August 12, 2026
A federal appeals court has tossed key methodology used to resolve out-of-network claims under the No Surprises Act.
This article was originally published on Fierce Healthcare.
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August 12, 2026
A federal appeals court has tossed key methodology used to resolve out-of-network claims under the No Surprises Act.
This article was originally published on Fierce Healthcare.
Author: Tiffany Ferguson, LMSW, CMAC, ACM | August 11, 2026
The Centers for Medicare & Medicaid Services (CMS) finalized adoption of the Advance Care Planning electronic Clinical Quality Measure (eCQM) as a new self-selected electronic quality measure in the FY 2027 finalized Inpatient Prospective Payment System (IPPS) ruling.
This additional quality metric is expected to start voluntarily CY 2028 and will be mandatory in calendar year (CY) 2029 reporting period for the fiscal year (F) 2031 payment determination under both the Hospital Inpatient Quality Reporting (IQR) Program and the Medicare Promoting Interoperability Program.
This measure was very clear on going beyond asking the question, “Do you have an Advance Directive?” Instead, CMS intentionally designed the measure to recognize multiple ways hospitals can demonstrate meaningful advance care planning either by verifying appropriate documents exist in the medical record or clear documentation exists to support this measure.
A patient meets the numerator if any one of the following exists by hospital discharge from an inpatient encounter:
Importantly, the measure does not require a new document to be completed during every hospitalization. Existing advance care planning documentation already available within the patient’s EMR satisfies the measure, provided it remains accessible during the admission. CMS intentionally declined recommendations to require hospitals to create or revise documentation on every encounter, recognizing that doing so would increase burden without necessarily improving patient care.
Another notable aspect of the final rule is the broad denominator. The measure applies to all inpatient hospitalized adults aged 18 years and older, regardless of diagnosis, severity of illness, or length of stay. CMS specifically rejected recommendations to limit the measure to oncology patients, older adults, ICU patients, or patients with extended hospitalizations.
CMS emphasized in the final rule comments that serious illness, unexpected injury, and loss of decision-making capacity can occur at any age, making advance care planning relevant for every adult patient admitted to an acute care hospital. For hospitals accustomed to focusing advance directive discussions primarily on older adults or palliative care populations, this represents a substantial workflow expansion.
Interestingly enough in the comments there was also discussion from the public raising concern that this measure would inadvertently force uncomfortable end-of-life discussions during acute hospitalizations. I thought that was interesting from a case manager and social work perspective, as we often do encounter providers who are uncomfortable asking these questions to patients and/or their families because of their own moral distress and uncomfortableness with this topic.
What I would expected to see was more comments related to the time it takes for these conversations or that the inpatient setting when crisis occurs is often not the best time to have this discussion, however from the CMS opening statement that the advance care planning incentive in the outpatient setting, is frankly not working.
CMS responded that this is not about end of life, but about documenting patient preferences, identifying surrogate decision-makers, and ensuring clinicians have access to information necessary to provide goal-concordant care across settings. CMS also noted that hospitalization often provides an important opportunity to confirm existing wishes or initiate conversations for patients who may not routinely receive primary care.
Equally important, hospitals are not penalized when patients decline to complete an advance directive or designate a health care proxy. Documentation that an advance care planning conversation occurred, even when the patient chooses not to make decisions or wishes to defer the conversation, will still satisfy the numerator requirements if documented appropriately.
Now is a good time to begin collaborating with quality, nursing, case management/social work, palliative care, medical staff, registration, chaplaincy, and IT teams to assess current compliance and identify opportunities to standardize documentation in discrete medical record fields for data collection.
Establishing baseline data now will help healthcare organizations determine how to operationalize this metric and related processes moving forward.
This article was originally published on RACmonitor.
Author: Penny Jefferson, MSN, RN, CCDS, CCDS-O, CCS, CDIP, CRC, CHDA, CRCR, CPHQ, ACPA-C | August 11, 2026
Sepsis has never been a simple diagnosis in healthcare. Ask a bedside clinician, a clinical documentation integrity (CDI) specialist, a coding professional, a quality leader, and a payer to evaluate the same case, and you may not always get the same answer. Different clinical criteria, coding requirements, quality specifications, clinical validation expectations, and payer interpretations have made sepsis one of the most complex diagnoses we encounter.
Now there is another question hospitals should be asking: Are we even measuring the same sepsis patients?
That question becomes increasingly important considering two developments surrounding the Centers for Medicare & Medicaid Services (CMS) fiscal year (FY) 2027 Inpatient Prospective Payment System (IPPS) rulemaking.
In the FY 2027 IPPS final rule, CMS finalized the adoption of the Hospital 30-Day, All-Cause, Risk-Standardized Readmission Rate.
Following the sepsis hospitalization measure, with modifications, hospitals are expected to receive two years of confidential early-look reports during the FY 2028 and FY 2029 program years, including estimated Hospital Readmissions Reduction Program (HRRP) payment adjustments with the sepsis measure added.
The measure will enter HRRP payment-reduction calculations beginning with the FY 2030 program year [1]. In the proposed rule, CMS also sought public comment on the potential future use of the Adult Community-Onset Sepsis Standardized Mortality Ratio (SMR) measure [6]. CMS did not adopt that mortality measure in the FY 2027 final rule, so it remains a potential future measure rather than a current CMS reporting requirement [1,6].
These are not the same type of measure, and they do not rely on exactly the same data. However, when considered together, they raise an important issue for CDI, coding, quality, informatics, and clinical leaders: the same clinical condition may increasingly be identified and evaluated through different data pathways. As a result, hospitals must understand not only their sepsis outcomes, but also exactly who is being counted as a sepsis patient in the first place.
The finalized sepsis readmission measure is claims-based. Partnership for Quality Measurement materials describe it as relying on claims data for identification of sepsis hospitalizations and risk adjustment [4]. In contrast, the developing Adult Community-Onset Sepsis SMR takes a substantially different approach.
The Centers for Disease Control and Prevention (CDC) National Healthcare Safety Network (NHSN) describes the SMR as a digital quality measure that uses Fast Healthcare Interoperability Resources (FHIR) to support algorithmic determinations from clinical data available in electronic health records [3]. The measure identifies Adult Sepsis Events using clinical indicators of presumed serious infection combined with evidence of organ dysfunction, including blood cultures, antimicrobial administration, laboratory abnormalities, vasopressor use, and mechanical ventilation [3].
This risk-adjustment methodology also draws heavily from EHR-based physiologic and laboratory data while incorporating selected claims-based variables such as comorbidities, present-on-admission codes for certain infection sites, and mechanical ventilation [3]. This is not simply a comparison of claims versus EHR data.
Rather, it represents a comparison between a claims-based outcome measure and a clinically richer, FHIR-enabled digital measurement approach that also incorporates selected claims information. One methodology primarily interprets what is reflected on the claim, while the other can access deeper structured clinical data within the electronic health record.
As a result, these approaches may not always identify exactly the same patients.
To understand the implications, it helps to follow how sepsis moves through a hospital today. A clinician recognizes and treats the condition. CDI reviews documentation and clinical evidence. Coding applies ICD-10-CM Official Guidelines for Coding and Reporting and assigns final codes. Quality teams then evaluate applicable cases based on defined measure specifications.
At the same time, electronic surveillance systems may identify patients through laboratory results, medication administration, cultures, organ dysfunction, and other structured clinical data. Later, a payer may evaluate whether the documented diagnosis was clinically supported, and if challenged, the denials staff and physician advisors may become involved.
Each of these processes is appropriate for its intended purpose, but each can produce a somewhat different sepsis population. A patient may be clinically treated for sepsis but not ultimately have sepsis represented on the final claim. Another may have sepsis coded but later face a clinical validation denial. A third may meet an electronic surveillance definition regardless of how the final diagnosis is coded.
This does not necessarily mean one department is right and another is wrong. Different methodologies may intentionally define populations differently. The challenge arises when an organization cannot clearly explain those differences.
During review of the sepsis readmission measure, stakeholders have raised concerns about the limitations of claims-based identification and risk adjustment. Comments submitted through the Partnership for Quality Measurement noted that variation in sepsis diagnosis, documentation, and coding practices could influence measured performance and that claims may not fully capture illness severity or clinical complexity [4].
For CDI and coding professionals, this is a critical point. Claims do not exist independently of the medical record. Provider documentation is translated into coded data, and coded data become the administrative foundation used for measurement. As a result, the integrity of the documentation-to-code pathway can influence not only reimbursement, but also how a patient is assigned to a quality measure population.
This is why the traditional boundary between “coding data” and “quality data” is becoming increasingly difficult to maintain. Some quality measures rely on coded administrative data, while others increasingly use discrete clinical data from the EHR. Hospitals must now understand both.
The Hospital Readmissions Reduction Program (HRRP) is a Medicare value-based purchasing program that reduces payments to hospitals with excess readmissions [2]. CMS currently includes six condition- or procedure-specific 30-day risk-standardized unplanned readmission measures, including acute myocardial infarction, COPD, heart failure, pneumonia, coronary artery bypass graft surgery, and elective hip and knee arthroplasty [2].
In the FY 2027 IPPS final rule, CMS finalized the sepsis readmission measure with a phased implementation. Hospitals will receive confidential early-look reports in FY 2028 and FY 2029, and the measure will be incorporated into HRRP payment-reduction calculations beginning with FY 2030 [1]. HRRP broadly defines readmissions, capturing unplanned returns within 30 days of discharge regardless of whether the readmission occurs at the same or a different applicable acute-care hospital and whether the principal diagnosis matches the index condition [2].
This is particularly significant for sepsis. A patient may survive the acute infection but return days later with heart failure, renal dysfunction, recurrent infection, medication-related complications, or functional decline. The question therefore shifts from whether sepsis was documented and coded correctly during the index admission to whether the original record accurately reflects the clinical complexity of the patient whose outcomes are now being measured.
Another important change is the inclusion of Medicare Advantage data in HRRP measures. In the FY 2026 IPPS final rule, CMS finalized modifications to include Medicare Advantage data alongside Medicare fee-for-service data beginning with the FY 2027 program year and shortened the performance period from three years to two years [5]. However, CMS did not finalize the inclusion of Medicare Advantage data in aggregate payment calculations for excess readmissions [5].
Even so, the broader implication is clear: beginning with the FY 2027 program year, Medicare Advantage beneficiaries will be included alongside Medicare fee-for-service beneficiaries in the six existing HRRP measure populations [5]. For organizations where Medicare Advantage, CDI, coding, quality, risk adjustment, and denials operate in separate silos, this reinforces the need to understand how these data streams intersect. The medical record does not recognize departmental boundaries, and a single patient’s data can influence multiple downstream systems.
The developing Adult Community-Onset Sepsis SMR highlights a different approach to measurement. The CDC describes it as an annual risk-adjusted standardized mortality ratio for adult inpatients with community-onset sepsis, where the numerator includes in-hospital deaths or hospice discharges and the denominator reflects predicted outcomes [3].
Unlike claims-based approaches, this measure incorporates detailed physiologic and laboratory data in risk adjustment, including blood pressure, lactate, creatinine, platelets, white blood cell count, bilirubin, sodium, albumin, vasopressor use, and hypothermia, all derived from EHR/FHIR data [3]. Selected claims-based variables and NHSN survey data are also incorporated into the methodology [3]. This represents a shift toward evaluating outcomes using more granular clinical information rather than relying solely on administrative claims.
For CDI professionals, this evolution is significant. For decades, the focus has been on translating clinical documentation into coded data. Now, digital measurement allows quality systems to directly evaluate portions of the underlying clinical record. While claims and documentation remain essential, structured clinical data increasingly plays a direct role in how patients are measured and compared.
As sepsis measurement expands across reimbursement, readmissions, mortality, risk adjustment, and payer review, clinical validation becomes even more critical. The appropriate response is not simply to increase sepsis capture, but to ensure that documentation accurately reflects clinical reality.
Documentation integrity must work in both directions. Clinically supported conditions that are missing should be identified, but unsupported or inconsistent documentation must also be addressed. The goal is not maximum diagnosis capture, but an accurate, clinically supported record that can withstand multiple forms of review and measurement.
This distinction becomes increasingly important as data is consumed not only by clinicians, but also by claims systems, quality programs, risk adjustment models, external auditors, and automated digital measurement tools.
For CDI programs, preparation should not begin with increasing query volume. It should begin with understanding the data. Ask CDI, coding, quality, and analytics teams how many sepsis patients the organization had last year. If the answers differ, that variation itself is meaningful and should be explored.
The next step is to understand why differences exist. They may stem from clinical definitions, coding guidelines, measure specifications, data extraction methods, timing, exclusions, clinical validation processes, or payer methodologies. Following a sample of patients across these systems can reveal where and why divergence occurs.
Was the patient clinically septic? Was sepsis documented? Was it coded? Was it captured in surveillance systems? Was it included in quality measures? Was it queried or denied? Was the patient readmitted within 30 days? These questions often reveal gaps that traditional CDI dashboards do not capture.
The finalized sepsis readmission measure also extends the CDI perspective beyond the inpatient stay. While CDI traditionally concludes at discharge and final coding, HRRP follows patients for 30 days post-discharge [2]. CMS’s two confidential early-look years give hospitals an opportunity to examine which patients return, why they return, and whether the index-admission record accurately reflects the complexity of their condition before the measure begins affecting HRRP payment-reduction calculations in FY 2030 [1].
This does not mean CDI should own readmission outcomes. Rather, it means CDI should understand how documentation contributes to the data used in those evaluations. The patient journey does not end at discharge, and neither does the impact of the record.
The CMS decision to finalize the sepsis readmission measure makes this question more than theoretical. Hospitals now have two confidential early-look years—FY 2028 and FY 2029—before the measure begins affecting HRRP payment-reduction calculations in FY 2030 [1]. The broader insight emerges when the claims-based measure is viewed alongside the developing Adult Community-Onset Sepsis SMR, which CMS identified in the proposed rule as a potential future measure [6]. Both aim to measure outcomes related to sepsis, but they do so through different lenses—claims-based versus clinically enriched digital data.
This creates an opportunity for CDI, coding, quality, informatics, and analytics leaders not to force uniformity across systems, but to understand why differences exist. The goal is not to change documentation to improve scores, but to ensure that regardless of the system interpreting the data, the patient’s story remains accurate, clinically supported, and explainable.
For years, we have asked whether sepsis was documented correctly. The next question is more complex: When we say, “our sepsis population,” are we all talking about the same patients?
Before FY 2030 payment calculations begin, hospitals should use the early-look period to understand these differences and be able to answer that question with confidence.
This article was originally published on RACmonitor.
Author: Ronald Hirsch, MD, FACP, ACPA-C, CHCQM, CHRI | August 5, 2026
Last week, as we were anxiously awaiting the release of the 2027 Inpatient final rule, the Centers for Medicare and Medicaid Services (CMS) was trickling out the other rules that are equally important but receive much less attention. Here are a few of the highlights that I found interesting.
First, Inpatient Rehabilitation Facilities (IRFs) will be required to provide every necessary therapy modality to begin within 36 hours of the first midnight of admission. Previously, there was some ambiguity in the regulations but not anymore.
Now the fallout that might occur is that IRFs may not want to accept new patients on Fridays if there is any possibility that they won’t have therapists of any modality in the facility over the weekend to initiate care. And forget it if a Monday holiday is approaching. And of course that means a longer hospital length of stay.
In addition, the first interdisciplinary team meeting must also occur with 4 days of admission rather than the current 7 days. And once again, hospitals will feel the effect of this as IRFs will be less likely to admit patients on Thursday, as that would mean every modality would need to assess the patient on that day or Friday and the meeting would need to occur by Friday afternoon unless they have every therapy and the physiatrist in-house at the same time on weekends.
Then on Friday at 4:25 pm, CMS released the Inpatient Prospective Payment System (IPPS) Final Rule. And as expected, they finalized most of their proposals, including a national, mandatory total joint replacement bundled payment program, CJR-X. But, if it can be considered good news, they are not starting this program until January 1, 2028, instead of October 1, 2027, as proposed so you have an extra three months to squeeze in as many joint replacements as you can. But the bad news is that you will be responsible for all costs in the 90 days after surgery. Many asked CMS to use a 30-day episode of care as with TEAM but they would not relent.
CMS is also finalizing the addition of sepsis to the readmission reduction program. And as Tiffany Ferguson pointed out at a recent conference lecture, if you are one of the hospitals that use SIRS as your criteria to diagnose sepsis, your increased volume of sepsis patients may result in your seeing an increase in your readmission penalty in future years. Now, will the added DRG payment compensate for the increased penalty and adverse effects on your quality ratings? Who knows.
Another lowlight is CMS finalizing the removal of the designation of the Z70.x codes for housing insecurity as a Complication/Comorbidity (CC) for DRG assignment. It was clear from the commenters that patients with housing insecurity have longer lengths of stay and require more resources, but CMS rebutted by noting that their analysis of data suggested otherwise.
The message from that discussion to me was not that housing insecurity is not a factor but rather that not enough hospitals are reporting the code on claims for their patients with housing insecurity. And many know, there are a limited number of fields for reporting ICD-10-CM codes, and many facilities prioritize codes for medical conditions over social conditions, perhaps with the belief that those codes will be more likely to influence CC/MCC designations and affect quality reporting scores.
But without these codes on claims, CMS has no way to determine the real influence that the social drivers of health truly have on all aspects of medical care. Z code reporting on claims is crucial and should be prioritized, and even more so now with the cuts coming to Medicaid and SNAP and other social programs.
Finally, at that same conference I was talking to Michael Fancher, who is the vice president of business development at Kindred Hospitals, a national LTACH operator. And he told me about a project he undertook in his spare time, developing an online tool that lets you not only determine if a patient qualifies for LATCH care based on national standards but if they do qualify, it also provides you arguments to use with the insurance company to get the transfer approved.
There is no cost to use it, you do have to register but you don’t get added to any mailing list, there is no PHI collected at all, and it is unaffiliated with Kindred. It is just to help patients get the care they need and deserve. It sounds corny but he is my kindred spirit – doing what’s right for the patient and the system simply because it’s the right thing to do.
I tried it out and it’s amazing. So, write this down and try it later: http://www.ThinkLTACH.com.
This article was originally published on RACmonitor.
August 4, 2026
The settlement resolves allegations from 2020 to 2023 that the company submitted HCCs that were “not clinically valid” or not supported by medical records or treatment plans.
This article was originally published on Fierce Healthcare.
Author: Christine Geiger, MA, RHIA, CCS, CRC | August 3, 2026
As we wait for the fiscal year (FY) 27 Inpatient Prospective Payment System (IPPS) Final Rule, now is a great time to review some new technologies, focusing on those that have an artificial intelligence (AI) or machine learning element.
First up is the Bayesian Health Sepsis Flagging Device. As the name suggests the application was submitted by Bayesian Health, Inc. Using AI and machine learning-based SaMD or Software as a Medical Device, this device aids in early detection and risk prediction of sepsis.
The purpose is to use this device, in addition to laboratory findings and clinical assessments, to detect or predict sepsis within the next four-day period.
Previously named, TREWS (Targeted Real-time Early Warning System), this is intended for use in patients aged 18 and older in the emergency department as well as in the intensive care unit (ICU). The Bayesian Health Sepsis Flagging Device works with data captured in the patient’s electronic health record and has a proposed add on payment of $61.84.
The VUNO Med-DeepCARS® is another AI-based technology that assesses patient risk factors.
Here the VUNO Med-DeepCARS® monitors and assesses the risk of an impending cardiac arrest for hospital inpatients within a 24- hour period. This would be for inpatients who are not currently in the ICU where other monitoring would be in use.
Like the Bayesian Sepsis Device discussed earlier, VUNO Med-DeepCARS® is used for adult patients aged 18 and older. It calculates a risk score based on systolic and diastolic blood pressure, heart rate, body temperature, respiratory rate, patient age, and the timeframe in which the data is collected. The application notes that the DeepCARS® Score should be interpreted alongside other clinical information. The proposed add-on payment is $236.66.
Next is the InVision Precision Cardiac Amyloid. This is a SaMD machine-learning disease detection algorithm that helps clinicians diagnose cardiac amyloidosis. This algorithm identifies patients with a high suspicion of this disease from routinely obtained echocardiogram videos. This new technology is also for adult patient use, but the age range is 65 and older. The application does note that this is a disease detection aid tool and patient management decisions should not be based solely on the results of the technology alone. The proposed add-on payment here is 162.50.
Finally, the BriefCase-Triage CARE Multi-triage CT Body. This has been submitted by Aidoc Medical Ltd., Inc. The acronym, CARE, stands for Clinical AI Reasoning Engine. Described as a “single-model, 11-clinical indication radiological triage device” with a described purpose of flagging and communicating “…suspected positive findings for a wide range of clinically actionable, time-sensitive conditions in the abdominopelvic region.”
This is another adult-use technology for patients aged 18 and older. It is a software product that analyzes both contrast and non-contrast CT images of the chest, abdomen and/or pelvis. The 11 clinical indications flags suspected positive findings for include: diverticulitis, abdominal-pelvic abscess, appendicitis, intestinal ischemia and/or pneumatosis, obstructive renal stone, small and large bowel obstruction, spleen, liver and kidney injury and finally pelvic fracture. The BriefCase-Triage CARE Multi-triage CT Body has a proposed add-on payment of $137.53.
This is just a sampling of the new technologies from the proposed rule. As you wait for the final rule, make certain that you and your coding team are aware of all the coding and MS-DRG changes that will be finalized.
October 1 is right around the corner!
FY 2027 IPPS Proposed Rule Home Page | CMS
This article was originally published on RACmonitor.
Author: Cheryl Ericson, RN, MS, CCDS, CDIP | August 3, 2026
A few months ago, I argued that clinical documentation integrity (CDI) needed to stop reviewing claims one case at a time because payers have already moved to population-level statistical modeling, powered by artificial intelligence (AI), to flag outliers and deny claims at scale. I did not expect to be revisiting that argument so soon, or from the other direction. The federal government is now doing what payers have been doing for years, and it has more money, more staff, and considerably less patience.
Healthcare fraud has always driven the largest share of False Claims Act (FCA) recoveries, but fiscal year (FY) 2025 set a new bar. Of the $6.8 billion the Department of Justice (DOJ) recovered in FCA settlements and judgments last year, $5.7 billion came from healthcare, roughly 84 cents of every dollar. The statute behind all of this, the False Claims Act (31 U.S.C. § 3729), imposes treble damages for any claim submitted with actual knowledge, deliberate ignorance, or reckless disregard of its falsity, a standard that population-level data analytics make far easier to meet at scale.
On April 7, 2026, the acting attorney general folded DOJ Health Care Fraud Unit into a new National Fraud Enforcement Division, giving it centralized leadership, expanded staff, and a broader mandate. Two months later, the 2026 National Health Care Fraud Takedown charged 455 defendants, including 90 physicians and other licensed clinicians, across 56 federal districts and 45 states, in connection with more than $6.5 billion in alleged false claims.
To date the focus has been on other healthcare sectors (e.g., labs, telehealth, hospice, home health, etc.) but it is only a matter of time before hospitals are in the crosshairs.
Taylor Chenery, at Bass, Berry & Sims the attorney representing providers in government investigations, told Chief Healthcare Executive in a recent article that federal agencies are now “extremely data focused,” and are no longer waiting for a whistleblower to hand them a case. Chenery’s advice to health systems is what CDI professionals should already be following: know your data.
This should sound familiar. I have written before about how a whistleblower complaint against Integra built its case on a simple statistical threshold. A facility’s rate of a targeted diagnosis more than double the national average, or three percentage points higher than its peers, was treated as evidence of a false claim in that complaint. It was based entirely on data. Calculations that at one time took months to complete can now be completed in a matter of hours by federal agencies looking for fraud.
Moreover, outlier-detection logic that flags claims for commercial payers has become standard equipment for federal prosecutors, but the consequences of a federal audit are far steeper than a payer denial.
What does this change for CDI and coding departments? Arguably nothing about the work itself, and everything about the stakes. If a federal analyst pulled your hospital’s coding data for the last eight quarters, would documentation patterns explain the trend? Would query practice hold up as clinically driven, or would it look to an algorithm with no clinical judgment, indistinguishable from a pattern of upcoding? Does your staff understand how their workflow tools make recommendations? Are CDI and coding staff allowed to override recommendations from technology, and if so, what is that process?
Are known issues with technology’s query or coding recommendations tracked? What efforts are made to remedy them? Hospitals must prove awareness and action; complacency is not an option.
Using artificial intelligence (AI) tools may be viewed as fighting fire with fire in the war against payer friction, but CDI and coding activities must still be grounded in compliant practices. The hospital is responsible for how they use these tools. Staff must avoid simply accepting AI recommendations. Perform due diligence by reviewing the complete health record. Is this truly an opportunity or simply the byproduct of natural language processing (NLP) which can take words out of context?
Is there corroborating clinical evidence beyond one abnormal finding? What is the quality of corroborating clinical evidence? As the federal government joins this battle, hospitals may soon be fighting the war on both the compliance and revenue fronts.
CDI departments were originally implemented to find incremental revenue. Although their scope has grown with maturity, current economic pressures are pushing many departments back to their original mission with the help of AI tools. There is nothing inappropriate about being paid accurately for the resources used to care for Medicare and Medicaid beneficiaries when done compliantly.
An anomaly within claims data flagged by an algorithm is not, on its own, evidence of noncompliance. It should be confirmed by chart review. Hospitals need to be aware that sudden shifts in Case Mix Index (CMI) or CC/MCC capture due to implementing a new documentation tool or education strategy can look like a coding anomaly to software with no context for why the number moved. Every process implemented for documentation integrity is now a strategy a federal investigator could misread.
Health systems that want to avoid learning about a problem from a federal audit or subpoena should start where the government will, with their own claims data. That means running the same outlier analysis a federal analyst would run. Examine trends by MS-DRG, physician, and service line, at least quarterly. Investigate anomalies before they become someone else’s discovery request.
This also means revisiting the Program for Evaluating Payment Patterns Electronic Report (PEPPER); the tool is not as sophisticated as AI analysis, but any area where a hospital sits as an outlier is still worth confirming for compliant, defensible coding.
Moreover, technology should not replace clinical or coding judgment. Staff cannot blindly follow AI recommendations. CDI and coding leaders need to know how recommendations are generated; staff need to be able to override technology when necessary; and known issues with query or coding logic must be tracked and corrected. A workflow tool that functions as a black box is a liability whether it ever produces an error or not.
The same discipline applies to documentation and query practice generally. Changes in process, whether from innovative technology, a new education initiative, or a consulting engagement, should be logged, defined in policy, and monitored for staff adherence. Be proactive so a shift in CMI or CC/MCC capture already has a documented, defensible explanation before a federal auditor ever asks for one.
The U.S. Department of Health and Human Services (HHS) Office of Inspector General (OIG) compliance program guidance has long framed this type of internal auditing as a baseline expectation, not an aspirational goal. That expectation is especially relevant to CDI, where the clinical narrative behind a coding trend is precisely what a data-only audit cannot capture. What story is your organization’s data telling?
None of this work is new for CDI professionals, who have spent careers translating clinical nuance into coded data. What is new is who sits at the other end of that data, and how quickly they can act on it. The DOJ no longer needs a whistleblower to notice when your hospital’s numbers look different from everyone else’s. It only needs your claims file, which they can easily access.
Organizations that actively monitor their own data, rather than managing it reactively, are the ones that will spend the rest of 2026 explaining their anomalies on their own terms, instead of the government’s.
This article was originally published on RACmonitor.
Author: Juliet Ugarte Hopkins, MD, ACPA-C | August 3, 2026
More than a decade after its October 2013 implementation, the Medicare Two-Midnight Rule should, in theory, be one of the simplest and most straightforward frameworks for assigning hospital status. In practice, however, it remains a persistent source of confusion for hospitals, clinicians, utilization managers, and even payers themselves.
Some Medicaid status determinations are also based on the Two-Midnight Rule, but this is not universal from state to state. Additionally, some states have other qualifiers for Inpatient status, which can be confounding from a medical necessity perspective because they may rely more on the length of hospitalization than on the true need for hospital services.
Commercial plans often align themselves with one of the two major criteria-set guidelines, and while these guidelines promote themselves as grounded in evidence-based practice, there is no way to care for patients as if following along in a cookbook.
Finally, status assignment associated with Medicare Advantage plans may be the most confounding of all, given their assigned obligation, per the Centers for Medicare and Medicaid Services (CMS), to utilize the Two-Midnight Rule, coupled with a lack of obligation to trust the attending clinician’s determination of medical necessity for continued hospital care.
Taking all of this into account, it makes sense that utilization managers have long served as an important resource for clinicians when deciding appropriate patient status. Whether at the time of hospitalization or a day or two later, physician advisors and utilization management leaders routinely emphasize to their hospitals’ medical staffs that clinicians should actively collaborate with, and rely on, utilization managers to assist with appropriate statusing of their patients.
What is not standard? The clinicians involved in these conversations about patient status, how the communication takes place, and how the decided-upon status order is entered into the electronic medical record. These variations from hospital to hospital may be justifiable, but at the end of the day, all must comply with CMS rules, in particular 42 CFR § 412.3 from the Code of Federal Regulations.
As I reviewed in an article in February of this year, the Rule explicitly states, “The expectation of the physician should be based on such complex medical factors as patient history and comorbidities, the severity of signs and symptoms, current medical needs, and the risk of an adverse event…” and, “…who is…knowledgeable about the patient’s hospital course, medical plan of care, and current condition at the time of admission.”
Do emergency medicine physicians meet this qualification when they decide a patient must be hospitalized and is not appropriate for discharge from the emergency department (ED)? I say no, since their scope of the patient’s care involves only the time spent in the ED. They are not considering the future hospital course or medical plan of care following the patient’s departure from the ED.
As such, I do not believe they can compliantly designate a Medicare patient as Inpatient or Outpatient with Observation services. However, standard operating procedure in many hospitals involves ED utilization managers working side by side with ED physicians and providing, among other things, suggestions on appropriate patient status.
Relatedly, even if the suggestions are not directed to the ED physicians but instead to the accepting or attending physicians, the practice can be just as problematic. There is an important distinction between collaborating with a physician to come to agreement on appropriate status assignment and dictating status assignment. Unfortunately, this is a scenario I am hearing about increasingly often. The utilization nurse manager, applying MCG or InterQual criteria or using their own clinical judgment to suspect that an at least two-midnight hospitalization will be required, communicates to the attending physician what status should be chosen. There is no discussion, no sharing of the points the utilization manager is considering to make the determination, just direction of Inpatient or “Observation.” Then, either the clinician places the order as directed, or, in even more egregious situations, the order has already been placed as pended in the electronic health record by the utilization manager and only needs the physician’s signature to complete and activate.
The common reasoning for this practice is that utilization managers are experts in patient statusing and are the best and most readily available resource for clinicians making this decision. I do not disagree with that. However, in virtually all the scenarios I have encountered across the country, the main reason is to take responsibility out of the clinicians’ purview entirely, with the aim of avoiding inappropriate status determinations.
In effect: do not bother teaching clinicians how to status patients; just tell them to order whatever status the utilization manager tells them to pick.
I believe this is a non-compliant practice and that it runs counter to 42 CFR § 412.3. In this instance, the clinician is not taking into account the factors the Rule requires to make the status determination. All they do is accept direction from the utilization manager and affix their signature to it.
How do I know this? Because when I ask clinicians working within hospitals that use this practice how they determine status for their patients, they tell me, “I have no idea; I just pick whatever the utilization manager tells me to pick.” This cannot be your medical staff’s answer. In the event of an audit, in theory, it could lead to a devastating retrospective review of months and months of Inpatient cases.
So what should hospitals do instead? I have long supported educating medical staff on medical necessity, the Two-Midnight Rule, and the practical application of the Rule to all patients. True, some of their decisions will be incorrect in cases involving commercial or even some Medicaid plans, but at least they will be following the direction of 42 CFR § 412.3 for the Medicare population. After that is when utilization managers come into play, reaching out with corrections when needed because a payor does not follow the Rule.
In real time, can utilization managers help clinicians make status determinations? Absolutely. But the key word is help. This interaction should be a discussion about the patient’s condition, the plan of care, and the medical factors supporting the conclusion. Utilization managers should be trusted collaborators and expert resources, not substitutes for the clinician’s required judgment.
The goal is not to remove clinicians from status assignment; it is to make sure they are prepared to make, understand, and own the determination in a way that is clinically sound and compliant.
This article was originally published on RACmonitor.
Author: Bryan Nordley | August 3, 2026
Question:
How can providers improve the likelihood of coverage or a successful appeal for testing reported with PLA code 0529U?
Answer:
Note that many payer coverage policies assign PLA codes a status of experimental/investigational, which may exclude coverage due to a lack of literature establishing clinical efficacy, safety, or applicability to clinical practice. Alternatively, laboratories may be required to submit documentation from the patient’s medical record to substantiate medical indications and support the medical necessity of testing defined by a PLA code. In the case of 0529U, such documentation might indicate a strong family history or specific high-risk situations, such as planning pregnancy, using estrogen/oral contraceptives, or undergoing major surgery. When seeking prior authorization or appealing a denied claim, it is beneficial to present chart notes supporting the intended use of results in directing treatment decisions, such as guiding anticoagulant duration after a clot or informing hormone use.
This article was originally published on RACmonitor.
Author: Elizabeth Casolo | July 31, 2026
Members may not think they are talking to AI when they call their health plan, but the person assisting them might be.
Some insurers have been leaning into member-facing AI capabilities. One of UnitedHealth Group’s 1,000 AI use cases has been using chatbots to handle customer calls, with an AI chatbot initially responding to more than 65 million calls in 2024.
However, there has been a growing trend of AI quietly working behind the scenes on customer service calls, too. These tools aim to boost the member experience by increasing efficiency and accuracy.
Stellarus is a healthcare technology company that spawned from a Blue Shield of California restructuring. Along with its tie to Blue Shield of California, Hawaii Medical Service Association and Blue Cross and Blue Shield of Kansas signed on as Stellarus co-founders, signaling Stellarus’ deep footprint with BCBS plans.
The company just launched its AI-powered Customer Service Representative Chat for health plan staff. CSR Chat is the company’s first product in its Compass suite, an AI-driven engagement platform for health plans.
“CSR Chat helps put the right information in front of representatives at the right moment, enabling more consistent service, faster resolutions and better experiences for the people they support,” Vanessa Colella, PhD, president and CEO of Stellarus, said in a July 30 news release.
But health insurers themselves have been rolling out these functions for even longer. SCAN Health Plan was one early adopter.
SCAN first identified call center operations as an area that could benefit from AI integration in 2023. The insurer incorporated AI in its call centers through a partnership with AI company Cresta. The tool worked with call center employees on real-time transcription, automated notes and guided workflows. The tool also gave recommendations for handling member inquiries, including questions about supplemental benefits or switching primary care providers.
“I’ve been able to peek in on the calls and when the hints pop up, sometimes the member might say something like, ‘Wow, how did you know that?’ They seem delighted by some of the experiences,” Corinne Stroum, SCAN’s senior director of emerging technologies, told Becker’s in 2024.
SCAN’s tool also sought to address employee burnout.
“It’s a big workforce change, and we need to manage this as a process and a personnel change as well,” Ms. Stroum said.
Independence Blue Cross kicked off a similar pilot in February 2025 with more than 40 customer service representatives. The company’s AI tool lowered the number of steps representatives had to take to retrieve essential information and increased the share of customers who got solutions on their first inquiry. IBX documented a 90% success rate among its representatives and planned to scale the tool for at least another year.
Humana has entrenched itself more deeply with Google Cloud through its rollout of Agent Assist in 2025 and 2026. While operating in the background with Humana’s 20,000 member advocates, Agent Assist is designed to output real-time conversation summaries, predict member needs and surface relevant information. Google Cloud’s Vertex AI, Gemini and Gemini Enterprise for Customer Experience power Agent Assist.
In the Agent Assist announcement, Humana confirmed ongoing monitoring to ensure the tool’s compliance. The tool is an extension of Humana’s existing partnership with Google Cloud, building upon a collaboration for cloud infrastructure and AI resources in 2024.
A 2024 survey from advisory firm Gartner found 64% of customers would prefer companies not use AI in customer service, with their top concern being difficulty accessing a person. However, given the spike in health plans deploying AI behind the scenes rather than as customer-facing bots, insurers are betting AI use itself is not members’ main issue. Instead, it is about keeping a human on the line.
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This article was originally published on Becker's Hospital Review.