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HMA Insights – including our new podcast – puts the vast depth of HMA’s expertise at your fingertips, helping you stay informed about the latest healthcare trends and topics. Below, you can easily search based on your topic of interest to find useful information from our podcast, blogs, webinars, case studies, reports and more.

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Blog

Cross-Sector Collaboration: Unlocking the Full Potential of Community-Based Services in a Challenging Funding Climate

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Lessons Learned from State-Led Transformation Efforts

As federal and state healthcare policy continues to evolve, the need for cross-sector collaboration has never been more urgent. The 2025 budget reconciliation act (OBBBA, P.L. 119-21) introduces significant changes to Medicaid eligibility and financing, prompting a shift in strategy for policymakers and advocates working to advance whole-person care and address social determinants of health (SDOH). The new policies reflect a reorientation of Medicaid financing, with a greater emphasis on state flexibility, targeted benefits, and value-based care.

In this environment, enhanced partnerships and strategic alignment across sectors will be essential to sustain community-based services and workforce investments. In this article, Health Management Associates (HMA), experts highlight key observations from multiple state transformation programs, including actionable strategies for leveraging these assets and meeting the needs of at-risk populations.

Revisiting SDOH Initiatives in a New Policy Context

Whole-person care models have long called for integrated, multidisciplinary approaches. These models—once buoyed by COVID-19 pandemic-era funding and broad federal support—must now be recalibrated to align with new federal priorities. Current federal priorities emphasize streamlined benefits, fiscal discipline, and state-led innovation, which presents both challenges and opportunities for advancing integrated care. This shift has heightened the need to clarify roles and responsibilities across clinical and community settings, focusing on how to maintain essential linkages to primary and preventive care, especially for individuals for whom access remains fragile.

In addition, the ongoing healthcare workforce crisis intensifies the need for creative approaches to whole-person care models. Solutions must go beyond traditional payment models, leveraging existing social care networks, shared hub functions, alternative payment strategies above base rates, and braided funding streams.

State and federal initiatives can be used to sustain momentum and test emerging models. For example, the Rural Health Transformation Program (RHTP) offers a critical opportunity to support these efforts. With $50 billion in funding over five years, RHTP is designed to help states implement innovative models that improve rural health outcomes, strengthen workforce capacity, and address SDOH. States will be finalizing their applications to meet the November 5 deadline. HMA is tracking how these applications align with the strategies outlined below, using the program’s baseline and performance-based funding to invest in infrastructure, workforce development, and cross-sector partnerships.

Key Lessons from State Transformation Programs

Drawing on recent transformation programs, HMA experts identified several key lessons, including:

  • Prioritize Intensive, Community-Based Outreach: States and health plans should invest in community-based outreach strategies that reach populations facing the greatest SDOH barriers, including funding models that support navigation and engagement beyond traditional clinical settings and leveraging shared infrastructure to extend reach.
  • Update Community Health Worker (CHW) Benefit Structure to Maximize Impact: States, in collaboration with their partners, should revisit CHW benefit design to allow for greater flexibility. Reducing reliance on clinical supervision and referral-only pathways can help CHWs operate more effectively in terms of outreach, education, and engagement.
  • Strengthen Workforce Retention through Flexible Financing: Healthcare stakeholders should explore braided funding, shared hub models, and alternative payment models that go beyond base rates. These approaches can sustain staff and morale amid shifting demands and constrained budgets.

Connect with Us

The strategies in HMA’s recent report for IllinoisMedicaid Financing for Social Health: A Resource Compendium for Illinois Community-Based Organizations & Networks, can be adapted to other states and communities. By sharing lessons and adopting best practices from transformation programs nationwide, we can reinforce pathways to integrated care and ensure that populations continue to receive the support they need—even in the face of unprecedented challenges.

HMA experts are helping states, healthcare plans, and community partners adapt and thrive as federal and state policy landscapes continue evolving. HMA teams are applying their cross-sector expertise in SDOH, workforce development, and state-specific knowledge to help organizations better plan, implement, and develop programs to solve healthcare challenges in their community. For questions about the report or opportunities for your organization, reach out to our experts below.

Blog

CY 2026 Physician Fee Schedule Tackles Site Neutrality, Cost-Drivers, and Alternative Payment Models

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On October 31, 2025, the Centers for Medicare & Medicaid Services (CMS) announced the final rule for the calendar year (CY) 2026 Medicare Physician Fee Schedule (PFS), which finalizes payment policies proposed earlier this year. The rule continues the administration’s focus on developing value-based payment strategies, enhancing care management, and developing innovative payment models. It emphasizes a shift from historical processes and methods of reimbursing clinician services, while also introducing payment policies that include a shift toward site neutrality and cost containment.

The final CY 2026 rule implements immediate policy changes and signals several areas on which CMS might focus its attention in future rulemaking. Through its responses to public comments and the rationale provided for finalized policies, CMS highlights potential shifts in priorities and emerging directions for Medicare payment policy, reflecting the views of the Trump Administration moving forward. Stakeholders should be attentive to these signals, as they provide valuable insights into where CMS could direct further reforms and adjustments in the coming years.

Health Management Associates (HMA) Medicare experts are reviewing the finalized policies and have identified the highlights outlined in this article. Stakeholders should consider the effect on payment in 2026 as well as the longer-term practice reforms, investments, and analysis that may be required to deliver high-quality services and remain sustainable.

Enhanced Care and Chronic Disease Management

CMS finalized new billing codes to support behavioral health integration and the Psychiatric Collaborative Care Model (CoCM) services delivered to patients who also receive Advanced Primary Care Management (APCM) benefits, along with an add-on code for in-home primary care to reflect added complexity. CMS also retains and repurposes the social determinants of health (SDOH) risk assessments billing code to align with the administration’s focus on addressing the root causes of chronic illness.

Takeaway: These changes are designed to support better care coordination, integration of physical and mental health services, and proactive management of patient risk factors. They indicate CMS’s intent to expand care management strategies beyond traditional settings and into future payment methodologies.

Establishing Specialty Care Models

The rule finalizes the mandatory Ambulatory Specialty Model (ASM) to test value-based payments for specialists who focus on heart failure and lower back pain. ASM adopts a framework similar to the Merit-based Incentive Payment System Value Pathways (MVP) and shares certain quality and cost measures with existing MVPs for heart disease and musculoskeletal care.

The model applies performance-based payment adjustments of up to 12 percent, covering 25 percent of Core-Based Statistical Areas (CBSAs) and metropolitan divisions, and is projected to save $177 million over its test period. ASM will run from 2027-2031, with payment adjustments applied during payment years from 2029-2033.

TakeawayStakeholders should plan for CMS’s continued interest in developing mandatory models and opportunities for specialists to participate in Innovation Center efforts.

Emphasis on Rebalancing the Payment System and Site Neutrality

Efficiency Adjustment

Citing the need to account for efficiencies gained in non-time-based services such as procedures, radiology services, and diagnostic tests, CMS finalized a 2.5 percent efficiency adjustment to work Relative Value Units (RVUs) for certain services and procedures, applied every three years. The agency notes it will monitor the three-year cadence and may refine the frequency in future rulemaking.

In response to public comments, CMS added several services to the exemption list in this final rule, including codes that introduced to the fee schedule in 2026, certain time-based services in physical medicine and rehabilitation, remote therapeutic monitoring (RTM), and drug administration, as well as time-based services on the CMS telehealth list.

Takeaway: The move signals a notable shift from the agency’s historical reliance on survey data provided by the American Medical Association (AMA)/Specialty Society Relative Value Scale (RVS) Update Committee (RUC) to establish practitioner time in PFS rate setting. Stakeholders should consider how CMS could build on this new approach in future rulemaking.

Site Neutrality

Site neutral policies will now use hospital outpatient data to set payment rates for certain services, including radiation oncology treatment delivery and some remote monitoring. In addition, the rule establishes the same payment rate in both physician office and hospital outpatient settings for certain supplies, including skin substitute products, and by implementing changes in the physician practice expense methodology.

By tackling practice expense reimbursement, CMS intends to recognize higher costs incurred by physicians who operate a freestanding office than by physicians who furnish care in the facility setting (i.e., indirect practice expenses). This methodology lowers practice expense payments to hospital-based physicians, resulting in double-digit cuts for many specialists in facility settings, while independent and group practice physicians generally will see increases.

Takeaway: The site neutrality changes underscore a broader long-term strategy advanced across multiple administrations to reduce payment disparities and discourage shifting care to higher-cost settings. While some providers will see payment increases and others will experience cuts, these adjustments are part of CMS’s effort to rebalance incentives and move toward value-based models. Stakeholders should recognize that this is not an isolated change, but a signal of continued policy evolution designed to align payment with efficiency and quality.

Strategies to Update PFS Practice Expense Payments

Although CMS implemented major methodology changes to allocate more indirect practice expense (PE) costs to services performed in physician offices and less to those in facility settings, the agency finalized a “status quo” approach. Specifically, the agency will continue using the existing practice expense per hour (PE/HR) values and cost share weights, despite being almost two decades out of date.

Takeaway: CMS indicates interest in revisiting practice expense data in future cycles, which may effect payment.

Positive PFS Conversion Factor Update

All providers and suppliers paid for services under the PFS will benefit from a positive update to the conversion factor, with Advanced Alternative Payment Model (APM) participants receiving a higher increase and one-time incentive payment. Specifically, under the final rule, two conversion factors will be available in CY 2026.

  • CMS will pay for services furnished by providers who participate in APMs using a conversion factor of $33.5675—a 3.77 percent increase (or $1.221) from the 2025 amount of $32.3465.
  • CMS will compensate providers who do not participate in a qualifying APM using conversion factor of $33.4009—a 3.26 percent ($1.0544) from CY 2025.

Both conversion factors reflect the 2.50 percent overall update required by statute, a 0.49 percent budget neutrality adjustment to account for RVU changes, and an updated factor of 0.75 percent for qualified APMs or 0.25 percent for non-qualifying APMs. CY 2026 is the final year in which eligible clinicians can receive an additional APM incentive. Qualifying clinicians will receive a one-time payment of 1.88 percent of their paid claims for covered professional services based on their performance two years earlier.

Takeaway: These updates provide short-term financial relief. The higher increase and bonus for APM participants signal CMS’s continued push toward alternative payment models, even as the incentive sunsets. Stakeholders should plan for a future in which APM participation remains a key strategy for maintaining revenue stability.

Telehealth-Related Flexibilities

CMS will implement several policy changes that will collectively extend the footprint of telehealth services in Medicare and expand access for Medicare beneficiaries. These changes directly impact Traditional Medicare beneficiaries, physicians’ offices, hospitals, and Federally Qualified Health Centers (FQHC) and Rural Health Clinics (RHC).

  • All services on CMS’s Medicare telehealth coverage list are now permanently covered if they are separately payable and can be delivered via two-way audio-video.
  • CMS permanently removed frequency limitations on certain telehealth services, including follow-up inpatient and nursing facility services.
  • FQHCs and RHCs can serve as distant site telehealth providers for all services—not just mental health services—through December 31, 2026.
  • Virtual supervision is permanently allowed for nonsurgical services conducted in real time via two-way audio-video. This policy will apply across all settings, including FQHCs and RHCs requiring an on-site supervising physician.
  • Teaching physicians can be virtually present for resident services delivered in all training settings when care is provided via telehealth.
  • New services added to the Medicare telehealth coverage list, including certain psychological rehabilitation services, caregiver training services, and risk assessment services.

Takeaway: These changes solidify that telehealth has become an integral part of Medicare service delivery. By eliminating the distinction between temporary and permanent coverage, removing frequency limits, and allowing virtual supervision and teaching physician presence, CMS advances telehealth as a core component of its long-term strategy to improve access, care coordination, and efficiency. In addition, the change aligns with CMS’s commitment to modernizing payment policies to support virtual care models. Stakeholders should plan for continued growth and innovation in this space in future rulemaking cycles.

Other Final Policies

  • Addressing Rising Expenditures for Skin Substitutes: CMS addresses rising expenditures for skin substitute products, which are being adopted and used at a rapid rate. Specifically, the agency reclassifies most of these products as supplies billed incident-to physician services, paid at a uniform rate in both office and hospital outpatient settings rather than as Part B drugs. CMS projects that this change will save Medicare $19.6 billion in 2026 and standardize payment to providers who use these products. The policy takes effect on January 1, 2026. Accompanying these changes is the launch of a new model to test clinical review for certain services, including skin substitutes, in fee-for-service Medicare.
  • Medicare Shared Savings Program: CMS finalizes its proposal to limit the amount of time an accountable care organization (ACO) can participate in an upside-only risk track, provide more flexibility on the number of beneficiaries assigned to an ACO in its early year of operation, and refine quality measures and improve beneficiary attribution to better reflect care standards.
  • Drugs and Biological Products Incident-to Physician ServicesThe final rule addresses reimbursement for drugs paid incident-to a physician’s service, including policies related to the Inflation Reduction Act provisions, continued implementation of discarded units refund requirements, changes and clarifications to average sales price (ASP) reporting, and payment for procedures required to manufacture cell-based gene therapies.
  • Coding and Payment for Technology-Based Services: CMS pays for digital mental health treatment (DMHT) devices that have Food and Drug Administration (FDA) clearance or authorization and are furnished in conjunction with professional services, including initial education and onboarding. CMS expands these payment policies for DMHT used to treat of attention deficit hyperactivity disorder when providers adhere to established billing requirements. The agency recognizes that behavioral health conditions are common chronic diseases and that the field of digital therapeutics is evolving.

Contact an HMA Medicare Expert Today

HMA policy and rate setting experts are analyzing the details and impacts of the proposed rule and will provide additional updates on key Medicare policies as they become available. Our team can support stakeholder development of policy and data-oriented comments pertaining to this rule and on any other Medicare topic of interest. Contact our experts below to discuss your priorities and approach.

Solutions

HMA’s Experts Support States in Rural Health Initiatives

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HMA Solutions

HMA’s Experts Support States in Rural Health Initiatives

RHTP Requirements and Opportunities: Now What?

As of November 5th, each state should have applied for the Rural Health Transformation Program (RHTP) designed to support communities across the United States who face unique and persistent healthcare challenges. Residents in rural areas often have limited access to care, a shortage of service providers—primary care, behavioral health, emergency services, and clinical specialists—and significant barriers in transportation, connectivity and care coordination among providers.

The Centers for Medicare & Medicaid Services (CMS) will announce funding by the end of the year, with states receiving notice of their allocations and potentially feedback on their application content. States are now tasked with developing comprehensive plans to enhance rural healthcare infrastructure, improve access, integrate care, and demonstrate measurable outcomes within tight timelines. The RHTP requires:  

A strong management structure at the state level, including dashboards and oversight of programs funded through this award

Defined goals and sustainable initiatives in chronic disease management, primary care, behavioral health, maternal health, digital innovation, workforce initiatives, and other topics

Demonstrated outcomes that evidence improvements in rural access and health outcomes, as well as the care experience of rural residents

The short turnaround and wide range of components and requirements in the RHTP application process will mean there is a lot of detail left to be decided. States should be prepared to engage in a planning process that capitalizes on near-term opportunities and lays the groundwork for implementing sustainable transformation initiatives. HMA is ready to provide support with practical, field tested solutions for immediate effect and support the development of last reforms. 

HMA’s Rural Track Record

HMA is a national leader in healthcare consulting, with a multidisciplinary team of over 700 experts experienced in policy, finance, clinical services, analytics, and community engagement. HMA has supported a diverse array of clients serving rural and frontier communities, including state and local governments, health systems, federally qualified health centers, tribal organizations, providers of every specialty, and community-based groups.

Examples of some of HMA’s past work in rural health include:  

Primary Care improvement: HMA partnered with New Mexico Human Services Department to reform primary care payment models, addressing sustainability and fiscal soundness for rural providers. This work involved designing, testing, and evaluating new models, engaging stakeholders, and supporting implementation through provider training and analysis.

Tribal Behavioral Health Systems: In Montana, HMA assessed gaps and provided the state recommendations to improve behavioral health systems for tribal communities, focusing on culturally competent, integrated care models.

Strengthening the financial health of rural providers: In Colorado and Georgia, HMA supported the development of value-based payment strategies for rural providers by analyzing fiscal operations and performance and creating operational pathways to enhance sustainability and care quality.

Supporting rural residents through community interventions: HMA developed a toolkit for tackling access challenges for dually eligible individuals in rural areas, offering actionable solutions for policymakers and providers to improve care and outcomes. 

Workforce Development: HMA has led numerous initiatives to address workforce shortages in rural settings, providing solutions for recruitment, retention, and care coordination, particularly in behavioral health. As a founding member of the Workforce Solutions Partnership, we have captured near- and longer-term solutions to behavioral health workforce shortages. 

How HMA Can Assist States in Executing RHTP

HMA offers a comprehensive suite of services to help states and their partners successfully implement RHTP initiatives, all under one roof. From actuarial and financial skills to clinical and operational expertise, policy, and analytics, HMA can support successful implementation of your State’s Rural Health Transformation program.

Here are some of the ways we can support your efforts:  

Program integrity and effectiveness

Design robust oversight tools to monitor state programs, ensuring transparency in funding flows, program goals, and outcomes.

Provide data-driven insights, program monitoring, and evaluation to demonstrate impact and guide continuous improvement.

Conduct financial assessments and provide recommendations to improve the solvency of rural healthcare systems.

Initiative design and implementation

Support and coach providers and health systems in operational change, clinical organization, e-health adoption, and integrated care models tailored for rural settings.

Leverage proven strategies to address workforce shortages, integrate behavioral health with primary care, and implement scalable solutions.

Design and help execute chronic disease management programs tailored to rural populations and systems.

Help implement the maternal “hub-and-spoke” model and other efforts to improve birth outcomes and access to care

Offer field-tested tools for community engagement and assessment like the HEARD Toolkit for rural residents and other resources to address disparities, improve access, and ensure the needs of vulnerable rural populations are met.

Design, test, and scale innovative models and pilots that align with state and community RHTP goals.

Sustainability

Develop and facilitate effective partnerships and information exchange among government entities, providers, payers, and community organizations to align efforts and maximize the impact of RHTP investments.

Provide a range of financial, revenue, and operational tools for states and rural providers. These tools can help make grant-funded activities sustainable, lasting change.

Conduct a range of workforce development initiatives to enhance access and optimize virtual and in-person care experiences.

A unique HMA differentiator is our team of clinicians – primary care and specialty care physicians, nurse practitioners and physician assistants, registered nurses, behavioral health providers among others – who bring years of direct care delivery experience and the ability to engage other clinicians to effect change and innovation across the delivery system. All of our clinicians have worked in rural and economically disadvantaged communities, and most have worked on rural health initiatives in Alaska, Idaho, South Dakota and other states. This team has been instrumental in developing solutions that encompass a deep understanding of the interplay between medical, behavioral health and social determinants of health as they all contribute to the individuals’ and communities’ wellbeing. Moreover, this team has helped design innovative solutions that incorporate telehealth, remote monitoring, patient apps, and other technologies that engage patients in their care, facilitate care team collaboration, and ultimately close care gaps and reduce instances of avoidable, costly care.

With extensive hands-on experience and a deep understanding of the rural health landscape, HMA is uniquely positioned to help states navigate the complexities of the RHTP, drive sustainable change, and improve health outcomes for rural communities nationwide.

Contact our experts:

Headshot of RJ Briscoine

R.J. Briscione

Principal

R.J. is an expert in operations and patient/member engagement across government-sponsored plans, with a focus on Social Determinants of Health … Read more
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John Eller

Managing Principal

John Eller is a seasoned executive with more than 23 years of service in public administration and health and human … Read more
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Farah Hanley

Managing Principal

Farah Hanley is a healthcare executive with more than 30 years of experience with state Medicaid programs, policies, and budget … Read more
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Alicia M. Johnson

Managing Principal

Alicia M. Johnson is a visionary leader with nearly three decades of experience driving transformative change in the public and … Read more
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Beth Kidder

Managing Principal

Beth Kidder is a transformative and innovative health care leader with more than 20 years of experience working within the … Read more
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Andrea Maresca

Managing Director, Information Services

With nearly two decades of experience in healthcare, Andrea Maresca is a skilled legislative and regulatory analyst and strategy developer. … Read more
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Juan Montanez

Managing Director

Effectively applying information technology (IT) solutions and optimizing information management processes, Juan Montanez has driven operational and service delivery improvements … Read more
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Tonya Moore

Associate Principal

Tonya Moore is a lawyer and public healthcare professional with more than 28 years of government experience at the Centers … Read more
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Kathleen Nolan

Senior Advisor

Kathleen Nolan has been actively engaged in the national dialogue during one of the most transformative periods in the history … Read more
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Robin A. Preston

Senior Regional Vice President

Robin Preston is dedicated to improving access to healthcare for low-income populations. She has been working in the policy and … Read more
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Lina Rashid

Principal

Lina Rashid is a nationally recognized expert in public policy, communications, and outreach, with over 15 years of federal leadership … Read more
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Jay Reiser

Principal

Jay Reiser is a healthcare executive with extensive experience driving growth and operational excellence across Medicare, Medicaid, and ACA programs. … Read more
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Matt Roan

Senior Regional Vice President

Matt Roan brings a valuable perspective having worked for the past 15 years on issues impacting healthcare stakeholders in the … Read more
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Bill Snyder

Principal

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Margaret Tatar

Vice President, Client Solutions

Margaret Tatar has more than 25 years of public and private sector experience in managed care program and policy development, … Read more
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Patrick Tigue

Senior Vice President, Practice Groups

Patrick Tigue is an accomplished executive with experience leading and managing critical efforts to achieve strategic health policy goals on … Read more
Brief & Report

Medicare Advantage Ground Ambulance Cost Sharing Levels Strain Enrollees and Ground Ambulance Entities

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This white paper presents findings from Health Management Associates’ (HMA) 2025 analysis of state-level variation in MA plan copayments for ground ambulance transports. We identify the range of cost sharing used by MA plans by state, the average MA plan copayment by state, and compare these average copayment levels to both national Medicare FFS cost sharing levels for ground ambulance services. The report also examines average state-level MA plan copayment levels for emergency department services.

As our analysis demonstrates, the flexibility permitted to MA plans to establish beneficiary cost sharing levels for ground ambulance services has resulted in wide variation in MA plan copayments and significantly higher cost sharing for ground ambulance services for MA beneficiaries than those enrolled in traditional Medicare. The flexibility of the MA benefit design for ground ambulance services has potentially negative consequences for the millions of MA plan enrollees and the roughly 11,000 ambulance entities which conduct these services and collect beneficiary cost sharing.

Blog

Preparing for Change: Strategies for States and Issuers Amid 2026 Marketplace Shifts

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The upcoming 2026 open enrollment period for the Affordable Care Act (ACA) marketplaces is likely to be one of the most complex since the program’s implementation. Recent federal policy changes, ongoing litigation, and uncertainty around the extension of enhanced premium tax credits (ePTCs) are converging to create significant challenges for federal and state regulators, policymakers, and issuers. Rising premiums, expiring subsidies, and shifting federal regulations also have created an environment of significant uncertainty for consumers, navigators, and brokers.

A new report, Complexity for the 2026 Marketplace Open Enrollment: Risks of Consumer Confusion & Coverage Loss, authored by Health Management Associates (HMA) and Wakely, an HMA Company, with support from the Robert Wood Johnson Foundation, explains these changes and their collective effect on costs and consumer experiences.

In this article, HMA and Wakely experts preview the options policymakers, states, regulators, issuers, consumer advocates, enrollment assisters, and other stakeholders can implement to mitigate potential confusion and coverage losses.

Federal Policy Shifts Driving Complexity

Central to the current challenges is the scheduled expiration of ePTCs at the end of 2025. Without congressional action, the “subsidy cliff” returns, eliminating subsidies for consumers with incomes above 400 percent of the federal poverty level and reducing assistance for those living below. Early filings suggest average premium increases of 20 percent, which could be untenable for millions of families and small business owners enrolling in individual market coverage.

Additional federal changes compound the challenge:

  • The 2025 Budget Reconciliation Act (OBBBAremoves advance premium tax credit (APTC) eligibility for certain lawfully present immigrant populations and eliminates Internal Revenue Service repayment caps on excess APTCs, including financial risk for consumers.
  • The Marketplace Program Integrity and Affordability (MIA) Rule changed eligibility and enrollment requirements. Some provisions are paused due to ongoing litigation (City of Columbus v. Kennedy  and State of California v. Kennedy), creating implementation uncertainty.
  • CMS updated issuer renewal and discontinuation notice guidance, allowing issuers to omit premium and APTC information from their 2026 renewal notices, reducing clarity for consumers comparing plans.
  • Changes to catastrophic plan policy broadens eligibility but may create confusion when comparing options.

These changes are occurring alongside notable issuer exits, affecting millions of enrollees. States and issuers must be prepared to manage plan mapping and consumer transitions, potentially involving different networks and benefits.

Emergent Conditions for Open Enrollment Season

The combined impact of these changes is likely to increase marketplace call center traffic, broker and navigator assistance requests, eligibility appeals, and special enrollment activity, all of which will strain system capacity. Vulnerable populations, including those with limited English proficiency and those living in non-expansion states, face heightened risks of disenrollment. Operational strain is expected across marketplaces, issuers, and enrollment assistance networks.

Enrollment losses and affordability challenges also will be more significant in states that have not expanded Medicaid, particularly for lower income and older enrollees. The ACA Marketplaces experienced an influx of new enrollees as a result of ePTC, leading to historical enrollment growth in these states. On average, non-expansion states have seen their ACA Marketplaces grow by 152 percent from 2020 to 2024 versus 47 percent average growth in expansion states.

Regulators and issuers also must navigate the legal uncertainty surrounding the 2025 Marketplace Integrity and Affordability Rule and OBBBA provisions. With litigation ongoing, some rules may change mid-enrollment, requiring flexible implementation and communication strategies.

Strategies to Navigate the Current Complexity

To address these challenges, stakeholders can take several steps, including:

  • Clear, Consistent Messaging. Consumers will need clear communications advising them to review and update their plan selections. Communications should be direct, succinct, culturally appropriate, multilingual, and delivered repeatedly and through multiple channels.
  • Strengthened Noticing. It will be critical that federal, state, and issuer notifications to consumers be aligned, when possible. Notices should clearly explain premium and eligibility changes for affected populations and the actions they need to take.
  • Expanded Outreach. Enrollment assistance and direct to consumer education are critical, especially for low-income consumers, immigrants, and those previously auto enrolled. Partnerships with brokers, assisters, and community organizations will be key to reaching difficult-to-engage populations.
  • Enhanced Capacity. Investments in call center staffing, assister funding, and broker training can help address increased volume of consumer inquiries. Marketplace and issuer call centers should leverage available data to enhance their ability to serve affected consumers. States may consider adjusting compensation models to reflect the increased complexity.
  • Policy Flexibility. Federal and state marketplaces should prepare to use operational flexibility to mitigate coverage losses. If ePTCs are extended during or after open enrollment, special enrollment periods or extended deadlines may be needed. Retroactive coverage and grace period extensions could also address gaps.

Looking Ahead

The 2026 open enrollment period will test the resilience of the ACA infrastructure. For regulators, states, and issuers, the priority must be clarity, retention, and stability. Monitoring enrollment trends, premium differentials, and consumer confusion will be essential for adapting strategies and maintaining market viability.

Without coordinated communication and outreach, coverage losses and poor plan choices could undermine individual financial protection and destabilize the broader individual market. Lessons from previous enrollment periods and Medicaid’s COVID-19 public health emergency unwinding can guide efforts to keep consumers informed and enrolled.

Connect with Us

HMA and Wakely experts are closely tracking federal policy activity and state actions to address these challenges. Our experts support states, managed care organizations, consumer groups, and other interest holders to achieve success in the operation of and participation in the marketplaces. Our team has broad historical knowledge of the challenges and opportunities in this market and can support every step of the planning and execution processes to optimize markets as they continue to evolve in the coming months and years. If you have questions or want to discuss the recommendations included in the report, contact our experts below.

Brief & Report

Complexity for the 2026 Marketplace Open Enrollment: Risks of Consumer Confusion & Coverage Loss

Download

The upcoming 2026 open enrollment period for the Affordable Care Act (ACA) marketplaces is likely to be one of the most complex since the program’s implementation. Recent federal policy changes, ongoing litigation, and uncertainty around the extension of enhanced premium tax credits (ePTCs) are converging to create significant challenges for federal and state regulators, policymakers, and issuers. Rising premiums, expiring subsidies, and shifting federal regulations also have created an environment of significant uncertainty for consumers, navigators and brokers.

In this report, Complexity for the 2026 Marketplace Open Enrollment: Risks of Consumer Confusion & Coverage Loss, authored by Health Management Associates (HMA) and Wakely, an HMA Company, with support from the Robert Wood Johnson Foundation, explains these changes and their collective effect on costs and consumer experiences.

HMA and Wakely experts preview the analysis and the options policymakers, states, regulators, issuers, consumer advocates, and enrollment assisters, and other stakeholders can plan for to mitigate this confusion and coverage losses.

Webinar

Webinar Replay – Value Based Care Advisory Services: HMA and Wakely Put Analysis into Action

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This webinar was held on November 20, 2025.

HMA and Wakely Share Expert Insights on VBC Landscape

In this webinar, experts from HMA and Wakely reviewed the nation’s progress in the movement to value-based payment models and looked ahead to its next chapter, sharing HMA’s views on future expectations for CMMI’s model portfolio, how shifting market and policy dynamics may impact MA contracting, and the state of value-based enablers, health systems, other risk-bearing provider entities impacted by these forces. HMA’s VBC Advisory Services team supports organizations with integrated insights across strategy, analytics, and implementation to drive measurable results in value-based care.

Learning Objectives: 

  • Review the current state of APM adoption and key trends 
  • Explore the CMS Innovation Center’s recent activities and potential focus areas for future models 
  • Understand policy and market headwinds facing Medicare Advantage plans with implications for VBC 
  • Gain insights into participation trends among health systems, enablers, and states

Related Resources:

Webinar

Webinar Replay – Impact Investing as Good Medicine: Prescribing Capital for Healthier Communities

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This webinar was held on November 13, 2025.

This webinar convened investment professionals from major healthcare systems alongside leaders in impact investing to explore how strategic investments in the social drivers of health affordable housing, community infrastructure, food access and security, transportation, and local community and economic development—can both improve population health and deliver financial returns to healthcare systems and payers. Healthcare leaders discussed how leveraging balance-sheet capital toward upstream solutions strengthens organizational sustainability, creates competitive differentiation in RFPs, builds community trust, and aligns with regulatory and value-based care incentives. Impact investing practitioners discussed how they identify opportunities that deliver both financial performance and measurable health outcomes, and share lessons from structuring investments that balance institutional rigor with community impact.

Learning Objectives:

  • Understand the landscape and principles of impact investing
  • Understand of business and healthcare value proposition of impact investing.
  • Identify concrete strategies for how health systems can invest

Featured Speakers:

Tyler Blickhan, CFA, CAIA, Associate Director of Investments Ascension Investment Management, LLC
Gina Kline, Founder & Managing Partner Enable Ventures
Nina Tschinkel, Director of Impact, Investor Relations & Communications Catalyst Opportunity Funds

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The Future of Integrated Care Programs for Dually Eligible Individuals in Massachusetts: Key Takeaways from the Fall 2025 MAHP/HMA Policy Forum

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Health Management Associates (HMA) recently co-hosted a policy forum with the Massachusetts Association of Health Plans (MAHP), entitled Advancing Better Outcomes: How the One Care and SCO Programs Improve Health for Older Adults and People with Disabilities on Medicare and Medicaid. More than 100 key decision makers from MassHealth (Medicaid), health plans, providers, community-based organizations, and advocacy organizations attended the conference, elevating the value of the MassHealth One Care and Senior Care Options (SCO) programs to dually eligible individuals. The policy forum also provided an important opportunity for state legislators and their staff to learn about these complex programs.

MassHealth One Care and SCO Programs

Massachusetts’ One Care and the SCO programs currently serve more than 125,000 individuals covered under MassHealth and Medicare, also known as dually eligible individuals. One Care is a population-specific program for dually eligible adults 21-64 years of age. SCO is a population-specific program for dually eligible older adults 65 and older, tailored to the needs of older adults. The One Care and SCO programs serve individuals with complex chronic conditions and disabilities, including mental health and substance use disorder needs, and high home-and-community-based service (HCBS) needs. The One Care and SCO programs advance independent living, recovery, and community living goals. Approximately 99 percent of One Care enrollees, and 95 percent of SCO enrollees, live in the community.

The One Care program is currently authorized as a Financial Alignment Initiative (FAI) demonstration program. The FAI demonstration ends December 31, 2025. MassHealth will continue the One Care program as a Fully Integrated Dual Eligible Special Needs Plan (FIDE SNP) model. This transition from the FAI to a FIDE SNP model introduces changes to the program. A FIDE SNP model is a type of Medicare Advantage (MA) Dual Eligible Special Needs Plan (D-SNP).

HMA’s Role: Bringing National and State Expertise

In addition to creating the forum in partnership with MAHP, HMA shared its national and state policy expertise and local market insights with attendees during a series of presentations. HMA outlined ways in which the One Care and SCO programs offer more value to dually eligible individuals than the state’s fee-for-service (FFS) system.

The event focused on three key topics:

  • The national landscape for Medicare-Medicaid integrated care programs.
  • The value of the One Care and SCO programs and the role that health plans play in improving outcomes for adults who are eligible for both Medicare and Medicaid (“dually eligible”), and
  • The upcoming changes to the One Care and SCO programs, as reflected in the 2026 state Medicaid agency contracts (SMACs) with MassHealth.

Key Takeaways from the MAHP-HMA Conference

Key Takeaway #1. Nationwide trends suggest that Medicare-Medicaid integrated care programs will face competition and financial pressures.

Forum attendees were very interested in the national trends. At the national level, D-SNPs have bipartisan support. At the same time, D-SNPs should expect competition from Chronic Condition Special Needs Plans (C-SNPs) and innovation models developed by the Centers for Medicare and Medicaid Innovation (CMMI). CMMI models such as the Guiding an Improved Dementia Experience (GUIDE) Model and Accountable Care Organizations (ACO) Realizing Equity, Access, and Community Health (REACH) Model will compete with D-SNP models in some markets. Finally, presenters and panelists alike raised concerns about the financial risks that D-SNPs will face due to rising pharmacy costs and changes in Medicare payment methodologies.

Key Takeaway #2. The Massachusetts One Care and SCO programs provide significant value to dually eligible individuals in Massachusetts.

The One Care and SCO programs provide significant value to enrollees. As compared to FFS, Medicaid-Medicaid integrated care programs like One Care and SCO provide care coordination, a personal care plan, bundling prescriptions through a single provider, and other services.

Many forum attendees pointed out that the One Care program is one of the most advanced integrated care programs in the nation. One Care’s success is tied in part to the active and critical role that the One Care Implementation Council plays in shaping program policy. For more than a decade, the One Care Implementation Council and MassHealth have worked in partnership to improve the program. As shared by the Massachusetts Medicaid Policy Institute (MMPI): “The Commonwealth intends to preserve the Implementation Council’s role in the next phase of One Care, and to continue engaging the council as an essential partner in policy and program change, monitoring, and oversight.”

Key Takeaway #3. Over the last two decades, SCO and One Care plans have established many innovations.

The forum highlighted many innovations in these programs, from primary and urgent home care to place-based supports. It also provided an opportunity to talk about the important role and commitment that the plans have in emergency situations to ensure that members are safe in the face of a community crisis.

Panelists see many opportunities for plans to continue to evolve and improve outcomes and equity. For example, the One Care program has significant opportunities to address the behavioral health needs of dually eligible adults. Dually eligible adults with mental health and/or substance use disorder diagnoses are at higher risk of an emergency department visit and inpatient stay than other enrollees. Health plan per member per month (PMPM) spending on inpatient services for those with a behavioral health condition is much higher as a share of the total PMPM than other populations. The HMA data pointed to a need for further innovation in the mental health arena to advance better outcomes of quality of life and costs.

Key Takeaway #4. Conference attendees focused on the importance of addressing enrollees’ social determinants of health needs.

Throughout the day, the importance of community and addressing the social determinants of health (SDOH) was a common theme. Aging and disability leaders spoke about the importance of community organizations such as Aging Services Access Points (ASAPs), independent living centers (ILCs), recovery learning communities (RLCs) including peer support since most  One Care and SCO individuals live in the community.

Many One Care and SCO eligible individuals are often just one unmet health related social need away from the risk of hospitalization or institutionalization. Other attendees underscored the risk that enrollee living situations and recovery can become instantly unstable due to the death of an important family member. One aging leader described her role as “triaging risk.” Other leaders from the disability community urged plans to use z codes to improve plan and provider attention to identify and address the SDOH needs.

Looking Ahead

As Massachusetts prepares for the 2026 One Care and SCO contract year, the forum underscored the progress made over the past decade and the opportunities ahead to improve care coordination, collect z codes, and invest in outcomes-driven partnerships. Massachusetts is well-positioned to continue leading the nation in designing integrated care programs that improve health and support community living for older adults and people with disabilities.

HMA looks forward to supporting all organizations including state Medicaid programs and health plan and provider associations as they convene stakeholders to improve their integrated care programs. Our expertise includes program planning, strategy and implementation, technical support and evaluation, and state-specific knowledge to make projects successful. Please contact Ellen Breslin, Rob Buchanan, and Julie Faulhaber for more information on how HMA can help your organization.

Summary Facts About the One Care and SCO Programs
The One Care and SCO programs are population-specific programs, serving more than 125,000 individuals with MassHealth plus Medicare coverage.   MassHealth designed the One Care and SCO programs around the specific needs, preferences and goals of adults and older adults.The One Care program enrolls dually eligible adults with disabilities, ages 21-64 at the time of enrollment, covered under MassHealth Standard or CommonHealth and Medicare (Parts A and B, and eligible for Part D). Enrollees in One Care have multiple chronic conditions and disabilities including significant mental health and substance use disorder needs. The SCO program enrolls dually eligible adults ages 65 and older, covered under MassHealth Standard and Medicare (Parts A and B, and eligible for Part D). SCO enrollees have significant chronic conditions, many of which are associated with aging.
MassHealth launched the SCO program in 2004 and One Care in 2013.   The One Care program currently operates as a Financial Alignment Initiative (FAI) demonstration. The One Care and the SCO programs combine MassHealth & Medicare benefits into a single plan with one card and one care team. One Care covers medical, mental health, and prescription medications, plus support for daily tasks and independent living and recovery. Care coordinators help members stay healthy and get the services they need.
The One Care and SCO Programs Continue to Evolve. The FAI demonstration authority ends in 2025. Massachusetts will shift from the demonstration to a Fully Integrated Dual Eligible Special Needs Plan (FIDE-SNP) structure. The SCO program currently operates as a FIDE SNP model. The state reprocured the One Care and SCO plan network. The state selected five One Care plans and six SCO plans. New contracts for One Care and SCO plans start January 1, 2026.The new contracts create several changes including changes in eligibility for the program and enrollment processes, benefits, and financial payment provisions.
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Rewriting the Playbook: State Budgeting in the Era of OBBBA

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As of October 22, 2025, all but two states—North Carolina and Pennsylvania—had enacted budgets covering fiscal year (FY) 2026, even as the federal landscape has shifted dramatically throughout the year. In particular, passage of the 2025 Budget Reconciliation Act (OBBBA) and the ongoing federal budget impasse are creating significant downstream pressures on state budgets and the programs they support.

A new report from Health Management Associates Information Services (HMAIS) examines enacted state budgets. Of the 48 enacted budgets, 16 cover the 2025‒27 biennium, and three states—Kentucky, Virginia, and Wyoming—approved budgets in 2024 for the FY 2024‒26 biennium.

The HMAIS report highlights state Medicaid funding priorities, initiatives states are pursuing to adapt to new federal Medicaid and other healthcare policy changes, and reforms to strengthen and ensure the sustainability of programs, particularly in states that expect a reduction in the federal share of their Medicaid program.

OBBBA’s Impact on State Budgets

Congress has yet to reach agreement on the federal fiscal year 2026 spending bills, and there are emerging signals of the challenges this impasse will create for states and federally funded public services. For example, this week the US Department of Agriculture’s Food and Nutrition Service notified every state that Supplemental Nutrition Assistance Program (SNAP) benefits will be withheld because of the funding lapse. This unprecedented situation puts immediate pressure on states and community organizations, which may need to intervene to fill gaps in essential services and benefits.

In addition to the funding impasse, OBBBA introduces major changes, particularly for the Medicaid program, including:

  • Medicaid Community Engagement/Work Requirements: All states must implement these requirements for certain Medicaid members by December 31, 2026, requiring rapid infrastructure and system changes.
  • Eligibility and Redetermination: States must conduct Medicaid eligibility redeterminations every six months for expansion populations, with new verification requirements and narrowed definitions for “qualified” immigrants. States will need to pressure test their systems for increased volume and may need additional capacity to prevent and minimize backlogs.
  • Cost Sharing: By 2028, states must apply a cost sharing requirement for Medicaid expansion adults with incomes above 100 percent of the federal poverty level, with some service exemptions. In 2026, states will need to begin efforts to ensure their systems can track this requirement.
  • Provider Taxes and Payments: Freezes on provider tax programs, phased reductions in allowable tax rates, and caps on state-directed payments will reduce flexibility and funding.

In addition, the Rural Health Transformation Program and new federal drug pricing initiatives present both opportunities, such as new funding streams, and risks, including administrative complexity and compliance expectations.

Given the scope of federal changes, states face urgent decisions. They must quickly assess and act on these opportunities, often without dedicated budget allocations.

These federal changes, combined with the budget impasse, are forcing many states to revisit approved budgets, adapt policies, and plan for new initiatives and revise programs that were already in effect—often within short timelines and with limited resources.

State-Level Challenges and Adjustments

Notably, most states enacted their budgets before the passage of OBBBA. As a result, these budgets do not fully account for the new federal requirements, funding changes, and administrative expectations that OBBBA introduces. While many OBBBA provisions will not take effect for at least a year, states must now accelerate planning and make rapid adjustments to comply with new mandates. For example, states are expected to expediently and efficiently implement systems and policies to ensure compliance with OBBBA’s statutory requirements, particularly for the Medicaid program.

HMAIS has examined state budgets that will guide states through the next fiscal year, while also watching closely how they respond to new demands during the first full state legislative cycle under OBBBA.

The HMAIS report describes a mix of budget conditions and actions. Many states continue to invest in ongoing healthcare priorities as well as new initiatives, including targeted rate increases for behavioral health, dental, and maternal health services. In addition, states are addressing inefficiencies in program administration broadly. In healthcare specifically, they are revisiting approaches to financing healthcare service delivery to drive more value from organizations, such as implementing alternative payment models in Medicaid programs, as well as considering tools to improve patient outcomes and consumer experiences.

States are using a variety of tools in their Medicaid budgets to manage these pressures, as well as implementing more general cost-reduction and efficiency measures, including:

  • Special Legislative Sessions. Some state legislatures, including Colorado’s and New Mexico’s, have reconvened to address emerging gaps.
  • Hiring Freezes. Several states, including Alaska, Colorado, Maryland, Massachusetts, New Hampshire, and Washington, have announced hiring freezes, which could complicate OBBBA preparation efforts.
  • Pausing or Ending Planned Programs and Benefit Coverage. Oregon announced that it will end its juvenile justice Medicaid reentry program to conserve funding. North Carolina will not cover new weight-loss drugs because of its budget shortfall. The HMAIS report indicates that officials in other states also have signaled that they are planning for similar updates to their programs if required to address budget shortfalls.
  • Medicaid Provider Rate Updates. Colorado rolled back a planned Medicaid provider rate increase, while Idaho is decreasing all Medicaid provider rates by 4 percent.
  • Coalitions and Advisory Groups. Other states, including Rhode Island, are convening groups charged with analyzing how the federal cuts may affect their state programs and advising the legislature on feasible responses to the changed landscape.

What to Watch

Healthcare organizations are essential partners as states navigate the current federal budget uncertainty and implement OBBBA requirements. Given the challenges cited above, healthcare organizations should be prepared to collaborate and position to anticipate future needs as the exact components of the various policies are in development.

Recommendations for states and healthcare organizations include:

  • Do not delay planning. While federal policymakers are developing guidance and regulations, the OBBBA language provides significant information on what states need to do and initial expectations for reporting. States and their partners should be developing options and contingency plans to make expeditious decisions once details are available.
  • Monitor and anticipate state actions and develop responses that are ready to go if needed. For example, states may need to make rate reductions, limit enrollment for optional programs, and communicate with beneficiaries about new requirements. Partners should plan to adapt to these changes and assist providers and beneficiaries as needed.
  • Prepare for changes in workload. States will need to design, develop, implement, and report on new Medicaid eligibility and enrollment requirements. They will need a workforce that is trained and can read into the policies, systems, and related needs. States will expect their partners to collaborate on efficient approaches to meet workload demands.
  • Engage with state officials. States need thoughtful partners to manage and implement the forthcoming changes that will affect Medicaid partners and beneficiaries. Healthcare organizations should bring experience and data-informed ideas and input to facilitate state approaches and decision-making.

Connect with Us
With federal funding reductions and ongoing uncertainty at the national level, states need to pay heightened attention to the frontline of essential healthcare and human services, implementation of OBBBA, and means of addressing gaps left by federal delays. As we approach the 2026 election year—with many governors up for reelection—state budgets will serve as a blueprint for leadership and policy priorities in the next cycle.

HMA is on the frontlines, working with states and healthcare partners to navigate these complexities. HMA has expertise, tools, and insights—from budget contingency planning supports to analysis of public coverage program enrollment and market insights.

The full report is available to HMAIS subscribers. For questions contact our experts below.

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