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    CMS finalized a -2.5% “efficiency adjustment” that applies to work RVUs (and the intraservice portion of physician time) for non-time-based services in 2026. CMS’ stated rationale is that time assumptions for many services are likely overvalued because clinicians and technology have become more efficient over time. CMS calculated the adjustment using the sum of the past five years of the Medicare Economic Index (MEI) productivity adjustment, resulting in the -2.5% factor.

    Policy Insights

    Download MGMA Government Affairs’ Work RVU Efficiency Adjustment resource, an MGMA member-exclusive benefit, for an easily downloadable reference on this topic.

    For medical group practices, the ripple effects will vary:

    • Most exposed are groups with formulaic wRVU-based incentives (straight conversion factor, tiers, thresholds), especially where a large share of wRVUs come from non-time-based procedural/imaging codes, and where commercial contracts/benchmarks are linked to wRVU counts.
    • Less exposed are groups whose comp is salary-heavy, panel-based, or E/M-dominant, and groups that already use hybrid measures where wRVUs are only one of a handful of inputs.

    The most-impacted practices risk a trust and retention problem: clinicians may feel like they’re doing the same work for less credit and less pay. In this article, we’ll examine what’s changed, who is most exposed across six high-volume specialties, and what practice leaders should consider to respond.

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    MGMA Financial Insights

    MGMA Financial Insights is developed by MGMA’s in-house team of editors and subject-matter experts, focused on the financial health and sustainability of medical practices. This includes budgeting, cash flow management, payer contracting, audit readiness, and the financial implications of operational and strategic decisions. Grounded in MGMA DataDive benchmarks and real-world financial performance trends, this content helps practice leaders understand where their organization stands and what to do next. Topics include managing expenses, aligning staffing costs with productivity, interpreting financial reports, and navigating payer reimbursement pressures. The team also explores how financial decisions intersect with strategy, growth, and governance, ensuring leaders can make defensible, data-informed decisions. The goal is practical clarity — helping practices not just track financial performance, but actively improve it.


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