Ophthalmology and Optometry Coding Alert

Reimbursement:

10 Ways Your Eye Care Practice Can Bring in More Cash This Year

Some practices are seeing revenues that are half of what they were before COVID hit.

The COVID-19 pandemic has created a ripple effect throughout medical practices, prompting patients to avoid preventive visits in some cases because they are nervous about having face-to-face contact with other people. If your practice has lost money during this period, you may be looking for ways to boost revenue.

“I’ve seen revenues at ophthalmology practices down by 50 to 60 percent,” says Patricia Morris, MBA, COE, an ophthalmology consultant based in New York, New York. “Some eye care practices just aren’t able to go back to the volume they saw before. Even if patients return to the practice after the lockdowns, some physicians are having to space patients further apart due to social distancing and cleaning protocols, causing income to drop.”

To ensure that you’re bringing in as much cash as possible during this slower period, Morris has identified 10 ways that you can optimize reimbursements.

1. Don’t Overlook 99072

When creating your payment strategy during the public health emergency (PHE), don’t forget about 99072 (Additional supplies, materials, and clinical staff time over and above those usually included in an office visit or other nonfacility service(s), when performed during a Public Health Emergency, as defined by law, due to respiratory-transmitted  infectious disease), Morris says. The AMA created this code “in response to the significant additional practice expenses related to activities required to safely provide medical services to patients in person during a PHE over and above those usually included in a medical visit or service,” according to the 2020 Special Edition September Update of CPT® Assistant

“I advised several eye care practices to try it and to start at about $125 or so, and initially Aetna was paying $40, Cigna was paying $50, and another practice got $150 from a Medicaid state plan,” Morris says. “However, Blue Cross started paying $6.72 because Medicare said they would price it that way, even though they haven’t started paying it yet. So a lot of practices need to start using that if they aren’t already.” However, you should not bill the patient if the plan denies the code, she notes.

2. Maximize Telehealth When Possible

Telehealth can be difficult in ophthalmology, Morris says, “although I’ve seen a lot of ingenuity in the programs that could bode well for the future — there may be a possibility of doing a slit lamp exam someday via telehealth although that’s still in the research and development phase.” She urges practices to transition from the types of telehealth technology allowable during the PHE and formalize a compliant telehealth strategy.

“We’ve been spoiled in the last few months with the relaxed telehealth rules, but it’s a good time to shore this up and be as HIPAA-compliant as possible and use the right systems,” she notes. “Right now, for instance, you can use FaceTime or other programs like that, but the rules won’t be this relaxed forever, so it’s important for providers to make telehealth a focal point.”

3. Check Your Managed Care Contracts

When it comes to your practice’s income, it’s important to review the reimbursement rates in your managed care contracts, and sometimes that means renegotiating those rates, Morris says. Have a panel at your practice, including clinicians and the billing team, review the contracts to determine whether any changes are necessary to boost your reimbursement.

4. Double-Check A/R, Fee Schedules

You should review the accounts receivables (A/R) aging monthly and pay close attention to the “over 90-day” column. Instead of just rebilling the claims, follow up by phone and build a rapport with the claim reps. Collect all patient copays, refraction fees, and the 20 percent on surgery cases when no secondary insurance exists, and update the practice’s fee schedule regularly.

“Sometimes a practice hasn’t updated their base fees for five years, so they’re leaving money on the table,” Morris notes. “The insurance company is not going to tell you they pay out more than you are billing. They will continue to pay you your rate while paying other providers 10 percent to 15 percent more for the same code.”

5. Perform Internal Audits

Although you might assume all of your services are being coded, the only way to know for sure is to perform an internal audit, Morris says. “I had a practice who told me their reimbursements were down despite seeing nearly the same number of patients that they saw pre-COVID, so I took a look,” she said. “Their biller had left during COVID, and they weren’t using an eye care-specific revenue cycle management company when they outsourced the billing functions. It turned out their OCTs and visual field tests were not getting billed and because that billing company wasn’t attuned to eye care coding, they just billed everything out with routine vision procedure codes and those reimbursements are much lower. So from July through the end of September, they were billing every patient with the routine exam procedure codes and diagnosis codes and none of their diagnostic testing was getting coded so they weren’t getting paid.”

This is a good reminder that through this transition period, many practices have experienced changes, so it’s a great time to make sure nothing has fallen through the cracks. “In a way, practices are trying to go with the flow during this period, but when it comes to your wallet, that’s not always the best strategy,” she says. “We must change our mindset — stop postponing until we ‘return to normal.’ Embrace this as a new normal and adapt.”

6. Follow Up on Denials

“You’ve got to work your denials,” Morris says. “Yes, things are different now, but if you’re seeing close to the same amount of patients and your reimbursements are much lower than what you’re used to, you need to drill down and find out what’s being denied and why.”

7. Collect at the Time of Service

You should trust but verify that your front office staff is collecting at the time of service rather than waiting to send patients a bill after the fact. Remember that sending a statement internally or through a payment management system is also an expense. “This means collecting for things like refraction fees and copayments,” Morris says. “In addition, since it’s the new year, a new Medicare deductible of $203 has arrived, so remember to collect that as appropriate. A lot of practices don’t do that for some reason but that makes a practice cash poor for the first few months of the year.” In addition, physicians and office managers should be sure to read email broadcasts from the American Academy of Ophthalmology and utilize the rich resources the organization provides, she notes.

8. Find the Most Accurate ICD-10 Code

Make sure you’re using specific diagnosis codes whenever possible, Morris says. And, if a patient arrives with a complaint and you don’t find a definitive diagnosis, you can report the signs and symptoms with the appropriate code. “The most accurate ICD-10 code is always a clinician’s decision, and under ICD-10 there are so many codes available to us — we have 68,000 codes in ICD-10 — you can find something that will apply to the symptoms the patient says they have until a definitive diagnosis is found.”

9. Determine Whether a Time Study Would Benefit Your Practice

Consider performing a time study to ensure that you’re scheduling staff appropriately, Morris advises. “So many things can impact whether the clinicians end up running on time, including the amount of time that the physicians spend with patients, the components of the workup, how diagnostic testing is handled, patient mobility and mental conditions, how many rooms they have — these can all contribute to running behind.”

The first step in rectifying staff scheduling issues is having an office manager or a lead tech do a time study to uncover the constraints in patient throughput, she says. “Even if you’ve always done it a certain way, that may not be the best way or easiest way, so an analysis is essential. Sometimes you’ll find that it’s space or location that’s causing the backup. For a full-time MD who’s seeing five patients an hour or more, I usually recommend at least two techs and a scribe, and I like to have a testing tech as well. The problem is if you don’t have enough room to support that number of people, they may be tripping over each other — and that’s why there’s no magic bullet here; it’s really specific to each practice.”

Providers also need to evaluate if the amount of time they spend with patients is appropriate, Morris says. “I have providers who see 70 patients a day from 7:45 in the morning to 5:00 in the afternoon. But then I talk to providers who start and end at the same times who see 35 patients. Sometimes providers have long-term relationships with patients who have been with them for years, so that visit becomes a social visit. Obviously, that can throw off a whole day. So the provider also has a responsibility in making sure that the clinic is running on time. There are many variables like providers waiting for techs to catch up; sometimes techs are waiting for the providers, sometimes the wait is because the provider takes a lot of time between visits, often returning calls, emails, or working on other pressing matters.” A time study analysis can change the perception regarding data by isolating constraints and working with the team to eliminate them.

10. Ensure That Staff Works Together

Once you make a commitment to maximize one (or more) of these areas, ensure that your entire practice is committed to it and understands what’s involved. That way, you’ll ultimately have a much higher success rate since the whole team is on the same page.