PE GI Journal - October 2022

GI A publication dedicated to advancing GI practices and ASCs

The Reimbursement Crunch | pg. 6

How to Improve Your Financial Reporting | pg. 5 Navigating Supply Chain Disruptions | pg. 9 Patient Financial Pressures | pg. 10 OCTOBER 2022

Conversations | Discussions with the President |

Digging Into the

Numbers

David Young talks to PE GI Solutions Executive Vice President of Finance Tara Hamburger

GI Editorial Staff Suzette Sison Editor in Chief ssison@pegisolutions.com Kelly McCormick Digital/Managing Editor kmccormick@pegisolutions.com Contributing Writers: Lynn Hetzler, Jake Keator, Robert Kurtz and Rachael Samonski Publishing services are provided by GLC, part of SPM group, 9911 Woods Drive, Skokie, IL 60077, (847) 205–3000, glcdelivers.com.

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TH: Patients are impacted by all the rising costs, including gas prices, food, etc. There is a lot of price pressure everywhere, which might prevent a patient from scheduling an elective procedure. This is a very bad side effect of the cost pressures because David Young, President & CEO, this could delay lifesaving PE GI Solutions healthcare. With costs rising, it is important to shop around for healthcare options. Patients will find that ASCs have a much lower cost David Young (DY): How did the of service, so they are a better alternative to the hospital setting.

COVID-19 pandemic impact the

E GI Solutions President and CEO David Young sat down with Executive Vice President of Finance Tara Hamburger to discuss financial trends and issues facing GI practices and ambulatory surgery centers (ASCs) today. Below, they dig into a number of issues affecting the GI industry, such as the impact of COVID-19, inflation and more.

bottom line? Are physicians still feeling the financial ramifications of patients who delayed care?

Tara Hamburger (TH): Practices and centers are certainty still feeling the effects of the pandemic. One of the results of patients delaying care is a big backlog, which is a good thing, since there are so many people searching for care. At the same time, however, you only have so much time in the day to see patients. Locations dealt with staff taking vacations throughout the summer, for example, which can limit how many patients can be helped. It’s so critical that physicians can see patients at a strong volume, because the more patients you can see in a day, the better your bottom line is going to be.

DY: What about patients? How are they impacted?

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DY: How are issues such as supply chain delays and inflation impacting practices and ASCs? TH: Costs have certainly gone up for everyone across the board. You’re getting squeezed from your vendors because costs have risen, and they pass those raised prices on to purchasers. Compensation costs have also gone up due to the inflation we’re seeing right now, and that stretches all the way from current employees to hiring new ones. The result of these increases is squeezing on profitability and the bottom line, so you must do something to offset those factors. To do that you may need to improve your efficiency by seeing more patients per day or working longer hours. Of course, taking steps like working longer hours, for example, have their own costs associated since you need to pay employees more for the extra work.

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“The result of [cost] increases is squeezing on profitability and the bottom line, so you must do something to offset those factors.”

—Tara Hamburger

DY: Changes in reimbursements and payor rates are also playing a factor in practice or center profitability. How do those aspects affect the bottom line?

TH: That can be a huge factor when looking at a location from a financial perspective. Here at PE GI Solutions, we have a payor contracting department that is working to constantly negotiate the best rates for our partners. However, the only way to combat that in the expense department— the bottom line—is to increase productivity—the top line.

By working to showcase the need for higher productivity we can work to bring the level of profits back to where they should be.

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DY: It seems as if these high levels of inflation may continue. How can practices plan for the future?

TH: With the vendors passing on the increased rates there’s not too much we can do, but we can try to help. We want to help the owners and physicians understand the increase and where they need to be from a revenue perspective.

I think it all comes down to productivity because you can’t control the cost of inflation. This is where financial reporting becomes really important.

When we look at these reports, we can say, “Your costs are going to go up 2% next year, so let’s consider adding an extra procedure per day to combat that.” I feel it’s easier to see and explain these changes year-to-year by looking at the numbers on a piece of paper or on a screen versus just talking about it.

Everybody’s costs are going up, and that’s why it’s so important to break things down to a procedure or productivity

level. We will show owners or physicians how each procedure impacts their business. It can be a valuable tool and help drive the point home: The importance of considering seeing more patients in a day or working longer hours.

It may just seem like we need “X” revenue, but when you really look at the numbers, it may come out to only being a couple more procedures a day.

DY: How can patients become best prepared for the higher costs of care?

TH: Patients need to understand their health benefits coverage. They don’t want to be surprised at the visit by the cost (copay, deductible, etc.). If the patient responsible amount is not provided by the facility upfront, the patient should ask so they are aware.

Another tip would be to know when your health benefit coverage renews. All costs are increasing, including insurance premiums and costs for service, so it might be best to schedule a procedure before the renewal period to avoid cost increases and plan for procedures at the end of your renewal period once deductible limits are satisfied to save on costs.

Learn more about our influential leaders. Turn to page 4 of this issue to read about the backgrounds of Tara Hamburger and the rest of the PE GI Solutions Senior Leadership Team. For more great insight from our industry experts and to learn how PE GI Solutions can help your practice or ASC, visit pegisolutions.com.

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Noteworthy | News and events |

Get to know the members of the PE GI Solutions Senior Leadership Team With a wealth of experience between them, the PE GI Solutions Senior Leadership Team is united by their shared commitment to improving GI patient care and supporting physicians, care teams, and partners. Combining extensive knowledge in finance, business development, strategy, and management, the team brings together a diverse portfolio of skills to drive business success.

David Young joined PE GI Solutions in June of 2018 and serves as President & Chief Executive Officer. David shares responsibility for PE GI Solutions’ strategic direction and service development, with a primary responsibility of day-to-day management.

John Westby is the Vice President of Information Technology at PE GI Solutions.

He joined the organization in December of 2019 with a senior executive background in global information technology. John has over 30 years of demonstrated success in directing all functions within IT, from strategic planning to transformational change to large scale delivery and operations.

Ellen Coffee is the Vice President of Revenue Cycle Management at PE GI Solutions. She joined the company in December 2019 and has over 20 years of experience in healthcare revenue cycle and coding. Ellen’s team is responsible for ensuring successful reimbursement for services provided by PE GI Solutions’ partnered practices and centers. Her focus is on providing successful management of the revenue cycle to help PE GI Solutions’ partners improve profitability and reach their revenue targets to support growth of practices and ASCs and provide a better patient care experience.

Christina Morrison joined PE GI Solutions as Chief Financial Officer in April 2018. Prior to joining the company, Christina served as Senior Vice President of Finance at Aramark where she led Financial Planning & Analysis, Mergers & Acquisitions, Treasury, and Global Shared Services. She was also one of the leaders of Aramark’s 2013 IPO.

Tara Hamburger, CPA, is the Executive Vice President of Finance at PE GI Solutions.

She joined the company in April 2002 and has over 15 years of experience in finance and accounting. Tara oversees the entire financial management process and ensures that accounting procedures and reporting conform to Generally Accepted Accounting Principles. Tara provides leadership and coordination of financial reporting, tax compliance, and budget management functions for PE GI Solutions, as well as PE GI Solutions’ partnered practices and centers.

Tracy Belsan is Market President at PE GI Solutions. She has over 30 years of healthcare experience in hospital operations, ambulatory operations, and graduate medical education. Prior to her role with PE GI Solutions, Tracy served as Chief Operating Officer and Designated Institutional Officer for Dignity Health in the California market.

Sharon Hohlfeld is the Vice President of Payor Contracting at PE GI Solutions. She has been with the company since 2005 and has over 25 years of experience in healthcare. Sharon oversees the payor contracting department, which is responsible for obtaining network agreements between PE GI Solutions’ partnered practices and centers and the insurance companies.

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Meet Our Senior Leaders

Ann “Annie” Sariego, RN, BS, CASC, is Market President at PE GI Solutions, overseeing business and clinical operations for PE GI Solutions’ New York and New Jersey Centers. Annie joined PE in 2011 and has over 30 years of healthcare industry experience focused on the hospital and outpatient surgery center setting.

| Business strategy and the bottom line |

Strategies

Improving

Your Financial Reporting Practices must be up to date on all reporting measures to ensure compliant and efficient business management

F

inancial reporting is one of the biggest business management challenges for independent GI physician practices and ambulatory surgery centers (ASCs). This confusing and time consuming, yet essential, task can leave those unfamiliar with proper reporting processes at risk of reduced insight into practice or ASC financial trends, along with potential fines.

“Financial reporting is one way to really tell how the business is performing,” says PE GI Solutions Executive Vice President of Finance Tara Hamburger. “It’s the best way to gauge profitability and performance.”

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Why Worry About Proper Reporting?

Along with the legal obligation, financial reporting can be a valuable tool to better understand aspects of your practice or ASC, especially when considering creditworthiness and day-to-day decision making. Failing to meet set guidelines can lead to potential litigation from outside sources, such as the IRS, and lead to further complications for your business.

Netsuite.com lays out several ways poor financial reporting can open up your location to potential trouble, including fraud, inadequately trained staff, and poorly integrated financial systems, among others. Each of these aspects, whether intentional or otherwise, brings unnecessary risks upon yourself, your staff and your practice or ASC.

How to Improve One of the best ways to improve financial reporting is to have safeguards, such as a corporate partner like PE GI Solutions

to assist in the process. Our Tara Hamburger is Executive Vice PE Practice Solutions and President of PE Center Solutions platFinance at PE GI forms can assist in helping Solutions. She you better understand can be reached the financial health of your at thamburger@ pegisolutions.com. practice or center.

“One of the big ways we help our partners is through the financial reporting,” Hamburger says. “I’ve often seen practices and centers using cash statements prior to partnering with us, which is good.

However, the thing about cash statements is that it’s hard to understand productivity through these reports.

“When we assist partners, we will use an accrual basis.

By gauging things this way, we can really see how a location performed versus when the cash hits the bank later that month. When providing statements, we will share a cash statement and an accrual statement. This way, practice or center leadership can really understand where they were performing best or what changes can be made to improve.”

Financial reporting is a key aspect of any successful business. Understanding the numbers and creating plans for improvement can be difficult to comprehend but taking the time to learn can be a valuable tool for understanding the intricacies of running your practice or ASC.

To learn more about how PE GI Solutions can help your practice or ASC with financial reporting, visit pegisolutions.com.

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The Reimbursement Crunch I What the declining reimbursement trend could mean for your practice or ASC

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f you’re finding that your practice or ambulatory surgery center (ASC) is getting paid less by commercial insurers or spending much more time trying to collect what you’re contractually owed, you have plenty of company. GI practices and surgery centers nationwide are feeling a reimbursement crunch—and one that’s been building over the past several years. Whether that crunch is caused by reduced payment

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Strategies | Business strategy and the bottom line |

rates or increased expenses associated with collections, the impact is the same: a potentially weaker bottom line.

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What Is Contributing to These Trends?

ment and retention. It doesn’t help that some payors are making decisions leading to self-inflicted problems in these areas.

New hires aren’t getting the type of training they used to, which is leading to lengthy delays in getting issues resolved or issuing responses to rate proposals.

Getting in touch with a live person at a commercial payor these days is a challenge all its own, Coffee says. “We are finding that we often need to wait on the phone for multiple hours to try and get a single or a few claims paid, depending on how many we are allowed to ask about on any given call.

Where before we might have waited half an hour to speak with someone, it’s not unusual for us to experience wait times of two hours or more. While our staff can do other work as they wait, it’s still a struggle and a frustrating experience, and one that gets magnified as your number of claims grow.”

A host of factors are responsible for the declining reimbursement trends, says Sharon Hohlfeld, Vice President of Payor Contracting, and Ellen Coffee, Vice President of Revenue Cycle Management (RCM), for PE GI Solutions. Much of it boils down to the fact that most commercial payors are forprofit organizations that often use various tactics to increase or at least preserve their profitability.

As of late, there are a few significant developments spurring commercial payors to step up their efforts to protect their own bottom line, often at the expense of their contracted providers, Hohlfeld says. One trend concerns a growing number of employer groups Payor Considerations moving to self-funded arrangements in an effort to spend less on claims Payors are also creating more issues than what they were spending on prefor GI providers that need follow-up, miums across their employee group. such as increasing the number of “For the most part, the strategy claims denials. Contributing factors works out for these groups, which is here include requiring authorizations why we continue to see this sector and medical records where they were grow,” Hohlfeld says. “But this causes not mandated before. a trickle-down effect. Insurance com“They are making policies stating panies are losing those premiums, so that if they perform a certain prothey are focused on ways to maintain “[Commercial payors] would cedure code, they now require prior the revenue generated from the preauthorization or copies of medical previously pay a claim in 15 days, records,” Coffee says. “That’s extra miums that still exist. The best way to do so is slash reimbursement rates it might now be 20 or 30 days. work that must be done; more to providers or make it incredibly touches to a claim to get it paid. If you frustrating and difficult for providers The delays could be caused by … don’t include those documents, now to get paid because of the hoops you’re getting denials that cause a lot any number of reasons. The result more work on the back end and often needed to jump through pre- and is the same: slower payments.” require multiple appeals.” post-claim submission.”

Another development is the Unfortunately, payors don’t always — Ellen Coffee recently revised colorectal canmake it easy for providers to learn about policy updates. While payors cer screening recommendation typically send out newsletters highlighting policy changes, that those at average risk should start screening at age 45 instead of the traditional 50. The good news here is that the these publications do not always cover every change, Hohlfeld says. The information on all changes is typically published federal government and commercial insurers are following to payors’ websites, but navigating those aren’t easy either. the recommendation and covering screening at 45, increas“If you miss a policy update that affects one of your codes, ing access to this potentially lifesaving service to millions of you can start seeing a surge in denials,” Coffee says. “That’s additional people. how providers often learn of policy changes.”

“From a business perspective, that’s good news for GI Finally, Coffee says she’s seeing commercial payors physicians since they are in the business of providing screenincreasingly leverage a simple tactic that’s keeping cash out ings and preventing colon cancer,” Hohlfeld says. “But this expansion of coverage is costing the insurance industry more of providers’ accounts for longer: delaying payments. “Whereas they would previously pay a claim in 15 days, it might now money, so they’re trying to make it a little more difficult for be 20 or 30 days. The delays could be caused by staffing us to get paid.” issue, claims volume, new systems—any number of reasons.

A third noteworthy development concerns staffing. Like The result is the same: slower payments.” most industries, insurance is struggling with staff recruit-

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Strategies | Business strategy and the bottom line | As payments come in, Coffee says it’s imperative that facilities perform continuous analysis to confirm those payments If GI practices and ASCs hope to grow or at least maintain are equivalent to what’s stated in payor contracts. “When we their bottom line, this is no time for inactivity. One of the identify trends indicating we are not being paid as we should most important steps providers should take is renegotiatbe, we work closely with those on the payor contracting side ing their commercial payor contracts at regular intervals, to go back to the payor and get the money we deserve.”

Hohlfeld advises. “That’s probably one of the biggest things Such collaboration between those tasked with contracting that PE GI Solutions does routinely for our partners on and RCM is essential to success. “We work together to identify the practice and ASC side. We gather information on the those policy pieces that change a facility’s operationalization,” facility, the physicians who provide services there, and the Hohlfeld says. “For example, if someone on my team reads that area demographics as well as cost and historical quality and authorization will soon be required for an EGD for a particular performance data. We then put that into a nice package to group of patients, we alert those on the RCM side immediately present to payors and explain why they should continue to as well as the physicians and center administrators.” want our facility to be part of their network and reimburse The RCM team has additional ways it supports the conthe facility more.” tracting team. “While much of my team’s time is spent on The expectation is that these efforts will lead to higher the key steps RCM is supposed to do, like reviewing denials reimbursement—one that’s reaand submitting appeals, we also sonable for the facility and payor, allocate time to bigger picture Hohlfeld says. “Does that mean trends that go beyond claimwe’re going get an 8% increase by-claim reviews,” Coffee says. on a contract because of infla“We slice and dice our data to tion? Probably not, because identify trends by payor, by an 8% increase from a payor is provider, and sometimes by generally not something they’re particular plan that point to paygoing to be on board with. But ment issues. We then give this we have received 5% and 6%. information to contracting so We are looking for incremental they can work to resolve these increases so that we continue issues directly with payors.” to cover the costs of doing It certainly helps that PE business and not lose money.

“We will involve our physicians to speak GI Solutions has large teams Timely touches for renewal rate dedicated to supporting conabout clinical issues with a payor’s increases, and then automatic tracting and RCM for its partner rate increases over a three- or practices and ASCs. “If you’re medical director … getting a physician five-year term, really help a facila single practice or ASC, you involved in negotiations can help move likely have people multitasking ity maintain its revenue.”

Putting all the information and handling a combination of them forward.” — Sharon Hohlfeld together that’s often needed coding, billing, collections, denifor successful renegotiation is time consuming, Hohlfeld says, als, and other work,” Hohlfeld says. “We have staff devoted but it usually pays off. If a payor indicates it’s still not interto these tasks and who have the time to gather data, sit on ested in a rate change, she recommends bringing in help. “We the phone for hours and Sharon Hohlfeld will involve our physicians to speak about clinical issues with do whatever is necessary is Vice President of a payor’s medical director. While this usually isn’t necessary, for our partners to get paid.

Payor Contracting getting a physician involved in negotiations can help move While it’s not our money, we for PE GI Solutions.

She can be reached them forward.” go after it like it’s coming out at shohlfeld@ Securing fair contracts is the beginning of the work that’s of our individual pockets.” pegisolutions.com. needed for practices and centers to achieve financial solShe continues, “Our vency. Facilities must also work to ensure they are getting company was built on the Ellen Coffee is Vice President of reimbursed consistently and appropriately. “We have staff notion that, ‘You take care Revenue Cycle devoted to getting claims paid, no matter the cost,” Coffee of patients, we’ll take care Management says. “This is incredibly important to our staff because they of everything else.’ That’s (RCM) for PE GI understand the work they do supports the mission of the really the differentiator Solutions. She physicians. Getting paid is how physicians can continue I think PE GI Solutions can be reached at ecoffee@pegisolutions.com. caring for patients.” brings to its partners.”

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Countering Payment Pressures

| Clinical updates |

Navigating Supply Chain

Disruptions

Combating supply shortages and delays to run a healthy practice

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O

ne of the keys to running a successful practice or ambulatory surgery center (ASC) is having the equipment needed to provide essential care to patients. However, supply chain disruptions stemming from the COVID-19 pandemic and international affairs are leaving many locations struggling to procure necessary items.

Physicians have become all too familiar with the concept of shortages and delays. Backlogs formed during the height of the pandemic left many scavenging for personal protective equipment (PPE) and essentials. In today’s world, one where the fears of COVID-19 have somewhat waned in the eyes of the American public, physicians are now facing shortages of a broader range of equipment, leading many to adjust how they operate and deliver care.

Insights

“The list of scarce items is long,” a May 2022 Forbes article explains. “It includes latex and vinyl examination gloves, surgical gowns, laboratory reagents, specimen-collection testing supplies, saline-flush syringes, and dialysis-related products, according to the U.S. Food and Drug Administration.”

According to Abe Eshkenazi, CEO of the Association for Supply Chain Management, items often-used to treat patients previously had fill rates between 96% and 98%.

Today, those rates have plummeted to around 80%.

“It used to be that hospitals would deal with 50 to 100 back-ordered items per day,” he told Forbes. “There are many institutions that now are dealing with 800 to 1,000 back orders per day.”

So how can practices and ASCs work to reduce the pressure of backlogged orders and supply constraints? According to a July article from Becker’s, one solution may be to move to a clinically-integrated supply chain formula.

Clinically integrating your supply chain is not a one-step process. Rather, it involves a cultural change throughout your practice or ASC. Benefits of this switch include reduced waste, lower costs, higher patient satisfaction, and a more informed staff.

How to Clinically Integrate Your Supply Chain The cultural change begins with practice or center leadership.

Leaders should evaluate the costs of items used in their location and consult with supply chain professionals to identify relevant alternatives that remain clinically acceptable yet cost efficient.

As the items are identified, practice or center staff should be notified of potential changes, and taught the costs of their supplies and how each change can help save money while continuing to provide high-quality care. Finally, data should be continually reviewed to adjust contracts, monitor compliance, and find new cost-saving alternatives.

Keep Staff Informed One of the best ways to limit errors due to shortages is to ensure that each member of your staff is informed on how to prepare should a shortage of a valuable item arise. Preparation for shortages will help reduce stress levels within your location and maintain high standards of care. An open line of communication between staff and leadership, while always a valuable asset, can also help avoid bottlenecks while providing care and maintaining efficiency.

Supply chain delays will continue to play a role in the healthcare industry for years to come and understanding how to navigate stockpiles and alternatives during this time can help keep your location running smoothly.

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Insights | Patient concerns |

Patient Financial Pressures: A Mounting

Challenge

T

he COVID-19 pandemic has forever changed the way physicians and patients approach healthcare. These changes have impacted the costs and reimbursements presented, including the expectation surrounding patient payment obligations.

According to a study by Commerce Healthcare, 27% of patients over the age of 65 have $500 or less saved to cover medical expenses.

“For many years, the trend in patient expense obligation has marched steadily upward,” the study explains. “Growth

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of personal outlays is projected to rise 9.9% annually through 2026. Moreover, 10% of adults under 65 were uninsured in the first half of 2021.”

This increased financial burden on patients has led to significant complications surrounding payment processes, especially on the uninsured.

Commonwealth Fund’s study found that one-third of patients, both insured and uninsured, battled some form of medial debt, while another study reported that nearly 18% carry medical debt after receiving care, with the average

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Patients are feeling the strain of rising medical costs, though increased transparency may be the solution

84

%

patient owing a mean Only 16% of patients total of $429. canceled their appointThe study also found ments after receiving that 50% of uninsured estimates, while another participating patients 16% went in search had experienced some of lower prices, but form of billing or payultimately returned for 84% of patients who received cost estimates for procedures—an ment difficulty; 40% care. Lastly, only 5% overwhelming majority—did not cancel their appointments. of uninsured particiof participating patients pants reported they had shopped around for trouble paying medical bills or could not do so in any form; lower costs and booked care at another location. and 24% of insured participants also reported having trouble As physicians continue to find ways to meet the demands with paying their bills. of their patients, simple changes, such as upfront estimates, PE GI Solutions Vice President of Revenue Cycle Manage- are proving to be invaluable in not only getting new patients ment Ellen Coffee explained the reasoning behind the shift. through the door but building the loyalty to make them “There’s been this cost shift to the patient through higher repeat visitors. deductibles and higher co-insurance rates, so patients are “These expanded financing steps can go beyond improved taking on a larger liability for the care they are receiving,” satisfaction to building patient loyalty,” Commerce Healthcare’s Coffee says. “It has become extremely important for providarticle states. “That effort is critical to long-term provider health ers to put research into the care they are providing to be able and is much needed in an environment in which 36% of conto provide an accurate cost estimate to each patient.” sumers register indifference to health system brands.”

The National Conference of State Legislatures (NCSL) hopes improving transparency between physicians and Physicians Feeling the Struggle patients can help implement cost saving measures that benefit both parties, and the healthcare system.

The result of this increased responsibility on patients is also Some states, such as Kentucky, Connecticut, Florida, Maine, felt by the physicians who provide their care. Patients who and others, offer simple-to-use price comparison tools for struggle or cannot afford to pay medical debt can cause lost patients, in the hopes of speeding up the process and assisting profits for physicians, leading to tighter bottom lines. them in completing care previously delayed by the pandemic.

Those who see others struggling to pay for care may opt to delay or refuse treatment altogether. A mid-2021 affordability Other states, such as New Hampshire and Utah, offer Rightsurvey spoke with patients of varying generations, including To-Shop programs through employers, incentivizing patients Baby Boomers (age 57–74), Gen X (age 42–56), and millennials to find high-quality care at a lower cost with successful results. (age 25–41). Results of the survey showed Gen X participants “Through Right-to-Shop programs, insurers typically share were the most likely to delay treatment or medication (37%), a portion of their cost savings with health plan enrollees to skip an appointment (29%), or decline treatment (25%). offset any pre-deductible or out-of-pocket expenses,” notes To avoid lost profits, healthcare providers may choose to the NCSL. “Proponents of Right-to-Shop programs argue offer more financing to patients to incentivize receiving care that financial incentive programs prompt healthcare consumand meet a growing demand for upfront cost estimates. ers to utilize public price information and seek cost-effective care. However, some argue that Right-to-Shop programs are not necessarily effective, since patients often defer to phyEstimates and Patient Volume sician referrals and recommendations when seeking health Increasingly, physicians are seeing a trend of upfront cost services rather than shop for services.” estimate requests from patients in higher and higher numbers While there is no one correct solution to the issue, movto help avoid overwhelming medical bills. A recent survey ing toward increased transparency looks to be a viable way showed that nearly half of all patients (46%) requested a cost to improve results for patients while reducing lost revenue estimate from their provider prior to receiving care. for physician providers.

Results showed that once patients were Ellen Coffee is Vice President of able to see their potential incurred costs, Revenue Cycle many felt more comfortable continuing Management For more guidance and strategies with their procedure or visit. 63% of those (RCM) for PE GI for taking advantage of healthcare surveyed received care after looking over Solutions. She trends affecting the GI industry, visit their cost, a promising sign for providers who can be reached at ecoffee@pegisolutions.com. worry that estimates may deter patients. our blog at pegijournal.com.

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