Missed Appointment Percentage (MA%) measures


how


many missed appointments you have in relation to office visits.          scheduled but not kept within the same day. If an appointment is rescheduled on another day, it is counted as a Missed appointment. The maximum acceptable MA% is 10%


• MA% Formula: Missed Appointments ÷ Office Visits


Services Write-offs Percentage (WO%) measures the percentage of services rendered that are uncollectible. Examples include billing above the maximum allowable amount on a visit. The maximum acceptable WO% is 35-40%. The WO% will be higher in practices that see a lot of managed care patients.


• WO% Formula: Write Off Services ÷ Total Services


Collections Percentage (CL%) measures the percentage of services rendered that are collectible. The minimum acceptable is average 60-65%. A cash-only practice will have a CL% above 90%.


• CL% Formula: Total Collections ÷ Total Billed Services


Collection Office Visits Average (COVA) measures the average collections generated from each office visit.


• COVA Formula: Total Collections ÷ Office Visits


Collection Case Average (CCA) measures the collections     patient volume.


• CCA Formula: Total Collections ÷ New Patients Weathering the Storms


With statistics you can measure how well your management initiatives are being achieved. You can see highs and lows, peaks, and valleys in the timeline of your practice. If you know a “low” is coming, you can plan for it…and won’t have to weather the storm. Your historical practice data can be used to project long term trends. For any given month, your percentages may  it indicates a practice system that needs attention, as it may have broken down.


Monthly CPT Analysis


Perform this important step on a monthly basis. This is vital to tracking the range of practice habits will


emerge that allow you to track your trends


services you provide. Trends and that you should be


aware of.


Commit to reviewing this data within 5 days after the beginning of the next month. The following examples are not meant to imply that each practice will be the same. They are general guidelines


against standard expectations. Ple x us September 20 2 5 25


CPT Analysis Procedure Print a report


from your practice management software that


captures the CPT codes billed and the number of each for the prior calendar month. Sometimes this report is called “CPT Analysis” or “Practice Analysis” or “CPT Statistics”.


Chiropractic Manipulative Therapy (CMT) Code Analysis


These estimates are based on CMS data for relative usage by chiropractors. If your numbers are not within range, consider where you may be out of balance. CMT usage between the three spinal codes should be approximately:


• 98940: 35% • 98941: 55% • 98942: 10%


Extra Spinal Manipulation Analysis


The total number of 98943 codes should be approximately 20-40% of the number of spinal CMT codes. Rationale: approximately 20-40% of patients in a given population will require care for extra spinal regions.


Evaluation & Management (E&M) Code Analysis


The number of new patient E&M (9921X) codes should be approximately twice the number of reevaluation (9920X codes). Rationale: following standard case management procedures, most patients receive at least two re-exams per episode of care.


Active vs. Passive Procedure Analysis


The total of active, therapeutic procedure codes 97530 + 97110 should be approximately twice the total of passive modality codes (muscle stim, ultrasound, etc.). Rationale: passive modalities will 


Perform Monthly Comparison Audits Make commitments about what areas you want


to improve on


each month from the CPT analysis. Review last month’s commitments as you review this month’s CPT analysis and see if you improved in the areas you hoped to. When stats are down-trending you must direct your problems. Find the procedures


that can be improved and


         doing what you are doing. Find out why things are working and strive to better them. It’s been said, “What’s gets measured, gets managed.” What gets measured also often improves! Use statistics and not feelings to manage your practice and measure your success and you’ll see your practice improve and grow.


focus at correcting the


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