The emphasis on Revenue Cycle Management could never have been so high as it is now – as radiologists begin to comply with of the Affordable Care Act’s (ACA) requirements, they would realize the importance of reinvent their billing and revenue cycle management process to suit the bundled care, shared risk, and quality-driven reimbursement models. With fee-for-service likely to be phased out in favor of value-based service model, radiologists’ revenues may be vulnerable to reductions or long hold-up at the hands of either public plans such as Medicare, Medicaid, or commercial payors. In fact, the population health management requires diagnostic radiologists to adopt shared-risk model with in a period of five years or so. Therefore, radiologists will be under the obligation to coordinate and conform to performance standards for diagnostic services, rendered to both Medicare-supported beneficiaries as well as commercial insurance beneficiaries.

Physicians’ choice of health plans and contracts seem to be getting fewer and fewer with each passing moment as U.S. health insurance sector, particularly the private sector, witnesses unprecedented payer consolidation, acquisitions, and mergers amongst private health insurance carriers. Besides contradicting the hope that such consolidation, acquisitions, and mergers would bring down the cost premiums for patients, it has virtually helped a few players to wield monopoly over the entire commercial health insurance landscape. The situation has grown so unchecked 70 percent of 385 metropolitan areas in the U.S. do not have competitive conditions, and as much as 40 percent of these areas have a single health insurer controlling the majority share of the commercial health insurance market. As a result, physicians have virtually lost the bargaining leverage that they would have enforced had there been a perfect competitive market for commercial plans.

Gastroenterologists trade patient-centric information for a variety of purposes, and Medical Billing is one of them. While physicians clinical notes on gastroenterology procedures are made use of by coding and billing staff, there may be possibility, intentionally or accidentally, that vital patient-centric information being exposed to security and privacy breach in the form of theft or hacking.  As we know that any compromise with patients’ data security and privacy could lead to monetary as well criminal penalties. Therefore, with gastroenterologists’ practice credibility and reimbursements at stake, it is inevitable that Gastroenterology Billing partners or service providers become HIPAA compliant.

The consistent rise in demand for Gastroenterology services has really been a boon for clinics and hospitals. But the growth has been so overwhelming that it started affecting their reimbursements in a big way. While practitioners have generally been preoccupied with clinical duties, their medical billing staff have found the voluminous growth simply hard to cope with. As a result, there may been considerable delay in processing claims, leaving physicians’ bills to pile up as ‘account receivables’. The situation is likely to be even more demanding as a large percentage of population is going to be brought under Medicare and other insurance schemes. As per the reliable industry sources, Gastroenterology specialty alone will see 20 to 25 percent growth over the next five years or so. Fortunately, Gastroenterology practices can replace or ease medical billing woes with outsourced Gastroenterology medical billing solutions. The quality of services offered is generally good across the US, but it is still advisable to gauge your prospective service providers’ credentials before taking them onboard. Amongst many parameters against which you may judge your prospective Gastroenterology Billing partners’ competence, following assume more significance than the rest:

Despite Gastroenterology being one of the high-yielding practices, practitioners’ revenues from reimbursements continue to remain below par. This can be a distressing trend considering the spiraling cost of administering gastroenterology services. While clinical and technological advancements have brought in unimaginable precision to care, billing requirements too have become more demanding than ever before. As a result, a considerable portion of gastroenterology bills are susceptible to delays and denials, most of which are never pursued owing to incompetent billing practices. With the combined cost of such unrealized claims amounting to almost 20% of the total bills submitted, gastroenterology practices would do well to find better billing alternatives. While internal billing resources may be brought up with training and orientation, its success rate has not been all that impressive. Moreover, it could prove costly.

It is an irony that Medicare and Medicaid, which reimburse more than the half of the nation’s total health insurance, have come in for heavy flak by physicians, who claim to have lost considerable revenues that they could otherwise have rightfully earned had they avoided seeing Medicare and Medicaid beneficiaries and favored patients with private health insurance policies. The problem seems to originate from the sustainable growth rate (SGR) formula that has been proved unscientific against exponential growth in public health care beneficiaries and medical cost associated. Thus, physicians have constantly been put to Medicare and Medicaid cuts. And with Affordable Care Act recommending inclusion of millions of uninsured and baby boomers into the fold, physicians may get highly selective in admitting Medicare and Medicaid beneficiaries in an effort to save themselves from being affected with rather discouraging payments rates.

Radiology collections, which have been far from being impressive in the recent years, may further go down amidst a host of issues likely to surface throughout 2013. Significant of those issues is the reimbursement cuts, which is supposed to lead to a reduction of almost 19% in the collections of radiology practices. Further, a 25% cut in payments for imaging services has not gone down well with providers, who may eventually be discouraged to comply and continue with revised guidelines.

Much like medical billing challenges faced by other practitioners, radiologists too will have challenges unique to their own profession. The general perception of billing being more complex than ever before and progressive fall in reimbursements seems to hold good to Radiology Billing as well. As a result, radiologists may see their revenues dropping considerably, which in turn could have disastrous impact on clinical and operational efficiency.   With possible threat to sustain diagnostic and radiologic quality amidst a host of clinical and Radiology medical billing challenges, radiologists will have to identify and address the key factors that may carry potentially greatest threats to their revenues, profitability, and more importantly the patient care.

• Foremost, bundling of services and codes could lead to significant decrease in reimbursement for radiologists.  It may be remembered that certain radiology codes are now modified into codes with lower RVUs. Moreover, The Medicare Payment Advisory Committee’s (MedPAC) inclination to reduce imaging reimbursements, including lowering the threshold for bundling review from 75% to as low as 50%, reducing professional component payments for multiple procedures and studies conducted by the same practitioner during the same session, and discounting payments for radiologists who both order and read images could severely hamper radiologists’ revenue prospects. ...

Technology has really done wonders to the way doctors or hospitals document and exchange healthcare data across the clinical eco-system – with the digital mode, it is now finitely possible to record unimaginable volumes of data in miniature chips, and share them  instantly for collaborative clinical management, research, medical billing, and macro healthcare policy decisions. The negative side of this technology utility is that there has been alarming increase in healthcare data breaches that have threatened to jeopardize patients’ privacy and security as well as credibility of doctors/hospitals.

Affordable Care Act, along with a few other pro-beneficiary health care policies, may have helped rationalize cost of health care as well as cost of health care insurance across the broad spectrum – Medicare, Medicaid, and a variety of private insurance plans offered across the U.S. Beneficiaries could even benefit from lesser co-payment obligations and deductibles. However, it may not be said with any certainty that their woes with delay and denial would come to end. If the recent reactions are any indicators, medical practitioners may well see denials and A/R days going up more than they used to be earlier – there have already been instances wherein physicians’ reimbursements have been held up for as long as 60 days and even more. Just, imagine the kind of negative impact it could have had on their clinical and operational efficiency!

In the last few years, cardiology has had to manage with negligible fee increase while having to cope up with numerous coding and billing changes. While cardiologists may have seen an increase of 1 to 2 percent increase in Medicare’s fees, they have had put up with reduction in medical reimbursements beyond permissible limits. To a large extent, these practice-related medical reimbursements reductions could have been triggered by a series of relentless medical billing and coding changes that have seemingly been more challenging than ever before.

Over the years cardiology has branched out into an impressive array of sub-specialties– general clinical cardiology, interventional cardiology, echo-cardiology, nuclear cardiology specialty, heart failure, transplant and cardiology surgery to name a few. Within each of these sub-specialties, cardiologists are often called upon to carry out clinically critical and highly expensive diagnostic and preventive cardiology services. While cardiologists have been not been averse to engage themselves in such services, underpayments from insurance carriers have unbearably common.

Even as cardiologists may feel aggrieved, Medicare, Medicaid, and private insurers cite coding and billing inaccuracies as the reasons for denial, delay, or underpayments. And, it may even be true – much like consistent progression in cardiology diagnosis and preventive procedures, Centre for Medicare/Medicaid Services (CMS) too has constantly been evolving cardiology coding and billing standards. It is highly possible that cardiologists’ internal or external medical billing resources could not measure up radical coding and billing changes, leaving revenues being affected. It is significant note that underpayments may have been as large as 20 percent of their realizable income.

Now that cardiologists have realized the importance of replacing their existing cardiology medical billing with more experienced and competent  medical billing specialists, technologies, processes and management that can effectively measure up evolving cardiology medical billing standards, they could be drawn into making an apt choice from several alternatives – independent cardiology billing specialists, remotely operating cardiology billing professionals, and cardiology medical companies or consortiums. Although cardiologists are independent to make a choice that best supports their individualistic needs, medical billing companies often seem to be equipped with cardiology billing specialists knowledgeable in the complex rules utilized by insurance companies to judge cardiologists' medical claims. The reasons on which the choice medical billing companies are their ability to:

Browse all : Cardiology Billing

• Appeal denied claims and answering extremely specific and technical questions about procedures and diagnoses. It should be remembered that such competence can only be expected from medical billing companies, who often possess significant experience, gained from serving many cardiologists over the years....

Cardiologists are reported to have been writing off a considerable chunk of medical bills that could otherwise have been realized if they had a more responsible cardiology medical billing in place. If the industry sources are to be believed, over 20 percent of claims are left unrealized. What is even more worrying is that Account Receivables too are languishing in the basket for more than 60 days! As a result, cardiologists bottom-line has constantly been sinking, making it hard to sustain effective and efficient cardiology services. While cardiology billing requirements may have more demanding, they are not something that cannot be overcome with streamlined Cardiology Billing Process. And, when we mean streamlined billing process, there ought to be an ideal integration of cardiology medical billing specialists, technologies, processes and RCM solutions aimed at bringing down revenues losses to negligible percentage.

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  • Educating Cardiology Billers
    Significant advances have been made in cardiology billing system in the recent, and it is possible that your cardiology medical billing staff may not be knowledgeable of current billing system. Hence, educating cardiology medical billing specialists with latest billing system is the primary step in streamlining cardiology billing process.
    
    
  • Adapting to technologic advancements
    Second, you have the privileges of technologic advancements in cardiology coding and billing. It is remarkable how these technologic advancements have redefined cardiology billing – automation of routine tasks, and reminders when follow-ups are required; time management in resolving complex billing cases and denials; enabling collection improvement and reduction in A/R. Therefore, coding and billing software built on ASP model may possible accomplish such critical tasks.

• Improving processes
  Third, processes to ensure:...

Orthopedic billing has its own share of challenges that seem to get complex with changes in orthopedic-specific CPT codes and modifiers every year or as deemed fit whenever by the governing body for monitoring and recommending coding changes. Quite parallel to this challenge is the orthopedic fee schedules (published by the CMS), which are progressively becoming smaller every year. In between these two, orthopedic billing and coding environment continues to be influenced by technology so much so that it is virtual impossible to conduct operational functions without being compliant with the requisite degree of automation. The sum total of these three challenges puts so much pressure on orthopedic physicians that they are left with no option but to entrust their orthopedic billing to specialists outside their clinical facilities.

Reimbursements have generally been tight recently for orthopedics – Medicare cuts, shrinking fee schedules, increased technology intervention in medical billing, and a multi-payer environment that is more vigilant than ever have really made it tough for orthopedics to realize their reimbursements to the maximum. But amidst these monumental challenges, HIPAA compliant clinical and operational management may still offer avenues to keep reimbursements level above average. Thus, orthopedics across the U.S. are beginning to embrace technology-driven HIPAA compliant Orthopedic Billing to offset the impact of a series of restrictive impositions on medical billing.

The significant about HIPAA compliance is that it can not only endorse orthopedics as being responsive to patient privacy and security but also entitle them to incentives for showing up as responsible partners in effective and efficient health care delivery. Moreover, payors perceive HIPAA compliance to be yardstick for measuring orthopedics’ integrity for medical billing. Therefore, HIPAA compliant Orthopedic Medical Billing may just be the factor that can create a sense of trust among your payors. But HIPAA compliance needs to planned and executed in a way that best suits individual practitioners or hospitals; HIPAA compliance cannot be generalized even though you happen to be in the same discipline as orthopedics. The factors that will need to be taken care of while migrating to HIPAA compliant orthopedic medical billing are:

• Ensuring Protected Health Information (PHI) : HIPAA compliance requires you to protect health information, which may include anything that can be used to identify an individual and any information shared with other health care providers or clearinghouses in any media (digital, verbal, recorded voice, faxed, printed, or written)....

Patient satisfaction has always been the yardstick for operational success, and hospitals have tried out novel ways to keep patient experience enriched. While physicians’ skills have primarily been pivotal, technology too has helped considerably. And, technology has begun to be so significant that hospitals seem to have accepted them to indispensable in enhancing overall patient satisfaction, comply with evolving industry regulations, and being competitively ahead. As growing number of hospitals across the U.S. are beginning to embrace technology to elevate patient satisfaction, they are realizing the need to integrate clinical activities with medical billing activities to arrive at mutually beneficial equation – patient satisfaction that promotes practice revenues. Therefore, they may have to leverage with outsourced hospital medical billing that are integrated with clinical and operational features.

When confronted with the question of finding technology that is clinically and operationally dependable, integrated Electronic Health Record (EHR) systems come to be recognized as the most reliable technology platforms. EHR systems integrated with Practice Management Systems (PMS), Clinical Decision Support Systems, and Patient Communication Network Systems can create both clinical and practice efficiencies, and promote opportunities for enhanced patient access to data and patient engagement. The combined impact of these features may significantly improve patient satisfaction as:

• Patients perceive them to be part of improved care system: Experience has shown that patients value doctors who are progressively tech-savvy. It is interesting to note that around 75 percent of U.S. population associate technology-inclusion with better care. ...

Medical practices and hospitals are required to deal with the challenging task of getting their due payments. The rules and procedures governing the payments have become increasingly complex and confusing, resulting in greater denials, lost claims or underpayments. Manual processes human errors and claims submission can be time consuming and slow down the claim process. Sophisticated electronic Medical Billing and Coding processes and advanced practice management software solutions can help improve the billing process and contribute towards increased physician revenue.

How do advanced billing processes help in improving revenue?

• Accuracy: Research conducted in Medicare as well as Medicaid centers suggests that hospitals routinely experience revenue leakage due to lost or denied claims. Of the 30 percent lost or denied claims, approximately 60 percent are never resubmitted. Practices and hospitals also fail to collect approximately 18 percent of the claims. It is therefore extremely critical for hospitals to ensure accurate submission of claims in the first instance. Sophisticated billing processes and technological tools can help in identifying inherent reasons for denials. Specialized software can identify claims that may be denied and robust procedural rules can ensure scrubbing of the claims. ...

Health practitioners often find themselves dealing with a variety of records – from records pertaining to practice license and credentialing documents to financial and compliance records. But none of them are as significant as ‘health care records’ (often known as ‘patient records’) simply because of its clinical and Medical Billing value. While health care records may have practical applications in clinical management, research, and Federal health care policies, its holds special prominence in medical billing. Thus, the quality of health care records invariably decides the level or quantum of reimbursements for physicians.

When The Department of Health and Human Services' drew out a time table for ICD-10 transition, all the stakeholders including the providers felt the time-frame was sufficient to migrate comprehensively to ICD-10 compliant clinical and operational practices. But that has not been the case – in view of woefully slow pace of transition across the health care, The Department of Health and Human Services' has acceded to the demand for extending original deadline from Oct. 1, 2013 to Oct. 1, 2014. And, with no possibility of further extension, majority of providers are not risking going all by themselves. Instead, they are seeking out specialists for the purpose – nearly two-thirds (65 percent) of them are understood to have employed third-party specialist to look after the entire process of transition to new coding system.

Practice in Thoracic and cardiovascular surgery means expensive facilities that often need to be upgraded to clinical innovations. Despite such expensive cost outlays, continued shortage of physicians may still have allowed them to see more patients, thereby garnering revenues well over capital expenditure. But, severity of health care reforms and Medical Billing challenges has not allowed physicians in thoracic and cardiovascular practice to realize their dues fully. While Medicare, Medicaid, and private insurance fee schedules have greatly been reduced these days, accountability in terms of coding compliance, meaningful use of information technology, and reporting under accountable care organization model (ACO) has increased beyond the control of traditional practice management. As a result health care practitioners, particularly thoracic and cardiovascular surgery practitioners may need to streamline their medical billing in order to remain financially healthy.