From nameless to noticed: How name recognition improves patient satisfaction

Nothing ranks in importance to the patient experience as access to the practice and being seen within minutes of the scheduled appointment time. Next in importance is remembering patients' names. Remembering names is an essential component of the patient's experience with the doctor and the doctor's staff. Remembering names shows respect, helps build rapport, and makes interactions more personal and memorable. It can also make the patient feel valued and increase the likelihood of positive interactions and future connections.

I am reminded of a story of an instructor at a nursing school who shared details of a unique quiz.

The very last question of the quiz was "What is the name of the janitor who cleans this building?" Most of the students in the class had seen this janitor and even bumped into him several times. The students turned in their answers to the quiz except for the last question. Nobody knew his name. One student asked if the last question would count toward the quiz grade. The professor said, "In your careers, you will meet many people. All are significant. They deserve your attention and care, and the least you can do is speak their name when you see or greet them. It makes them feel both human and valuable."

The most important word to each person in any language is the sound of their name. We all like the sound of our name. I am sure you experienced that "wow" moment when someone unexpectedly remembers your name? This is a simple, inexpensive means to develop a connection with patients.

Addressing someone by name is a powerful way to show you value them as an individual, not just another diagnosis or organ system. This leads to more positive and comfortable interactions.

Using someone's name can create a sense of trust and make interactions feel more personal and meaningful.

Remembering names can help you recall details about the patient and their medical problem.

Many physicians and their staff struggle to remember names, so consciously trying to do so can make you memorable and leave a positive impression.

My take-home message is that remembering names is a social skill that is easily developed and can have a significant impact on your interactions and relationships with your patients.

When you use someone's name in a conversation, it puts them at ease. This makes them more comfortable since it shows that you care about them. This makes it easier to start and continue conversations.

Using someone's name shows a greater connection and indicates you value them as a person. When patients feel valued, they tend to feel more comfortable sharing intimate aspects of their lives and medical histories. By saying their name, you show that they are more than just another face in the crowd. They are more likely to respond positively and feel compelled to facilitate a connection with you.

Remembering names is crucial for better doctor-patient interactions. The question is, how do you remember someone's name, especially if your encounter is brief? The following tips can help you remember names.

Tips for remembering names

Repeat the name. From your very first interaction with the patient, use their name several times. Repeating their name during the doctor-patient encounter will make it easier to recall it later. It is essential to make sure you are pronouncing their name correctly. If it is a difficult name, it is okay to ask for the correct pronunciation. For example, a patient with the Vietnamese last name of Nguyễn is pronounced "Win". I would enter this phonetic spelling of their name in the patient's record to ensure accurate pronunciation on subsequent visits.

Focus on the person. If you're busy thinking about your emails or the next patient, you'll never be able to commit someone's name to memory. Stay focused on the person and stay present in the conversation.

Find something that makes them memorable. This might be a facial feature that makes them distinguishable from everyone else. It could be their blue eyes, full lips, or dimpled chin. Once you've found it, connect their name to it. For example, Jenn has big blue eyes.

Another way of remembering names is through associations. I have been using word associations, and it has helped my recall.

For example, consider a patient with the first name of Lyndon. Connect his name to President Lyndon Johnson.

A patient with the first name of Lauren, so think of "Ralph Lauren" carrying an expensive purse.

If you can find wild, unusual, or outlandish associations, these are especially memorable. If someone's last name is Green, think of them with green hair or Elphaba from the Broadway musical Wicked.

A hook or shortcut is a method to remember names — "Sam the baker man" if you imagine him carrying a large cake.

Using a patient's name is essential for both the doctor and the staff. Consider discussing this topic with your employees at a staff meeting. Encourage the staff to wear a badge or have their uniform embroidered with their name. When a staff member first meets a patient, they introduce themselves and use the patient's name when they accompany the patient from the reception area to the exam room.

Also, the receptionist has an opportunity to use the caller's name and use it at least twice during the phone call: "Mrs. Smith, it was nice speaking with you, and we look forward to seeing you on <date>. If you have any questions, Mrs. Smith, please let me hear from you."

Finally, if you do public speaking, it is helpful to meet a few members of the audience and remember their names. Use their names during the program, which will make your presentation memorable.

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6 ways to develop the careers of medical practice employees

Q: How do you keep medical staff motivated long term?

Provide clear career paths, regular feedback, recognition, and opportunities for learning. These elements keep employees engaged and aligned with the practice’s mission.

Q: What low-cost ways can small practices develop employees?

Mentorship, in-house training, cross-training, and leadership opportunities cost little but offer significant career value.

Q: How often should career development plans be reviewed?

At least annually, but ideally every six months to adjust goals, training opportunities, and role expectations.

Q: Does investing in staff development reduce turnover?

Yes. Studies and industry experience show that employees who see growth opportunities are less likely to leave, reducing recruitment costs and disruption.

Q: What’s the link between staff development and patient care?

Better-trained, more engaged employees deliver higher-quality service, improve patient satisfaction, and contribute to positive health outcomes.

How can medical practices help employees grow their careers?

Developing your employees’ skills isn’t just about retention—it improves patient care, strengthens your practice culture, and boosts efficiency. Whether you run a small clinic or a large physician group, offering clear growth opportunities keeps your best people engaged and motivated.

Here are six proven strategies for building long-term career growth in your medical practice team.

1. What training and mentorship programs help employees succeed?

Employees thrive when they have access to structured training and mentorship. Cross-training on different roles, shadowing senior staff, and using onboarding programs that set clear expectations help new hires gain confidence quickly. A recruiting quality staff guide explains how early skill-building sets the stage for long-term retention.

2. How does continuing education improve staff performance?

Encouraging certifications, workshops, and conference attendance keeps skills current and aligns your team with industry best practices. Providing financial support or paid time off for education signals that you value professional growth. Strategies for fostering employee loyalty highlight continuing education as a key retention tool.

3. Why should practices create career advancement paths?

Clear career pathways help employees understand how they can move up within your organization. Whether through promotions, leadership opportunities, or specialized roles, defined steps for advancement reduce turnover. This article on retention shows how growth plans can keep staff invested.

4. How can mid-career employees continue to develop?

Experienced staff still need growth opportunities to stay engaged. Mid-career development can include skill refreshers, leadership training, or advanced certifications. Mid-career development strategies offer guidance on keeping long-tenured employees motivated.

5. What role does recognition and work-life balance play in development?

Acknowledging achievements and supporting employee well-being are essential parts of career growth. Recognition programs, flexible scheduling, and wellness benefits show that you value the whole person, not just the role they fill. This guide to improving employee satisfaction outlines how to build loyalty through balance.

6. How can you create a supportive and inclusive culture?

Career development thrives in a positive work environment. When staff feel heard, respected, and included, they are more likely to contribute ideas and take initiative. Ways to make employees feel valued detail how inclusive cultures drive retention and engagement.

Key takeaway: Career development for medical practice employees involves more than occasional training—it’s an ongoing process of mentorship, education, recognition, and inclusion. By supporting growth at every stage, you build a loyal, skilled team that delivers better patient care and strengthens your practice for the long term.

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Flu shot claim compliance is nothing to sneeze at

Flu season is here. Every year, CMS updates payment allowances, codes, and billing rules for flu shots and other vaccines. Successful 2025-2026 flu season billing will require attention to updated codes, proper documentation, and an understanding of payer-specific requirements.

Here’s what you need to know about current Medicare and commercial payer requirements to optimize revenue and avoid errors that can result in claim denials, delayed reimbursements, and compliance risks.

2025-2026 vaccine compliance checklist

• Stay current with seasonal CDC vaccine code updates
• Implement robust diagnostic testing protocols
• Maintain meticulous documentation standards
• Check specific local Medicare administrative contractor (MAC) policies
• Train staff on payer-specific billing requirements
• Verify current rates with each payer before billing
• Monitor denial patterns and implement corrective actions

Clinical appropriateness, accurate coding, and comprehensive documentation matters. Focus on these details to streamline billing for better revenue cycle management:

• Always verify patient eligibility and benefits
• Confirm vaccine storage and handling protocols
• Document medical contraindications screening
• Report to state immunization registry (if required)
• Submit claims within payer timely filing limits

Document all requirements to ensure proper payment:

• Vaccine lot number and expiration date
• Dosage administered
• Route and anatomical site of administration
• Patient consent documentation
• Screening questionnaire completion
• VIS (Vaccine Information Statement) provided date

Five high-risk billing errors and how to prevent them:

1. Applying QW to non-waived tests or wrong payer types can lead to payment denials. Verify payer-specific requirements, and make sure to include the CLIA number and QW modifier on claims if a CLIA certificate of waiver is required.
2. Missing lot numbers, dosage, VIS dates and anatomical sites can leave providers vulnerable to audit. Use standardized documentation templates for consistency.
3. Billing incorrect E/M and vaccine combinations, without modifiers or sufficient documentation, leads to denials that require costly rebilling delays and staff time. Make sure to clearly document each identifiable service to avoid errors.
4. Relying on budget projections based on outdated pricing cuts into revenue. Verify rates regularly with payers to make sure you’re billing correctly.
5. National MAC policies do not always apply locally. Ignoring local variations can lead to denials. Check specific MAC Local Coverage Determinations to make sure you are billing correctly for your area.

Above all: Keep current

As the seasons─ and our healthcare landscape ─ change, we can also count on frequent changes to coding and documentation requirements. The following rapid reference table guide* reflects current information as of September 2025. Make sure to verify all codes, policies, and payment amounts with current CMS, CDC, and payer policies before billing.

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4 strategies to better manage practice health insurance costs

When it comes to nonclinical management challenges, today’s medical practices struggle to balance the effects of continuing staffing shortages against intensifying financial pressures that, among other things, can hinder successful recruitment efforts.

Like other businesses, for example, they’re getting squeezed by rising operating costs. Medical supplies and necessary technology are among the expenses it’s hard to keep up with, especially as supply chains and pricing undergo significant disruption in a volatile political and economic environment.

As medical costs continue to rise, health insurance rates rise in tandem, and physician groups pay the price like everyone else. Pay is important for attracting and keeping both clinical and office professionals. But so are great benefits, and health insurance tops the list.

Medical practices are no different than any other small or midsize business when it comes to budget busters: Health insurance accounts for between 30% and 40% of their total compensation costs.

One common cost-saving strategy has been to shift to high-deductible health plans, transferring more of the cost burden to employees. But it’s not an ideal solution during a worker shortage and, in fact, may discourage existing employees to shortchange themselves on wellness for financial reasons.

A smarter approach is to take the long view with more sophisticated strategies for effectively navigating a difficult environment. Four of the best options include the following:

1. Dig deep into your health claims data. This information is now available to employers of every size. Experienced brokerage partners are key to leveraging this data to gain insights on which health conditions are driving costs and what solutions will address them.
2. Pair analytics with clinical informatics. If data analytics uncover where health care costs are rising, clinical informatics tell you why and give you a path for fixing the issues. Between data analytics and clinical informatics, employers gain a critical edge for a plan that’s sustainable, affordable and efficient.
3. Ensure contract compliance. Undertaking such reviews for discrepancies and unmet financial guarantees is worth the investment. In one review of a pharmacy benefits manager contract, the reviewer found and renegotiated a poorly designed financial guarantee stipulation. The client received a $750,000 payout in the contract’s first year.
4. Consider alternatives. There’s more to health insurance than traditional plans, such as self-funded plans and group captives, to name just two. These may reduce expenses and improve employee health outcomes. Your broker can walk you through what would work best for your organization.

The rollercoaster ride of today’s environment for health care costs may never even out. However, experienced partners can help employers smooth out the ride and create a benefits plan that is effective and sustainable for the long term.

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Cleaner fish and lifetime value of patients

A wrasse fish, which is known as a type of "cleaner" fish, is often seen wandering into the mouths of large predatory fish like sharks or the smaller oriental sweetlips (above) on its own accord. And just as it swims in, it swims out – unscathed.

How does this fish survive such encounters? Cleaner fish live in a symbiotic relationship with larger creatures, helping to maintain their health and hygiene by removing parasites from their gills, mouths, and other hard-to-reach areas. Parasites are harmful to the larger fish but are a tasty meal for the cleaner fish. Because of this mutualism, the larger fish doesn't consume the smaller as it appreciates the benefit of keeping the cleaner fish on the payroll.
Mutualism in healthcare

Physicians have a symbiotic relationship with our patients. We provide a service and see that the patient has a positive experience. In return, satisfied patients tell others about their experience with the practice. The patient returns as a satisfied customer and aids in new patient growth.

Placing this arrangement in an economic perspective, we must understand the lifetime value (LTV) of a patient, which is the net profit your client might generate over their lifetime and is a valuable metric to maximize revenue. It helps in making sound decisions on investing in patient acquisition and retention and demonstrates the financial importance of patient satisfaction.

The LTV equation

To find a patient's LTV, you use the following formula: revenue per visit X annual visits X years with your practice.

Revenue per visit: As a starting point, you could divide last year's total revenue by the number of patient visits. There may be significant differences in these numbers even within the same specialty, depending on your payer mix.

Annual visits: The CDC estimates an average of 2.8 visits annually, but this could differ based on your specialty.

Years with your practice: This will vary based on the patient's age when first establishing care with you, the duration of care required, and the services provided. For example, pediatricians would estimate the time from establishing care until the patient turns 18 years old.
Happy patients are worth their weight in referrals

Much like a cleaner fish and its clients, if you aid in improving your patients' health, they won't eat you up on Yelp. Their satisfaction with your care is directly related to your practice's financial position. Not only will they contribute to this by returning for services, but their endorsements can lead to new patient growth.

Bottom line: Assigning value to the acquisition and retention of patients may be just what you need to reinvigorate your team to prioritize patient satisfaction and a positive doctor-patient relationship.

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3 strategies to strengthen patient engagement and reduce risk

Research indicates that engaged patients are more likely to follow their treatment plans, have the confidence and ability to achieve their health goals, and experience better health outcomes. Conversely, a lack of patient engagement can lead to poor outcomes, which may in turn contribute to dissatisfaction that could result in litigation.

A more recent analysis of medical professional liability claims where patient engagement was a contributing factor found 34% of events and 65% of indemnity paid were the result of high-severity injuries or death. The data further revealed that physician practices are particularly susceptible to such claims. Office/clinic locations accounted for 39% of the events and 46% of the indemnity paid—the highest among all the clinical settings reviewed. It is worth noting that patient-provider communication was often noted to be a root cause of these malpractice claims.

Perhaps these statistics should not be surprising because health care is truly a team sport. Successful outcomes require engagement and collaboration between providers and patients, with the patient as an essential team member.

Data suggests that robust provider communication promotes deeper patient engagement and trust. Furthermore, in our experience, patients are less inclined to file lawsuits against providers they like and trust. So, the good news is that every physician practice can take steps to strengthen communication, thereby engaging patients more meaningfully, improving the odds of better outcomes, and lessening the risk of malpractice claims.

Strengthen patient communication

Health care is inherently complex and challenging for patients to navigate. Consequently, practices are more likely to engage their patients when they are aware of the complexities and purposefully design their communications and systems to break down the barriers.

Here are three actionable patient communication strategies that can increase patient engagement and enhance the patient-provider relationship:

1. Cultivate a patient-centered practice atmosphere. First impressions are crucial, so practices need to engage patients quickly. Start by communicating with patients before their scheduled appointments, so they know how to prepare and what to bring with them. Also, set clear expectations about their rights and responsibilities as patients in your practice.

Ensure excellent customer service at every patient touchpoint. That includes showing compassion and a professional demeanor, as well as promoting good communication (including phone etiquette) and timely responses to patients’ inquiries.

2. Actively foster a two-way dialogue during patient visits. As providers, it can be easy to forget that the day-to-day language used in the office setting often sounds foreign to patients. Medical terms and jargon can be intimidating. Worse, “medical-ese” may prevent people from fully understanding their health status, risk factors, and treatment plans. Therefore, it is important to present health information in clear, plain language so that patients are empowered to engage, ask questions, and confidently manage their health.

When discussing health conditions and treatment plans, use words that most patients commonly use or understand. Use familiar objects or analogies to explain complicated ideas. In addition, remember that patients can often see your electronic health record (EHR) notes, so be sure to use plain and positive language in your documentation. Other strategies for improving dialogue with patients are to:

• Use “teach-back” techniques. These involve using open-ended questions and asking patients to use their own words to recap what you’ve talked about and their understanding of their treatment plans. If necessary, you should rephrase the conversation until the patient demonstrates they understand by accurately recapping the information.
• Manage patients’ expectations. Be empathetic but direct in your patient conversations and documentation so patients understand the full range of potential outcomes. Unrealistic expectations can lead to litigation.
• Be an active listener. This involves encouraging conversation by asking patients about their health goals and concerns, listening carefully, then educating and supporting patients accordingly. Active listening includes identifying potential barriers to care and being prepared to suggest practice or community resources to help overcome those barriers.

3. Respond promptly to adverse events and complaints. If patients experience an unexpected or adverse event, engaging in open and timely conversations with them may make a difference in the subsequent actions they choose to take. Be sure to confer with your risk consultant following adverse events and patient complaints. Proactively communicate with the patient to express empathy and concern. Patients may begin to distrust providers who appear indifferent (or even defensive) about their stated concerns. Conversely, a genuine expression of compassion from their provider can help make patients feel cared for.

Better communication, safer practice

Poet and author Maya Angelou said,“I've learned that people will forget what you said. People will forget what you did. But people will never forget how you made them feel.” Ensuring that patients feel heard and cared for is not only good medicine but also a core risk reduction strategy. Stronger patient-provider communication that enhances patient engagement can lead to better patient outcomes and may proactively mitigate the risk of malpractice claims.

To strengthen communication, encourage all practice staff to communicate respectfully and professionally. Be sure patients have time during visits to ask questions and clarify anything they’re unsure about in their treatment plans. Finally, if questions or complaints arise after the visit, listen actively and empathetically, and offer guidance or explore potential resolutions.

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How to talk to older patients

Clinicians are increasingly on the front lines of caring for an aging nation. Nearly one in six Americans are now over the age of 65, and more than 90% had at least one doctor visit in 2023, according to the National Center for Health Statistics (NCHS). But even routine conversations can quickly become complicated by cognitive changes, hearing and vision impairments and low health literacy — factors that are far more common among older patients.

To help, the Gerontological Society of America (GSA) has released a new evidence-based guide, “Communicating With Older Adults: A Review of What Really Works,” aimed at improving clinician-patient interactions and, ultimately, health outcomes.

“Effective communication improves understanding, adherence to treatment and overall patient satisfaction,” the report notes. Supported by the AARP, the report distills decades of health communication research into practical, actionable advice for clinicians.

From tone to teach-back: Key recommendations

The report outlines several specific strategies to improve communication with patients 65 and older. Among them:Use plain language: 

• Avoid jargon and complex medical terms that may confuse or alienate patients with lower health literacy.
• Be mindful of sensory limitations: Large-print materials, good lighting and speaking clearly (not loudly) help patients with hearing or vision loss.
• Engage with empathy: Body language, tone of voice and eye contact matter. Sit at eye level, smile and avoid appearing rushed.
• Use open-ended questions: Rather than yes-or-no prompts, ask patients to describe symptoms or concerns in their own words.
• Employ the teach-back method: Ask patients to explain key information back to you to confirm their understanding.

For culturally sensitive care, the report encourages use of the LEARN model — Listen, Explain, Acknowledge, Recommend and Negotiate — to bridge gaps between clinician recommendations and patient beliefs.

Adapting to dementia and cognitive decline

The guide also addresses how to communicate effectively with patients experiencing memory loss or dementia. It urges clinicians to speak calmly, provide information in small chunks and involve caregivers without excluding the patient.

“Even as cognitive abilities change, people remain highly sensitive to tone. A calm, reassuring presence can reduce agitation and increase engagement,” the report says.

Maintaining patient autonomy is similarly emphasized, even when caregivers are present. Clinicians are encouraged to direct questions to the patient, verify information shared by others and use inclusive language to reinforce the patient’s agency in health care decisions.

Why it matters

The U.S. Census Bureau projects that adults aged 65 and older will outnumber children under 18 by 2034. And with aging comes rising rates of chronic illness, sensory impairment and cognitive decline — all of which complicate the way patients process and retain medical information.

Failing to adapt communication styles, the report argues, can lead to misunderstandings, poor adherence and worse health outcomes.

“People of all ages may have conditions that impede communication and health care providers may need to adapt their communication strategies to address individualized patient needs,” the GSA writes in the report. “Respectful, clear and empathetic communication that fosters trust, improves health outcomes and supports autonomy is important when interacting with older adults in health care settings to support quality of care.”

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Key RPM takeaways from the 2026 PFS proposed rule

The Centers for Medicare & Medicaid Service (CMS) recently published its2026 physician fee schedule (PFS) proposed rule. One subject receiving significant attention in the rule is remote care management, and there are a few key proposals that jumped out right away that could significantly reshape how providers approach remote patient monitoring (RPM), care management in rural and underserved settings, and more.

Let's break down some of the highlights, keeping in mind these are proposed changes and not yet finalized.

RPM expansion: More flexible, more patient-centered

The proposed rule introduces significant changes to RPM. Here are the three major components of these changes.

New supply/device codes for greater flexibility

One of the biggest updates in the proposed rule is a new RPM supply code (CPT 99XX4) for patients who only need 2 to 15 days of monitoring in a month that would bring the same reimbursement as the current 16 to 30-day CPT code. This would be a big win for patients with conditions where daily vitals might not be clinically necessary, like obesity being treated with GLP-1s. If finalized, this change would allow for a more nuanced, tailored approach to RPM. In addition to the added flexibility for RPM programs, lowering the required measurement threshold will also generally increase the patient compliance rate — and reimbursement — for existing RPM programs and conditions.

New time-based management code

CMS is also proposing a new RPM management code (CPT 99XX5) for between 10 and fewer than 20 minutes of clinical time. Think of this as a "lightweight alternative" to the current 99457 CPT code, which requires 20 minutes. With a proposed work relative value unit (RVU) of 0.31, it is expected to reimburse at roughly half the rate of CPT 99457. However, it opens the door to build remote care management programs that better match individual patient needs.

CMS vs. AMA: A rift in RPM valuation

CMS notably rejected the American Medical Association's (AMA) proposed redefinition of time thresholds for RPM codes, specifically, AMA's plan to redefine CPT 99457 as 11-20 minutes and allow CPT 99458 to stack in 10-minute increments.

Even more significantly, CMS rejected the AMA RVS Update Committee's (RUC) recommendations for valuing the new RPM codes 99XX4 and 99XX5 and existing code 99457, citing insufficient survey data from the RUC to appropriately value the codes. Instead, CMS proposes using Hospital Outpatient Prospective Payment System (OPPS) data to value these services, marking a potential shift in how remote care services are evaluated.

This disconnect between CMS and the AMA on remote care valuation is far from resolved. CMS has indicated it wants to review RPM valuation after 2026 data becomes available, while the RUC is already planning to revisit code valuations at its January 2028 meeting. This means that while the proposed 2026 RPM changes represent a clear expansion of coverage and would increase overall reimbursement for RPM programs, the debate over how to properly value these services will continue well into the future.

CMS signals commitment to APCM

CMS is clearly invested in the advanced primary care management (APCM) program, and the proposed rule reinforces that commitment. After the introduction of APCM in last year's final rule, many stakeholders expected the 2026 proposed rule to provide more specific guidance about delivery requirements and operational details. Surprisingly, CMS chose not to elaborate on these implementation aspects, leaving providers to navigate the program with the existing framework.

One area where CMS did provide new clarity involves federally qualified health centers (FQHCs). The proposed rule includes new codes that make it easier for FQHCs to bill for behavioral health integration (BHI) and the psychiatric collaborative care model (CoCM) when these services are delivered to patients enrolled in APCM. These new add-on HCPCS codes — GPCM1, GPCM2, and GPCM3 — are particularly notable because they do not carry time-based requirements. If finalized, this would be great news for FQHCs that want to use existing technology to deliver integrated care without jumping through time-tracking hoops. CMS is proposing a direct crosswalk from these add-on codes to the standard CPT code RVUs for BHI and CoCM, ensuring alignment in reimbursement.

Beyond the FQHC provisions, CMS is seeking public comment on the overlap between services provided through the annual wellness visit (AWV) and other preventive benefits — which come with no patient co-pay — and those delivered under APCM, which do carry cost sharing. CMS acknowledges that certain aspects of APCM are distinct and is specifically requesting stakeholder input on whether preventive services should be bundled into APCM, and, if so, how cost sharing should be handled, especially given that some of these services are already covered elsewhere without any out-of-pocket costs for patients.

What it all means for providers

The proposed rule contains significant changes under consideration that could reshape remote care delivery. What does it mean for providers?

First, the new RPM codes signal CMS's recognition that one-size-fits-all monitoring requirements don't match clinical reality. The addition of a 2-15 day supply code with full reimbursement parity and a 10 to under 20-minute management code creates more flexible, patient-centric care options. If finalized, providers could better tailor RPM programs to actual patient needs rather than arbitrary thresholds.

For FQHCs participating in APCM, the new add-on codes for behavioral health integration and psychiatric collaborative care — without time-tracking requirements — would represent a significant opportunity to expand integrated services.

The growing divide between CMS and the AMA over valuation methodology signals uncertainty ahead. With CMS proposing to use OPPS data instead of RUC recommendations, and both entities planning to revisit valuations in the coming years, providers should expect continued flux in RPM reimbursement rates.

Bottom line: If finalized, these changes expand access to remote monitoring while acknowledging the clinical nuance these programs require. However, providers should prepare for ongoing debates about appropriate valuation and stay engaged in the comment process to help shape these critical programs.

If you are interested in a deeper dive into the remote care management changes under consideration, I will be hosting a complimentary webinar on July 31. I plan to explore not just what is in this proposal, but also what it signals about increased federal oversight of remote care and how I anticipate a renewed focus on chronic disease management under the Trump administration could shape the future of these programs. You can register here. I hope you will join me!

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