Orlando medical consultant Jennifer Wilkes, CPM, joined Physician Office Managers Association of America (POMAA) as soon as it formed, and quickly advanced to a leadership position as national association director. The Orlando Medical News visited with Wilkes about her role, hot-button issues practice managers face locally and nationally, and what healthcare providers need to know before making short-term decisions that could affect long-term earnings.

 

POMAA had all the ingredients of an association that I was looking for—networking, certifications, and educational opportunities. 

 

 

Because I’m self-employed as a medical consultant, I found that I was able to help Desiree Baylin, the executive director, almost immediately after joining. At first, it was with little things. Then, I suggested starting local chapters to gain the interest of medical professionals in areas where members were able to support chapters, so I was made the Chapter Coordinator.

 

Then came the announcement that Des was going to do the first national conference in Baltimore, and needed help gaining sponsors/vendors for the event. This is where I believe I was most helpful. We weren’t sure how successful our first annual conference would be, but from the press releases, emails, and testimonials from members and vendors who attended, it appears we did quite well. In fact, we're already gearing up for our annual conference in New Orleans this September with many return vendors. 

 

Becoming the national association director came after Des was looking at my email signature line: POMAA National Advisory Board Member, POMAA Chapter Coordinator, POMAA Sponsor/Vendor Coordinator, POMAA Editorial Board. She decided I was doing too much, yet I didn't feel I was doing enough. The dilemma sent us searching for a title that would cover all the things I'm doing, and Des came up with this title.

 

 

The Central Florida Chapter of POMAA, and POMAA itself, are being widely advertised and represented. Flyer announcements are sent to many hospitals’ physician-based faxes, and emails to share education, as well as offering CEUs for meetings. POMAA's Web site (www.pomaa.net) has an Orlando chapter page. I would say we’re definitely well represented in many ways.   

 

 

I can only tell you what I know and what I've heard, that MGMA is an association geared more toward larger entities, such as freestanding centers and hospital management, where the POMAA is geared toward helping, networking, and supporting smaller individual practices, as well as those medium- and large-sized. We have such a vast array of membership that includes administrators, managers, and supervisors from non-profit solo practices, as well as 85 physician practices. Also, POMAA has many consultants available to help on a daily basis. POMAA members also tend to deal with the day-to-day travesties in a practice, and also what's going on with healthcare reform, Medicare fee schedules, HIPAA compliance issues, and whatever the government throws our way. It's nice to know we can reach out (via listserv) and ask nearly any medical practice question and know that we're going to get responses from well-educated professionals who are part of POMAA. Many times, if someone doesn't know the answer, another will find it. Questions rarely go unanswered.  

 

 

The new HIPAA 5010 compliance issue. I don't know that it's going to be that difficult with all the help that’s available, but as with all things government, it's probably likely it will get detained. Secondly, the discontinuing of consult codes with Medicare. I don't think this will deter any fraudulent acts. In fact, it may cause an increased number of doctors to bill more frivolously to make up for the money they will lose not being able to use these codes. Also, when Medicare makes a move, most insurance companies usually follow. 

 

The third issue goes along with the loss of income that doctors are facing because of decisions like Medicare's to take away consult codes. It seems that doctors already have to find ways to increase their revenue, which means more work and not so much money.   

 

 

Most practices are having difficulty finding appropriate staff, and being able to afford to pay for experience. I’ve found many practices say ‘yes, we may have a need, but what's it going to cost?’ Unfortunately, these practices aren’t looking at the bigger picture to assure them that every effort must be given to make their practice run effectively. Younger billers are being hired because they cost less and can “sort of” bill. They end up costing the practice in the long run. Although there are knowledgeable billing and coding experts, some practices just go with what they can afford in the short term.