregiver in safe completion of the special technique are generally covered.

Documentation should include not only measurable indicators such as functional loss of joint motion or muscle strength, but also information on the impact of these limitations on the patient’s life and how improvement in one or more of these measures leads to improved function.

Documentation of progress should show the condition is responsive to the therapy chosen and that the response is (or is expected to be) clinically meaningful. Metrics of progress that are functionally meaningful (or obviously related to clinical functional improvement) should be documented wherever possible. For example, long courses of therapy resulting in small changes in range of motion might not represent meaningful clinical progress benefiting the patient’s function.

Documentation should describe new exercises added, or changes made to the exercise program to help justify that the services are skilled.

Documentation must also show that exercises are being transitioned as clinically indicated to a Home Exercise Program. (HEP).  An HEP is an integral part of the therapy plan of care and should be modified as the patient progresses during the course of treatment.  It is appropriate to transition portions of the treatment to an HEP as the patient or caregiver master the techniques involved in the performance of the exercise.

Exercises that do not require, or no longer require, the skilled assessment and intervention of a qualified professional/auxiliary personnel and those done to promote overall fitness, flexibility, endurance (in absence of a complicated patient condition), aerobic conditioning, weight reduction, and maintenance exercises to maintain range of motion and/or strength are non-covered.  Lack of exercise equipment at home does not make continued treatment in the clinic skilled or reasonable and necessary.

For many patients a passive-only exercise program should not be used more than 2-4 visits to develop and train the patient or caregiver in performing PROM. Documentation would be necessary to support services beyond this level (such as PROM where these is an unhealed, unstable fracture, or new rotator cuff repair, requiring the skills of a therapist to ensure that the extremity is maintained in proper position and alignment during the PROM).

Supportive Documentation Requirements for 97110

  • Objective measurements of loss of strength and range of motion (with comparison to the uninvolved side) and effect on function*
  • Specific exercises performed, purpose of exercises as related to function, instructions given, and/or assistance needed to perform exercises to demonstrate that the skills of a therapist were required
  • When skilled cardiopulmonary monitoring is required, include documentation of pulse oximetry, heart rate, blood pressure, perceived exertion, etc.
  • If used for pain include pain rating, location of pain, effect of pain on function*

Documentation must clearly support the need for continued therapeutic exercise greater than 12-18 visits.

*Required at least every 10 visits

CPT 97112 – Neuromuscular Re-education of movement, balance, coordination, kinesthetic sense, posture, and/or proprioception for sitting and/or standing activities (one or more areas, each 15 minutes)

This procedure may be reasonable and necessary for restoring prior function which has been affected by:

  • loss of deep tendon reflexes and vibration sense accompanied by paresthesia, burning, or diffuse pain of the feet, lower legs, and/or fingers;
  • nerve palsy, such as peroneal nerve injury causing foot drop;
  • muscular weakness or flaccidity as result of a cerebral dysfunction, a nerve injury or disease or having had a spinal cord disease or trauma;
  • poor static or dynamic sitting/standing balance;
  • postural abnormalities;
  • loss of gross and fine motor coordination;
  • hypo/hypertonicity.

If an exercise/activity is taught to the patient and performed for the purpose of restoring functional balance, motor coordination, kinesthetic sense, posture, or proprioception for sitting or standing activities, CPT (97112) is the appropriate code.

When therapy is instituted because there is a history of falls or a falls screening has identified a significant fall risk, documentation should indicate:

  • specific fall dates and/or hospitalization(s) and reason for the fall(s), if known;
  • most recent prior functional level of mobility, including assistive device, level of assist, frequency of falls or “near-falls”;
  • cognitive status;
  • prior therapy intervention;
  • functional loss due to the recent change in condition;
  • balance assessments (preferably standardized), lower extremity ROM and muscle strength testing;
  • patient and caregiver training;
  • carry-over of therapy techniques to objectively document progress.

It may not be reasonable and necessary to extend visits for a patient with falls, or any patient receiving therapy services, if the purpose of the extended visits is to:

  • remind the patient to ask for assistance
  • offer close supervision of activities due to poor safety awareness;
  • remind a patient to slow down;
  • offer routine verbal cues for compensatory or adaptive techniques already taught;
  • remind a patient to use an assistive device;
  • train multiple caregivers; or
  • begin a maintenance program.

In these instances, once the appropriate cues have been determined by the qualified professional/auxiliary personnel, training of caregivers can be provided and the care should be turned over to supportive personnel or caregivers since repetitive cues and reminders do not require the skills of a therapist.

Supportive Documentation Requirements for 97112

  • Objective loss of ADLs, mobility, balance, coordination deficits, hypo- and hypertonicity, posture and effect on function*
  • Specific exercises/activities performed (including progression of the activity), purpose of the exercises as related to function, instruction given, and/or assistance needed, to support that the skills of a therapist were required

Documentation must clearly support the need for continued neuromuscular reeducation greater than 12-18 visits.

*Required at least every 10 visits

CPT 97140 – Manual Therapy Techniques one or more regions, each 15 minutes.

  • Manual traction may be considered reasonable and necessary for cervical dysfunctions such as cervical pain and cervical radiculopathy.
  • Joint Mobilization (peripheral and/or spinal) may be considered reasonable and necessary if restricted or painful joint motion is present and documented.  It may be reasonable and necessary as an adjunct to therapeutic exercises when loss of articular motion and flexibility impedes the therapeutic procedure.
  • Myofascial release/soft tissue mobilization, one or more regions, may be reasonable and necessary for treatment of restricted motion of soft tissues in involved extremities, neck, and trunk. Skilled manual techniques (active or passive) are applied to soft tissue to effect changes in the soft tissues, articular structures, neural or vascular systems.
  • Manipulation, which is a high-velocity, low-amplitude thrust technique or Grade V thrust technique, may be reasonable and necessary for treatment of painful spasm or restricted motion in the periphery, extremities or spinal regions.

When the patient and/or caregiver has been instructed in the performance of specific techniques, the performance of these same techniques should not be continued in the clinic setting and counted as minutes of skilled therapy.

CPT code 97124 (massage) is not covered on the same visit as this code.

Supportive Documentation Requirements  for 97140.

  • Area(s) being treated
  • Soft tissue or joint mobilization technique used
  • Objective and subjective measurements of areas treated (may include ROM, capsular end-feel, pain descriptions and ratings,) and effect on function.*

Documentation must clearly support the need for continued manual therapy treatment beyond 12-18 visits.

*Required at least every 10 visits

CPT 97530 – Therapeutic Activities, direct (one-on-one) patient contact (use of dynamic activities to improve functional performance), each 15 minutes.

Therapeutic activities are considered reasonable and necessary for patients needing a broad range of rehabilitative techniques that involve movement.  Movement activities can be for a specific body part or could involve the entire body.  This procedure involves the use of functional activities (e.g., bending, lifting, carrying, reaching, catching, pushing, pinching, grasping, transfers, bed mobility and overhead activities) to restore functional performance in a progressive manner.  The activities are usually directed at a loss or restriction of mobility, strength, balance, or coordination.

Therapeutic activities require the skills of the therapist to design the activities to address a specific functional need of the patient and to instruct the patient in their performance.  To be considered a covered service, these dynamic activities must be part of an active treatment plan and must be directed at a specific outcome.

In order for therapeutic activities to be covered, the following requirements must be met:

  • the patient has a documented condition for which therapeutic activities can reasonably be expected to restore or improve functioning;
  • there is a clear correlation between the type of therapeutic activity performed and the patient’s underlying medical condition;
  • the patient’s condition is such that he/she is unable to perform the therapeutic activities without the skilled intervention of the qualified professional/auxiliary personnel.

Documentation must clearly support the need for continued therapeutic activity treatment beyond 10-12 visits.

In our next Blog we will discuss the required elements of SOAP Notes.

Genco Healthcare helps practices achieve and maintain a culture of compliance.  We also assist Healthcare Attorneys in defending their clients who have been audited or subject to pre payment review.  Consequently, we have our finger on the pulse of precisely what Medicare’s expectations are when it comes to medical documentation.  Contact us by email David@Gencohealthcare.net or visit our website http://www.gencohealthcare.net/.

Physical Therapy Software | New Network Members in June 2014

Physical Therapy Software_new-network-membersTwelve new members across eight practices joined bestPT in June 2014. Congratulations! Each member benefits from and contributes to the size of bestPT’s billing network as we use the shared knowledge in the battle against the payers. We call this the “Billing Network Effect.â”

This proverbial strength in numbers helps you build your dream practice using our physical therapy practice management software, billing, and profitability coaching services.

Let’s welcome bestPT’s newest members:

  1. James Hughes of Axiom PT & OT Plus PLLC, Tuckahoe, NY.
  2. Jennifer Hendricks of Bassett Physical Therapy, Stanleytown, VA.
  3. Jamie Colley of Big Sky Pediatric Therapy, PLLC, Austin, TX.
  4. Mackenzie Smith of Big Sky Pediatric Therapy North Star LLC, Round Rock, TX.
  5. Karen Gage, PT of Competitive Edge Physical Therapy And Fitness, Eagle, CO.
  6. Katie Burch of Kid’s Creek, Inc. Suwanee, GA.
  7. Audrey Bowlds, Kim Grieshaber, Sarah Kersey and Sloane Salisbury all of On The Move Pediatrics Therapy, PLLC, Lexington, KY.
  8. Ralene Michel and Sarah Nielsen of Two Trees Physical Therapy & Wellness Inc., Ventura, CA.

New Feature – Client Invoice Lookup | Physical Therapy Software

For everyone who works on the finance side of our client practices, it can provide peace of mind to know where their money is going – and that the right amount is going to work for them.

With bestPT’s new Client Invoice Lookup feature, you can get a preview of your monthly invoice, so you can see what you’re going to be billed — before the charges are actually issued. Further, this feature allows you to look at your current invoice, or go back over invoices from any period of time since they’ve been on the system.

The Client Invoice Lookup gives you the power to examine individual line items on your invoices, for improved transparency. You know exactly what you’re being billed for, and how much, thereby allowing you to dispute charges you feel were made in error. By taking advantage of this new feature, and seeing exactly how our fees are being applied, you are better able to appreciate the full value of the services bestPT provides.