Despite the promises of AI, there are still some major hurdles, according to executives attending the HealthLeaders Workforce Decision Makers Exchange.
No matter the size of the health system, AI is top of mind for healthcare leaders.
Health systems across the country are at different points of implementation. There are many factors to consider, so while some are ahead of the curve and in the implementation stages, others are still deciding if the investment in AI is what’s best for their workforce.
The HealthLeaders Workforce Decision Makers Exchange is well on its way this week, with participating members discussing the hypotheticals and realities of AI in healthcare and what this new technological revolution means for the workforce.
Here are three major AI hurdles that CNOs, CMOs, and other healthcare leaders will have to overcome.
Implementation to adoption
One of the biggest challenges with implementing any new sort of technology is adoption, and the same goes for AI.
According to the Exchange members, it can be easy to make the investment in new technologies and then not actually adopt them into workflows. CNOs and other leaders must communicate with staff about the presence of AI in their daily operations and educate them on how to integrate the technology into their tasks.
One major goal for health systems using AI is to reduce administrative burden and give time back to clinicians. It is critical that AI and other new technologies have a low barrier to entry, so that staff with different levels of technical literacy can be easily trained.
Staff buy-in
For AI implementation to be successful, the process must include the nurses and physicians who are going to be using it. However, AI has caused quite a bit of fear among staff, in other industries as well as healthcare.
The Exchange members emphasized the importance of communicating to staff that AI is a tool, not a replacement. Leaders must include staff in the conversation from the beginning and be transparent about how their jobs will change. The language being used surrounding AI matters, according to the Exchange members, and leaders must unify the narrative so that internal messaging is communicated clearly.
Patient acceptance
Consistent external messaging is also critical to successfully using AI. Patients must have confidence in their care team. According to the Exchange members, this begins with robust patient education.
Leaders must build trust with patients by explaining how AI and other technology is used and how it will benefit them. Patients need to have a clear idea of what information is being documented and how. The Exchange members also recommended using patient advisory councils to find out what questions or concerns patients might be having about how AI is used.
Stay tuned for more key takeaways from the 2024 Workforce Decision Makers Exchange.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
Please join the community at our LinkedIn page. To inquire about attending a HealthLeaders Exchange event and becoming a member, email us at exchange@healthleadersmedia.com.
New Advanced Primary Care Management codes will give providers more incentives to use virtual care and digital health to improve care management and coordination.
A new primary care model that allows providers to use virtual care and other technology to address patient care needs is getting the green light from the Centers for Medicare & Medicaid Services.
In the finalized 2025 Physician Fee Schedule unveiled last week, CMS included three new HCPCS codes for Advanced Primary Care Management. The codes, which take effect at the beginning of 2025, focus on physician interactions with patients at the time and place of their choosing and are billed monthly, rather than based on a specific number of minutes spent with a patient.
In a blog post earlier this year, Carrie Nixon and Kaitlin O’Connor of Nixon Gwilt Law said the new codes focus on specific activities by clinicians and using technology to address patient needs.
“The Advanced Primary Care Management (or APCM) HCPCS codes bundle elements of the existing Chronic Care Management (CCM) and Principal Care Management (PCM) codes set with Communications Technology-Based Services (CTBS) codes for virtual check-ins, remote evaluation of images, e-visits, and interprofessional consults to create what CMS refers to as an ‘enhanced care management’ bundle,” they wrote. “Unlike CCM and PCM services, the APCM codes are not time-based – meaning, care management services that do not meet the 20 or 30-minute requirements for CCM or PCM would be billable under APCM.”
Nixon and O’Connor also noted that CMS is expanding the rule to allow non-physician care providers, such as nurse practitioners and physician assistants, to order and bill for those services, as long as any practitioner who bills for those services “Intends to be responsible for the patient’s primary care and is the continuing focal point for all needed healthcare services.”
In a November 5 blog, Alexandra Shalom, senior counsel with the Foley & Lardner law firm, noted that because the new codes were designed to be consistent with existing codes for care coordination, providers need to be careful not to bill the new APCM codes alongside those overlapping codes. Examples of overlapping services include interprofessional specialist consults, remote evaluation videos and images submitted by patients, virtual check-ins and communications with patients through an online portal.
The three new codes are:
G0556: Level 1, for persons with one chronic condition.
G0557: Level 2, for persons with two or more chronic conditions.
G0558: Level 3, for persons with two or more chronic conditions and status as a Qualified Medicare Beneficiary.
In a fact sheet issued on November 1, CMS said it had received many requests to increase the valuation for the codes, and will be doing so for G0556.
“Beginning January 1, 2025, physicians and non-physician practitioners (NPPs) who use an advanced primary care model of care delivery as described by the service elements of the APCM codes could bill for APCM services when they are the continuing focal point for all needed health care services and responsible for all the patient's primary care services,” the agency reported. “This new finalized coding and payment better recognizes and describes advanced primary care services, encourages primary care practice transformation, helps ensure that patients have access to high quality primary care services, and simplifies billing and documentation requirements, as compared to existing care management and communication technology-based services codes.”
“The finalized codes also represent a step towards paying for primary care services with hybrid payments (a mix of encounter and population-based payments) to support longitudinal relationships between primary care providers and beneficiaries, by paying for care in larger units of service, and also help drive accountable care,” CMS added. “A practitioner who is participating in a Shared Savings Program ACO, a Realizing Equity, Access, and Community Health ACO (REACH ACO), a Primary Care First practice, or a Making Care Primary practice may satisfy requirements for these codes by virtue of meeting requirements under the Shared Savings Program or Innovation Center model.”
According to Salom, providers seeking reimbursement under one of the three new APCM codes need to satisfy nine requirements:
Patient consent (inform the patient of the services, their right to stop, and of the potential cost sharing obligations;
Initiating visit (required for new patients and patients not seen by the practice in the last three years);
24/7 access and continuity of care (access to team member for urgent needs at all times and continuity through the use of a dedicated team member);
Comprehensive care management (systematic needs assessment, system-based approaches to ensure preventative services are provided, and medication reconciliation, and oversight of patient self-management of medications);
Patient-centered comprehensive care plan (the plan should be timely available to those involved with a patient’s care, routinely updated, and provided to the patient and/or caregiver);
Management of care transitions (ensuring timely exchange of electronic health information and patient follow-up after emergency room visits and hospital discharges);
Practitioner, home-, and community-based care coordination (coordinated referral management with specialists and other health care organizations through developing processes and procedures in the form of collaborative care agreements and electronic consultations);
Enhanced communication opportunities (for patients and caregivers to communicate with team members through additional asynchronous methods);
Patient population-level management (manage preventative and chronic care for the practice’s patient population and develop and implement strategies to improve outcomes); and
Performance measurement (quality, cost of care, and meaningful use of certified electronic health records technology).
“While these new codes come with a number of administrative requirements, the APCM codes provide additional opportunities for practitioners to collect reimbursement for care management services, some of which they may already performing,” Shalom concluded in her post. “HHS has long noted that effective primary care services and relationships are critical to improve health equity and access to care and as early as 2014, CMS recognized care management as a key component of primary care. As such, CMS’s goal in offering these codes is that it will allow practices to enhance or expand their care management services, which in turn will improve population-level mortality and reduce disparities.”
CNOs and other healthcare executives are strategizing to address recruitment and retention, workplace violence, and virtual nursing challenges, say these nurse leaders.
Nurse leaders have had many challenges to face this year, and CNOs have been brainstorming ideas for addressing the nursing shortage as well as disruptors such as AI and virtual care.
From Nov. 6 to Nov. 8, the members of the HealthLeaders Workforce Decision Makers Exchange will meet in Washington D.C. to discuss critical workforce issues in nursing, and innovative solutions to address recruitment and retention, technology, and workplace violence challenges.
Mentorship for nurses comes in many forms, says this CNO.
On this episode of HL Shorts, we hear from Gloria Carter, vice president and CNO at St. Mary Medical Center, and HealthLeaders Exchange member, about how CNOs can provide mentorship opportunities to help prepare new nurses and nurse leaders. Tune in to hear her insights.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
HealthLeaders Senior Editor for Innovation Eric Wicklund talks to Jim Blum, chief health information officer at the University of Iowa Hospitals & Clinics and a participant in the HealthLeaders Mastermind program on AI in clinical care, on how the health system is using AI and how they're setting the ground rules for future programs.
There are four key technology trends that revenue cycle leaders are prioritizing to boost efficiency, strengthen vendor management, and support staff transformation.
As hospitals and health systems face increasing financial pressure, revenue cycle leaders are doubling down on advanced technology to streamline operations, increase payment efficiency, and navigate workforce challenges—but they can’t do it alone.
HealthLeaders' upcoming RevTech Exchange, from November 11-13, 2024, in Nashville, is bringing these leaders together to discuss the latest trends reshaping revenue cycle technology with hands-on discussions led by industry innovators from organizations like Stanford Healthcare and WVU Medicine.
So, what are rev cycle leaders actually spotlighting? Let’s dive into the four technology trends that revenue cycle leaders are prioritizing—and why they matter now more than ever.
Strengthening Vendor Contracts
In today’s complex healthcare landscape, effective vendor management has become essential for revenue cycle success. As organizations increasingly depend on vendors for crucial automation, AI-driven tools, and data analytics, clear, well-structured contracts and accountability metrics are critical.
Leaders are recognizing the importance of establishing precise service-level agreements that define performance expectations, timelines, and accountability measures to protect against issues like service disruptions and cyberattacks.
“If we’re not able to implement [it] on time, and it’s because [the vendor’s] team wasn’t ready to go, then maybe our first payment doesn’t start till six weeks later than we planned,” Shannan Bolton, vice president of revenue cycle optimization for Stanford Health, and RevTech attendee explained. “These are the commitments that I’m going to build into those service line agreements.”
Building robust vendor partnerships with clearly defined standards and proactive communication ensures that external solutions genuinely support operational goals, helping to prevent dependency or service shortfalls.
Building Proactive Operations
AI and automation are reshaping revenue cycle operations, pushing organizations to shift from reactive problem-solving to proactive operational strategies.
“[Let’s say] there’s a tool that we have in place, but its [performance] is stagnant. I’m looking for continuous optimization,” Bolton said. “So, I’d look at it holistically: What are they offering or doing for other organizations that our current vendor hasn’t thought of or isn’t moving towards even if the changes are small or in a focused area.”
Pictured: Revenue cycle leaders talk shop at our spring 2024 Revenue Cycle Exchange.
On top of this though, the complexity of implementing AI solutions requires careful planning around governance, decision-making, and collaboration between departments like IT and operations.
Defining governance structures and identifying which teams will drive technological initiatives are critical in aligning AI efforts with organizational goals.
Leaders are increasingly focusing on creating seamless integrations with platforms such as Epic, which enables staff to operate "at the top of their licenses," ensuring that AI and automation solutions bring measurable, sustainable value to the revenue cycle.
Identifying New Opportunities to Improve Efficiency
AI’s potential to streamline workflows and improve payment accuracy is significant, yet identifying high-impact opportunities is essential for success.
Revenue cycle leaders are increasingly using AI to address targeted processes, such as enhancing first-pass claim approval rates and automating account management to reduce manual burdens.
On top of this, a common misconception around AI is that it is self-sufficient once implemented, but there are limitations to the technology which require oversight. For example, Bolton notes that most AI solutions manage simpler tasks, but not middle revenue cycle tasks that require more detail and clinical knowledge.
“That space becomes more complex, and the rules can change often by payer, location, or specialty,” she said.
Technology managing the simpler, repetitive tasks leave staff available to handle more complex tasks, like denials management. However, you can’t successfully implement a new solution without staff support, and leaders must be open and transparent in their conversations and messaging.
“We want our staff to continuously perform at the top of their scale.” Bolton said. “This means proactively developing the staff to upskill them once we bring in AI to perform that more simplistic work.”
When applied thoughtfully, these AI-driven improvements not only boost cash flow but also allow teams to focus on more complex tasks, ultimately contributing to a smoother, more positive patient experience.
Supporting and Preparing Staff
Speaking of staff, as technology transforms revenue cycle processes, it is critical to ensure that employees are supported through this transition.
Automation and AI bring new opportunities, but they also shift traditional roles, making change management a key consideration for revenue cycle leaders.
Encouraging staff to embrace evolving responsibilities and highlighting career development rather than workforce reductions can create a culture of adaptability.
Leaders are focusing on communicating the benefits of these technological changes and holding managers accountable for making full use of new tools.
“From a humanity standpoint, it’s so important,” Bolton said. “Making sure that the staff know we have their best interests at heart, that we’re going to develop you, support your career development, even if that means it’s not in this organization.”
With a well-structured approach, organizations can harness technology to optimize revenue cycle processes while fostering growth and resilience among their teams.
TheHealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights. Please join the community at ourLinkedIn page.
To inquire about attending a HealthLeaders Revenue Cycle Exchange event and becoming a member, email us atexchange@healthleadersmedia.com.
Stanford Health Care is prioritizing emergency nurse certification, according to this CNE.
In emergencies, it's important to have the best possible staff in charge of care delivery, and Stanford Health Care is raising the bar with their emergency department nurses.
The Marc and Laura Andreessen Adult and Pediatric Emergency Departments at Stanford Health Care just recently received the 2024 National Certification Champion Award from the Board of Certification for Emergency Nursing (BCEN) in the large healthcare organization category.
Dr. Dale Beatty, senior vice president and chief nurse executive at Stanford Health Care, said the organization is thrilled and honored to have won this award.
"Stanford Health Care is a premier academic medical center, part of Stanford University, which is known for its excellence," Beatty said, "and for nurses, particularly in the emergency department, we feel a deep responsibility to make sure we elevate the practice and the outcomes for our patients within our facility."
According to Beatty, there are several benefits to both patients and other nurses of having certified emergency nurses in the workforce.
"We know that evidence matters in our practice, and we know it produces higher patient outcomes for our patients," Beatty said, "and quite frankly, I think it brings great satisfaction to our nurses as well."
CNOs have the critical job of providing pathways to certification for nurses, and to Beatty, that involves removing barriers and obstacles to find ways to support the nurses' professional development and bring people together to develop the best possible practice environment.
"My goal is always to help support those that are the experts at that bedside, to elevate the practice, and be the best they can be," Beatty said. "That requires providing resources, it also requires having some vision and creating an avenue for people to really facilitate and advance."
Beatty ultimately emphasized the importance of certification for nurses.
"We are looking to elevate certifications, not just in the ED, but across all clinical areas," Beatty said, "because we know what makes a difference."
St. Mary’s Healthcare launched Suki’s AI tool through the MEDITECH EHR earlier this year. Officials say the technology is ‘life-changing.’
Small health systems and hospitals face the same problems as their larger counterparts, yet they often don’t have the same resources to address them. That’s why an ambient AI tool can be a literal lifeline to sustainability.
At St. Mary’s Healthcare in upstate New York, physicians began using Suki Assistant earlier this year to capture the doctor-patient encounter. The results so far, according to Julie Demaree, executive director of clinical innovation and transformation, have been “life-changing.”
“The big thing I can see is when the doctor says, ‘I can go to the gym after work,’” she says. “I can see that they’re relaxed. They can go in and just focus on the patient. They say, ‘I can just talk to the patient.’”
“We’re accountable to so many stakeholders,” Demaree continues. “We’re trying to document medical decision-making. We’re trying to document to communicate with the patient who’s going to go home and read it in the portal. We’re trying to document with our colleagues. We’re trying to document in case we ever get sued. We’ve just got all this stuff we’re trying to fit into a note. And especially in this rural area, we are their everything. We’re their cardiologist and pulmonologist and their dermatologist. So that visit – it’s complex. We’re covering the gamut. … It is life-changing for them.”
Ambient AI is by far the most popular new tool being embraced by healthcare organizations these days, a statement supported not only by the number of health systems and hospitals using the technology but also the number of vendors coming out with new products. It promises to not only reduce the time spent by clinicians in taking notes and transcribing the relevant data to the medical record, but also improving the accuracy of that interaction and its revenue cycle value by applying the right codes.
Demaree says she demonstrated the AI tool, accessible through the health system’s MEDITECH EHR platform, last fall, at which time she pretended to be an obnoxious parent with a sick child. Roughly 75 physicians were present.
A sometimes overlooked benefit of this tool is that it can be configured to recognize particular words or phrases (and identify the appropriate CPT codes for billing), enabling health systems and hospitals to program the technology for certain departments, like OB/GYN, ENT or the ED, as well as for specialties like oncology. Physicians can also adjust the platform to their specific needs.
“Physicians really have a lot of pride in what they put in their notes and how it looks,” Demaree says. “Everybody has their own style.”
“All they really want is the history and the plan, because that’s what takes them forever to do,” she adds. “Because the EMR has a kind of pre-configured physical [checklist] that they can just load and change what’s abnormal, that’s not really something that they need Suki for. But the story, that patient story, this long, rambling thing, and the plan, where they’ve already told the patient the instructions, but now they have to go back to their office and write, ‘Here was your diagnosis, and here’s what I’m ordering, here’s the plan, here’s what I want you to do. That’s now all captured, and they can just review it and put it in the note.”
Just as important, she says, the technology captures everything in one instance.
“You’ve already signed your note and now someone tells us you forgot [something], or you have already finished everything and you go to put the diagnosis in and it says that’s not specific enough and now you have [to go back and check your notes].”
And that’s what reduces stress and saves time, reducing the time spent in front of a computer and enabling clinicians to spend more of it in front of the patient.
Demaree says the ROI was almost immediate. Time to document completion dropped by 50%, which reduces the time patients spend waiting for referrals and payers spend waiting for the claim. The percentage of open notes also dropped, while E&M codes and RVUs have gone up—good for the bottom line, though annoying for patients.
That’s also where generative—and, eventually, predictive—AI could make a significant impact. Imagine a tool that not only captures the doctor-patient encounter and applies the correct billing codes, but one that also helps the doctor to diagnose and treat the patient’s medical needs. It would also outline preventive care and wellness options, alternatives to expensive treatments and drugs and links to other resources.
“It can all happen in one big bundle,” says Demaree. “That would be my dream.”
For now, the tool is a critical factor in St. Mary’s efforts to retain and attract physicians.
“I see this as step one in a huge change for us,” she says. “It’s hard for us to recruit physicians to a small town. It’s also really expensive when we lose physicians. So we’re trying to grow our way to profitability, and to do that you need doctors. And this community needs us.”
“I feel like we’ve done nothing but add things to doctors for years, and now we can we we’re giving something back,” Demaree adds. “I really think this is where things are going to get better.”
CNOs and other healthcare executives are strategizing to address recruitment and retention, workplace violence, and virtual nursing challenges, say these nurse leaders.
Nurse leaders have had many challenges to face this year as the nursing shortage continues.
CNOs and other healthcare executives have been brainstorming ideas for addressing this shortage as well as disruptors such as AI and virtual care.
From Nov. 6 to Nov. 8, the members of the HealthLeaders Workforce Decision Makers Exchange will meet in Washington D.C. to discuss critical workforce issues in nursing, and innovative solutions to address recruitment and retention, technology, and workplace violence challenges.
According to Putnam, one of the biggest hurdles for recruitment and retention is keeping the workload burden off of the direct patient care nurse.
"[They're] the largest part of the nursing workforce," Putnam said, "so how do we as individual health systems, hospitals, [and] clinics…listen to our first line nurses?"
Putnam uses the term "first line" rather than "front line" for a very specific reason.
"I think frontline sounds like a war zone," Putnam said, "and I don't want my nurses to think they're in a war zone every day, even though it's very difficult."
Another hurdle is generational differences. Gen Z nurses who are just now coming into the workforce have different expectations of the job than previous generations have had, and according to Putnam, recruiting Gen Z starts with technology.
"Gen Z-ers are our first truly digitally native generation," Putnam said. "The technology is important, and I think we have to figure out ways to utilize that in such a way that helps them and utilizes their skill sets."
Social media, diversity, flexible scheduling, and work-life balance are also top priorities for Gen Z, according to Putnam.
"The Gen Z-ers love work, but they also have other priorities in life," Putnam said. "Work needs to have purpose, and what better purpose is there than being a nurse?"
Workplace violence
Nurses face a lot on the job, and unfortunately workplace violence continues to be a large issue for nursing workforces in health systems everywhere. According to Szkolnicki, workplace violence impacts the workforce in a fundamental, traumatic way.
"Nurses [face] the emotional toll, the vicarious trauma, because they are feeling what their patient is feeling," Szkolnicki said. "The fact that our patients and their family members sometimes attack us, maybe even physically…it's horrible."
Szkolnicki emphasized the need for laws to catch up when it comes to harming a healthcare worker.
"Gratefully, in a lot of states, they are passing acts to make sure that it's a felony when you physically attack a nurse," Szkolnicki said.
For Szkolnicki, it comes down to having the basic need of feeling safe at work.
"We all have a basic need to feel safe where we are," Szkolnicki said. "It's something that is very serious and requires a very disciplined and deliberate approach."
Virtual nursing
The surge in new technology has been a large disruptor in nursing, particularly in the case of virtual nursing. According to Boston-Leary, virtual nursing has been growing exponentially in the past year or two.
"Some organizations have jumped in it fully with both feet, some are treading water and probably just letting come up to the waist," Boston-Leary said, "and some are still on the fence because they want to see the outcomes [of] implementing this technology."
Virtual nursing can be implemented in many different ways, which is why the ANA is establishing principles around virtual nursing, according to Boston-Leary.
"A nurse leader, a colleague of mine, said that it feels like the wild, wild west," Boston-Leary said. "So how do we tame this beast?"
Boston-Leary emphasized the concern about rural hospitals and health systems that cannot afford the technology. Part of the ANA's goal is to understand the various options and applications of virtual nursing, and how smaller systems can use and receive resources for virtual nursing programs.
"There's a Cadillac version that probably would not be affordable by most," Boston-Leary said, "but what's the American-made car version of this that's more available, accessible, and affordable to organizations that don't have a lot of the resources that large institutions do."
Looking ahead
Boston-Leary listed several immediate concerns facing CNOs, including the supply chain.
"The hottest issue is supply chain, with climate change and how that impacted our supply [of] IV solutions because our major manufacturing plants in the U.S were disrupted by Hurricane Helene," Boston-Leary said. "It's impacting care delivery [and] surgeries are being cancelled at this point."
Another concern is racism and discrimination in nursing, specifically because of legislative impacts on diversity, equity, and inclusion, Boston-Leary explained.
"There's data that show that because of the major shift after the murder of George Floyd that caused this [issue] to become front and center, a number of people of color, leaders, were hired into these roles," Boston-Leary said, "and a lot of these department roles have gone away."
Boston-Leary also described the growing divide in nursing between staff and leadership, and the general unease surrounding AI in healthcare.
"You have this divide that's growing between nurses and nursing leadership about [what's] important, and margin versus mission," Boston-Leary said, "and then you have AI where people are not sure what to do with it, whether they should be scared of it, or embrace it, or both."
All of these issues and more will be discussed at the Workforce Decision Makers Exchange, so stay tuned for more coverage.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
The decision from the AMA’s CPT panel will help health systems and hospitals scale and sustain smaller and more inclusive RPM programs.
(Editor's note: This article was corrected to note that the change will go into effect in 2026, not 2025)
A key deterrent to the development of remote patient monitoring programs is being removed, giving healthcare organizations a better opportunity to scale and sustain those services.
The American Medical Association’s CPT Editorial Panel has removed a requirement that RPM providers collect data on at least 16 of 30 days to qualify for Medicare reimbursement, opening the door to short-term and less frequent programs and coverage for a wider range of patients. The change is slated to go into effect at the beginning of 2026.
The panel’s decision, made during its September meeting, is a pleasant surprise for telehealth and RPM advocates, who had supported a proposal in May to create new “supply of device” codes that would have allowed providers to be reimbursed for less than 16 days in a 30-day period.
“Since separate payments for [RPM] services were established, industry stakeholders have advocated against this 16-day requirement arguing that it is clinically arbitrary and ignores conditions where a reduced number of days would be more clinically appropriate,” Thomas Ferrante and Rachel Goodman, partners in Foley & Lardner’s Telemedicine & Digital Health Industry Team, said in a 2023 blog.
The panel declined to support the proposal at its May meeting, leading to concerns that it wouldn’t be brought up again until next year. How or why the panel changed its mind at the September meeting isn’t clear, though it should be noted the change won't take place until the beginning of 2026.
RPM was initially recognized in 2019 by the Centers for Medicare and Medicaid Services (CMS) through a small set of codes for remote physiologic monitoring services, enabling clinicians to seek reimbursement for gathering data from patients through certain medical devices outside the hospital setting. CMS has slowly amended and expanded those codes since then, adding codes for remote therapeutic monitoring.
Advocates have long argued that the codes are too restrictive on everything from what devices can be used to what conditions are covered to what data can be gathered. In all, providers can only expect to receive about $170 in Medicare reimbursements per patient per month.
Pictured: Revenue cycle leaders talk shop at our spring 2024 Revenue Cycle Exchange.
