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Little is known about the extent of prior authorization requirements in otolaryngology. We performed a secondary analysis of data comparing prior authorization (PA) policies across 5 major Medicare Advantage insurers to estimate the counterfactual proportion of 2021 Medicare Part B fee-for-service spending and utilization for commonly performed otolaryngologic procedures that would have required PA. The counterfactual proportion of spending (range: 20.4%-27.6%) and utilization (range: 1.8%-4.5%) requiring PA was relatively consistent across insurers and largely attributable to rhinologic procedures. However, PA requirements for specific services varied widely among insurers. Among the 70 (of 196; 35.7%) services subject to PA by any insurer, nearly half were subject to PA by a single insurer (n = 34; 48.6%). Only 10 (14.3%) services were subject to PA by 4 (n = 6; 8.6%) or 5 (n = 4; 5.7%) insurers. These discrepancies illustrate the challenges of navigating discordant insurer policies for otolaryngologists and raise concerns about the validity of certain PA requirements.

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Healthcare providers use revenue cycle management (RCM) to track patient billing and revenue. The revenue cycle collects data from various systems and compiles it into a single RCM system connected to payers. Effective system integration improves revenue and financial stability. The aim is to assess RCM feasibility in Saudi Arabia's governmental hospitals, examine financial management, and recommend practical implementation. In this study, healthcare leaders were interviewed face-to-face and via audio recording to collect qualitative data in response to semi-structured questions. Key informants from seven main hospitals were interviewed. Respondents understood RCM and identified internal and external challenges in hospital financial management. Government hospitals face accountability obstacles. Two of the seven surveyed hospitals operate business clinics using a fee-for-service model. The billing system is not integrated with the information system. The RCM system faces challenges such as unclear vision, lack of accountability, staff resistance, process redesign, and importance of project management. Despite these challenges, respondents still value RCM and recognize its importance in improving hospital revenue management. Effective implementation of RCM requires significant transformational processes, including vision, governance, accountability, proper training, and effective monitoring and evaluation processes. Communication should also be emphasized, and the patient's perspective must be brought into focus. Involving all stakeholders can create direct and holistic patient benefits; therefore, bringing them on board is crucial. New approaches are required to enhance healthcare in Saudi Arabia, addressing gaps in revenue optimization and RCM. Future research should evaluate the move from government-funded to self-operated hospitals, providing a better understanding of the challenges and opportunities.

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BACKGROUND: Billing codes are utilized for medical reimbursement, clinical quality metric valuation and for epidemiologic purposes to report and follow disease trends and outcomes. The current paradigm of manual coding can be expensive, time-consuming, and subject to human error. Though automation of the billing codes has been widely reported in the literature via rule-based and supervised approaches, existing strategies lack generalizability and robustness towards large and constantly changing ICD hierarchical structure. METHOD: We propose a weakly supervised training strategy by leveraging contrastive learning, contrastive diagnosis embedding (CDE) to capture the fine semantic variations between the diagnosis codes. The approach consists of a two-phase contrastive training for generating the semantic embedding space adapted to incorporate hierarchical information of ICD-10 vocabulary and a weakly supervised retrieval scheme. Core strength of the proposed method is that it puts no limit on the 70 K ICD-10 codes set and can handle all rare codes for coding the diagnosis. RESULTS: Our CDE model outperformed string-based partial matching and ClinicalBERT embedding on three test cases (a retrospective testset, a prospective testset, and external testset) and produced an accurate prediction of rare and newly introduced diagnosis codes. A detailed ablation study showed the importance of each phase of the proposed multi-phase training. Each successive phase of training - ICD-10 group sensitive training (phase 1.1), ICD-10 subgroup sensitive training (phase 1.2), free-text diagnosis description-based training (phase 2) - improved performance beyond the previous phase of training. The model also outperformed existing supervised models like CAML and PLM-ICD and produced satisfactory performance on the rare codes. CONCLUSION: Compared to the existing rule-based and supervised models, the proposed weakly supervised contrastive learning overcomes the limitations in terms of generalization capability and increases the robustness of the automated billing. Such a model will allow flexibility through accurate billing code automation for practice convergence and gains efficiencies in a value-based care payment environment.

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As practicing clinicians, most of us have not had formal education on many of the business fundamentals that allow us to run a thriving practice. This article serves as a primer for understanding revenue cycle management, practical steps for engaging in insurance contract negotiation, and considerations for benchmarking the financial, operational, and human resources of your clinic.

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Despite years of recognition that many physicians are woefully unprepared to face challenges regarding the business of medicine, marginal progress has been made. In this piece, we aim to provide the contemporary reproductive medicine physician with an understanding of billing, coding, and, most importantly, cost containment for a typical fertility practice. It is critical for modern practices to not forego hard-earned revenue to insurance companies or not be aware of critical rules and regulations. While running a successful fertility practice requires good medical care, a profitable practice is necessary for overall long-term success. This article provides a brief history of medical insurance and billing, explains the process of updating billing codes, and reviews the revenue cycle, cost containment, and contract negotiations with insurance companies.

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Breast cryoablation is becoming more commonplace as a minimally invasive percutaneous procedure that utilizes extreme cold to destroy targeted tissue and has been used to treat symptomatic fibroadenomas and early-stage breast cancer for over a decade with promising results. The practical considerations for implementing a breast cryoablation service include developing and communicating strategic and operational plans, training and privileging the proceduralist, selecting equipment, collaborating with referring clinicians, recruiting and navigating patients, and understanding billing considerations.

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Managing an oral and maxillofacial surgery (OMS) practice has undergone dramatic changes. Electronic health records, privacy laws, revenue cycle management, online marketing, and the rise of dental service organizations (DSOs) present increased daily complexity for oral and maxillofacial surgeons in private practice, hospital-based employees, and academic surgeons. This article is structured to discuss the role of DSOs, private equity in OMS, online practice marketing, accounting and tax considerations, and modern essentials of practice management.

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Surgeons are facing greater pressures as business entities with each passing year. With limited ability to compensate by increasing workload, surgeons must understand finances and practice management. Strategic planning for the survival of a clinical practice now requires a background in business long absent in the formal education of surgeons. This article provides an introduction to the basic principles of office finance, management, and the revenue cycle.