In 2026, medical practices are operating in a more complex payer and regulatory environment than ever before. Tightened enrollment standards, expanded audits, new technology platforms, and the continued growth of value-based care models all point to one reality: credentialing accuracy directly impacts revenue stability.
Practices that treat credentialing as a routine back-office task are increasingly vulnerable to payment delays, network disruptions, and compliance exposure. Those that elevate credentialing to a strategic operational priority protect their revenue and position themselves for stability and growth.
Priority Alert: Maryland Medicaid Transition to MPRIME
On February 23, 2026, the Maryland Department of Health (MDH) Medicaid Administration issued a transmittal to all behavioral health providers regarding the upcoming transition of the Medicaid provider enrollment portal.
For practices participating in Maryland Medicaid, preparation for MPRIME should be treated as an immediate strategic priority. Delayed response or incomplete preparation could result in enrollment interruptions, claims delays, or participation gaps.
Credentialing Is Revenue Protection
Today’s payers rely heavily on data analytics, risk adjustment methodologies, and rigorous provider enrollment verification. Even minor discrepancies in credentialing records can trigger reimbursement interruptions or contract complications.
A proactive, structured credentialing process ensures:
Timely payer enrollment and revalidation
Accurate provider data across all contracted plans
Reduced reimbursement delays
Stronger audit readiness
Protection of network participation
With new systems like MPRIME on the horizon, credentialing accuracy becomes even more critical. Clean, organized provider data and documented processes reduce risk during regulatory or platform transitions.
Why MBa Is a Trusted Partner in Credentialing
Whether you are a small practice with limited administrative resources or a large, multi-site organization managing complex payer relationships, credentialing is a specialized discipline that demands professional oversight. It requires expertise, precision, and continuous monitoring of payer and regulatory updates far beyond what general administrative staff can realistically manage.
The MBa team collaborates closely with your internal staff and your outsourced billing partners to ensure provider data, enrollment timelines, and billing workflows stay fully aligned. This prevents the fragmentation that commonly leads to claim delays, denials, or avoidable revenue disruption.
Support does not have to mean full-time credentialing services. Many organizations simply need expert guidance, oversight, or help navigating a transition. Whether you require ongoing management or occasional advisory support, MBa strengthens your operations, protects your revenue, and delivers the specialized expertise your practice deserves.
Strengthen Your Foundation for 2026 and Beyond
Healthcare oversight will continue to intensify. Payer platforms will evolve. Value-based reimbursement programs will expand. Practices that build structured credentialing systems and monitor regulatory changes proactively will maintain steady revenue and avoid unnecessary operational disruption.
In 2026, credentialing is not just paperwork — it is protection.
And in a year of system transitions and heightened oversight, preparation is not optional — it is operational strategy.
To learn how your organization can strengthen credentialing processes, enhance operational education, and build long-term administrative resilience, contact The MBa Group for more information about our consulting solutions.
Healthcare growth today is less about expanding square footage or increasing headcount and more about building operational resilience. As experienced administrators retire and practices face increasing complexity, long-term success depends on leadership continuity, clear systems, and the ability to scale intelligently. This is why remote and hybrid practice management has emerged as a practical, forward-looking strategy for modern medical practices.
Rather than replacing internal leadership, remote practice management is designed to strengthen it. By partnering with an experienced management team, practices can support their existing practice managers with specialized expertise, strategic oversight, and proven infrastructure—without overwhelming internal staff.
A remote practice management model extends a practice’s administrative capabilities beyond the walls of the office. Instead of relying on a single on-site administrator to oversee every operational function, practices gain access to seasoned professionals who support financial management, compliance, credentialing, reporting, marketing strategy, and long-term planning. This hybrid approach preserves institutional knowledge while proactively addressing operational gaps that often arise during retirements, transitions, or periods of growth.
As senior administrators exit the workforce, many practices find themselves facing a leadership gap that cannot be filled quickly or sustainably. Remote practice management offers stability during these transitions by reinforcing internal teams with experienced partners who understand healthcare operations at scale. This shared-responsibility model reduces burnout, improves decision-making, and allows internal leaders to focus on strategic priorities rather than daily firefighting.
Financial performance also benefits from stronger structure and visibility. Hybrid management replaces fragmented processes with standardized systems, consistent reporting, and data-driven oversight. Practice owners and managers gain clearer insight into performance trends, growth opportunities, and potential risks—enabling proactive planning instead of reactive problem-solving. Operational costs become more predictable, and growth can be supported without repeatedly rebuilding internal infrastructure.
Most importantly, remote practice management creates the foundation for strategic growth. With day-to-day operations supported, leadership can focus on expanding service lines, improving efficiency, optimizing payer mix, and preparing for future mergers or acquisitions. Marketing initiatives become more effective, compliance risks are reduced, and long-term planning becomes actionable rather than aspirational.
At The Mba Group, remote practice management is approached as a partnership—not an outsourcing transaction. By working alongside internal leadership, The MBA Group provides operational expertise, strategic insight, and continuity practices need to remain stable while preparing for what’s next.
The future of healthcare operations is hybrid. The most successful practices will blend strong internal leadership with experienced remote support to create resilient, scalable organizations. Remote practice management is no longer a temporary solution, or a passing trend is a strategic response to administrator retirement, workforce challenges, operational complexity, and sustainable growth.
Just like any successful Olympic relay team, mentoring successful leaders requires dedication, collaboration, communication, and teamwork. The journey begins with establishing a meaningful and rewarding mentor/mentee relationship. It is crucial for the mentees to have a clear understanding of their career goals and to identify the type of mentor who can best guide them on their journey. Sometimes, the connection is immediate; other times, it may take a while to find the right individual. In our case, the connection was immediate, and our relationship continues to grow.
Additionally, both the mentor and mentee must be committed to continuous improvement and open to honest feedback. This mutual dedication fosters a supportive environment where both parties can thrive and achieve their goals. Just as relay team members encourage each other to perform their best, mentors and mentees support and inspire each other to reach their full potential. As a mentee, learning something new daily is a norm and embracing challenges becomes a way of life.
This mindset not only enhances personal growth but also builds resilience and adaptability. By actively seeking out new knowledge and experiences, mentees can continuously expand their skill sets and perspectives. This dynamic and constantly evolving learning process, supported by a mentor’s guidance, ensures that both mentor and mentee evolve together, fostering a lasting and impactful relationship. Mentors invest their time and energy to share their knowledge and experiences, while mentees show dedication by actively learning and applying new insights. This mutual effort creates a strong bond of trust and respect, fostering a collaborative atmosphere where both can thrive.
There are numerous benefits and advantages to mentoring in healthcare leadership. Mentors have the potential to shape the future of healthcare by nurturing the next generation of leaders. They can provide invaluable insights, share experiences, and offer guidance that help mentees navigate complex challenges. The relationship fosters professional growth, enhances decision-making skills, and promotes a culture of continuous learning and improvement.
In healthcare, cultivating successful leaders is imperative for the sustained success of the organizations they serve. Effective healthcare leadership requires not only skills and knowledge but also a compassionate heart. Leaders with empathy and a genuine concern for the well-being of patients and staff can inspire trust, foster a positive work environment, and drive meaningful change. By leading with heart, healthcare leaders ensure that their organizations remain patient-centered and committed to delivering high-quality care.
The core of this process lies in the genuine commitment of both parties. Moreover, mentors often find that they learn from their mentees as well. This reciprocal learning process can introduce mentors to fresh perspectives, new technologies, and innovative approaches, enriching their own professional development. This dynamic exchange of ideas and experiences benefits both parties, making the mentoring relationship even more valuable. It is a mutually beneficial relationship where both mentor and mentee grow and evolve together, enhancing their skills and knowledge in a supportive and collaborative environment.
Furthermore, mentoring plays a significant role in effective succession planning. By developing and preparing mentees for future leadership roles, mentors ensure a seamless transition and continuity within the organization. This proactive approach helps identify and cultivate internal talent, reducing the need for external hires. Having a pool of well-prepared candidates who are already familiar with the organization’s culture and values can lead to more effective and cohesive leadership teams. Ultimately, effective mentoring can lead to better patient care, improved team dynamics, and a more resilient healthcare system.
The MBA Group brings a mentoring mindset to the support services they provide to every client. They build a relationship with clients through collaboration and partnership. Their approach involves more than simply delivering consulting services – it’s about guiding, supporting, and engaging clients while providing the expertise and knowledge to their healthcare clients along the way.
In early 2023, the The MBa Group Medical Business Advisory (MBA) team was contacted by a mid-sized pediatric medical practice facing an urgent and destabilizing leadership crisis. Their long-standing practice administrator had unexpectedly resigned. The abrupt departure left the organization without a clear succession plan or interim leadership, creating a vacuum when strong guidance was needed. Our client wasn’t seeking a temporary fix, but rather a long-term partner and expert guidance to help them navigate a critical period.
Our Approach
At the recommendation of their KatzAbosch tax advisor, practice leaders engaged MBA for permanent fractional medical practice leadership services. The client faced various operational challenges, but the most pressing concern was the urgent need to stabilize the practice’s financial health. This required the immediate implementation of cash flow controls, a comprehensive financial review to assess the extent of the issues, and the development of short-term budgeting strategies to halt further financial decline.
We helped our client implement accounting best practices by segregating financial and accounting duties—a critical step in establishing internal controls, reducing the risk of errors, and restoring transparency within the practice’s financial operations. In addition, our team assisted the client with:
Developing standardized policies and procedures, including overhauling the clients’ financial reporting processes
Redesigning the providers’ compensation plans
Creating and implementing a structured employee performance management framework
Conducting a detailed revenue cycle management (RCM) analysis and initiating the practice’s first-ever renegotiation of payor contracts
Results
Increased Operational and Financial Performance
Within the first 60 days of our engagement with the client, the practice saw immediate and measurable improvements in operational and financial performance, including:
A 25% reduction in overhead expenses
A 25% improvement in staff productivity
Within the first year of the engagement, our client achieved several major milestones:
Returned to year-end profitability
Reduced its debt ratio by 50%
A Solid Financial Foundation and Peace of Mind
By addressing operational challenges and offering strategic support, our team enabled clinical and administrative leaders to focus on what matters most: the health and well-being of the patients they serve. This level of integration and support has been instrumental in fostering a collaborative environment and sustaining long-term organizational stability, and perhaps most importantly, offering peace of mind.
A Trusted Partner
We continue to work closely with the client to provide ongoing support, and leaders know we’re just a phone call away if they have any questions or concerns. With MBA as a trusted partner, the board members can move forward with confidence, knowing that expert guidance and dependable support are always within reach.
When leadership gaps threaten performance, medical practices are turning to fractional management to gain strategic direction and stability, without the burden of full-time cost. Even in organizations with existing leadership, fractional executives can provide critical support, offering specialized expertise to enhance decision-making, drive growth, and strengthen operational and financial resilience, especially when existing leaders are overextended and can’t address every strategic need of the practice. Below are just a few reasons why fractional CFO management makes sense for your healthcare leadership and organization.
You Need Expert Guidance From Seasoned Professionals For Medical Practice Growth
There is nothing more frustrating than investing months of resources into launching new service lines or adding new locations, only to find that patient demand doesn’t match the scale of your investment, leaving you struggling to break even. That’s why partnering with fractional management professionals, who provide an outside perspective and proven strategies, is one of the smartest ways to scale your practice.
Fractional leadership allows any size practice to tap into high-level expertise without the overhead of a full-time executive, helping you grow with confidence while minimizing risk.
Your Practice Needs a Fresh Perspective and an Unbiased Opinion
Outsourced fractional CFO leadership provides a fresh, objective perspective to help medical practices identify and address internal and external challenges. The team at The Medical Business Advisory Group Medical Business Advisory (MBA) has collaborated with various medical practices, and our knowledge and hands-on experience allow us to understand what works and what doesn’t.
Sometimes, when you’re immersed in the daily operations, it’s challenging to see what’s genuinely happening within your practice. That’s where our external perspective can make all the difference for medical practice growth.
You Know Where You Want to Go, but Not How to Get There
Whenpartnering withThe Medical Business Advisory Group Medical Business Advisory, your practice will benefit from working with experienced fractional leadership professionals who will provide the roadmap of where you would like your practice to be. Even if you’re still figuring out exactly what your next steps should be, we are here to help guide you along the way. The MBA team will break down the entire process into manageable steps, helping you avoid feelings of being overwhelmed or stuck.
Ready to Explore Fractional Leadership?
If you’re ready to grow your practice with less guesswork and more strategy, fractional leadership could be the solution you’ve been looking for. By partnering with The Medical Business Advisory Group Medical Business Advisory, you gain access to a team that has a vast amount of experience, knowledge, a fresh perspective, and a proven track record of delivering results, without the overhead of a full-time executive team.
Let us help you build a smarter, more scalable practice, one step at a time and within your budget. If you would like to learn more about our fractional management services and how we can assist with taking your practice to the next phase, click here to schedule a free consultation.
In the evolving landscape of healthcare, practice management models are continuously adapting to meet the demands of efficiency, cost-effectiveness, and quality of care. One such model gaining traction is the hybrid outsourcing practice management model. This approach combines the strengths of both in-house and outsourced accounting services, offering a balanced solution for healthcare practices. But is it the right fit for your practice? Let’s explore some of the benefits.
Pros of a Hybrid Outsourcing Practice Management Model
Cost Efficiency
By medical outsourcing upper management tasks, such as strategic planning, financial oversight, laboratory management, and credentialing, practices can significantly reduce overhead costs. This reduction is achieved by lowering expenses related to office space, administrative support, and other operational costs. Instead, practices can leverage the expertise of external professionals on an as-needed basis, allowing for better allocation of resources toward patient care, expansion of services, and other critical areas.
Access to Expertise
Outsourcing provides access to specialized skills and knowledge that may not be available in-house. This can enhance the quality of services provided, bringing years of healthcare management expertise to your fingertips. Often, this expertise is needed only for several hours a month rather than full-time.
Scalability
A hybrid model offers the flexibility to scale services based on the practice’s needs. No two practices are the same, and customizing your management model allows you to maximize savings while accessing experts when needed. This is particularly beneficial for growing practices that may only require a part-time administrator or are experiencing growth but do not yet need a second full-time management position. It also helps practices facing financial difficulties or fluctuating patient volumes. Additionally, solo practitioners just starting may not need a full-time administrator but want to ensure their practice is well-managed and set up for success. By outsourcing, they can access high-level management skills and strategic advice without the cost of a full-time position, ensuring their practice is organized and positioned for growth.
Focus on Core Activities
By delegating non-core functions to external experts, healthcare organizations can focus more on patient care and clinical outcomes, improving overall service quality. Are there special capital projects that may require the expertise or advice of some of our experts? Making a costly mistake due to insufficient expertise or poor advice could have significant financial repercussions. Additionally, large projects can spread your current administrator too thin, potentially causing disruptions in normal operations. By leveraging our expertise, you can maintain smooth day-to-day operations while effectively managing major initiatives.
Is It Right for Your Practice?
Just like Goldilocks, we aim for our partnership with clients to be the “just right” fit that meets budgetary constraints and operational needs, ensuring optimal efficiency and high-quality organizational management. A hybrid model, combining in-house and outsourced services, can provide this balance. The team at The Medical Business Advisory Group Medical Business Advisory integrates seamlessly into your practice, bringing a wealth of expertise and a collaborative approach. Our tailored solutions address your specific needs, enabling you to focus on delivering exceptional patient care while optimizing your practice’s performance and growth.
If exploring a hybrid practice management model is of interest, we would be happy to discuss how it can benefit your practice. If you would like to learn more about our services, click here to schedule a free consultation.
In the intricate realm of healthcare, the art of negotiating and developing payor contracting strategies is a skill that can significantly impact the financial well-being of medical practices. As the landscape of healthcare reimbursement continues to evolve, mastering negotiating payor contracts has become more crucial than ever.
Let’s examine the key elements that contribute to successful payor contracting strategies and negotiations.
1. Understanding the Landscape
To negotiate and develop payor contracting strategies effectively, healthcare providers must first comprehend the ever-changing landscape of reimbursement policies. Awareness of industry trends, regulatory changes, and payor preferences lays the groundwork for informed negotiations.
This understanding enables providers to anticipate challenges and proactively address them when negotiating payor contracts.
2. AData-Driven Approach to Payor Contracting Strategies
Successful negotiations hinge on a data-driven approach. When creating successful payor contracting strategies, providers should leverage comprehensive data analytics to showcase the value they bring to the table. This includes highlighting patient outcomes, quality of care, and operational efficiencies.
Presenting compelling data strengthens the provider’s position and provides a solid foundation for negotiating favorable reimbursement rates.
3. Building Strong Relationships
Effectively negotiating payor contracts is not just about financial transactions; it’s also about building strong, collaborative relationships. Establishing open lines of communication with payors fosters a mutual understanding of each party’s goals and constraints.
Building relationships based on trust and transparency can lead to more constructive payor contracting negotiations and long-term partnerships.
4. Customizing Your Payor Contracting Strategies
One size does not fit all in payor contracts. Tailoring contracts to align with the unique needs and services of the healthcare provider is a key payor contracting strategy.
Negotiating payor contracts for customized terms, such as specific reimbursement methodologies or performance-based incentives, ensures that the contract reflects the provider’s distinct value proposition.
5. Staying Proactive In Your Strategies
The healthcare landscape is dynamic, and negotiations should be approached with a proactive mindset. Regularly reviewing and updating payor contracts in response to changes in regulations, market dynamics, or the provider’s own services is essential.
Staying ahead of the curve positions providers to navigate challenges effectively and seize new opportunities.
6. Leveraging Payor Contracting Expertise
Acknowledging the intricacies of payor contracting strategies and negotiations, many healthcare providers opt to leverage external expertise. Experienced professionals in the field can provide valuable insights and guidance throughout the negotiation process.
Seeking the support of individuals with a proven track record in successful payor contracting strategies and negotiating ensures that providers have access to the knowledge and skills necessary for achieving optimal results.
Mastering the art of negotiating payor contracts is an ongoing journey that requires a combination of industry knowledge, strategic acumen, and a commitment to building collaborative partnerships.
Providers who develop payor contracting strategies find themselves better equipped to navigate the challenges of reimbursement, secure favorable terms, and ultimately thrive in the ever-evolving landscape of healthcare management and finance.
How The Medical Business Advisory Group Service’s Medical Business Advisory Can Help
Recognizing the complexity of payor negotiations, many healthcare providers turn to experts in the field such as The Medical Business Advisory Group Service’s Medical Business Advisors. Our team has a proven track record in negotiating payor contracts and brings invaluable experience and insights.
Our professionals can guide providers through the intricacies of the negotiation process, creating strong payor contracting strategies.
As of March 15, 2025, several key updates have emerged regarding telehealth waivers and healthcare provisional changes. Here’s what you need to know:
Telehealth Flexibilities Extended
The March 2025 Continuing Resolution (CR) has extended several critical telehealth flexibilities through September 30, 20251,2. These extensions include:
Medicare Telehealth Flexibilities: The expanded definition of originating sites, allowing patients to receive telehealth services from their homes or other non-traditional locations2.
Expanded Practitioner Eligibility: A broader range of healthcare professionals can provide telehealth service2.
Support for Federally Qualified Health Centers (FQHCs) and Rural Health Clinics (RHCs): These facilities can continue offering telehealth services, which is crucial for underserved and rural communities2.
Mental Health Services
Several provisions specifically address telehealth for mental health services:
Delay of In-Person Requirements: The requirement for an in-person visit before telehealth mental health services can be provided has been postponed2.
Flexibilities for RHCs and FQHCs: These facilities can continue providing mental health services via telehealth2.
Audio-Only Telehealth Services
The authorization for audio-only telehealth services has been extended until September 30, 20252. This is particularly important for elderly patients who may struggle with video technology.
Challenges and Advocacy
Despite the extensions, some key flexibilities have not been included in the current CR draft, such as first-dollar coverage for High Deductible Health Plan-Health Savings Accounts (HDHP-HSA) and expanded in-home cardiopulmonary rehabilitation service3. Stakeholders, including the American Telemedicine Association, are actively advocating for the continuation of these flexibilities1.
Cuts to Provider Pay
Unfortunately, the 2025 Medicare Physician Fee Schedule includes a 2.83% cut to physician payments3. This marks the fifth consecutive year of such cuts, which continue to strain the financial viability of medical practices3. Despite advocacy efforts, Congress has not yet taken action to prevent these reductions3. The American Medical Association (AMA) and other healthcare groups are pushing for reforms to stabilize physician payment rates and ensure continued access to care for Medicare beneficiaries3. Medical practices can offset these cuts by renegotiating their payor contracts to ensure financial stability4. The team at The MBa Group Medical Business Advisory is here to help you secure the best contracts possible. Feel free to reach out to one of our team members to get a free initial consultation to discuss our payor negotiation services.
In Summary
The extension of telehealth flexibilities through September 30, 2025, provides a temporary reprieve for healthcare providers and patients who rely on these services. However, continued advocacy is essential to ensure the long-term availability and expansion of telehealth services. Your The MBa Group Medical Business Advisory Team is committed to empowering your healthcare organization with the latest updates and unwavering support. As we navigate these evolving changes together, we are here to ensure a seamless transition and help you thrive. Trust us to be your partner in adapting to the future of healthcare. Reach out today to discover how we can make a difference for you!
1 Ivanova, J. (2025, March 16). Telehealth Policy Update: What the March 2025 Continuing Resolution Means for Clinicians. Telehealth.org. Retrieved from https://telehealth.org/blog/telehealth-policy-update-what-the-march-2025-continuing-resolution-means-for-clinicians/.Telehealth.org
2 Medicare Telehealth Reprieve: Congress Includes Virtual Care Lifeline Through Fall 2025 in CR. (2025, March 15). Retrieved from CTeL.org
3 Telehealth Policy Updates. (2025, March 15). Retrieved from HHS.gov
4 Strategic Payor Contracting Services – The Medical Business Advisory Group. (2025). Retrieved from The MBa Group
Earlier last month, a bipartisan bill was introduced to “make expanded access to telehealth services permanent,” indicating the important role telehealth plays in the lives of most Americans in a post-COVID environment1. While telehealth has undergone significant transformations in recent years, this trend is set to continue with several key changes on the horizon. These changes are driven by evolving policies, technological advancements, and shifting healthcare needs.
Here is a brief look at what healthcare organizations can expect in the near future, and specifically on April 1, 2025:
New Telehealth Codes
Starting April 1st, the following new telehealth codes will be implemented
98000–98007: Synchronous audio-video visits for new or established patients
98008–98011: Synchronous audio-only visits for new patients
98012–98014: Synchronous audio-only visits for established patients
98016: Brief synchronous communication technology service
The original audio-only telemedicine codes (99441–99443) were deleted effective January 1, 20251.
Extended Telehealth Flexibilities
Medicare patients can continue to receive telehealth services for non-behavioral/mental health care in their homes through March 31, 20252. This extension ensures that patients, especially those in rural areas, have continued access to essential healthcare services.
Regulatory Changes
A 60-day regulatory freeze has introduced uncertainty into the telehealth marketplace, affecting pending Drug Enforcement Administration (DEA) regulations regarding virtual prescribing of controlled substances3. This impacts mental health providers and pain management specialists who rely on telehealth for their practice.
Behavioral and Mental Health Services
Telehealth has proven to be a valuable tool for delivering behavioral and mental health services. Recent policy updates have made it easier for patients to access these services without the need for in-person visits2. This is particularly beneficial for individuals in remote areas or those with mobility issues.
Reimbursement and Financial Planning
The delay in finalizing telehealth reimbursement policies creates uncertainty for healthcare providers who have invested in telehealth infrastructure based on pandemic-era waivers3. Providers will need to navigate this regulatory ambiguity while maintaining compliance and ensuring financial sustainability.
The The Medical Business Advisory Group Medical Business Advisory Team has provided some best tips and best practices on how to navigate and protect your healthcare organization from any compliance or financial repercussions from these upcoming changes.
Audit Current Telehealth Utilization: Identify which services and patients will be affected if the flexibilities expire2.
Train Providers and Staff: Make sure everyone is aware of the new documentation and compliance requirements2. Modality and Location temporary flexibilities will change, meaning services will be more regulated to ensure quality and integrity1. However, there will continue to be certain exceptions, and staying up to date on these exceptions will be critical to ensure your organization remains compliant.
Update Scheduling Systems: Incorporate any new in-person visit requirements into your scheduling processes2. Organizations may want to use the Medicare Telehealth payment Eligibility Analyzer Medicare Telehealth Payment Eligibility Analyzer4 to help determine patient eligibility for Telehealth services5. Additionally, it would be prudent to notify and cancel appointments for any patients who may be affected by the new telehealth rules and who already have appointments scheduled after March 31st1.
Revise Patient Consent Forms and Education Materials: Ensure that all documentation reflects the new requirements and educate patients about the upcoming changes2. CMS Templates of an Advance Beneficiary Notice of Non-coverage (ABN) are available at FFS ABN | CMS6.
Evaluate Telehealth Technology Platforms: Check that your technology platforms can meet the new compliance standards7.
Model Financial Impact: Billing for any services retroactively in the event a waiver is granted after the 31st of March will not be possible1. In addition, the likelihood of commercial payors adopting the same restrictions as Medicare is quite high. Therefore, assessing how the changes will affect your practice financially and proper planning is critical to support financial stability7.
It’s essential for practices to get ready for the upcoming changes in telehealth policies, even though these policies are still evolving. While we advise preparing for these changes, immediate implementation isn’t necessary at this moment. The The Medical Business Advisory Group Medical Business Advisory Team will keep you informed about any updates as they occur, so please stay tuned. However, by taking these proactive steps, physicians can better navigate the transition and continue to provide quality care to their patients.
If you have any specific concerns or need further assistance, do not hesitate to reach out to the The Medical Business Advisory Group Medical Business Advisory Team for guidance on how to adapt and navigate these upcoming changes in the evolving telehealth environment.
The adage “Don’t put all your eggs in one basket” is often used to emphasize the importance of creating multiple streams of income. This methodology helps diversify your sources of revenue, by reducing the risk of relying on a single income stream. By having multiple sources of income in your medical practice, you can better manage financial instability and increase your overall financial security. However, is it right for your practice?
Analysis and Planning Before adding any new service lines to your practice, perform some of the following: • Financial analysis and planning • An extensive risk analysis • A vendor and equipment analysis • Payor and Volume analysis to ensure profitability • Space and workflow analysis
Navigating the compliance and regulatory requirements for operating a medical laboratory can be challenging, but it’s essential for ensuring patient safety and reliable results. Maintaining compliance and hiring certified staff appropriate for the complexity of the tests performed are crucial steps that will greatly benefit you during regulatory inspections. Additionally, understanding the accreditation process will help ensure that your lab is meeting required standards for both regulatory agencies as well as payors.
While there are numerous pros and cons to performing onsite medical testing, being aware of all the regulatory requirements and associated costs can help you avoid costly investment mistakes and ensure the continued financial success of your medical practice.1,2 Additionally, understanding the necessary infrastructure, training for staff, inspection process, and ongoing maintenance needs will further support the smooth integration of these services into your practice, ultimately enhancing patient care and operational efficiency.3
How The MBa Group Can Help If you’re considering adding medical laboratory testing to your practice but are unsure if it’s the right fit, our team can help you evaluate this investment and guide you through the entire process. With extensive knowledge and experience, we can assist you in successfully completing regulatory inspections and establishing robust policies and procedures for your laboratory.
Contact us today to see if we’re the right fit for your healthcare organization and take the first step towards integrating profitable laboratory testing into your practice. Additionally, we offer ongoing support to ensure your lab operates efficiently and remains compliant with all regulations. Let us help you enhance your practice’s capabilities and revenue potential.
1Zhang, Y. V. (2015, June). Should We Bring This Test In House? Clinical Laboratory News. Retrieved from https://www.myadlm.org/cln/articles/2015/june/should-we-bring-this-test-in-house
2The MBa Group LLC. “Is Your Practice’s Bottom Line Shrinking? Safeguarding Your Revenue – Tips on Best Practices.” The MBa Group, 2024. https://www.bluestonesvc.com/blog/is-your-practices-bottom-line-shrinking-safeguarding-your-revenue-tips-on-best-practices/.
3The MBa Group LLC. “Watch Now: CAP Lab Inspection Q&A.” The MBa Group LLC,
