Blog and Helpful Articles

What We’re Reading – The Bounce of a Ping-Pong Ball May Spell Doom for OSHA’s ETS

Much uncertainty surrounds the OSHA Emergency Temporary Standard (ETS) of November 5, 2021, requiring unvaccinated employees of employers with 100 or more employees to receive a mandatory COVID-19 vaccination or undergo regular COVID-19 testing.  By regular, they mean weekly.

For now, the OSHA ETS is on hold. Although HR bloggers are urging companies to continue their preparations to implement the mandate, the Fifth Circuit Court of Appeals issued a stay, which is tantamount to a cease and desist order.  However, because several states and private companies launched suits challenging the OSHA mandate, the rules called for a consolidation under a Multidistrict Litigation (MDL) Panel rather than each district hearing its cases individually. 

The ping pong ball has to do with how the judicial circuit court was selected.  The 11 districts and the District of Columbia were each represented by a ping pong ball and the ball corresponding to the Sixth Circuit Court of Appeals was randomly selected and will weigh matters of law against the broad mandate to determine its legality. 

Our friends at Fisher & Phillips summarized the status of this important and highly impactful administrative rule; their analysis is that the mandate is eventually headed to the Supreme Court, but in the meantime, the Sixth Circuit has some options in how to evaluate the case:

  • Option 1:  Randomly assign a panel of three judges to hear the matter.  The composition of the Sixth Circuit (20 judges appointed by Republican presidents and six appointed by Democrats) could lead some to predict a decision to strike down the mandate, but that’s not entirely clear.
  • Option 2:  Full en banc decision.  In this scenario, after the three-judge panel’s decision, the losing party could ask the 26-member Court to re-hear the entire case, complete with oral arguments.
  • Option 3:  Initial en banc decision.  In this option, the Court could forego the three-judge panel review and proceed immediately to a full hearing by all of the justices.  This is the most likely scenario.

The OSHA ETS is certainly a case to watch as we continue to grapple with an unprecedented situation that just won’t go away.

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AMA Released Additional COVID-19 vaccine CPT codes

Vaccine-specific CPT codes have been developed to reflect each COVID vax’s dosing schedule for better tracking, reporting and analysis.  The AMA recently added codes for a new vaccine formulation based on a tris-sucrose buffer rather than the phosphate buffer present in the original formulation.  The new codes include: 

Phizer Vax (New formulation)

  • 91305  Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, tris-sucrose formulation, for intramuscular use

Admin codes:

  • 0051A Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, tris-sucrose formulation; first dose
  • 0052A Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, tris-sucrose formulation; second dose
  • 0053A Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, tris-sucrose formulation; third dose

Moderna Booster

  • 91306    Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 50 mcg/0.25 mL dosage, for intramuscular use

Admin code:

  • 0064A   Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 50 mcg/0.25 mL dosage, booster dose

Pfizer booster admin codes (both formulations)

  • 0004A   Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, diluent reconstituted; booster dose
  • 0054A   Immunization administration by intramuscular injection of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) (coronavirus disease [COVID-19]) vaccine, mRNA-LNP, spike protein, preservative free, 30 mcg/0.3 mL dosage, tris-sucrose formulation; booster dose

Hard to keep it all straight?  Check out the AMA’s vaccine code finder resource to identify the correct vaccine and administration codes.  Happy coding!

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Wage & Hour Series: Enforcement

In this four-part series on common wage & hour issues, we’ve discussed overtime, minimum wage and FMLA.  Other WHD issues remain, but since they don’t generally apply to most of our company’s clients, we’ll simply refer curious individuals to the Wage & Hour Division of the Department of Labor (DOL) and its resources, such as A Guide to Labor Laws Enforced by the Wage and Hour Division.

No discussion of laws & regulations would be complete without addressing the enforcement aspect, as distasteful as that may be. The DOL employs investigators who regularly collect information on wages, hours and other conditions to determine whether companies are minding the law.  When issues of unpaid minimum wages or unpaid compensation come to light, the DOL may seek back wages and even liquidated damages from employers.  This means that not only does the company need to repay monies owed to the employee, it will pay additional funds and may even incur penalties. There is a two-year statute of limitations on the recovery of these wages and damages.

Civil monetary penalties may also be assessed for child labor violations and for cases of repeat and/or willful WHD violations, for which a three-year statute of limitations applies.  The DOL can also file suit against the employer (on behalf of employees) for back wages, damages and penalties.  The bottom line for WHD violations is that the look-back period is extensive, a small payroll mistake or misunderstanding can quickly add up for an organization, and employers who have willfully violated the law may also face imprisonment.

For this reason, employers should be extremely meticulous in their record-keeping.  Make sure wage & hour records are complete, accurate, secure and maintained for the required duration according to your state’s guidelines.  Conduct your own wage & hour audits, and spot-check time records, to assure their correctness.  If you discover that back wages are owed, settle those immediately to avoid future repercussions. We always recommend that clients consult an employment attorney who works with employers to limit your company’s liability.  

Remember that employees have the right to file a complaint against an employer whom they believe is violating the FLSA, and that they are protected from retaliation, which includes discrimination and discharge as a result of the complaint.   

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Hidden MRA Treasure – Part 4

In this blog series, we’ve been highlighting relatively unknown risk adjusted conditions or ones that bring some confusion; so far, we’ve looked at a few pulmonary disorders, most recently, bronchiectasis.   Today, we’ll consider the adrenal nodule, coded E27.9. Found above each kidney, the adrenal gland makes several types of hormones that regulate metabolism and even control our body’s response to stress.   

The Journal of Endocrinology & Metabolism, in fact, refers to the adrenal mass – found in an imaging study performed for reasons unrelated to adrenal disease and often accompanied by obesity, diabetes, or hypertension – as an adrenal incidentaloma.  Their prevalence increases with age and they are found quite incidentally given the increase in imaging studies performed.  The majority of adrenal nodules are non-cancerous and pose no great threat because they do not produce an overabundance of hormones.  However, the general treatment is one of observation and monitoring of the nodule size and hormone levels.

Adrenal nodules or masses are not to be confused with the adrenal adenoma, a benign neoplasm of the adrenal gland, coded as D35.0-.  Adenomas are non-risk adjusted codes.  Remember that it would be improper coding to call an adenoma a “mass” and thereby, report a risk adjusted diagnosis code.  When coding to the highest level of specificity, we select the most appropriate code to the condition.

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2022 Physician Fee Schedule Final Rule

This week, the Centers for Medicare and Medicaid Services (CMS) published the 2022 Physician Fee Schedule (PFS) final rules that will govern payments starting on January 1st.  According to CMS, the final rule will promote greater use of telehealth and other telecommunications technologies for providing behavioral health care services, encourage growth in the diabetes prevention program, and boost payment rates for vaccine administration.  Here are some highlights of changes for 2022:

  • Bad news for Medicare’s physician payments, which are based on the relative resources used to furnish a service.  These relative units are converted into a dollar amount by applying a conversion factor, which will be $1.30 lower in 2022 than in 2021 due to budget neutrality provisions and the expiration of a 3.75% temporary payment increase.  The AMA translates this into a 4% reduction in physician payments next year. 
  • Greater definition was given to split or shared evaluation and management (E/M) visits.  These occur when a physician and non-physician practitioner in the same group perform parts of the same visit.  The visit is billed under the provider who rendered the substantive portion of the services, which will be defined in 2022 as more than half of the total time spent, or the history, physical exam and medical decision-making combined.
  • The COVID-19 pandemic certainly highlighted a critical need for behavioral health services; their delivery via telehealth (audio only) have greatly enhanced access and benefited millions.  At least for next year, patients will be able to avail themselves of telehealth services for diagnosis, evaluation, and treatment of mental health disorders, which includes treatment of substance use disorders and services provided through Opioid Treatment Programs.
  • CMS is also expanding its Medicare Diabetes Prevention Program (MDPP) which has a goal of preventing pre-diabetics from developing type 2 diabetes through training in dietary change, increased physical activity, and weight loss strategies.  New MDPP suppliers who enroll after January 1 will face a waived enrollment fee, less administrative burdens and costs, and larger payments for participants who reach milestones for attendance.
  • Medical Nutrition Therapy (MNT) providers will also be able to reach more patients needing nutritional diagnostic, therapeutic and counseling services.  The final rule removed some restrictions in who could refer for these services.  Beginning in January, any M.D. or D.O. – instead of only the “treating” physician – can refer Medicare beneficiaries for MNT.  Finally, the upper limit for patients with chronic kidney disease who qualify for these services was expanded to a GFR of 59 mL/min/1.72m2, instead of 50.  This means that additional patients with less severe kidney damage may receive MNT services, which could delay progression of their disease.
  • CMS will maintain the current payment rate of $40 per dose for the administration of the COVID-19 vaccines through the end of the calendar year in which the ongoing PHE ends, and also continue the additional payment of $35.50 for vax administration in the home. In addition, CMS will also continue to facilitate vaccinations for common diseases such as influenza, pneumonia, and hepatitis B. This final rule will nearly double Medicare Part B payment rates for influenza, pneumococcal, and hepatitis B vaccine administration from roughly $17 to $30.  Monoclonal antibody administration will continue to generate a $450 payment for admin in a health care setting and $750 for this therapy’s administration in the home.
  • The mandate for electronic prescribing of controlled substances will have a few exceptions in 2022. Among the waivers:  if the prescriber issues 100 or fewer controlled substance prescriptions per year; of the prescriber is in an emergency or disaster areas as declared by the government; or is subject to circumstances beyond his/her control, such as technological failure or cybersecurity attack.   The start date for compliance actions has been rolled back to January 1, 2023.
  • Finally, CMS is implementing a recent statutory change that authorizes Medicare to make direct payments to Physician Assistants (PAs) for the professional services they furnish under Part B. For the first time, beginning January 1, 2022, PAs will be able to bill Medicare directly. As a result, more individuals with Medicare will have access to these services as PAs will now have the same opportunity as certain other practitioners to bill Medicare for professional services.

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Wage & Hour Series: FMLA

Welcome to the third installment in this series on Wage and Hour issues.  In our last blog, we reviewed minimum wage and today, we’ll discuss FMLA. 

The Family & Medical Leave Act protects workers who are living with a serious health condition that makes the employee unable to perform the essential functions of his or her job – and/or who have specified family reasons – by providing them with unpaid, job-protected leave.  If the employee qualifies for FMLA by having worked at least 1250 hours for an employer who employs at least 50 individuals within 75 miles of the job site, he or she may receive 12 work-weeks of leave in a 12-month period for the reasons listed below.

  • the birth of a child and to care for the newborn child within one year of birth;
  • the placement with the employee of a child for adoption or foster care and to care for the newly placed child within one year of placement;
  • to care for the employee’s spouse, child, or parent who has a serious health condition.

There is also 12 weeks of FMLA coverage for any qualifying issue arising from the covered active military duty of an employee’s spouse, son, daughter, or parent.  Alternatively, 26 weeks of coverage during a single 12-month period is allowed for an employee to care for a spouse, son, daughter, parent, or next of kin who is a covered service member with a serious injury or illness.

The most frequent questions we receive are related to the following:

  • What does job-protected leave mean?  It means that the employer must restore employees to their same or an equivalent job when their leave ends.
  • Do I still need to pay for benefits for FMLA workers?  Yes.  Under FMLA, it’s like the employee never left, so you would continue to pay for group health insurance coverage under the same terms and conditions as if the employee had not taken leave.  However, under most circumstances, the employee is responsible for paying the normal employee portion of the insurance premium to maintain insurance coverage. We find that that employees never understand this part.

Considerable detail for employers is contained in the downloadable Employer’s Guide to the Family and Medical Leave Act.  There you will learn about specific qualifications, notices and other administrative procedures.  Hope to see you for Part 4 of our blog series where we discuss enforcement of Wage & Hour issues.

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The Investment in Certified Personnel

Some of our clients are reluctant to employ certified coding and billing professionals, believing that anyone with some training can perform the two most crucial medical practice functions after patient care.  They usually live to regret this short-sighted perspective, regardless of the purported experience of the employee.  This is not to say that it’s impossible to find billers with many years of solid experience, who hone their craft and stay current with developments and trends, but they are rare. 

Most positions have an element of on-the-job training and part of this has to do with acclimating the worker to the company’s norms and standards, which are known by someone at the organization.  Coding and billing are surrounded by some mystique and when there is training, it can include bad habits and misinformation passed down from one person to another.

Granted, nobody dies in the billing arena due to faulty information, but mistakes can be costly to the practice – in denials, recoveries and even false claims.  In smaller practices, many billing directives come from the provider, who is not generally versed in the guidelines and nuances of proper coding and billing.  Add to this the reality that few people in the practice can truly oversee coding and billing work, so there are no checks & balances to assure the accuracy of what is billed.  Many a practice owner has been lulled into a false sense of security about the billing since money keeps coming in.  But as we know, payors dedicate significant resources to data analytics and are adept at identifying patterns and discrepancies that can signal billing or coding errors, and of course, to investigate and recoup monies paid in error.

Some providers mistakenly believe that if one – or even a series of – billing errors occur, they can deflect responsibility onto the biller.  When a practice bills a claim, the provider essentially assumes full responsibility for what is billed on his/her behalf. As leaders, there are things we know and things we should know, and not knowing something is not a good defense for errors. 

To be sure, there is variability in certified billing and coding professionals, and no one is above making mistakes.  But the credentialing process is one layer of vetting that can provide some comfort in the person’s knowledge and expertise.  In addition, to maintain the credential, the biller or coder must complete considerable continuing education on topics approved for his/her credential.  This benefits the practice and can mitigate the higher wage paid to a certified individual. 

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Public Health Emergency Extended

The Department of Health & Human Services announced on Friday that it is extending the PHE until January 16, 2022.  This means that all of the waivers remain in place.  This is good news for providers and patients who have benefited from the expansion of telehealth, including for many services received by Medicare beneficiaries.  The PHE is reviewed every 90 days and a determination to renew is made on current conditions. 

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Wage & Hour Series: Minimum Wage

Welcome back to our series on Wage & Hour issues.  Last time, we discussed overtime pay and, in this installment, we’ll review what you need to keep in mind about minimum wage. As you can probably figure out without our help LOL, minimum wage is the minimum hourly pay an employer must pay to covered, nonexempt workers.  Remember that in the last blog, we mentioned that the criteria for categorizing an employee as exempt have undergone vast changes and it would behoove you to refresh yourself with the amended regulations.

A federal minimum wage provision is contained in the Fair Labor Standards Act (FLSA), and it is $7.25 per hour since its effective date on July 24, 2009. However, many states also have minimum wage laws.  In fact, on November 3, 2020, Florida voters approved Amendment 2, which amends Florida’s constitution to gradually increase our state’s minimum wage to $15.00 an hour by the year 2026.  This is occurring in $1.00 increments on September 30th of every year, and in 2021 rose to $10.00 per hour.  The increases are as follows:

  • $11.00 on September 30, 2022
  • $12.00 on September 30, 2023
  • $13.00 on September 30, 2024
  • $14.00 on September 30, 2025
  • $15.00 on September 30, 2026

Not only does this change affect the pay for any entry level positions, which must be regularly reviewed to assure you keep up with mandatory increases, but it prompts employers to look at wages across the board relative to the minimum wage increase.  For now, your wages may be in line with the market and unaffected by the minimum wage increase to $10/hour for 2021.  But consider that you hired a medical assistant with one year of experience for your primary care practice at around $14.50 per hour.  Assuming he is a good employee and receives high marks on performance evaluations each year, what we now consider a generous pay increase (e.g., 3, 5 or 7%) may soon undervalue his experience relative to newcomers. 

In addition, for many of our home health clients, homemakers/companions are at the low end of the skill scale and generally earn the minimum or close to it.  Note that you will be forced to give these workers a $1.00 raise each year until 2026.  We advise that you assure your job expectations are clear, you fairly and consistently measure performance, and coach aggressively to hone the skills you need for your clients.  Few things can sink a service business faster than rewarding mediocre or poor workers. Join us for the next installment of this Wage & Hour Series when we’ll discuss the Family & Medical Leave Act (FMLA). 

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Wage & Hour Series: Overtime

Every manager should know that the Fair Labor Standards Act (FLSA) requires employers to pay overtime to workers who are not classified as exempt.  Overtime (OT) is defined as pay at a rate of not less than time and one-half the worker’s regular rate of pay for every hour worked above 40 hours.  There is no limit in the law on how much overtime pay a worker can receive.  Managers and business owners, on the other hand, are bent on minimizing overtime hours as much as possible, which is understandable given the higher wage expense. 

Over the years, we’ve seen a few clients’ attempts to dodge OT, all of which are against the law, and we’re listing these myths as caveats for those who use these tactics, and as help for new managers who may not be versed on this topic.  In addition, if you’re a worker who has been impacted by any of these issues, you may have recourse to receive pay for back wages. Contact your local Wage & Hour agency of the Department of Labor.

Myth #1:  The manager didn’t approve the overtime hours.  Some managers mistakenly believe that it is the worker’s responsibility to notify the manager that she has rendered 40 hours of work in a work-week and receive approval for exceeding them.  While this may be your company’s policy, and one with which we agree, don’t conclude that you can refuse to pay OT because approval was not sought or granted.  If the worker worked it, the company must pay it.  Period.

Myth #2:  Change an employee’s classification to exempt.  This will be the topic of another installment in this series, but for now, let’s review:  specific guidelines cover the reasons to classify a worker as exempt.  In the old days, making someone a supervisor or manager – even if they were the only employee in that dept! – was one trick clients used to get around the rules.  Now, even management-level employees with a high wage are eligible for OT pay.  Be mindful of the law so you don’t expose your employer to costly fines and payment of back wages.

Myth #3:  Use only independent contractors (IC).  ICs are, as the label suggests, independent; they are not your employees.  Instead they work for themselves and lend their talent/efforts to your business in exchange for a payment. Because they’re ICs, they are outside the wage & hour rules of FLSA: they can work as many hours as needed, no OT pay is required, and the company does not contribute to any of the IC’s payroll taxes.  Sounds like a great solution, right?? Wrong.  Specific rules guide classification of workers as ICs; among them are:  the absence of supervision, training or “bossing” since ICs are their own boss; the ability (nay, encouragement) to work for more than one company as an IC; the potential for profit/loss, among others.

Myth #4:  Get all this work done & don’t exceed 40 hours.  We like to call this the ‘See nothing, know nothing’ style of management.  Basically, the supervisor explains that the employee must complete a certain amount of work and “we don’t pay overtime.”  Workers, who don’t know better but feel a deep sense of responsibility, will work beyond the end of the work-day but reflect only 40 hours on the timesheet or clock out at the end of eight hours but continue working.  If a manager knows or should know (e.g., because you see the employee working after hours, or working through lunch, etc.) that the timesheet or time-card is not accurately reflecting the hours worked, he or she must strive to correct the timekeeping.  Counseling of the employee is also in order so he or she understands that time records are legal documents and must bear the actual time the work started and stopped.

Supervisors and managers must be versed in all aspects of HR laws so that they can protect their employers and employees.  Join us next time as we move onto Part 2 of this Wage & Hour series and tackle minimum wage.

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