ASC Revenue Cycle in Georgia- Metrics to Track for Profit Growth.pdf
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Oct 10, 2025
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About This Presentation
OBGYN Revenue Cycle in Ohio: Ultrasound & Testing Billing Tips
Billing for ultrasounds and lab tests can get tricky for OBGYN practices — especially when payer rules keep changing. Even small coding errors can lead to denials and delayed payments.
Learn how to improve accuracy and speed up re...
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ASC Revenue Cycle in Georgia: Metrics to
Track for Profit Growth
Ambulatory Surgery Centers (ASCs) in Georgia operate in an increasingly competitive
healthcare landscape where profit margins are constantly under pressure. With rising
operational costs, declining reimbursement rates, and evolving payer requirements, ASC
administrators and owners must have crystal-clear visibility into their ASC Revenue Cycle in
Georgia to maintain profitability and growth.
The difference between thriving ASCs and struggling ones often comes down to what they
measure and how they respond to that data. While many surgery centers track basic financial
metrics, the most successful facilities monitor a comprehensive set of key performance
indicators (KPIs) that provide actionable insights into every aspect of their revenue cycle.
At Medical Billers and Coders (MBC), our 25 years of experience in healthcare revenue cycle
management has shown us that data-driven decision-making separates high-performing ASCs
from the rest. Understanding which metrics matter, how to interpret them, and what actions
to take based on the data can dramatically improve your facility’s financial performance.
This comprehensive guide explores the essential revenue cycle metrics every Georgia ASC
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ASC Revenue Cycle in Georgia: Metrics to
Track for Profit Growth
Ambulatory Surgery Centers (ASCs) in Georgia operate in an increasingly competitive
healthcare landscape where profit margins are constantly under pressure. With rising
operational costs, declining reimbursement rates, and evolving payer requirements, ASC
administrators and owners must have crystal-clear visibility into their ASC Revenue Cycle in
Georgia to maintain profitability and growth.
The difference between thriving ASCs and struggling ones often comes down to what they
measure and how they respond to that data. While many surgery centers track basic financial
metrics, the most successful facilities monitor a comprehensive set of key performance
indicators (KPIs) that provide actionable insights into every aspect of their revenue cycle.
At Medical Billers and Coders (MBC), our 25 years of experience in healthcare revenue cycle
management has shown us that data-driven decision-making separates high-performing ASCs
from the rest. Understanding which metrics matter, how to interpret them, and what actions
to take based on the data can dramatically improve your facility’s financial performance.
This comprehensive guide explores the essential revenue cycle metrics every Georgia ASC
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Call now 888-357-3226 (Toll Free)
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should track, provides benchmarks for comparison, and offers practical strategies for using
data to drive profit growth.
Why Revenue Cycle Metrics Matter for Georgia ASCs
The Financial Landscape for Georgia Surgery Centers
Georgia ASCs face unique challenges that make revenue cycle management particularly
critical. The state’s diverse payer mix—including Medicare, Medicaid, large commercial
insurers, and numerous managed care plans—creates complexity in billing and collections.
Each payer has different requirements, reimbursement rates, and authorization processes that
directly impact revenue.
Georgia’s competitive healthcare market means ASCs must operate efficiently to remain
profitable. With hospitals and health systems acquiring ASCs and new centers opening
regularly, understanding your financial performance relative to benchmarks helps you identify
competitive advantages and areas requiring improvement.
Additionally, Georgia’s regulatory environment requires ASCs to maintain specific licensure
standards and comply with state requirements that can impact operations and costs. Tracking
the right metrics helps ensure you’re managing resources efficiently while maintaining
compliance.
The Cost of Poor Revenue Cycle Performance
When ASCs don’t track comprehensive revenue cycle metrics, they operate blind to critical
issues draining profitability. Claims may sit unpaid for months without anyone noticing. Coding
errors cost thousands of dollars per case. Staff productivity issues go unaddressed. Payer
underpayments slip through undetected.
The cumulative impact of these issues can be devastating. An ASC losing just 5-10% of
potential revenue due to revenue cycle inefficiencies may face serious financial challenges.
Over time, these losses compound, affecting your ability to invest in equipment, recruit quality
staff, or expand services.
Conversely, ASCs that diligently track and optimize revenue cycle metrics typically see
dramatic improvements in cash flow, profitability, and operational efficiency. The data
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should track, provides benchmarks for comparison, and offers practical strategies for using
data to drive profit growth.
Why Revenue Cycle Metrics Matter for Georgia ASCs
The Financial Landscape for Georgia Surgery Centers
Georgia ASCs face unique challenges that make revenue cycle management particularly
critical. The state’s diverse payer mix—including Medicare, Medicaid, large commercial
insurers, and numerous managed care plans—creates complexity in billing and collections.
Each payer has different requirements, reimbursement rates, and authorization processes that
directly impact revenue.
Georgia’s competitive healthcare market means ASCs must operate efficiently to remain
profitable. With hospitals and health systems acquiring ASCs and new centers opening
regularly, understanding your financial performance relative to benchmarks helps you identify
competitive advantages and areas requiring improvement.
Additionally, Georgia’s regulatory environment requires ASCs to maintain specific licensure
standards and comply with state requirements that can impact operations and costs. Tracking
the right metrics helps ensure you’re managing resources efficiently while maintaining
compliance.
The Cost of Poor Revenue Cycle Performance
When ASCs don’t track comprehensive revenue cycle metrics, they operate blind to critical
issues draining profitability. Claims may sit unpaid for months without anyone noticing. Coding
errors cost thousands of dollars per case. Staff productivity issues go unaddressed. Payer
underpayments slip through undetected.
The cumulative impact of these issues can be devastating. An ASC losing just 5-10% of
potential revenue due to revenue cycle inefficiencies may face serious financial challenges.
Over time, these losses compound, affecting your ability to invest in equipment, recruit quality
staff, or expand services.
Conversely, ASCs that diligently track and optimize revenue cycle metrics typically see
dramatic improvements in cash flow, profitability, and operational efficiency. The data
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provides clarity on exactly where to focus improvement efforts for maximum impact.
Essential Revenue Cycle Metrics for ASC Profit Growth
Metric 1: Days in Accounts Receivable (A/R)
Days in A/R measures how long it takes to collect payment after services are rendered. This is
arguably the most important revenue cycle metric because it directly impacts cash flow and
working capital.
How to Calculate: Days in A/R = (Total A/R ÷ Average Daily Charges) × Number of Days
Benchmark: High-performing ASCs maintain days in A/R below 30 days. Acceptable
performance ranges from 30-40 days. Any facility consistently above 45 days has significant
collection issues requiring immediate attention.
Why It Matters: Lower days in A/R means faster cash conversion, improved cash flow, and
reduced need for credit lines. It also indicates efficient billing processes, fewer claim denials,
and effective follow-up procedures.
Action Steps: Track this metric monthly and investigate any upward trends immediately.
Segment by payer to identify which insurance carriers cause delays. Review claims older than
30 days weekly and implement aggressive follow-up protocols. Consider whether your billing
processes have bottlenecks causing submission delays.
At Medical Billers and Coders, our systematic approach to claims follow-up and denial
management helps Georgia ASCs consistently maintain days in A/R below industry
benchmarks, directly improving cash flow and financial stability.
Metric 2: First-Pass Claim Acceptance Rate
First-pass claim acceptance rate measures the percentage of claims accepted by payers
without rejection or denial on initial submission. This metric reveals your billing accuracy and
clean claim submission rate.
How to Calculate: First-Pass Acceptance Rate = (Number of Claims Accepted on First
Submission ÷ Total Claims Submitted) × 100
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provides clarity on exactly where to focus improvement efforts for maximum impact.
Essential Revenue Cycle Metrics for ASC Profit Growth
Metric 1: Days in Accounts Receivable (A/R)
Days in A/R measures how long it takes to collect payment after services are rendered. This is
arguably the most important revenue cycle metric because it directly impacts cash flow and
working capital.
How to Calculate: Days in A/R = (Total A/R ÷ Average Daily Charges) × Number of Days
Benchmark: High-performing ASCs maintain days in A/R below 30 days. Acceptable
performance ranges from 30-40 days. Any facility consistently above 45 days has significant
collection issues requiring immediate attention.
Why It Matters: Lower days in A/R means faster cash conversion, improved cash flow, and
reduced need for credit lines. It also indicates efficient billing processes, fewer claim denials,
and effective follow-up procedures.
Action Steps: Track this metric monthly and investigate any upward trends immediately.
Segment by payer to identify which insurance carriers cause delays. Review claims older than
30 days weekly and implement aggressive follow-up protocols. Consider whether your billing
processes have bottlenecks causing submission delays.
At Medical Billers and Coders, our systematic approach to claims follow-up and denial
management helps Georgia ASCs consistently maintain days in A/R below industry
benchmarks, directly improving cash flow and financial stability.
Metric 2: First-Pass Claim Acceptance Rate
First-pass claim acceptance rate measures the percentage of claims accepted by payers
without rejection or denial on initial submission. This metric reveals your billing accuracy and
clean claim submission rate.
How to Calculate: First-Pass Acceptance Rate = (Number of Claims Accepted on First
Submission ÷ Total Claims Submitted) × 100
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Benchmark: Excellent performance is 95% or higher. Good performance ranges from 90-94%.
Performance below 90% indicates significant coding or billing accuracy issues that require
immediate corrective action.
Why It Matters: Claims rejected or denied on first submission require rework, creating
administrative burden and delaying payment. Each claim denial costs time and money to
research, correct, and resubmit. High first-pass acceptance rates indicate clean billing
processes, accurate coding, and proper front-end verification.
Action Steps: Implement claim scrubbing software that checks for errors before submission.
Track common rejection reasons and provide targeted training to address frequent errors.
Review coding accuracy regularly and ensure coders stay current with payer-specific
requirements. Verify insurance eligibility and obtain authorizations before procedures to
prevent front-end denials.
Metric 3: Net Collection Rate
Net collection rate measures how much you actually collect compared to what you’re
contractually entitled to receive. This metric reveals how effectively you’re collecting
payments you’re owed.
How to Calculate: Net Collection Rate = (Payments Collected ÷ (Charges – Contractual
Adjustments – Bad Debt)) × 100
Benchmark: Best-in-class ASCs achieve net collection rates of 98-100%. Good performance
ranges from 95-97%. Performance below 95% indicates you’re not collecting significant
amounts of money you’re legitimately owed.
Why It Matters: This metric directly impacts profitability. Even small improvements in net
collection rate can generate substantial revenue increases. A facility with $5 million in annual
net collectible revenue improving from 94% to 98% net collection rate captures an additional
$200,000 annually.
Action Steps: Analyze write-offs to understand why revenue is being lost. Review payer
contracts regularly and audit payments to ensure you’re receiving correct reimbursement.
Implement systematic follow-up on patient balances and small balances that often get written
off. Track payer-specific collection rates to identify problematic carriers.
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Benchmark: Excellent performance is 95% or higher. Good performance ranges from 90-94%.
Performance below 90% indicates significant coding or billing accuracy issues that require
immediate corrective action.
Why It Matters: Claims rejected or denied on first submission require rework, creating
administrative burden and delaying payment. Each claim denial costs time and money to
research, correct, and resubmit. High first-pass acceptance rates indicate clean billing
processes, accurate coding, and proper front-end verification.
Action Steps: Implement claim scrubbing software that checks for errors before submission.
Track common rejection reasons and provide targeted training to address frequent errors.
Review coding accuracy regularly and ensure coders stay current with payer-specific
requirements. Verify insurance eligibility and obtain authorizations before procedures to
prevent front-end denials.
Metric 3: Net Collection Rate
Net collection rate measures how much you actually collect compared to what you’re
contractually entitled to receive. This metric reveals how effectively you’re collecting
payments you’re owed.
How to Calculate: Net Collection Rate = (Payments Collected ÷ (Charges – Contractual
Adjustments – Bad Debt)) × 100
Benchmark: Best-in-class ASCs achieve net collection rates of 98-100%. Good performance
ranges from 95-97%. Performance below 95% indicates you’re not collecting significant
amounts of money you’re legitimately owed.
Why It Matters: This metric directly impacts profitability. Even small improvements in net
collection rate can generate substantial revenue increases. A facility with $5 million in annual
net collectible revenue improving from 94% to 98% net collection rate captures an additional
$200,000 annually.
Action Steps: Analyze write-offs to understand why revenue is being lost. Review payer
contracts regularly and audit payments to ensure you’re receiving correct reimbursement.
Implement systematic follow-up on patient balances and small balances that often get written
off. Track payer-specific collection rates to identify problematic carriers.
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Our team at MBC specializes in maximizing net collection rates through meticulous payment
posting, contract analysis, and aggressive pursuit of all collectible revenue.
Metric 4: Denial Rate
Denial rate measures the percentage of claims denied by payers. This metric indicates billing
quality and identifies payers or procedure types causing problems.
How to Calculate: Denial Rate = (Number of Claims Denied ÷ Total Claims Submitted) × 100
Benchmark: Excellent denial rates are below 5%. Acceptable performance ranges from 5-10%.
Denial rates above 10% indicate serious billing problems requiring immediate intervention.
Why It Matters: Each denial delays payment, creates rework, and consumes staff time. Denials
also indicate underlying process problems—whether coding errors, authorization failures, or
documentation deficiencies. Understanding denial patterns helps you fix root causes rather
than just treating symptoms.
Action Steps: Track denials by reason code, payer, and procedure type to identify patterns.
Categorize denials as preventable versus non-preventable. For preventable denials, implement
process changes to prevent recurrence. Appeal denials aggressively with comprehensive
documentation. Calculate the cost of denials including staff time for rework to understand the
true financial impact.
Metric 5: Average Reimbursement Per Case
Average reimbursement per case measures the average payment received for each surgical
procedure. Tracking this by procedure type and payer helps identify reimbursement trends
and opportunities.
How to Calculate: Average Reimbursement Per Case = Total Payments Received ÷ Number of
Cases
Calculate this metric overall and by procedure category (orthopedic, GI, ophthalmology, etc.)
and by payer type.
Benchmark: Benchmarks vary significantly by specialty and payer mix. Compare your
reimbursement to CMS published rates for Medicare and analyze commercial payer rates
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Our team at MBC specializes in maximizing net collection rates through meticulous payment
posting, contract analysis, and aggressive pursuit of all collectible revenue.
Metric 4: Denial Rate
Denial rate measures the percentage of claims denied by payers. This metric indicates billing
quality and identifies payers or procedure types causing problems.
How to Calculate: Denial Rate = (Number of Claims Denied ÷ Total Claims Submitted) × 100
Benchmark: Excellent denial rates are below 5%. Acceptable performance ranges from 5-10%.
Denial rates above 10% indicate serious billing problems requiring immediate intervention.
Why It Matters: Each denial delays payment, creates rework, and consumes staff time. Denials
also indicate underlying process problems—whether coding errors, authorization failures, or
documentation deficiencies. Understanding denial patterns helps you fix root causes rather
than just treating symptoms.
Action Steps: Track denials by reason code, payer, and procedure type to identify patterns.
Categorize denials as preventable versus non-preventable. For preventable denials, implement
process changes to prevent recurrence. Appeal denials aggressively with comprehensive
documentation. Calculate the cost of denials including staff time for rework to understand the
true financial impact.
Metric 5: Average Reimbursement Per Case
Average reimbursement per case measures the average payment received for each surgical
procedure. Tracking this by procedure type and payer helps identify reimbursement trends
and opportunities.
How to Calculate: Average Reimbursement Per Case = Total Payments Received ÷ Number of
Cases
Calculate this metric overall and by procedure category (orthopedic, GI, ophthalmology, etc.)
and by payer type.
Benchmark: Benchmarks vary significantly by specialty and payer mix. Compare your
reimbursement to CMS published rates for Medicare and analyze commercial payer rates
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relative to Medicare to understand your payer performance.
Why It Matters: This metric helps you understand which procedures and payers are most
profitable. It reveals whether reimbursement is declining over time and helps you make
strategic decisions about which services to emphasize or expand. It also helps identify
underpayment issues where payers aren’t reimbursing according to contract terms.
Action Steps: Track this metric monthly by procedure category and payer. Investigate
significant variations from expected reimbursement. Audit a sample of payments quarterly to
ensure payers are following contract terms. Use this data to inform decisions about service
line development and payer contract negotiations.
Metric 6: Case Volume and Mix
Case volume and mix track the number of procedures performed and the distribution across
procedure types. This operational metric directly impacts revenue and profitability.
How to Measure: Track total case volume monthly and year-over-year. Analyze case mix by
specialty (orthopedics, GI, ophthalmology, pain management, etc.) and by individual
procedure type. Calculate average reimbursement by procedure category.
Benchmark: Benchmarks vary by facility size and specialty focus. Single-specialty ASCs typically
perform 2,000-4,000 cases annually. Multi-specialty centers may perform 5,000- 10,000+
cases. Compare your volume to prior periods and industry benchmarks for similar facilities.
Why It Matters: Revenue is fundamentally driven by volume and reimbursement rates.
Understanding trends in case volume helps you identify growth opportunities or concerning
declines requiring intervention. Case mix analysis reveals which specialties drive profitability
and helps optimize operating room scheduling and resource allocation.
Action Steps: Track case volume by surgeon, day of week, and operating room to optimize
scheduling and utilization. Analyze cancellation and no-show rates to identify improvement
opportunities. Compare case mix profitability to determine which procedures to emphasize.
Monitor surgeon productivity and block time utilization to maximize efficiency.
Metric 7: Operating Room Utilization Rate
OR utilization measures how efficiently you’re using your most valuable asset—operating
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relative to Medicare to understand your payer performance.
Why It Matters: This metric helps you understand which procedures and payers are most
profitable. It reveals whether reimbursement is declining over time and helps you make
strategic decisions about which services to emphasize or expand. It also helps identify
underpayment issues where payers aren’t reimbursing according to contract terms.
Action Steps: Track this metric monthly by procedure category and payer. Investigate
significant variations from expected reimbursement. Audit a sample of payments quarterly to
ensure payers are following contract terms. Use this data to inform decisions about service
line development and payer contract negotiations.
Metric 6: Case Volume and Mix
Case volume and mix track the number of procedures performed and the distribution across
procedure types. This operational metric directly impacts revenue and profitability.
How to Measure: Track total case volume monthly and year-over-year. Analyze case mix by
specialty (orthopedics, GI, ophthalmology, pain management, etc.) and by individual
procedure type. Calculate average reimbursement by procedure category.
Benchmark: Benchmarks vary by facility size and specialty focus. Single-specialty ASCs typically
perform 2,000-4,000 cases annually. Multi-specialty centers may perform 5,000- 10,000+
cases. Compare your volume to prior periods and industry benchmarks for similar facilities.
Why It Matters: Revenue is fundamentally driven by volume and reimbursement rates.
Understanding trends in case volume helps you identify growth opportunities or concerning
declines requiring intervention. Case mix analysis reveals which specialties drive profitability
and helps optimize operating room scheduling and resource allocation.
Action Steps: Track case volume by surgeon, day of week, and operating room to optimize
scheduling and utilization. Analyze cancellation and no-show rates to identify improvement
opportunities. Compare case mix profitability to determine which procedures to emphasize.
Monitor surgeon productivity and block time utilization to maximize efficiency.
Metric 7: Operating Room Utilization Rate
OR utilization measures how efficiently you’re using your most valuable asset—operating
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room time. This operational metric significantly impacts revenue potential and profitability.
How to Calculate: OR Utilization Rate = (Hours OR Used for Patient Care ÷ Total Hours OR
Available) × 100
Calculate prime time utilization (typically 7 AM – 5 PM) separately from total utilization.
Benchmark: Excellent prime time utilization is 75-85%. Good performance ranges from 65-
74%. Utilization below 60% indicates significant underutilization costing substantial potential
revenue.
Why It Matters: Your operating rooms represent high fixed costs that continue whether you’re
performing procedures or not. Higher utilization spreads fixed costs across more cases,
improving profitability per case. Underutilization means you’re paying for capacity you’re not
using.
Action Steps: Analyze utilization by day and by surgeon to identify patterns. Review block
scheduling to ensure surgeons are actually using allocated time. Implement policies for
releasing unused block time to other surgeons. Address turnover time between cases—even
small reductions in turnover time can add several cases per day. Consider adjusting hours of
operation if utilization is consistently low or if adding hours could accommodate more volume.
Metric 8: Cost Per Case
Cost per case measures the total cost to deliver each surgical procedure, including direct costs
(supplies, implants, drugs) and allocated overhead (staffing, facility costs, administrative
expenses).
How to Calculate: Cost Per Case = Total Operating Costs ÷ Number of Cases
Calculate overall and by procedure category for more meaningful analysis.
Benchmark: Benchmarks vary significantly by specialty. Orthopedic cases typically have higher
costs due to implants. GI and ophthalmology cases typically have lower supply costs. Compare
your costs to prior periods and industry benchmarks when available.
Why It Matters: Understanding cost per case helps you identify profitable versus unprofitable
procedures. It reveals whether costs are increasing faster than reimbursement, compressing
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room time. This operational metric significantly impacts revenue potential and profitability.
How to Calculate: OR Utilization Rate = (Hours OR Used for Patient Care ÷ Total Hours OR
Available) × 100
Calculate prime time utilization (typically 7 AM – 5 PM) separately from total utilization.
Benchmark: Excellent prime time utilization is 75-85%. Good performance ranges from 65-
74%. Utilization below 60% indicates significant underutilization costing substantial potential
revenue.
Why It Matters: Your operating rooms represent high fixed costs that continue whether you’re
performing procedures or not. Higher utilization spreads fixed costs across more cases,
improving profitability per case. Underutilization means you’re paying for capacity you’re not
using.
Action Steps: Analyze utilization by day and by surgeon to identify patterns. Review block
scheduling to ensure surgeons are actually using allocated time. Implement policies for
releasing unused block time to other surgeons. Address turnover time between cases—even
small reductions in turnover time can add several cases per day. Consider adjusting hours of
operation if utilization is consistently low or if adding hours could accommodate more volume.
Metric 8: Cost Per Case
Cost per case measures the total cost to deliver each surgical procedure, including direct costs
(supplies, implants, drugs) and allocated overhead (staffing, facility costs, administrative
expenses).
How to Calculate: Cost Per Case = Total Operating Costs ÷ Number of Cases
Calculate overall and by procedure category for more meaningful analysis.
Benchmark: Benchmarks vary significantly by specialty. Orthopedic cases typically have higher
costs due to implants. GI and ophthalmology cases typically have lower supply costs. Compare
your costs to prior periods and industry benchmarks when available.
Why It Matters: Understanding cost per case helps you identify profitable versus unprofitable
procedures. It reveals whether costs are increasing faster than reimbursement, compressing
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margins. It also helps identify opportunities for supply cost reduction, efficiency
improvements, and strategic pricing for commercial contracts.
Action Steps: Implement preference card management to standardize supplies and reduce
waste. Negotiate supplier contracts regularly and consider group purchasing organizations for
better pricing. Track and reduce medical supply waste. Analyze high-cost procedures to
identify cost reduction opportunities without compromising quality. Calculate contribution
margin (reimbursement minus cost) by procedure to understand true profitability.
Metric 9: Accounts Receivable Aging
A/R aging categorizes outstanding claims by how long they’ve been unpaid. This metric reveals
collection efficiency and identifies problem areas requiring attention.
How to Measure: Segment A/R into aging buckets: 0-30 days, 31-60 days, 61-90 days, 91-120
days, and 120+ days. Calculate what percentage of total A/R falls into each bucket.
Benchmark: Healthy A/R aging shows 60-70% of receivables in the 0-30 day bucket, 15-20% in
31-60 days, 10-15% in 61-90 days, and less than 10% over 90 days. Any facility with more than
25% of A/R over 90 days has serious collection problems.
Why It Matters: The longer claims remain unpaid, the less likely they are to be collected.
Claims over 120 days old have collection rates below 50%. A/R aging reveals whether your
collection processes are working or if claims are languishing unworked. It also helps predict
cash flow and identify potential bad debt.
Action Steps: Review A/R aging weekly and prioritize follow-up on older claims. Assign specific
staff to work claims in each aging bucket systematically. Investigate why claims are aging—are
they denied, pending, or simply not followed up on? Implement protocols requiring action on
all claims within specific timeframes. Consider whether older claims should be sent to
collections or written off.
Medical Billers and Coders specializes in Old A/R Recovery Services, specifically targeting aged
receivables that facilities often consider uncollectible. Our systematic approach to aged claims
recovery helps Georgia ASCs capture revenue they thought was lost.
Metric 10: Patient Payment Collection Rate
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margins. It also helps identify opportunities for supply cost reduction, efficiency
improvements, and strategic pricing for commercial contracts.
Action Steps: Implement preference card management to standardize supplies and reduce
waste. Negotiate supplier contracts regularly and consider group purchasing organizations for
better pricing. Track and reduce medical supply waste. Analyze high-cost procedures to
identify cost reduction opportunities without compromising quality. Calculate contribution
margin (reimbursement minus cost) by procedure to understand true profitability.
Metric 9: Accounts Receivable Aging
A/R aging categorizes outstanding claims by how long they’ve been unpaid. This metric reveals
collection efficiency and identifies problem areas requiring attention.
How to Measure: Segment A/R into aging buckets: 0-30 days, 31-60 days, 61-90 days, 91-120
days, and 120+ days. Calculate what percentage of total A/R falls into each bucket.
Benchmark: Healthy A/R aging shows 60-70% of receivables in the 0-30 day bucket, 15-20% in
31-60 days, 10-15% in 61-90 days, and less than 10% over 90 days. Any facility with more than
25% of A/R over 90 days has serious collection problems.
Why It Matters: The longer claims remain unpaid, the less likely they are to be collected.
Claims over 120 days old have collection rates below 50%. A/R aging reveals whether your
collection processes are working or if claims are languishing unworked. It also helps predict
cash flow and identify potential bad debt.
Action Steps: Review A/R aging weekly and prioritize follow-up on older claims. Assign specific
staff to work claims in each aging bucket systematically. Investigate why claims are aging—are
they denied, pending, or simply not followed up on? Implement protocols requiring action on
all claims within specific timeframes. Consider whether older claims should be sent to
collections or written off.
Medical Billers and Coders specializes in Old A/R Recovery Services, specifically targeting aged
receivables that facilities often consider uncollectible. Our systematic approach to aged claims
recovery helps Georgia ASCs capture revenue they thought was lost.
Metric 10: Patient Payment Collection Rate
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Patient payment collection rate measures how effectively you’re collecting patient
responsibility amounts including deductibles, co-insurance, and co-payments.
How to Calculate: Patient Collection Rate = (Patient Payments Collected ÷ Total Patient
Responsibility) × 100
Benchmark: Strong performance is 90% or higher for patient payments collected at time of
service. Overall patient collection rates (including statements) should exceed 80%.
Performance below 70% indicates significant issues with patient collection processes.
Why It Matters: With high-deductible health plans becoming more common, patient
responsibility represents a growing portion of ASC revenue. Patients are more difficult to
collect from than insurance companies, making point-of-service collection critical. Unpaid
patient balances often become bad debt, directly impacting profitability.
Action Steps: Estimate patient responsibility during scheduling and communicate amounts
before service. Collect all or partial payment at time of service before procedures. Implement
payment plans for large patient balances. Use patient-friendly billing statements that clearly
explain charges. Consider credit card on file programs. Send patient statements promptly—the
longer you wait, the harder collection becomes.
Metric 11: Authorization Denial Rate
Authorization denial rate measures claims denied specifically because required prior
authorization wasn’t obtained. This preventable denial category directly impacts revenue.
How to Calculate: Authorization Denial Rate = (Claims Denied for Authorization Issues ÷ Total
Claims Submitted) × 100
Benchmark: Best practice is 0% authorization denials—these are entirely preventable with
proper front-end processes. Even 1-2% represents significant preventable revenue loss.
Why It Matters: Authorization denials are frustrating because they’re preventable and often
not recoverable. Once a procedure is performed without authorization, appealing the denial is
extremely difficult. These denials represent direct revenue loss.
Action Steps: Maintain current authorization requirements for all payers and procedure types.
Implement scheduling workflows that verify authorization requirements before booking cases.
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Copyright © Medical Billers and Coders. All Rights Reserved
9
Patient payment collection rate measures how effectively you’re collecting patient
responsibility amounts including deductibles, co-insurance, and co-payments.
How to Calculate: Patient Collection Rate = (Patient Payments Collected ÷ Total Patient
Responsibility) × 100
Benchmark: Strong performance is 90% or higher for patient payments collected at time of
service. Overall patient collection rates (including statements) should exceed 80%.
Performance below 70% indicates significant issues with patient collection processes.
Why It Matters: With high-deductible health plans becoming more common, patient
responsibility represents a growing portion of ASC revenue. Patients are more difficult to
collect from than insurance companies, making point-of-service collection critical. Unpaid
patient balances often become bad debt, directly impacting profitability.
Action Steps: Estimate patient responsibility during scheduling and communicate amounts
before service. Collect all or partial payment at time of service before procedures. Implement
payment plans for large patient balances. Use patient-friendly billing statements that clearly
explain charges. Consider credit card on file programs. Send patient statements promptly—the
longer you wait, the harder collection becomes.
Metric 11: Authorization Denial Rate
Authorization denial rate measures claims denied specifically because required prior
authorization wasn’t obtained. This preventable denial category directly impacts revenue.
How to Calculate: Authorization Denial Rate = (Claims Denied for Authorization Issues ÷ Total
Claims Submitted) × 100
Benchmark: Best practice is 0% authorization denials—these are entirely preventable with
proper front-end processes. Even 1-2% represents significant preventable revenue loss.
Why It Matters: Authorization denials are frustrating because they’re preventable and often
not recoverable. Once a procedure is performed without authorization, appealing the denial is
extremely difficult. These denials represent direct revenue loss.
Action Steps: Maintain current authorization requirements for all payers and procedure types.
Implement scheduling workflows that verify authorization requirements before booking cases.
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
10
Designate specific staff responsible for obtaining authorizations. Track authorization
turnaround time to identify payers causing delays. Maintain documentation of all
authorizations obtained including reference numbers and dates.
Metric 12: Staff Productivity Metrics
Staff productivity metrics measure billing team efficiency and help optimize staffing levels and
workflows.
Key Productivity Metrics:
Claims processed per billing FTE per day
Denials worked per FTE per day
Accounts receivable dollars managed per FTE
Payment posting volume per FTE per day
Benchmark: A productive billing specialist should process 15-25 claims per day depending on
complexity. Payment posting staff should post 40-60+ transactions per hour. A/R follow-up
specialists should contact 20-30+ accounts daily.
Why It Matters: Staff costs represent a significant portion of revenue cycle expenses.
Understanding productivity helps you optimize staffing levels—neither overstaffed (increasing
costs) nor understaffed (causing backlogs and delays). Productivity metrics also help identify
training needs and workflow inefficiencies.
Action Steps: Track individual productivity to identify high and low performers. Provide
additional training or mentoring to improve performance. Analyze workflows to eliminate
inefficiencies and duplicated efforts. Consider whether technology could automate routine
tasks. Benchmark staffing ratios against similar ASCs to ensure appropriate staffing levels.
Georgia-Specific Revenue Cycle Considerations
Payer Mix in Georgia
Georgia ASCs must navigate a complex payer environment including Medicare, Medicaid
(Peach State Health Plan and other MCOs), large commercial carriers (Anthem,
UnitedHealthcare, Aetna, Cigna), regional plans, and workers’ compensation. Each payer has
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
10
Designate specific staff responsible for obtaining authorizations. Track authorization
turnaround time to identify payers causing delays. Maintain documentation of all
authorizations obtained including reference numbers and dates.
Metric 12: Staff Productivity Metrics
Staff productivity metrics measure billing team efficiency and help optimize staffing levels and
workflows.
Key Productivity Metrics:
Claims processed per billing FTE per day
Denials worked per FTE per day
Accounts receivable dollars managed per FTE
Payment posting volume per FTE per day
Benchmark: A productive billing specialist should process 15-25 claims per day depending on
complexity. Payment posting staff should post 40-60+ transactions per hour. A/R follow-up
specialists should contact 20-30+ accounts daily.
Why It Matters: Staff costs represent a significant portion of revenue cycle expenses.
Understanding productivity helps you optimize staffing levels—neither overstaffed (increasing
costs) nor understaffed (causing backlogs and delays). Productivity metrics also help identify
training needs and workflow inefficiencies.
Action Steps: Track individual productivity to identify high and low performers. Provide
additional training or mentoring to improve performance. Analyze workflows to eliminate
inefficiencies and duplicated efforts. Consider whether technology could automate routine
tasks. Benchmark staffing ratios against similar ASCs to ensure appropriate staffing levels.
Georgia-Specific Revenue Cycle Considerations
Payer Mix in Georgia
Georgia ASCs must navigate a complex payer environment including Medicare, Medicaid
(Peach State Health Plan and other MCOs), large commercial carriers (Anthem,
UnitedHealthcare, Aetna, Cigna), regional plans, and workers’ compensation. Each payer has
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
11
unique billing requirements, authorization processes, and reimbursement rates.
Track revenue and collection metrics separately by payer category to identify which insurance
types perform well and which cause collection challenges. This data informs strategic decisions
about payer contracts and service line development.
Certificate of Need (CON) Considerations
Georgia maintains a Certificate of Need program that affects ASC development and can impact
case volume and service mix. Understanding how CON regulations affect your competitive
environment helps you interpret volume trends and growth opportunities.
State Regulatory Requirements
Georgia ASCs must comply with state licensure requirements, reporting obligations, and
regulatory standards. While these don’t directly affect billing metrics, compliance costs should
be factored into cost per case calculations and overall profitability analysis.
Creating a Revenue Cycle Dashboard
Building Your Dashboard
Effective revenue cycle management requires organizing these metrics into a comprehensive
dashboard that provides at-a-glance visibility into financial performance. Your dashboard
should include:
Monthly Overview Section:
Days in A/R (current and trend)
Net collection rate
Denial rate
First-pass acceptance rate
Case volume
Deep Dive Sections:
A/R aging by payer
Denial analysis by reason and payer
Follow us:
Call now 888-357-3226 (Toll Free)
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Copyright © Medical Billers and Coders. All Rights Reserved
11
unique billing requirements, authorization processes, and reimbursement rates.
Track revenue and collection metrics separately by payer category to identify which insurance
types perform well and which cause collection challenges. This data informs strategic decisions
about payer contracts and service line development.
Certificate of Need (CON) Considerations
Georgia maintains a Certificate of Need program that affects ASC development and can impact
case volume and service mix. Understanding how CON regulations affect your competitive
environment helps you interpret volume trends and growth opportunities.
State Regulatory Requirements
Georgia ASCs must comply with state licensure requirements, reporting obligations, and
regulatory standards. While these don’t directly affect billing metrics, compliance costs should
be factored into cost per case calculations and overall profitability analysis.
Creating a Revenue Cycle Dashboard
Building Your Dashboard
Effective revenue cycle management requires organizing these metrics into a comprehensive
dashboard that provides at-a-glance visibility into financial performance. Your dashboard
should include:
Monthly Overview Section:
Days in A/R (current and trend)
Net collection rate
Denial rate
First-pass acceptance rate
Case volume
Deep Dive Sections:
A/R aging by payer
Denial analysis by reason and payer
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
12
Reimbursement by procedure category
OR utilization by room and surgeon
Cost metrics and profitability by service line
Leading Indicators:
Authorization obtained percentages
Pre-service collection rates
Claim submission lag time
Denial overturn rate on appeals
Dashboard Best Practices
Update your dashboard monthly at minimum, with some metrics reviewed weekly or even
daily. Share the dashboard with key stakeholders including administrators, financial managers,
and physician leaders. Use visual representations (graphs, charts) that make trends
immediately obvious.
Set targets for each metric based on benchmarks and your historical performance. Flag metrics
that fall below targets to ensure prompt attention. Review the dashboard in regular leadership
meetings and use the data to drive strategic decisions.
At Medical Billers and Coders, we provide clients with comprehensive reporting dashboards
that track all critical revenue cycle metrics. Our dedicated account managers review
performance monthly and identify opportunities for continuous improvement.
Using Metrics to Drive Profit Growth
From Data to Action
Tracking metrics is only valuable if you act on what the data reveals. Establish clear processes
for responding to metric trends:
When metrics decline:
Investigate root causes immediately
Implement corrective actions promptly
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
12
Reimbursement by procedure category
OR utilization by room and surgeon
Cost metrics and profitability by service line
Leading Indicators:
Authorization obtained percentages
Pre-service collection rates
Claim submission lag time
Denial overturn rate on appeals
Dashboard Best Practices
Update your dashboard monthly at minimum, with some metrics reviewed weekly or even
daily. Share the dashboard with key stakeholders including administrators, financial managers,
and physician leaders. Use visual representations (graphs, charts) that make trends
immediately obvious.
Set targets for each metric based on benchmarks and your historical performance. Flag metrics
that fall below targets to ensure prompt attention. Review the dashboard in regular leadership
meetings and use the data to drive strategic decisions.
At Medical Billers and Coders, we provide clients with comprehensive reporting dashboards
that track all critical revenue cycle metrics. Our dedicated account managers review
performance monthly and identify opportunities for continuous improvement.
Using Metrics to Drive Profit Growth
From Data to Action
Tracking metrics is only valuable if you act on what the data reveals. Establish clear processes
for responding to metric trends:
When metrics decline:
Investigate root causes immediately
Implement corrective actions promptly
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
13
Monitor closely to ensure improvement
Document lessons learned to prevent recurrence
When metrics improve:
Identify what changed to drive improvement
Standardize successful approaches
Share best practices across the organization
Set new stretch goals for continued improvement
When metrics plateau:
Look for new improvement opportunities
Benchmark against industry best practices
Consider whether process redesign is needed
Invest in technology or training to enable further gains
Prioritizing Improvement Initiatives
Most ASCs find multiple opportunities for improvement when they begin tracking
comprehensive metrics. Prioritize initiatives based on:
Financial Impact: Focus first on metrics with the largest revenue impact. Improving net
collection rate from 94% to 98% likely generates more revenue than minor improvements in
first-pass acceptance rate.
Ease of Implementation: Quick wins build momentum and stakeholder support. If you can
easily fix authorization denials with simple process changes, do that before tackling more
complex initiatives.
Root Cause Relationships: Some metrics are interconnected. Improving first-pass acceptance
rate often automatically improves days in A/R and denial rates. Focus on root causes that
affect multiple downstream metrics.
How Medical Billers and Coders Optimizes ASC Revenue Cycles
Our Data-Driven Approach
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
13
Monitor closely to ensure improvement
Document lessons learned to prevent recurrence
When metrics improve:
Identify what changed to drive improvement
Standardize successful approaches
Share best practices across the organization
Set new stretch goals for continued improvement
When metrics plateau:
Look for new improvement opportunities
Benchmark against industry best practices
Consider whether process redesign is needed
Invest in technology or training to enable further gains
Prioritizing Improvement Initiatives
Most ASCs find multiple opportunities for improvement when they begin tracking
comprehensive metrics. Prioritize initiatives based on:
Financial Impact: Focus first on metrics with the largest revenue impact. Improving net
collection rate from 94% to 98% likely generates more revenue than minor improvements in
first-pass acceptance rate.
Ease of Implementation: Quick wins build momentum and stakeholder support. If you can
easily fix authorization denials with simple process changes, do that before tackling more
complex initiatives.
Root Cause Relationships: Some metrics are interconnected. Improving first-pass acceptance
rate often automatically improves days in A/R and denial rates. Focus on root causes that
affect multiple downstream metrics.
How Medical Billers and Coders Optimizes ASC Revenue Cycles
Our Data-Driven Approach
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
14
At MBC, we begin every client relationship with a comprehensive baseline assessment of all
critical revenue cycle metrics. This establishes where you currently stand and quantifies
improvement opportunities. We then implement proven processes specifically designed to
optimize each key metric.
Our systematic approach includes:
Advanced Analytics: We track detailed performance data across all revenue cycle functions,
identifying trends and issues before they become major problems. Our reporting provides
transparency and actionable insights.
Benchmarking: With 25+ years managing revenue cycles for healthcare providers, we
understand industry benchmarks and help you understand how your performance compares.
We set realistic improvement targets based on your specific circumstances.
Continuous Improvement: Revenue cycle optimization isn’t a one-time project—it’s an
ongoing process. Our team continuously analyzes performance data and implements
refinements to drive sustained improvement over time.
Dedicated Expertise: Our specialized ASC billing team understands the unique metrics and
benchmarks relevant to surgery centers. We don’t apply generic billing approaches—our
strategies are tailored to ASC operations and financial structures.
System-Agnostic Implementation
Our system-agnostic approach means we work seamlessly with your existing practice
management and EMR systems. You don’t need to change technology platforms to benefit
from our expertise. We extract data from your systems, analyze performance, and implement
improvements within your current infrastructure.
Proven Results
Our clients consistently see measurable improvements across all key metrics:
Days in A/R reduced by 30-50%
Net collection rates improved to 97%+
Denial rates decreased to below 5%
First-pass acceptance rates exceeding 95%
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
14
At MBC, we begin every client relationship with a comprehensive baseline assessment of all
critical revenue cycle metrics. This establishes where you currently stand and quantifies
improvement opportunities. We then implement proven processes specifically designed to
optimize each key metric.
Our systematic approach includes:
Advanced Analytics: We track detailed performance data across all revenue cycle functions,
identifying trends and issues before they become major problems. Our reporting provides
transparency and actionable insights.
Benchmarking: With 25+ years managing revenue cycles for healthcare providers, we
understand industry benchmarks and help you understand how your performance compares.
We set realistic improvement targets based on your specific circumstances.
Continuous Improvement: Revenue cycle optimization isn’t a one-time project—it’s an
ongoing process. Our team continuously analyzes performance data and implements
refinements to drive sustained improvement over time.
Dedicated Expertise: Our specialized ASC billing team understands the unique metrics and
benchmarks relevant to surgery centers. We don’t apply generic billing approaches—our
strategies are tailored to ASC operations and financial structures.
System-Agnostic Implementation
Our system-agnostic approach means we work seamlessly with your existing practice
management and EMR systems. You don’t need to change technology platforms to benefit
from our expertise. We extract data from your systems, analyze performance, and implement
improvements within your current infrastructure.
Proven Results
Our clients consistently see measurable improvements across all key metrics:
Days in A/R reduced by 30-50%
Net collection rates improved to 97%+
Denial rates decreased to below 5%
First-pass acceptance rates exceeding 95%
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
15
Substantial recovery of aged receivables through our Old A/R Recovery Services
These improvements translate directly to increased cash flow, improved profitability, and
enhanced financial stability.
Getting Started: Your Revenue Cycle Assessment
What to Expect
Medical Billers and Coders offers comprehensive revenue cycle assessments specifically
designed for Georgia ASCs. Our assessment includes:
Current State Analysis: We establish baseline measurements for all critical revenue cycle
metrics using your historical data.
Benchmarking: We compare your performance to industry standards and identify specific
areas of concern.
Gap Analysis: We identify the difference between your current performance and best practice
benchmarks, quantifying revenue opportunities.
Recommendations: We provide specific, actionable recommendations prioritized by financial
impact and ease of implementation.
Financial Projections: We estimate the financial benefit of implementing our
recommendations, giving you clear visibility into potential ROI.
Take Action Now
Every month your ASC operates without optimal revenue cycle metrics costs money. Unpaid
claims age and become uncollectible. Denials go unappealed. Underpayments slip through
undetected. Process inefficiencies waste staff time and delay collections.
Schedule an audit today and discover exactly where your revenue cycle stands. Our
assessment provides clear visibility into performance, identifies specific improvement
opportunities, and projects financial impact. There’s no obligation—just valuable insights into
your ASC’s financial performance.
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
15
Substantial recovery of aged receivables through our Old A/R Recovery Services
These improvements translate directly to increased cash flow, improved profitability, and
enhanced financial stability.
Getting Started: Your Revenue Cycle Assessment
What to Expect
Medical Billers and Coders offers comprehensive revenue cycle assessments specifically
designed for Georgia ASCs. Our assessment includes:
Current State Analysis: We establish baseline measurements for all critical revenue cycle
metrics using your historical data.
Benchmarking: We compare your performance to industry standards and identify specific
areas of concern.
Gap Analysis: We identify the difference between your current performance and best practice
benchmarks, quantifying revenue opportunities.
Recommendations: We provide specific, actionable recommendations prioritized by financial
impact and ease of implementation.
Financial Projections: We estimate the financial benefit of implementing our
recommendations, giving you clear visibility into potential ROI.
Take Action Now
Every month your ASC operates without optimal revenue cycle metrics costs money. Unpaid
claims age and become uncollectible. Denials go unappealed. Underpayments slip through
undetected. Process inefficiencies waste staff time and delay collections.
Schedule an audit today and discover exactly where your revenue cycle stands. Our
assessment provides clear visibility into performance, identifies specific improvement
opportunities, and projects financial impact. There’s no obligation—just valuable insights into
your ASC’s financial performance.
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
16
With Medical Billers and Coders’ 25+ years of healthcare revenue cycle expertise, system-
agnostic approach, and dedicated ASC specialty team, we have the knowledge and tools to
help your Georgia surgery center achieve optimal financial performance.
Conclusion
Revenue cycle metrics provide the foundation for data-driven decision-making that drives ASC
profitability and growth. By systematically tracking days in accounts receivable, collection
rates, denial rates, case volumes, costs, and other critical KPIs, Georgia ASCs gain visibility into
financial performance and clear direction for improvement initiatives.
The metrics discussed in this guide represent best practices developed over decades of
healthcare revenue cycle management. While tracking these metrics requires discipline and
systematic processes, the financial impact of doing so makes it essential for any ASC serious
about optimizing profitability.
Remember that metrics are tools, not ends in themselves. The value comes from using data to
identify opportunities, implement improvements, and monitor results over time. Successful
ASCs establish regular rhythms of measurement, analysis, and action that drive continuous
improvement.
Whether you manage revenue cycle functions in-house or partner with specialists, establishing
comprehensive metric tracking and analysis capabilities should be a priority. The insights
gained from this data enable strategic decisions about staffing, service line development,
payer contract negotiations, and operational improvements.
Medical Billers and Coders brings 25+ years of healthcare revenue cycle expertise to help
Georgia ASCs establish comprehensive metric tracking, benchmark performance against
industry standards, and implement proven strategies for improvement. Our dedicated ASC
specialty team, system-agnostic approach, and commitment to measurable results make us an
ideal partner for surgery centers committed to financial excellence.
Don’t let your ASC operate without clear visibility into revenue cycle performance. The metrics
and benchmarks outlined in this guide provide a roadmap to improved profitability and
sustained growth.
Ready to optimize your ASC’s financial performance? Schedule your comprehensive revenue
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
16
With Medical Billers and Coders’ 25+ years of healthcare revenue cycle expertise, system-
agnostic approach, and dedicated ASC specialty team, we have the knowledge and tools to
help your Georgia surgery center achieve optimal financial performance.
Conclusion
Revenue cycle metrics provide the foundation for data-driven decision-making that drives ASC
profitability and growth. By systematically tracking days in accounts receivable, collection
rates, denial rates, case volumes, costs, and other critical KPIs, Georgia ASCs gain visibility into
financial performance and clear direction for improvement initiatives.
The metrics discussed in this guide represent best practices developed over decades of
healthcare revenue cycle management. While tracking these metrics requires discipline and
systematic processes, the financial impact of doing so makes it essential for any ASC serious
about optimizing profitability.
Remember that metrics are tools, not ends in themselves. The value comes from using data to
identify opportunities, implement improvements, and monitor results over time. Successful
ASCs establish regular rhythms of measurement, analysis, and action that drive continuous
improvement.
Whether you manage revenue cycle functions in-house or partner with specialists, establishing
comprehensive metric tracking and analysis capabilities should be a priority. The insights
gained from this data enable strategic decisions about staffing, service line development,
payer contract negotiations, and operational improvements.
Medical Billers and Coders brings 25+ years of healthcare revenue cycle expertise to help
Georgia ASCs establish comprehensive metric tracking, benchmark performance against
industry standards, and implement proven strategies for improvement. Our dedicated ASC
specialty team, system-agnostic approach, and commitment to measurable results make us an
ideal partner for surgery centers committed to financial excellence.
Don’t let your ASC operate without clear visibility into revenue cycle performance. The metrics
and benchmarks outlined in this guide provide a roadmap to improved profitability and
sustained growth.
Ready to optimize your ASC’s financial performance? Schedule your comprehensive revenue
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
17
cycle assessment today and discover exactly where your facility stands and how much
improvement potential exists. Your path to enhanced profitability starts with understanding
your metrics.
About Medical Billers and Coders (MBC)
Medical Billers and Coders (MBC) is a leading provider of medical billing, revenue cycle
management, denial management, and Old A/R Recovery Services. With over 25 years of
healthcare industry experience and a dedicated ASC specialty team, we help Georgia
ambulatory surgery centers optimize financial performance through data-driven revenue cycle
management. Our system-agnostic approach integrates seamlessly with your existing
technology, and every client receives a dedicated account manager committed to measurable
results.
Schedule an audit today and take the first step toward optimizing your ASC’s revenue cycle
metrics and profit growth.
Frequently Asked Questions
What’s the most important revenue cycle metric to track?
While all metrics matter, days in accounts receivable typically has the most direct impact on
cash flow and financial health. However, the most important metric for your ASC depends on
where your biggest opportunities exist. A comprehensive assessment reveals which metrics
need the most attention.
How often should I review revenue cycle metrics?
Critical metrics like days in A/R, case volume, and authorization status should be reviewed
weekly. Most financial metrics should be reviewed monthly with detailed analysis. Annual
reviews should include benchmarking against industry standards and strategic planning for
improvement initiatives.
What’s a realistic timeline for improving revenue cycle metrics?
Many improvements can be seen within 60-90 days of implementing new processes. For
example, reducing authorization denials or improving first-pass acceptance rates can show
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
17
cycle assessment today and discover exactly where your facility stands and how much
improvement potential exists. Your path to enhanced profitability starts with understanding
your metrics.
About Medical Billers and Coders (MBC)
Medical Billers and Coders (MBC) is a leading provider of medical billing, revenue cycle
management, denial management, and Old A/R Recovery Services. With over 25 years of
healthcare industry experience and a dedicated ASC specialty team, we help Georgia
ambulatory surgery centers optimize financial performance through data-driven revenue cycle
management. Our system-agnostic approach integrates seamlessly with your existing
technology, and every client receives a dedicated account manager committed to measurable
results.
Schedule an audit today and take the first step toward optimizing your ASC’s revenue cycle
metrics and profit growth.
Frequently Asked Questions
What’s the most important revenue cycle metric to track?
While all metrics matter, days in accounts receivable typically has the most direct impact on
cash flow and financial health. However, the most important metric for your ASC depends on
where your biggest opportunities exist. A comprehensive assessment reveals which metrics
need the most attention.
How often should I review revenue cycle metrics?
Critical metrics like days in A/R, case volume, and authorization status should be reviewed
weekly. Most financial metrics should be reviewed monthly with detailed analysis. Annual
reviews should include benchmarking against industry standards and strategic planning for
improvement initiatives.
What’s a realistic timeline for improving revenue cycle metrics?
Many improvements can be seen within 60-90 days of implementing new processes. For
example, reducing authorization denials or improving first-pass acceptance rates can show
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
18
results quickly. Other metrics like overall days in A/R or aged receivables collection may take 6-
12 months for full optimization as you work through existing backlogs and establish new
workflows.
Should I hire more billing staff or outsource?
This depends on your current staffing ratios, productivity metrics, and growth plans. Calculate
your cost per claim and compare to outsourcing costs. Consider quality metrics—if your in-
house team has high denial rates or low collection rates, outsourcing to specialists often
improves both financial outcomes and reduces total costs.
How do I know if my metrics are good compared to other ASCs?
Industry benchmarks provide general guidelines, but the most meaningful comparisons come
from similar ASCs in terms of size, specialty mix, and payer mix. Professional associations like
ASCA publish benchmark data. Working with experienced revenue cycle partners like MBC
provides access to comparative data from similar facilities.
What technology do I need to track these metrics?
Your existing practice management system likely contains all the data needed to calculate
these metrics. The challenge is extracting, organizing, and analyzing that data systematically.
Some ASCs use business intelligence tools or dashboards built on their PM system data.
Revenue cycle management partners like MBC provide comprehensive reporting as part of
their services.
Can I improve metrics without changing my EMR or PM system?
Absolutely. Most revenue cycle improvements come from process changes, staff training, and
systematic follow-up rather than technology changes. At MBC, our system-agnostic approach
means we optimize revenue cycles without requiring technology platform changes.
How much improvement should I expect in my metrics?
This varies based on your starting point. ASCs with significant room for improvement (days in
A/R over 50, net collection rates below 92%, denial rates above 10%) can often see dramatic
improvements of 30-50% in problematic metrics. ASCs already performing reasonably well can
still typically improve by 10-20% across most metrics.
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
18
results quickly. Other metrics like overall days in A/R or aged receivables collection may take 6-
12 months for full optimization as you work through existing backlogs and establish new
workflows.
Should I hire more billing staff or outsource?
This depends on your current staffing ratios, productivity metrics, and growth plans. Calculate
your cost per claim and compare to outsourcing costs. Consider quality metrics—if your in-
house team has high denial rates or low collection rates, outsourcing to specialists often
improves both financial outcomes and reduces total costs.
How do I know if my metrics are good compared to other ASCs?
Industry benchmarks provide general guidelines, but the most meaningful comparisons come
from similar ASCs in terms of size, specialty mix, and payer mix. Professional associations like
ASCA publish benchmark data. Working with experienced revenue cycle partners like MBC
provides access to comparative data from similar facilities.
What technology do I need to track these metrics?
Your existing practice management system likely contains all the data needed to calculate
these metrics. The challenge is extracting, organizing, and analyzing that data systematically.
Some ASCs use business intelligence tools or dashboards built on their PM system data.
Revenue cycle management partners like MBC provide comprehensive reporting as part of
their services.
Can I improve metrics without changing my EMR or PM system?
Absolutely. Most revenue cycle improvements come from process changes, staff training, and
systematic follow-up rather than technology changes. At MBC, our system-agnostic approach
means we optimize revenue cycles without requiring technology platform changes.
How much improvement should I expect in my metrics?
This varies based on your starting point. ASCs with significant room for improvement (days in
A/R over 50, net collection rates below 92%, denial rates above 10%) can often see dramatic
improvements of 30-50% in problematic metrics. ASCs already performing reasonably well can
still typically improve by 10-20% across most metrics.
Visit our website: Click here
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
19
The Complete Guide to Wound Care Billing (eBook) – Grab Your Copy!
Follow us:
Call now 888-357-3226 (Toll Free)
[email protected]
Copyright © Medical Billers and Coders. All Rights Reserved
19
The Complete Guide to Wound Care Billing (eBook) – Grab Your Copy!
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