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Executive Order Addressing Homelessness: The Federal Shift Toward Institutionalization

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President Trump signed an executive order (EO), , on July 24, 2025, signaling a significant shift in federal homelessness policy and the requirements for organizations that use federal dollars to address homelessness in their communities. The order emphasizes public safety and prioritizes institutionalization and mandatory treatment over housing first approaches.

The administration asserts that 鈥渢he overwhelming majority of these individuals are addicted to drugs, have a mental health condition, or both鈥 and calls for transitioning homeless individuals into long-term institutional settings through civil commitment for 鈥渉umane treatment.鈥 Below, 黑料不打烊 (黑料不打烊) outlines key elements of the EO, including provisions, key stakeholder considerations, and potential strategies to maintain care continuity amid federal changes.

Key Elements of the Executive Order

End of Housing First: The EO discontinues support for the Housing First model, directing federal agencies to prioritize mandatory treatment. The Department of Housing and Urban Development (HUD) Secretary is directed to take steps requiring treatment participation as a condition of HUD program participation.

Support for Civil Commitment Infrastructure: The federal government will assist state and local governments with technical guidance, grants, and other resources to implement civil commitment, institutional treatment, and step-down treatment standards. The Attorney General and US Department of Health and Human Services (HHS) Secretary are instructed to pursue reversal of legal precedents that restrict civil commitments for individuals with mental illness who pose risks or are unable to care for themselves.

Restructuring Federal Programs: The EO directs HHS, HUD, and the Departments of Justice (DOJ) and Transportation (DOT) to review discretionary grants and restructure programs to ensure compliance with the new guidelines, as outlined below.

  • HHS Substance Abuse and Mental Health Services Administration (SAMHSA) grants will no longer support harm reduction or safe consumption efforts and has听听a 鈥淒ear Colleague鈥 letter clarifying which services will be funded; for example, naloxone distribution can be funded, but clean syringe distribution cannot.
  • HUD will exclusively, where permissible, fund programs for women and children and revise regulations to exclude registered sex offenders.
  • Some emergency law enforcement funds may be allocated for encampment removals.

Expanded Roles: The EO directs HHS to leverage the use of federally qualified health centers (FQHCs) and Certified Community Behavioral Health Clinics (CCBHCs) to reduce homelessness and ensure federal funds support crisis intervention and comprehensive behavioral health services. In addition, the Attorney General is directed to prioritize funding for the expansion of drug and mental health courts.

Notably, federal grants will prioritize jurisdictions and states that enforce laws against open drug use, urban camping, urban loitering, and urban squatting. Grant recipients must also share certain health-related data with law enforcement, as permitted by law.

Considerations for Stakeholders

States, local governments, and county jurisdictions must assess housing and homeless programs that use federal funding streams. They must consider the implications of their current program activities and, where possible, realign programs with new requirements. They may gain access to new funding for treatment beds, drug and mental health courts, crisis response, and law enforcement support but risk losing funding for those programs that use harm reduction or housing first models. Local governments could face increased jail overcrowding and legal challenges related to civil commitments and data sharing. Early examination of current programs, particularly HUD and crisis programs, as well as early planning, will be essential.

Providers may need to restructure services to comply with the new mandates, including collaboration with crisis/removal entities and law enforcement and expanded reporting. Emergency department and inpatient facilities may see increased demand, especially from uninsured individuals.

State behavioral health authorities and other stakeholders can benefit from forming advisory councils to develop ethical frameworks for civil commitments, as well as consider providing training for providers and law enforcement and propose revisions to state statutes and regulations

Homeless individuals are likely to experience increased policing, institutionalization, and loss of access to non-mandated services and housing.

What Happens Next

Federal agencies are now responsible for implementing the EO, revising grant programs, issuing guidance, and shifting funding priorities toward enforcement and institutional treatment. These changes will redefine compliance for local governments and service providers.鈥

Health and housing organizations must quickly assess the implications of this policy shift. Strategic collaboration across sectors, including behavioral health, housing, law enforcement and judicial systems, will be essential to maintain care continuity and protect individual rights.

Connect with Us

黑料不打烊鈥檚 housing and homelessness and behavioral health experts are closely monitoring the evolving federal policy landscape and legal developments. We are tracking federal funding shifts, priorities, and opportunities across HHS, HUD, DOJ, and DOT, helping stakeholders align their programs with new priorities to enhance eligibility and impact.

For details about federal agency implementation of the EO and downstream effects, contact our featured experts below.

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Addressing the Growing Crisis in Older Adult Behavioral Health

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Imagine a 77-year-old man named Don who lives alone in his small apartment after his wife, Marcia, suddenly died a year ago. She had been his constant companion and long-time caregiver, making sure he took his medications for diabetes and bipolar disorder. Now he is socially isolated, lonely, and depressed. When he neglects to eat, his blood sugar levels tend to drop, and he becomes light-headed. He won鈥檛 call his doctors then; he doesn鈥檛 want to bother them. Besides, it was his wife who used to communicate with his doctors and psychiatric team about any concerns. Without her, he doesn鈥檛 have much motivation to do anything.

Don illustrates several U.S. demographic and epidemiologic trends:

He is a 鈥淏aby Boomer鈥 driving the ongoing aging of this country. Within the next 20 years, the number of Americans aged 65 and over will exceed the number of those under 18. The population of working age, including those available to care for older adults, will decline by 5 percent. As a result, the emerging care gap between the numbers of Americans who need care and those who can provide it will greatly increase.

Like greater numbers of older Americans, he has at least two chronic illnesses, adversely affecting his overall functioning and quality of life. According to a 2025 Centers for Disease Control research summary, chronic conditions put him at risk for higher healthcare costs[1]. The combination of chronic physical and mental health conditions will likely mean very high health care costs.

Like increasing numbers of older Americans, he has a behavioral health disorder. 黑料不打烊 25% of older adults have a diagnosable mental, substance use, and/or cognitive disorder. These conditions are often exacerbated by social isolation and loneliness, which is associated with increased rates of both mental and physical health problems.

Unfortunately, about half of older adults with mental or substance use disorders do not get treatment or are treated by primary health care providers who have limited training in addressing geriatric psychiatric concerns. As a result, only about a third of people who get treatment receive what is “minimally鈥 adequate treatment. Only about half of those who get treatment from mental health professionals receive adequate care.

The low utilization by older Americans of behavioral health services reflects several access challenges including: 

  • Access to providers who are clinically, culturally, linguistically, and generationally competent are in short supply. The shortages are most acute for rural residents. There is also a shortage of geriatric mental health professionals participating in the Medicare program.
  • Service access is also problematic. Many treatment programs are in hard-to-reach locations. There is also a tremendous shortage of services in home and community settings, due to workforce shortages.
  • Discrimination including stigma and ageism, plus the lack of awareness about mental illness and the effectiveness of treatment result in reluctance to seek or accept behavioral health services.

Unlike many of his contemporaries suffering from a behavioral health condition, Don does have long-standing behavioral health treatment which has been effective for most of his lifetime for managing his bipolar disorder. But without his wife鈥檚 support, his attendance and adherence have faltered. He now needs other sources of support and guidance, as well as more intensive treatment, or he faces several major risks:

  • He may wind up being taken by ambulance to hospital emergency rooms for falls. *
  • He may be admitted to the hospital for broken bones, diabetic complications, or even a stroke or heart attack.
  • He may deteriorate further and become unable to care for himself, eventually transferring from a hospital to a long-term care facility.
  • He may suffer premature death.

Older Americans, like Don, need not suffer injury and decline in addition to grievous loss. With the right systems of behavioral health, supported by care coordination and person-centered care plans, they can recover, adapt, and remain in their homes, as most Americans prefer.

黑料不打烊 has the expertise to create and strengthen those systems of care. To learn more about How 黑料不打烊 Can Help.


[1] Watson KB, Wiltz JL, Nhim K, Kaufmann RB, Thomas CW, Greenlund KJ. Trends in Multiple Chronic Conditions Among US Adults, By Life Stage, Behavioral Risk Factor Surveillance System, 2013鈥2023. Prev Chronic Dis 2025;22:240539. DOI:

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Medicaid Managed Care Profitability: Navigating Margin Pressures and Regulatory Shifts in 2024

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This week, our In Focus section highlights findings from 黑料不打烊 Information Services鈥 (黑料不打烊IS鈥檚) review of 2024 statutory filings submitted to the National Association of Insurance Commissioners (NAIC). These filings provide a nationwide view of Medicaid managed care plan profitability and medical loss ratios (MLRs) across 221 plans operating in 39 states, the District of Columbia, and Puerto Rico.

These data build upon and offer additional context to a previous  conducted by 黑料不打烊 and Wakely, an 黑料不打烊 Company, of increasing post-pandemic financial pressures driven by acuity increases resulting from the continuous eligibility unwinding and increases in behavioral health and home and community-based services access and utilization.

Medicaid Managed Care Underwriting Gains and Losses

As state Medicaid programs have increasingly moved from fee-for-service to managed care, a foundational assumption has been that efficient managed care organizations (MCOs) reduce waste and deliver high quality, cost-effective healthcare services. This transition has made Medicaid plan performance and sustainability a central focus for policymakers and actuaries alike.

Medicaid capitation rates must be actuarially sound, which means they must be projected to cover all 鈥渞easonable, appropriate, and attainable costs,鈥 including medical administrative costs, plus a margin for insurance risk, even for nonprofit plans. According to the Society of Actuaries 2024 , average underwriting margins in Medicaid rates ranged from 0.35 percent to 3.15 percent, with a consistent average between 1.2 percent and 1.3 percent.

However, actual results often deviate from projections for reasons that may be challenging to predict. Rate setting is an inherently forward-looking process, and even with conservative assumptions, unexpected shifts in enrollment, acuity, or service utilization can lead to significant deviations from projected results. Retrospective reviews show variability in margins over time (see Figure 1).

Figure 1. Historical Medicaid MCO Net Gains/Losses, 2012鈥2024 (39 States, DC)

Based on 黑料不打烊IS鈥檚 analysis, Medicaid MCOs sustained modest but steady gains from 2012 through 2017. After a decline between 2016 and 2019, margins rebounded to approximately 3 percent until 2022, narrowed in 2023 to 1.9 percent, and turned negative in 2024 at -0.9 percent.

For the first time in over a decade, more plans experienced losses than gains in 2024 (see Figure 2), with only 42 percent reporting positive margins, down from the decade high of 84 percent in 2022. This shift raises critical questions about sustainability and participation in Medicaid managed care.

Figure 2. Medicaid Managed Plans Likelihood of Gain, 2012鈥2024 (39 States, DC)

The 鈥淟ikelihood of Gain鈥 chart tracks the percentage of Medicaid managed care plans reporting an underwriting gain each year from 2012 to 2024. For most years, the likelihood that a plan posted a gain was relatively high, typically between 60 percent and 80 percent. The probability reached a recent peak in 2022, with 84 percent of plans reporting gains, and remained elevated in 2023 (74 percent). In 2024, however, the likelihood of gain dropped sharply to just 42 percent, the lowest level in the 12-year period.

Risk Corridors, Medical Loss Ratios, and Structural Policy Shifts

MLRs show the portion of plan revenue spent on medical care as compared with the costs to operate the plan and the underwriting gain or loss described previously. When MLRs rise or fall, it can be an indication that medical cost trends experienced by health plans differ from the assumptions used by state rate setting actuaries. High MLRs are the key driver of underwriting gains, and low MLRs are associated with higher profitability. All states report MLRs to the Centers for Medicare & Medicaid Services (CMS), and some enforce minimum MLRs with a remittance provision, requiring plans to return funds if their MLR goes below a certain level.

Risk corridors are another tool that states use to manage financial volatility. These mechanisms share gains or losses between plans and states when results deviate significantly from pricing assumptions, offering protection to MCOs and the state alike, in contrast to minimum MLR provisions with a remittance provision, which only protects the state. During the COVID-19 pandemic, many states implemented or expanded risk corridors to recoup overpayments because of lower utilization. Some risk corridors were set retroactively鈥攁 practice CMS now prohibits.

In 2024, MLRs reached a decade high of 90.8 percent, as indicated by 黑料不打烊IS鈥檚 analysis. Driving this increase were heightened utilization rates, increased enrollee acuity, and the end of continuous Medicaid coverage protections in 2023. As healthier, lower-cost members left Medicaid, plans were left serving a more complex population with higher per-member costs. Inflation in medical costs鈥攅specially for behavioral health and home and community-based services鈥攁dded more pressure. Delayed or avoided care during the COVID-19 pandemic may also have played a role, as members sought more services in 2022鈥2024, resulting in a surge in utilization greater than what was priced into rates.

Many states put risk corridors in place to stabilize margins from 2020 to 2022, which may have contributed to the tight band of outcomes around the high underwriting gains in that period. However, many states have been  them for 2024, 2025, and 2026. Without these protections, plans may face greater exposure to underpayment in 2025 and 2026 if cost trends continue to outpace rate assumptions.

What to Watch

Rate setting conversations between states and plans for 2026 are happening now, and in many cases they are quite challenging. In addition to meeting actuarial soundness requirements, states also must balance their budgets, and some may be facing limitations on their traditionally used tools.

Looking ahead, it will be increasingly important that states and plans partner to find cost savings that can ensure the program鈥檚 long-term sustainability.

A subscription to 黑料不打烊IS provides access to comprehensive financial intelligence on Medicaid managed care. Far beyond surface-level snapshots, 黑料不打烊IS delivers health plan-level financial performance metrics, enrollment trends, and state policy developments that directly shape rate setting and operational strategy. Whether you鈥檙e a state official, health plan executive, or policy strategist, 黑料不打烊IS provides the financial clarity and policy context needed to anticipate regulatory shifts, benchmark performance, and make confident, data-driven decisions.

For questions about the analysis discussed in this article, contact our experts below.

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Health Tech Ecosystem Leaders to Speak at 黑料不打烊鈥檚 National Conference

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The Trump Administration鈥檚 new Health Tech Ecosystem initiative is reshaping how patients and providers access health data, with the bold Kill the Clipboard road map offering a federal blueprint for modernization. At its  being held October 14鈥16 in New Orleans, 黑料不打烊 (黑料不打烊) is bringing together healthcare leaders to explore how federal policy and industry innovation are driving smarter, more connected care. 

黑料不打烊 the Sessions  

  • Driving Digital Health Forward: Federal and Industry Enablers of Smarter, Connected Care
  • The Digital Health 鈥淪tate of the Art鈥: Success Stories, Trends and Opportunities
  • Seizing Disruption to Make a Lasting Impact in Healthcare

These and other  reflect the federal government鈥檚 evolving priorities around digital transformation, interoperability, and patient empowerment. The Health Tech Ecosystem initiative and CMS鈥檚 Interoperability Framework are setting new expectations for how healthcare organizations manage data, engage patients, and collaborate across sectors 

Featured Digital Healthcare and Innovation Leaders Speaking at the 黑料不打烊 Conference  

Our  will unpack the far-reaching impact of these advancements, spotlighting opportunities for smarter data exchange and care coordination in a connected ecosystem. In addition, experts from across the healthcare industry will share practical strategies for advancing digital maturity and overcoming operational challenges, with a focus on improving patient care and organizational efficiency. 

  • , Louisiana Department of Health听听
  • , DNP, RN, Chief Executive Officer, CyncHealth听
  • , Principal, Leavitt Partners (an 黑料不打烊 Company) and co-author of Kill the Clipboard听
  • , MD, MBA, Assistant Secretary for Technology Policy and National Coordinator for Health IT, US Department of Health and Human Services听听
  • , President & Chief Executive Officer, HealthShare Exchange听
  • Juan Montanez, MBA, Managing Director, IT Advisory Services, 黑料不打烊听
  • , Vice President, Enterprise Clinical Enablement, Optum听
  • , Associate Vice President of Enterprise Transformation-Interoperability, Humana听

Healthcare organizations need to prepare for a future regulatory environment that is significantly more digital, interoperable, and chronic disease鈥揻ocused. From health plan executives and state Medicaid directors and policy teams, to provider organizations and health IT and digital health innovators, our speakers will discuss what changes are coming  in the digital health space and how you can get your organization ready.  for the conference today with the code HOTTOPIC25 to receive 20% off the standard conference rate through August. 

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What鈥檚 Next in Quality: CMS Conference Highlights and Stakeholder Imperatives

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This week, our In Focus section covers the 2025 . The event convened healthcare leaders, clinicians, researchers, and patient advocates to explore strategies for improving outcomes and modernizing service delivery. Centers for Medicare & Medicaid Services (CMS) Administrator Dr. Mehmet Oz and senior CMS officials emphasized the agency鈥檚 evolving priorities under the Trump Administration, with a strong focus on digital transformation, patient empowerment, and fraud prevention.  

In this article, 黑料不打烊 (黑料不打烊) experts highlight key themes from the conference. We note where these themes align with the agency鈥檚 recent proposed rules and requests for information (RFIs), including several RFIs included in the 2026 Medicare Physician Fee Schedule (PFS) , with comments due September 12, 2025. Finally, they advise healthcare organizations of the immediate need to evaluate their risks and opportunities in this digital health ecosystem.  

Key Themes of the Conference  

Empower Patients with Data 

CMS leaders shared a vision for enabling Medicare beneficiaries to experience healthcare technology in the same way that they use in banking and streaming services. Within a year, CMS committed to enabling real-time digital communication with beneficiaries, becoming the nation鈥檚 鈥渂est payer.鈥 Notably, a patient safety advocate challenged CMS to think about bi-directional data exchange where patients should be able to share data with CMS.  

Subsequent to the conference, Administration officials announced elements of the  infrastructure, including conversational AI tools, diabetes and obesity management platforms, and efforts to 鈥溾 by simplifying data access for patients and providers.   

Reducing Waste and Tackling Fraud  

The conference coincided with the federal government鈥檚 multi-billion dollar , underscoring CMS鈥  to curbing waste. CMS officials highlighted several aspects of CMS鈥 work, including application of predictive algorithms dubbed 鈥渢he Netflix model鈥 to identify suspicious billing patterns. They also talked about the new CMS Innovation Center model鈥攖he Wasteful and Inappropriate Service Reduction () Model鈥攖o engage technology companies to improve prior authorization processes in traditional Medicare, particularly for high-risk items like skin and tissue substitutes.  

Focusing on Prevention  

CMS tied the Make American Healthy Again (MAHA) agenda to quality measurement reform. CMS officials encouraged moving to two distinct sets of quality measures: one for treating illness and another for maintaining health. These measures could focus on preventing or delaying onset of disease and on measuring outcomes.   

Moving to Digital Quality  

CMS also emphasized its commitments to digital quality measurement and interoperability through the adoption of Fast Healthcare Interoperability Resources (FHIR庐) application programming interface (API) technology. For example, CMS鈥 Center for Clinical Quality and Standards is testing a FHIR-based assessment tool for inpatient psychiatric hospitals. Separately, the Centers for Disease Control and Prevention (CDC) is transitioning National Healthcare Safety Network鈥檚 measures to FHIR.  

Policy Connections: From Conference Themes to Federal Action 

The conference themes reflect and preview broader federal policy changes including:  

  • The 2026 Medicare Physician Fee Schedule (PFS)听听includes multiple requests for input on streamlining quality measures, enhancing chronic disease management, and expanding digital infrastructure.听听
  • On July 30, CMS announced an updated voluntary blueprint for modern health data exchange,听which encourages healthcare organizations to become CMS-aligned听networks. The agency鈥檚听听describes the voluntary criteria for CMS-aligned in areas of听Patient Access & Empowerment,听Provider Access & Delegation, Data Availability & Standards Compliance, Network Connectivity & Transparency, and Identity, Security & Trust.

The Road Ahead for Healthcare Organizations 

Healthcare organizations need to prepare for a future regulatory environment that is significantly more digital, interoperable, and chronic disease鈥揻ocused. CMS is building the highway that will enable healthcare organizations to build and maintain the technology necessary for these new initiatives.  

This will require state and local government, healthcare organizations, and other partners to retool their infrastructure and workflows to optimize needed operational transformations. All entities should have a strategic roadmap for obtaining and using interoperable clinical data for care management, population health and quality, among other use cases. 

Payers will benefit from initiatives such as: 

  • Exploring strategic partnerships to help accelerate technology advancement, such as digital identity providers and specialists in digital quality measurement听听
  • Exploring ways to increase focus on prevention, such as increasing uptake of the Medicare Annual Wellness Visit or considering new payment approaches for services like medically tailored meals听
  • Staying current on AI tools and predictive analytics that identify individuals at risk for preventable conditions and working with their provider networks to intervene early听

States can take steps to prepare, including:  

  • Exploring strategic partnerships to help accelerate technology advancement, such as digital identity providers and specialists in digital quality measurement听听
  • Assessing the reach and impact of existing primary prevention programs to understand how they can use their levers to incentivize healthy lifestyles, encourage culturally responsive health education, and address root causes of preventable illness and disease听听
  • Identifying opportunities for aligned efforts and referral pathways, including with community organizations, to address upstream health factors听

Health systems and providers will need to reimagine the care experience by:  

  • Exploring early adoption of AI tools for medical documentation to improve both patient experience of care interactions and coding accuracy to support digital quality measurement听
  • Developing age-tailored checklists to ensure face-to-face time with patients to identify and support top primary prevention goals听
  • Evaluating and working with their patients to use digital tools that support chronic disease prevention, such as diabetes and obesity management platforms听

Connect with Us 

The CMS Quality Conference signaled a substantial shift toward streamlined regulatory approaches and expanded standard data exchange, digital quality reporting and measurement, and AI deployment in care settings and by payers. Stakeholders should anticipate additional federal guidance updates, including in the Medicare Physician Fee Schedule final rule in the fall.  

黑料不打烊 works with state agencies, payers, health systems, and providers to assess and implement digital health, quality systems, and information technology. We can help stakeholders develop cross-sector alliances, and organizations plan for and implement changes needed to react to these new initiatives. To discuss the implications of the Administration鈥檚 efforts in prevention, healthcare quality, and interoperability, contact our featured experts below.

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Reference-based pricing 鈥 a tool to improve consumer behavioral health access and affordability

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Reference-based pricing is a tool that can help to address growing healthcare costs and ultimately improve healthcare affordability, especially for consumers with private health coverage.  Two states 鈥擮regon and Montana鈥攈ave already implemented reference-based pricing (RBP), and several others have considered it or are in the process of implementation. RBP can be implemented in two ways- either through setting limitations on what insurers can reimburse for health services or by setting limitations on what providers can charge for services. The 鈥渞eference price,鈥 usually a percentage of what Medicare pays, can also function as a floor for provider payments. This is especially important to combat issues of access to behavioral health services, where payments are notoriously low, and workforce shortages and limited network participation issues are a significant barrier to patients seeking care.

since implementing caps in 2019 on what insurers can pay providers- $107.5 million over 27 months- and recently demonstrated reductions in out-of-pocket spending without unintended consequences such as hospital network disruptions or price hikes. `

In Washington, reference-based pricing was evaluated as a possible policy intervention in two reports prepared by 黑料不打烊 (黑料不打烊). The reports were produced for the Office of the Insurance Commissioner (OIC) to address healthcare affordability in 2023 and 2024. The included a landscape of the healthcare system in Washington as well as an overview of several policies for consideration, while the involved actuarial and economic analyses of selected policies to understand their potential impacts they might have in lowering healthcare costs and improving healthcare affordability for consumers.

黑料不打烊 and Wakely, an 黑料不打烊 Company, worked closely with the OIC and other partners to select and model the impact of various policies. The process for developing a model to evaluate reference-based pricing involved Wakely accessing the state鈥檚 , and included a review of claims from the state鈥檚 commercial and Medicaid health plans. To establish a baseline, Wakely compared different sets of healthcare services to what Medicare reimburses for that category of services, on average. This data showed vast differences in how much was being reimbursed by private plans relative to Medicare depending on service category- ranging from .

Recognizing the value of access to primary care services, that 12% of healthcare dollars should be spent on primary care. Ever since, the state鈥檚 has been focused on tracking progress towards this goal. There had not been a similar focus on establishing targets for behavioral health services until this analysis. The low reimbursement rate for outpatient behavioral health services was not surprising and confirmed what had long been suspected as a contributor to challenges accessing outpatient behavioral health services for those with private insurance. Poor access to behavioral health services also contributes to healthcare affordability issues for consumers with private insurance, who end up going without, or paying for care out-of-pocket when they can鈥檛 find behavioral health providers that take private insurance. An analysis by the found that privately insured adults who had a diagnosed mental health condition had twice as much out-of-pocket expense compared with those who did not have an identified mental health condition and that employers reported narrower networks for mental healthcare than their overall provider networks.

These findings, combined with the data from the APCD about low reimbursement rates, were catalysts for how Washington approached legislation to apply reference-based pricing for its public and school employee health plans in the 2025 legislative session. Recognizing that reference-based pricing could be used not only as a tool to improve affordability, but also to potentially increase access to important services, , signed into law in May 2025, sets caps on how much insurers can pay providers for specific sets of services, but establishes floors for how much insurers must reimburse for primary care and outpatient behavioral health services to 150% of Medicare. Notably, Colorado was considering , but it did not pass.   

Healthcare affordability and access to behavioral health services are two persistent problems that contribute to poor health outcomes for many Americans and the relationship between the two is complex.  It will be important to track how Washington鈥檚 new law impacts both of these issues to better understand and explore other questions, such as how expanded access to outpatient behavioral health services could improve overall healthcare affordability by addressing behavioral health issues before they become critical and/or emergent? Will it avoid or reduce traumatic and expensive trips to emergency room and crisis services? Washington鈥檚 new law offers an opportunity to closely evaluate and understand these types of questions and offers a potential model to address these intertwined and persistent problems.   

黑料不打烊鈥檚 work on reference-based pricing was supported in part by Arnold Ventures.

As states struggles to address healthcare costs and invest in behavioral health, reference-based pricing and supporting analytics are one tool that 黑料不打烊 can offer to organizations.  Contact us to learn more.

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60 Years of Medicaid and Medicare Impact: From Milestones to Momentum

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This week, the nation celebrates two major milestones: the 60th anniversary of the Medicaid and Medicare programs and 40 years of 黑料不打烊鈥 (黑料不打烊鈥檚) commitment to advancing healthcare and improving lives. As we look ahead, 黑料不打烊 is investing in human-centered strategies, digital tools, and analytics to help our clients and partners build a healthier future鈥攁ll topics that will be discussed at the , October 14鈥16 in New Orleans, LA.

October 14鈥16 | New Orleans

The 黑料不打烊 National Conference is a three-day immersive experience designed to equip healthcare leaders with the insights and tools to adapt and lead in a changing landscape.

As new federal priorities unfold, this year鈥檚 conference, , will feature insights from healthcare leaders on how organizations can respond to change, align with new expectations, and strengthen their impact. With early鈥慴ird registration ending Thursday, July 31, 2025, here鈥檚 our 鈥淲eekly Roundup鈥 of what we鈥檝e shared so far鈥攁nd why you won鈥檛 want to miss the 黑料不打烊 National Conference in New鈥疧rleans.

黑料不打烊鈥檚 National Conference offers an immersive, three鈥慸ay experience that combines strategic insight, peer collaboration, and interactive learning.

Networking & Community

  • Welcome Reception at a landmark New Orleans venue
  • Facilitated breakfast discussions, coffee conversations, and evening receptions
  • Networking lunch and dedicated breaks to keep ideas flowing

Big Picture Plenary Sessions

  • Opening keynote Asa Hutchinson, Arkansas鈥 46th Governor, on policy, politics, and a vision for healthier communities
  • Expert panels unpacking transformative shifts in Medicaid and Medicare, value鈥慴ased care, behavioral health innovation, and cross鈥憇ector population health strategies
  • A closing conversation on government鈥檚 evolving role in healthcare innovation with nationally recognized leaders , Executive Vice President and Chief Community Health Officer, Kaiser Permanente, and , Secretary, Louisiana Department of Health

Workshops

  1. Policy & Trends: Medicare Advantage reforms, Medicaid work requirements, digital health guardrails, and 988 crisis care expansion
  2. Use Cases & Responses: Operational strategies for payment reform, community resilience investments, digital health success stories, and coordinated care solutions for complex behavioral health needs

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Streamlining Healthcare with AI: The Administration鈥檚 Plan and What Comes Next

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On July 23, 2025, the Trump Administration  , a comprehensive federal strategy designed to position the United States as the global leader in artificial intelligence (AI). The plan, developed in accordance with  14179, outlines over 90 policy initiatives across three strategic pillars: Accelerating Innovation, Building AI Infrastructure, and Leading International AI Diplomacy.

Healthcare and Medicaid Impacts

CMS AI-Enabled Prior Authorization Pilot
The AI Action Plan explains the Centers for Medicare & Medicaid Services (CMS) plan to launch a six-year pilot to improve, streamline, and where possible, automate prior authorizations using AI. Consistent with the AI Action Plan, CMS on June 27, 2025, announced a new Innovation Center model, the Wasteful and Inappropriate Service Reduction (WISeR) Model. WISeR will test ways to improve the prior authorization process relative to Original Medicare鈥檚 existing processes. This initiative is expected to dramatically reduce approval times鈥攆rom days to, potentially, minutes in some cases 鈥 while easing administrative burdens for providers and improving access to timely care for beneficiaries. CMS will evaluate the pilot using metrics such as efficiency gains, cost savings, satisfaction levels, and decision accuracy.

Enhanced Fraud Detection and Program Integrity
CMS will also expand its use of AI to detect and prevent fraud, waste, and abuse (FWA) in Medicaid and Medicare. By leveraging predictive analytics and real-time data, the agency aims to identify anomalies and improper payments before they occur鈥攅nhancing program integrity and public trust.  CMS is also encouraging state Medicaid agencies to bolster its investments in FWA systems, and enhanced federal funding continues to be available for such investments.

Regulatory Streamlining and Innovation Incentives
The plan calls for removing outdated regulatory barriers to AI adoption in healthcare. Proposed measures include revising compliance requirements and offering financial incentives or preferential funding access to states that foster innovation-friendly environments. While specifics are pending, states are encouraged to modernize regulations to support AI adoption.

Key Differences from Prior Administration鈥檚 AI Policy

The following table outlines key differences between the Biden and Trump administrations鈥 approaches to AI policy:

Considerations for Healthcare Organizations and Partners

Medicaid agencies, healthcare providers, and industry stakeholders should track the next wave of federal actions to implement the AI Action Plan and the healthcare sector鈥檚 response. Data from pilot initiatives will inform future federal policy decisions on broader AI deployments within Medicaid administration. In addition, healthcare organizations will need to remain nimble as variability may emerge in how states pursue regulatory changes to align with federal incentives under the Action Plan.

Sector specific considerations include:

Health Plans:  Plans should proactively pursue initiatives such as AI-driven prior authorization, claims adjudication, fraud detection, and member engagement to improve their operations, their position in the markets in which they operate, and ideally, their performance. This effort will require significant investments in information technology, new workflows, and continuous quality improvement initiatives, staff training, enhanced compliance protocols, and a culture that embraces AI. In addition, plans must implement robust AI oversight mechanisms that incorporate the necessary level of transparency, avoid bias, and are appropriate across all functions that use AI, including population health analytics, member engagement, care management, prior authorization management, claims processing, and fraud detection.

State Government: States will face pressure to modernize health and human services regulatory frameworks to align with federal requirements and access federal incentives. Moreover, states should proactively pursue initiatives that improve the operations of health and human services agencies with a particular focus on improving program design, oversight, and evaluation functions. In addition, agencies should assess current rules regarding AI and consider how to support AI adoption while safeguarding desired outcomes and accountability.

Health Systems and Providers: Providers can benefit from reduced administrative overhead, improved care delivery, and the use of AI to augment the ability of providers to diagnose and treat patients. Providers will have to adapt to new workflows that incorporate use of AI, ensure data quality, and monitor data for unintended consequences such as unintended bias. In addition, providers must incorporate AI literacy training to align with federal expectations and remain competitive in a deregulated, innovation-driven landscape. Providers will also have to implement robust compliance protocols.

Looking Ahead

The  signals a substantial shift toward streamlined regulatory approaches and expanded AI deployment in Medicaid and broader healthcare administration. Stakeholders should anticipate federal guidance updates, pilot program evaluations, and further clarifications regarding state incentives in the months ahead.

To discuss the implications of the AI Action Plan or for further policy analysis, contact 黑料不打烊 experts below.

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CMS and Tech Leaders Unite to Build a Patient-Centric Digital Health Ecosystem

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The White House and Centers for Medicare & Medicaid Services (CMS), on July 30, 2025,  new commitments from leading technology 鈥攊ncluding Amazon, Apple, Google, OpenAI, and Anthropic鈥攖o create a smarter, more secure, and patient-centered digital health ecosystem. At the Make Health Tech Great Again event, CMS unveiled voluntary criteria for trusted data exchange across networks, electronic health records (EHR), and tech platforms, emphasizing interoperability, personalized tools, and reduced provider burden.

This announcement echoes many of the priorities laid out in Leavitt Partners鈥  road map鈥攁 federal policy and industry blueprint for modernizing patient and provider access to health data. The priorities outlined at today鈥檚 White House event and the administration鈥檚 recent regulatory announcements closely reflect the multisector road map鈥檚 recommendations. A recent webinar hosted by Leavitt Partners, an 黑料不打烊 Company, explored how the recommendations are shaping federal policy and creating strategic opportunities for early adopters.

What鈥檚 Next

黑料不打烊 (黑料不打烊) experts, including those with Leavitt Partners, will delve further into the new initiative and considerations for the healthcare industry in an upcoming Weekly Roundup.

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Strategic Planning for Healthcare Organizations in a time of Disruption

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Why healthcare strategy is needed more than ever in times of rapid change

When thinking about strategy, most organizations have a strategic plan. But with the amount of change being thrust upon the healthcare industry, no one could have predicted the current landscape even one year ago. 

The strategy function at a healthcare organization generates strategic plans, identifies growth initiatives and validates them. A core responsibility is monitoring the information and policies that inform those hypotheses. The best organizations are able to stay focused on their overall goals while keeping track of, adapting, and changing as new information surfaces.

The high pace of change related to technology, policy, and regulation, requires continual monitoring and reassessment. Not every healthcare organization has the competencies to track and manage these changes, and entities frequently come to 黑料不打烊 to either validate assumptions that are the basis of their plans, or to outsource components of the analysis or the implementation.

Organizations generally have a good handle on certain elements, including their own assets and competencies, the strength of relationships with their partners, and hopefully an understanding of what their customers want. But in times of rapid change, consultants can support monitoring external market factors and turbulence on the policy and regulatory front. They can assess changes on the technology side as well, including ways to integrate AI and other digital technologies to enable care delivery. Organizations see the potential for policy changes to disrupt the way they are doing business, but may need outside validation to ultimately communicate and operationalize new approaches within their business.  

For more on this, listen to this month鈥檚 podcast Ready or Not: Implementing Strategy Amid Massive Healthcare Disruption where we discuss some of our thinking on ways companies can stay ahead of the game. 

Ready to transform your organization?

If your organization is struggling to turn strategy into action, our experts are available to help you lay a clear path to positive results.  Whether you are focused on payments, healthcare delivery, government policy, behavioral health, life sciences, Medicare, Medicaid, or Managed Care, our 黑料不打烊 experts are ready to partner with you, from initial strategy-setting through implementation.

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Proposed Rule on the CY 2026 Medicare PFS Emphasizes Value-Based Care and Alternative Payment Models

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This week, our first In Focus reviews the Centers for Medicare & Medicaid Services (CMS) proposed rule for the calendar year (CY) 2026 Medicare Physician Fee Schedule (PFS), released on July 14, 2025. The proposal echoes many of the administration鈥檚 priorities and would substantially change how physicians are paid for their services, focusing on value-based payment strategies, efficiency adjustments, conversion factors, technology coding, and MSSP eligibility.

This In Focus is the second in our series covering recent Medicare-related announcements. [Last week, we discussed CMS Innovation Center updates.]

Emphasis on Value-Based, Hospital-Based Care

The  reflects the administration鈥檚 prioritization of value-based care, chronic care management, new payment strategies for evolving models of care delivery, and support for technology-based services. Provisions in the proposed rule also are intended to reduce costs through reimbursement rate changes, better access to behavioral health services, and facilitated advanced primary care management (APCM).

The proposal recognizes the additional complexity of providing primary care in the home and other residential environments by proposing to allow billing of an add-on code to trigger additional payment for home-based visits. CMS also proposes to delete separate coding and payment for social determinants of health (SDOH) risk assessments (established in 2024) and will begin referring to SDOH as 鈥渦pstream driver(s).鈥

Emphasis on Efficiency and Lower Practice Expenses

Proposed changes include an 鈥渆fficiency adjustment,鈥 which would reduce the physician work relative value unit (RVU) based on the assumption that as clinicians gain experience and technology advances, procedures become more efficient. CMS also proposes to rebalance clinician reimbursement for expenses to recognize that hospital-based physicians incur fewer costs than physicians in private or group practices and that the number of physicians practicing in hospitals has increased significantly, leaving far fewer physicians in freestanding offices. As a result, CMS estimates specialists who furnish care in hospital settings will experience double-digit cuts in reimbursement on average, whereas those practicing in freestanding (non-facility) settings will generally receive increases, though the impact on any individual clinician or practice will depend on the mix of services provided.

CMS continues to evaluate potential payment reform for global surgical packages and is studying the real-world division of work between surgeons and providers of postoperative care, as CMS findings suggest only a fraction of post-discharge visits included in valuation are furnished.

Positive PFS Conversion Factor Update

All providers/suppliers paid for services under the PFS will benefit from positive statutory updates to the conversion factor, with slightly higher increases going to clinicians who meet certain eligibility requirements for participating in an Advanced Alternative Payment Model (APM) under the Quality Payment Program (QPP). Specifically, two conversion factors would be available in CY 2026. Under the proposed rule, services furnished by providers who participate in qualifying Advanced APMs would be paid based on a conversion factor of $33.5875, representing a 3.84 percent increase (or $1.2410) from the 2025 amount of $32.3465. Services furnished by providers who do not participate in a qualifying AAPM are proposed to be paid based on a conversion factor of $33.4209, representing an increase of 3.32 percent (or $1.0744) from CY 2025.

Both conversion factors reflect the 2.50 percent overall update required by statute, a 0.55 percent budget neutrality adjustment to account for RVU changes, and an updated factor of 0.75 percent for qualified APMs or 0.25 percent for non-qualifying APMs. CY 2026 is the final year in which eligible clinicians can receive an additional APM incentive. Qualifying clinicians will get a one-time payment of 1.88 percent of their paid claims for covered professional services based on performance from two years earlier.

Evolving Coding and Payment for Technology-Based Services

CMS continues to expand coding and payment for technology-based services, including a proposal for the use of digital mental health treatment (DMHT) devices used in conjunction with an ongoing treatment plan of care for attention deficit hyperactivity disorder (ADHD). The agency recognizes that behavioral health conditions are common chronic diseases and that the field of digital therapeutics is evolving.

CMS requests comments on the use of devices for treating symptoms of gastrointestinal conditions, sleep disturbance for psychiatric conditions, and symptoms of fibromyalgia, as well as to aid in the diagnosis of autism spectrum disorder. The agency also seeks input on a broader set of digital tools that could be used to encourage a healthy lifestyle. Through comment requests, CMS suggests that it might consider payment for digital tools that do not require Food and Drug Administration clearance in future years.

While CMS allows PFS payment of Software as a Service (SaaS) and artificial intelligence (AI) applications in certain circumstances, it also solicits comments on how to establish stable and consistent reimbursement for these technologies and asks how they can be used in the management of chronic diseases and primary care services.

Telehealth-Related Flexibilities

CMS proposes to streamline the process for adding codes to the telehealth list and making other adjustments to supervision and frequency of billing requirements for codes on the list.

Medicare Diabetes Prevention Program

CMS proposes several changes to the Medicare Diabetes Prevention Program (MDPP), which was expanded in 2018 under the CMS Innovation Center authority to increase beneficiary participation and to align with the Centers for Disease Control and Prevention program standards. These proposed changes include the addition and codification of more virtual flexibilities including asynchronous delivery of services, technical changes to the collection of data, and payment changes to reflect these new requirements.

Medicare Shared Savings Program

The proposed rule comprises several provisions to modify eligibility requirements for certain tracks of the program, revisions to the quality performance standards and reporting requirements, and other changes to improve the operations of the program. The Medicare Shared Savings Program (MSSP) now has more than 477 ACO participants, furnishing care to 11.2 million Medicare beneficiaries.

Drugs and Biological Products Incident-to Physician Services

The proposed rule addresses reimbursement for drugs paid incident-to a physician鈥檚 service, including policies related to the Inflation Reduction Act provisions, continued implementation of discarded units refund requirements, changes and clarifications to Average Sales Price (ASP) reporting, and payment for procurement of tissue required to manufacture cell-based gene therapies.

Citing a nearly 40-fold increase in spending for skin substitute products from 2019 to 2024, CMS proposes major changes for reimbursement of skin substitutes that would pay for most of these products as supplies incident-to physician services, rather than as Part B drugs. CMS estimates that these modifications would result in significant savings. If finalized, these proposals will take effect at the same time as CMS launches a new model in six geographic areas to test clinical review for certain services, including skin substitutes, in fee-for-service Medicare to achieve the WISeR (Waste and Inappropriate Service Reduction) Model.

Requests for Information

CMS included multiple requests for information in the CY 2026 proposed rule. The agency seeks stakeholder feedback on how the fee schedule can be used to better account for indirect practice expenses (PEs) costs in facility settings, integration of preventive services into APCM bundles, and use of motivational interviewing and health coaching to improve chronic disease prevention and management.

On the QPP, CMS seeks input on advancing digital quality measurement, refining MIPS (Merit-Based Incentive Payment System) Value Pathways (MVPs) through core elements, procedural code alignment, and well-being and nutrition measures. The agency also requests comments on improving public health and prescription drug monitoring reporting and strengthening data quality and performance thresholds across Medicare鈥檚 quality programs.

Contact an 黑料不打烊 Medicare Expert Today

黑料不打烊, Inc. (黑料不打烊), policy and rate setting experts are analyzing the details and impacts in the proposed rule and will provide additional updates to key Medicare policies as they become available. Our team can help support stakeholder development of policy and data-oriented comments on this rule, due September 12, 2025, and on any other Medicare policy topic of interest. Contact听our experts below听to discuss your priorities and approach.

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CY 2026 Medicare Hospital OPPS Proposed Rule Encourages Site of Service Shifts and Data Collection for Use in Rate Setting

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Our second In Focus reviews the policy changes in the Centers for Medicare & Medicaid Services (CMS) for the calendar year (CY) 2026 Medicare Hospital Outpatient Prospective Payment System (OPPS) and Ambulatory Surgical Center (ASC) Payment System Proposed Rule (). This OPPS proposed rule, released January 15, 2025, includes several important policy revisions that will alter hospital margins and change administrative procedures beginning as soon as January 1, 2026.

Key Provisions in the CY 2026 Hospital OPPS and ASC Proposed Rule

For CY 2026, CMS proposes to make critical modifications to several hospital outpatient and ASC payment policies, which hospitals and other stakeholders will need to quickly adopt. We highlight and interpret the following seven proposed policies that may be among the most impactful for Medicare beneficiaries, hospitals and health systems, payers, and manufacturers:

  1. Proposed updates for OPPS and ASC payment rates are consistent with proposed inpatient rates.
  2. The phased elimination of the inpatient-only (IPO) list will cause services to shift to the outpatient setting.
  3. Expansion of the ASC covered procedures list will cause services to shift from the outpatient to ASC setting.
  4. Site-neutral payment to drug administration services will be expanded to all off-campus provider-based departments.
  5. Medicare Advantage data will be used to set weights for inpatient Medicare Severity Diagnosis Related Groups (MS-DRGs).
  6. 340B payment recovery will intensify to recover funds more quickly.
  7. A new survey will be conducted to gather data on the amount hospitals pay for drugs used in the hospital outpatient department.

Stakeholder comments on the OPPS and ASC Proposed Rule are due to CMS by September 13, 2025.

What the Seven Provisions Mean

1. The proposed payment update for OPPS and ASC rates is consistent with proposed inpatient rates.

Proposed Rule: Overall CMS鈥檚 CY 2026 Medicare OPPS and ASC Proposed Rule will increase 2025 payments to acute care hospitals by 2.4 percent in 2026, amounting to an estimated $4 billion increase in payments. This update is based on a hospital market basket increase of 3.2 percent and a 0.8 percent reduction for total factor productivity.

黑料不打烊 Analysis: CMS鈥檚 2.4 percent increase results from the estimated rate of increase in the cost of a standard basket of hospital goods, the hospital market basket. CMS estimates that total payments to OPPS and ASC providers (including beneficiary cost sharing and estimated changes in enrollment, utilization, and case mix) for CY 2026 will increase by roughly $8.1 billion and $480 million, respectively, from CY 2025 payment levels. The proposed outpatient and ASC rates are consistent with the proposed inpatient payment update for 2026.

2. Phased elimination of the IPO list to cause movement of cases from inpatient to outpatient setting.

Proposed Rule: CMS has long maintained a list of procedures and services that must be provided on an inpatient basis and are excluded from the OPPS. In the CY 2021 final rule, CMS finalized a proposal to eliminate the IPO list over three years, beginning with nearly 300 procedures. CMS noted various changes in technology and chose to defer to the clinical judgment of physicians which procedures can be safely performed in the hospital outpatient department based on the circumstances of individual patients. When the Biden Administration entered office in 2022, CMS halted the process of eliminating the inpatient-only list and reinstituted five criteria it had previously used to determine whether a procedure should be removed from the IPO list.

Under the Trump Administration, CMS now proposes to again eliminate the IPO list over a three- year period. For 2026, CMS proposes to eliminate 285 mostly musculoskeletal services from the IPO list. Across the next two rulemaking cycles CMS will eliminate the remaining services from the IPO list and the agency is requesting stakeholder input regarding which services should be eliminated from the IPO list in CY 2027.

黑料不打烊 Analysis: If finalized, the policy to eliminate the IPO list is likely to spur a migration of many cases from the inpatient setting to the hospital outpatient setting. Many of these cases are likely to be surgical short-stay cases. Given that the proposed policy would defer largely to clinical judgment to determine which procedures are performed in the outpatient setting, we anticipate a degree of variability by hospital in how this policy plays out. We anticipate hospital revenues will decline because of this policy, as certain inpatient payment adjustments are inapplicable to the outpatient setting. We do not anticipate a cost sharing impact on patients due to policies that protect them from higher outpatient cost sharing. Because the Medicare IPO list has served as a foundation for many site of service coverage decisions, we anticipate payers will respond to this policy by encouraging more rapid migration of cases to the outpatient setting, which is likely to result in lower Medicare spending.

3. Expansion of the ASC covered procedures list will cause services to shift from the outpatient to ASC setting.

Proposed Rule: CMS proposes to add 547 services to the ASC covered procedures list.

黑料不打烊 Analysis: CMS鈥檚 proposal to add 547 services to the ASC CPL enables greater fluidity of site of service for providers in deciding where to conduct procedures. Among these 547 services are 276 musculoskeletal services that are also proposed for removal from the OPPS IPO list. While state regulations concerning which procedures can be conducted in ASCs may affect which cases are eventually conducted in the ASC setting, CMS鈥檚 plan to expand the ASC CPL may enable some musculoskeletal services to move directly from the inpatient setting to the ASC setting in 2026. We anticipate that the expansion of the ASC CPL may result in lower revenues for hospitals as cases move from the inpatient or outpatient setting to the ASC. This shift may also result in lower Medicare spending.

4. Expansion of the site-neutral policy to drug administration services furnished in all outpatient provider-based departments.

Proposed Rule: Under the Bipartisan Budget Act of 2015, CMS is required to implement site-neutral payments for off-campus provider-based departments (PBDs). This legislation exempted PBDs (also known as 鈥渆xcepted PBDs鈥) established as of the date of enactment. The policy has generally paid affected services at 40 percent of the OPPS rate. The agency presents the results of its own analyses, showing growth in drug administration services in the OPPS even as the number of fee-for-service beneficiaries has decreased. CMS concludes that 鈥渢he differential in our payment rates has created a payment incentive that had led to unnecessary growth for the services in the drug administration鈥 payment rates.

CMS proposes to apply the Medicare Physician Fee Schedule (PFS) payment adjustment to drug administration payments for services performed at excepted off-campus PBDs, which will be the same reimbursement rates available to non-excepted PBDs. This adjustment is proposed to be made in a non-budget-neutral manner. CMS also asks for comments on whether the PFS adjuster should be applied to other services. CMS also issues a request for information (RFI) on the potential to expand site-neutral payments for clinic visits to include on campus clinic visit services and a second RFI seeking information on the possibility of adjusting OPPS payments for services 鈥減redominantly performed鈥 in the ASC or physician鈥檚 office setting

黑料不打烊 AnalysisCMS estimates this policy will yield $280 million in savings to Medicare for 2026, which will translate into commensurate revenue reductions for the hospital industry. Although CMS proposes to exempt rural sole community hospitals from this policy, other types of safety net providers may also seek an exemption.

5. The use of Medicare Advantage data to set weights for inpatient MS-DRGs.

Proposed Rule: CMS proposes to require hospitals to submit to CMS Medicare Advantage payment information through their annual hospital cost reports for later use in setting Medicare inpatient PPS payment rates. As a part of this proposal CMS will require hospitals to include in their annual cost report submissions to CMS their median negotiated payer-specific Medicare Advantage charges by individual MS-DRG. CMS proposes to begin collecting these data in the 2026 cost reporting period, and to use these data to set MS-DRG relative weights beginning in FY 2029. CMS asserts that the agency intends to make these changes to reduce its reliance on the hospital chargemaster for setting rates for inpatient services and instead create a market-based approach to rate setting.

黑料不打烊 Analysis: The first Trump Administration proposed a nearly identical policy in the CY 2021 rulemaking cycle. Like the IPO list history, this proposed policy was not implemented in the CY 2022 rulemaking cycle when the Biden Administration was in place. If implemented for 2026, the reporting of negotiated charge data will add administrative complexity to hospitals鈥 cost reporting processes. It is unclear whether the use of these data in the IPPS rate setting process will increase or decrease payment rates. Therefore, it is unclear how this policy might affect hospital revenue or Medicare spending.

6. Increase the pace of 340B payment recovery from hospitals to recover funds more quickly.

Proposed Rule: CMS proposes to change its policy for recovering past overpayments resulting from the budget neutrality adjustments accompanying prior cuts to reimbursement for 340B drugs. The 340B recoupment process was scheduled to begin in 2026 by reducing the hospital outpatient conversion factor by 0.5 percent annually until $7.8 billion in payments were recovered. CMS forecasted this would occur annually for 16 years; however, the CY 2026 OPPS proposed rule calls for reducing the outpatient conversion factor by 2 percent over the span of six years.

黑料不打烊 AnalysisIf implemented, CMS鈥檚 proposed 340B recovery policy will result in a payment reduction to hospitals of $1.1 billion in 2026. We anticipate the scale of this impact will continue during the subsequent five years that the policy is in place. We expect that hospital opposition to this proposed change will be significant.

7. New survey to gather data on the amount hospitals pay for drugs used in the hospital outpatient department.

Proposed Rule: CMS announced its intent to conduct a new survey to gather information from hospitals about the amount they pay for drugs used in the outpatient setting. The survey of drug acquisition costs will apply to specified covered outpatient drugs (SCODs) and 鈥渄rugs and biologicals that CMS historically treats as SCODs.鈥 The survey will begin at the end of 2025 and end in early 2026. CMS has stated that it intends for these survey results to 鈥渋nform policy making鈥 beginning with the 2027 rulemaking cycle.

黑料不打烊 AnalysisThe data collected through this survey effort could be used to set payment rates for Part B drugs or to inform 340B payment policy, but how exactly these data would be used is unclear. CMS noted that an adequate response rate will be necessary and asks for input on how to interpret nonresponses, such as assuming that non-responding hospitals have very low drug costs and therefore payment for drugs and biologics could be packaged with other services. CMS also noted that other sources of drug data could include the Federal Supply Schedule (FSS) or other benchmarks or different markups to ASP data.

黑料不打烊鈥檚 Medicare Practice Group Can Help

The 黑料不打烊, Inc. (黑料不打烊), Medicare Practice Group monitors federal regulatory and legislative developments in the hospital space and assesses the impact on hospitals, life science companies, payers, and other stakeholders. Our experts interpret and model hospital payment policies and assist clients in developing CMS comment letters and long-term strategic plans. Our team replicates CMS payment methodologies and model alternative policies using the most current Medicare fee-for-service and Medicare Advantage (100 percent) claims data. We also support clients with DRG reassignment requests, New Technology Add-on Payment (NTAP) applications, and analyses of CMS Innovation Center alternative payment models.

For more information or questions about the policies described below, please contact听our experts below.

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