Brace Health resources
Practical guidance authored by the people who work on billing and practice operations every day.
52 resources
David O’Hara joined Nathan Shields on Private Practice Owners Club to discuss how practice owners can build a payer-negotiation case around local access and near-term costs, with AI supporting the research.
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A waitlist does not guarantee negotiating leverage or a rate increase. It may help a physical therapy practice document an access need in its market; a payer-specific case should connect that evidence to network adequacy or a plausible near-term cost alternative.
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An ABA practice choosing a billing company should verify the vendor’s experience with its actual payer mix and service model, document who owns authorization and intake work, and understand how claims, denials, payments, and unresolved items will be managed. Get responsibilities, exclusions, and transition terms in writing.
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Before a cash-pay therapy practice starts billing insurance, it should map which services and providers may be billed, confirm payer-specific enrollment and participation requirements, define documentation and system workflows, and explain the change to patients. Enrollment, contracting, coverage, and billing rules vary; a billing vendor cannot replace the practice’s payer and clinical responsibilities.
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For applicable Medicare Part B outpatient physical therapy services, a service furnished in whole or in part by a PTA may require the CQ modifier when the PTA’s independent portion exceeds the de minimis threshold. For claims subject to the reduction, Medicare pays 85% of the otherwise applicable amount. Verify the current CMS rule and claim circumstances before billing.
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An occupational therapy practice should evaluate a billing company by the work it will own, its familiarity with the practice’s payer and documentation workflows, how it handles exceptions, what it reports, and which tasks stay with the practice. Confirm scope and service fit in writing before sharing access or transferring claims.
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When a payer says a claim is held for provider enrollment, verify the payer’s exact reason, the provider and service location, and the enrollment effective date for the date of service. Do not assume it is a clearinghouse enrollment issue or change and resubmit the claim until the payer clarifies what action it requires.
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PT, OT, and speech-language pathology practices may share billing tools, but a billing workflow should still be checked against the discipline, provider, service, documentation, and payer involved. Do not copy a code, modifier, or payer rule from one discipline to another without confirming that it applies.
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A speech therapy practice should choose a billing company by checking whether it understands the practice’s payer mix and service model, how it handles documentation and claim exceptions, what work it owns, and how it reports unresolved items. Confirm payer-specific requirements and scope in writing rather than relying on a general claim of specialty expertise.
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A delay between a completed therapy visit and claim submission can postpone reimbursement and leave less time to correct problems before a payer’s filing deadline. Track the visit-to-submission handoffs, identify the first stalled step, and verify the actual deadline for each payer rather than assuming one universal limit.
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A therapy practice can make a more defensible pre-visit estimate by combining the benefit information available, the planned service, and relevant claim history. Explain the assumptions and uncertainty; only the payer’s claim adjudication determines the final insurance result and patient responsibility.
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In WebPT, a cash-pay service charge and the payment received for that service represent different records. A practice should document the service through its approved billing workflow, record actual payments against the correct patient and date of service, and reconcile the two before relying on a patient balance.
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Before referring a patient balance to a collection agency, verify that insurance processing and payment posting are complete, the balance is accurate and supported, prior payments and disputes are reconciled, and the practice’s notice and referral policies have been followed. Confirm legal requirements with qualified counsel.
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Submitting an ERA enrollment form is only the start. Track the payer’s approval, confirm where the electronic remittance is delivered, and reconcile the first file to a real deposit before relying on the workflow.
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A solo dietitian should compare billing vendors on the work they actually own, specialty and payer familiarity, communication cadence, exception handling, reporting, fees, and transition terms. Get responsibilities and exclusions in writing, and ask how the vendor handles a difficult claim—not only routine submissions.
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A useful payer playbook records the source, scope, effective date, and verification status of each rule. Keep payer-wide guidance separate from a claim-specific exception, and assign someone to review rules that can change.
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Medicare’s therapy evaluation code families distinguish physical therapy from occupational therapy: commonly, 97161–97163 are PT evaluations and 97165–97167 are OT evaluations. Confirm the code, discipline, documentation, and payer-specific billing rules for the service; a code family alone does not establish coverage or payment.
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Before sending a patient statement, confirm the claim has been processed, the payer response and adjustments are posted, the balance is supported, and the statement is going to the right person through an approved channel. Hold unclear or disputed balances for review.
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A benefits check can return information available from an eligibility transaction, such as coverage status or benefit details. It does not guarantee that a specific service will be covered or paid; claim adjudication depends on the submitted claim, plan terms, provider and service details, and payer rules.
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A “paid” claim status and a bank deposit are different records. Match the payer’s remittance to the EFT or check details, deposit date, bank activity, and posting record; then investigate the first point where the trail no longer matches.
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A practice should distinguish an estimate from the patient responsibility established after the claim is processed. Before requesting payment, reconcile the payer’s adjudication and any contractual adjustments, then communicate the balance and payment options clearly under the practice’s policies and applicable rules.
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An accepted status may confirm receipt by an intermediary, not necessarily that the payer has the claim in its adjudication system. Check the transaction status, payer routing, and required electronic-claim enrollment before treating the claim as received.
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The CQ modifier identifies applicable Medicare outpatient physical therapy services furnished in whole or in part by a PTA. It is not required automatically for every PTA-involved visit; apply the current CMS threshold, service-unit rules, exceptions, and claim-line requirements for the date of service.
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A paid claim may warrant underpayment review when the remittance is lower than the amount expected under the applicable contract and claim facts. Verify the benchmark, explain the variance, and then decide whether to correct, appeal, contact the payer, or close the review.
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Medicare Physician Fee Schedule amounts can vary by procedure code, payment year, and locality. Use CMS’s lookup with the right code and locality, then check payment indicators and claim-specific rules; a displayed fee-schedule amount is not a guarantee of the final payment.
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For Medicare outpatient therapy, CPT 97014 is not a Medicare-recognized code. A CMS Medicare Coverage Database article for specified contractor jurisdictions describes HCPCS G0283 for certain unattended electrical-stimulation services under a therapy plan of care; confirm the current MAC policy for the service date and location.
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A PT practice can prepare a stronger rate request by connecting a focused ask to evidence the specific payer may value, such as specialized access, network adequacy, or near-term cost. The case and likely outcome vary by payer and market.
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For Medicare outpatient therapy, the 8-minute rule helps determine billable units for timed services measured in 15-minute units. Apply the current Medicare method to documented timed minutes; do not assume that commercial plans use the same method or include untimed services in the calculation.
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The cost of outsourced PT billing depends on the proposal’s fee basis, included work, exclusions, practice volume, and contract terms. Compare providers using the same scope and period; do not assume a generic “standard” rate applies to every practice.
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A new PT location needs its own billing-readiness check. Confirm how the site is represented in systems and payer records, how claims and payments route, and how the team will monitor location-level work rather than assuming the existing clinic’s setup carries over.
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Some Medicare claims can cross over electronically to a participating secondary payer after Medicare processes them, but crossover is not universal. Check the Medicare remittance and the secondary plan’s instructions; the practice may need to submit or follow up separately.
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A lower deposit total is a signal to investigate, not proof of one cause. Compare like-for-like periods, then trace the difference through completed visits, payer mix, payment timing, posting, patient collections, denials, and accounts receivable.
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A claim rejection generally means the claim was not accepted for adjudication. A denial reflects a payer's decision not to pay all or part of an adjudicated claim. Check the actual response before deciding whether to correct, submit again, or appeal.
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A therapy claim is not necessarily stalled because it is old. Look for a missing acknowledgement, an overdue response, unresolved information, or a next action with no owner. Compare the actual claim history with the expected step—not just its aging bucket.
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In-house and outsourced physical therapy billing can both work. Compare who will own the full revenue cycle, how work stays covered, and what your practice must still manage. Salary versus a billing fee is only one part of that decision.
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Brace Health may be a fit for a therapy practice that wants a dedicated billing partner, close communication, and help carrying billing work through resolution. The decision should depend on your workflow, EMR, and agreed scope.
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Old accounts receivable does not automatically become the new billing company's responsibility. Before a therapy practice switches, agree who will work earlier claims, who will post later payments, and what access and reporting remain available.
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An outsourced billing team can work within your therapy EMR when access and workflows support it. Before starting, define who prepares claims, posts payments, follows unpaid balances, and supplies missing information. EMR compatibility does not mean every step is automated.
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To investigate a physical therapy claim denial, start with the payer's actual response, compare it with the submitted claim and supporting records, and choose the next action under the applicable instructions. A denial code is a starting point—not a complete root-cause diagnosis.
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Prioritize denied therapy claims by the risk of missing a deadline, their current status, and the action available—not balance or age alone. Keep the rest of accounts receivable visible so urgent denial work does not leave other claims without an owner.
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Before switching therapy billing companies, agree who owns old and new claims, preserve the access needed to work them, and assign each unresolved item a next action. A documented handoff manages transition risk; it does not guarantee uninterrupted cash flow.
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Choose the next step for a therapy claim from its actual status, payer response, and submission history. Correct inaccurate data, follow the required submission route, challenge a decision through the appropriate review process, or seek clarification when the evidence is incomplete.
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AI can help rehab billing teams spot exceptions, prepare follow-up, and organize evidence. It cannot replace clinical judgment, payer-specific verification, or a person accountable for approving and resolving the work.
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Brace Health pairs AI-assisted billing workflows with a dedicated rehab billing partner. AI helps surface and prepare work, while a human biller reviews, coordinates, and follows claims toward resolution.
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A physical therapy billing company should show more than a collections total. Evaluate how claims move from submission to payment, what happens when they are rejected or underpaid, and who owns each unresolved issue and next action.
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An AR aging report shows how long balances have been open. For a physical therapy practice, the useful next step is to identify why older balances remain, who owns each one, and what happens next.
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Physical therapy owners can start with five billing measures: submission lag, rejections and denials, AR aging, payment realization, and open exceptions. Each measure needs a consistent definition and a next action.
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A practice owner should be able to explain where revenue is stuck, why claims remain unresolved, who owns each next action, which failures recur, and whether billing performance is improving—without personally working every account.
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Unpaid claims should be reviewed continuously, but not every claim needs the same follow-up interval. Set each claim’s next action from its current status, expected payer response window, filing or appeal deadline, value, and unresolved blocker.
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A practice owner can delegate routine billing execution, but should retain visibility into performance, authority over consequential decisions, and accountability for unresolved exceptions. Every handoff needs a named owner, response time, and clear completion standard.
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A physical therapy billing company should turn completed visits into resolved balances. That includes claim preparation, rejection and denial work, payment posting, unpaid-claim follow-up, patient billing support, reporting, and clear escalation when the practice must act.
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A therapy EMR can prepare and submit a clean claim, but it does not finish the revenue cycle. A billing owner still needs to resolve payer responses, underpayments, secondary claims, patient balances, and recurring workflow failures.
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