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Community hospitals are at a crossroads. Shrinking margins, policy shifts like recent legislation, and mounting Medicaid constraints are stretching organizations thin. Yet one thing hasn’t changed: the communities these hospitals serve still need access to high-quality, local care.

Read more about the ways your organization could leverage tools, resources, and digital solutions from the Mayo Clinic Care Network to improve your bottom line.

Small hospitals are asked to do more with less. Less funding. Fewer staff. More complexity. In today’s environment, operational excellence and high-quality care are essential for survival.

The Mayo Clinic Care Network  helps local hospitals:

• Retain high-value patients who might otherwise seek care elsewhere
• Access innovation and expertise without expensive investments
• Strengthen workforce engagement and retention

And the best part? These benefits are delivered in a way that respects your hospital’s identity and autonomy.

Members across the Mayo Clinic Care Network are seeing results: better patient retention, stronger clinical capabilities, and improved financial performance. Take Hancock Health, for instance, where a collaboration with the Mayo Clinic Care Network meant a significant return on investment. 

Before joining, Hancock often lost patients after referring them out for second opinions. But with access to eConsults and eBoards, they began retaining 80 high-value oncology patients annually, generating $800,000 in revenue. Add brand visibility and direct Mayo Clinic referrals, and the annual impact reached $1.1 million.

“We wanted to find a way to keep patients here,” said Steven Long, CEO of Hancock Health. “Now, they see our name next to Mayo Clinic’s and they stay.”

When patients see their local doctor collaborating with Mayo Clinic specialists, it reinforces trust in their care. That confidence fuels word-of-mouth referrals and draws new patients who previously may have gone elsewhere. Providers also feel empowered knowing they can access peer expertise while maintaining autonomy.

Through the Mayo Clinic Care Network, members have access to:

• eConsults: Providers consult with a Mayo Clinic specialist and receive a fully documented, asynchronous second opinion at no extra cost to patients. 
• AskMayoExpert: For non-urgent cases, providers access Mayo Clinic’s standardized practices on hundreds of medical conditions to determine the need for tests or referrals.  
• Inpatient telephone consultations:  Providers speak directly with a Mayo Clinic specialist over the phone to get on-demand guidance for hospitalized patients in need, or for urgent and semi-urgent intervention. 
• Health Care Consulting: Providers access Mayo Clinic’s practical experience and subject matter expertise through projects and information exchanges.

With this collaboration, it’s possible to build out service-line expertise, boost revenue, and make a real impact on the health of your local community. In this video, Wellstar Health System physicians share just that—their success in launching a left ventricular assist device (LVAD) program with Care Network support. It’s a program that not only brings advanced heart care closer to home but also demonstrates the power of shared expertise.

Local hospitals need a direct, cost-effective way to improve their bottom line when every dollar counts. Mayo Clinic Platform offers a suite of qualified solutions that drive real financial results. Members can:

• Decrease uncompensated care: Utilize artificial intelligence to identify patients who may qualify for additional benefits with an end-to-end benefits navigation solution. 
• Improve coding accuracy: Create a full picture of patient care using a data analytics platform designed to close the clinical insights gaps. 
• Reduce financial burden: A non-disruptive, analytics-driven solution to recover more revenue and preserve patient dignity.

These tools help unlock missed revenue, reduce denials, and support financial resilience, especially for hospitals serving vulnerable populations.

Every hospital leader is asking tough questions right now. But maybe the most important one is this: can we afford not to use every advantage available to us?

The Mayo Clinic Care Network delivers the tools, trust, and transformation that small hospitals need without sacrificing independence or identity. At a time when the stakes couldn’t be higher, the Mayo Clinic Care Network offers a path forward.

Interested in learning more? Reach out to our team .

*Healthleaders Author Bio: Keyoka Kinzy is a senior copywriter at Mayo Clinic Platform, where she helps translate cutting-edge innovation into compelling stories that advance healthcare and inspire a healthier future. Learn more at www.mayoclinicplatform.org.

*Healthleaders Newsletter (CEO) Synopsis: Community hospitals face shrinking margins and rising demands. Discover how the Mayo Clinic Care Network helps organizations stay independent, strengthen care, and improve financial performance through expert collaboration, digital tools, and cost-effective innovation.

Becker’s Synopsis: Your patients want care close to home. See how local hospitals are keeping them local and delivering the best care through the Mayo Clinic Care Network.

The post Beyond the Budget Cuts: How Community Hospitals Can Stop Referring Revenue Away appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Hawaii is the most prepared state to address the healthcare needs of the U.S.’s aging population, while Oregon is the least, according to an analysis by Seniorly. 

Seniorly examined each state across three dimensions — population trends, financial readiness and healthcare capacity — to devise the ranking.

Here are the states ranked from most to least prepared for the impending aging population increase:

Note: This list includes a tie.

1. Hawaii

2. Florida

3. Utah

4. District of Columbia

5. Delaware

6. Massachusetts

7. Alabama

8. New Hampshire

9. Alaska

10. New Jersey

11. Mississippi

12. Vermont

13. Connecticut

14. Arkansas

15. Arizona

16. North Dakota

17. Ohio

18. Nebraska

19. Virginia

20. Minnesota

21. Indiana

22. Kansas

23. Texas

24. Tennessee

25. South Carolina

26. California

27. Pennsylvania

28. Wyoming

29. Maryland

30. Idaho

31. Nevada

32. Iowa

33 (tie). Michigan

33 (tie). Montana

35. West Virginia

36. Georgia

37. North Carolina

38. Wisconsin

39. New York

40. Louisiana

41. Oklahoma

42. Kentucky

43. Maine

44. New Mexico

45. Illinois

46. Washington

47. Colorado

48. Rhode Island

49. South Dakota

50. Missouri

51. Oregon

The post States most, least prepared for aging population: Seniorly appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

In Louisiana, the risk of dying from pregnancy-related causes is more than four times higher than in California, according to a new report from the Commonwealth Fund.

In 2023, Louisiana had one of the highest maternal mortality rates in the U.S., at 41.9 deaths per 100,000 live births. In California, the rate was 9.5 per 100,000 live births. 

The figures are based on final 2023 data from the CDC. For states with fewer than 10 maternal deaths in 2023, the Commonwealth Fund combined 2022 and 2023 data to meet CDC standards for data suppression and ensure comparability. Rates were calculated by dividing the number of maternal deaths by the number of live births and multiplying by 100,000, in accordance with World Health Organization definitions.

Thirteen states and territories — including Alaska, Delaware and Rhode Island —  were excluded from the report due to insufficient death counts, which remained below CDC’s threshold even after combining years.

The report also benchmarks U.S. state-level maternal and child mortality rates against those in 200 countries. California’s maternal death rate is comparable to Canada’s 9.4 and Kazakhstan’s 10.0, while Louisiana falls between Mexico’s 41.7 and the Seychelles’ 42.0.

“Historically, states that invest more in health coverage, reproductive care and social protections tend to have better health outcomes, in some cases on par with high-income countries, while states that invest less and pass more restrictive policies have outcomes similar to low- and middle-income or politically unstable countries,” the authors wrote.

Here are states ranked by mortality rate, from lowest to highest, according to the report:

California: 9.5 deaths per 100,000 live births 

Washington: 9.7

Massachusetts: 14.0

Michigan: 14.1

Oregon: 14.1

Pennsylvania: 15.0

Nevada: 15.4

Connecticut 15.7 

New Jersey: 15.8 

Colorado: 16.1 

New York: 17.7 

Minnesota: 17.8

Iowa: 17.9

Maryland: 17.9 

Florida: 18.1 

Ohio: 18.1 

Virginia: 18.3

Illinois: 18.4 

Wisconsin: 18.4 

Alabama: 19.0 

Georgia: 19.2 

Kansas: 20.4 

Nebraska: 20.6

South Carolina: 20.8 

Idaho: 22.3 

Oklahoma: 22.9 

Mississippi: 23.1 

Missouri: 23.8 

Texas: 24.2 

Arizona: 24.3 

Kentucky: 25 

Indiana: 26.6

North Carolina: 26.6 

Arkansas: 31.2 

Tennessee: 31.3 

Louisiana: 41.9 

The post Maternal mortality rates, by state  appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

U.S. health systems are making primary care a strategic priority, with most planning to expand their footprint and adopt AI tools to improve operations, according to new research from Bain & Company.

The survey, conducted in June, includes responses from 60 health system executives—most from academic medical centers and hospitals with more than $1 billion in revenue—and was complemented by a separate consumer survey of 500 U.S. respondents conducted in September.

Here are seven key findings from the report:

1. Seventy-seven percent of executives said they plan to add more owned practices and employ additional primary care providers over the next five to seven years.
2. While primary care has long served as a referral engine, health systems increasingly see it as central to patient experience, clinical quality and cost management, according to Bain. The survey found that improving medical cost management and fulfilling community commitments are now key drivers for expanding primary care, while generating specialist referrals has become a lower priority.
3. Most executives said their organizations still rely on fee-for-service reimbursement, though many expect to transition toward population-focused clinics with value-based payment models in the coming years.
4. Workforce shortages remain the top concern for health system leaders, ranking ahead of financial sustainability, patient experience and technology, the survey found. Physician recruitment and retention were cited as the most urgent near-term priorities.
5. AI adoption is expected to reshape primary care operations. Executives anticipate the use of e-prescribing tools will grow from 27% to 55% in the next three years, while appointment scheduling technology is projected to rise from 33% to 63%, and telehealth platforms from 38% to 63%.
6. Patients’ comfort with AI tools is also increasing, though skepticism remains. The share of patients comfortable with AI listening and taking notes rose from 21% in 2024 to 60% in 2025, and more than half said they are comfortable with AI analyzing medical results. Yet only about a third said they would trust AI to make a diagnosis, and fewer—28%—would accept an AI doctor.
7. Despite the momentum around digital tools, in-person visits remain the clear preference. Traditional settings had net preference scores of 49% for sick visits and 63% for chronic condition visits, while AI chatbots and retail or pharmacy-based visits ranked lowest.

The post Health systems prioritize primary care, plan AI expansion appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

As hospitals across the U.S. continue to grapple with financial challenges, cuts and even closures, the toll on rural communities has also increased. In 2025 alone, Becker’s has reported on 21 hospital closures. The effects of these closures can move beyond healthcare, hurting local economies and eroding the sense of community stability.

Becker’s connected with Marquita Lyons-Smith, DNP, APRN, CPNP-PC, Director of the RN-BSN Program at North Carolina Central University in Durham, to discuss the factors driving these closures, consequences for patients and providers and most promising solutions for preserving care access for vulnerable communities.

Editor’s note: Responses have been lightly edited for clarity and length. 

Question: Becker’s has reported on 22 hospital closures so far this year. What do you feel are some of the factors leading to heightened facility closures?

Dr. Marquita Lyons-Smith: It seems several overlapping factors are driving this troubling trend.

First, financial fragility is a major issue; many rural hospitals reportedly operate on extremely thin margins or at a loss, largely because they must maintain 24/7 emergency capacity while serving small populations. Although inpatient census may drop, fixed costs remain, and the margins collapse even further.

Second, reimbursement challenges continue to erode sustainability. Delayed Medicaid & Medicare payments, and low private-insurer reimbursement rates all cripple rural budgets. Hospitals in states that did not expand Medicaid remain especially vulnerable because of high uncompensated care rendered to community members.

Third, several healthcare colleagues endorse the reports of workforce shortages, especially in nursing and obstetrics. Therefore, hospitals have been forced to reduce or eliminate entire service lines, such as labor and delivery, before closing altogether.

Lastly, it does not seem feasible that small facilities have the negotiating power to compete with healthcare giants.

Q: When a rural hospital closes, what are the biggest consequences for the community’s access to care?

MLS: The effects are immediate and profound. The most visible impact is increased travel time. When a rural hospital closes, patients may have to travel 20 to 40 more miles for emergency or maternity care. For stroke, trauma or childbirth, that delay can be life-threatening.

The second consequence is continuity in care. When hesitant healthcare consumers lose convenient access to obstetrics, behavioral health, and other essential care, it can be deprioritized quickly. Acute issues become chronic, and preventive care becomes illness management. We are already seeing “maternity care deserts” expand over a significant percentage of the U.S., leading to reduced mammograms and reduced opportunity to detect breast cancer early or at all.

Economically, the hospital is often a community’s largest employer. Closure can mean hundreds of job losses affecting local businesses. Research also shows per-capita income tends to decline, and unemployment rises after a hospital closure. Finally, there’s a psychological and cultural toll. A rural hospital is more than a health facility, offering a sense of community and security. Losing it can feel like losing the town’s identity.

Q: What solutions, such as telehealth, mobile clinics, or workforce training, show the most promise in addressing these gaps?

MLS: We are seeing encouraging results from several vendor-agnostic, scalable solutions:

• Telehealth and virtual specialty support are critical for connecting rural providers with specialists. They allow patients to receive consults locally, reduce travel, and extend the reach of scarce clinicians. This works best when broadband infrastructure and reimbursement policies align. Also, vulnerable communities need assistance learning to use these resources effectively. Community involvement can help to fill the digital gap experienced by some elderly healthcare consumers.
• Mobile clinics have proven effective for preventive care, screenings, and chronic-disease follow-up. They literally bring care to where people are, an essential strategy in geographically dispersed counties. The collaboration between NCCU and Duke University School of Nursing is an example of using mobile clinics to meet community needs in rural populations.
• Workforce development and retention programs, such as rural residency tracks, “grow-your-own” pipelines, and loan-repayment incentives through HRSA, if they still exist, help build a more stable workforce. Retaining clinicians who are embedded in the community can be just as important as recruiting new ones.

Alternative facility models, such as the Rural Emergency Hospital designation, are emerging as viable options. These facilities can maintain 24-hour emergency services and observation care without the high overhead of inpatient units, supported by enhanced Medicare payments, when larger hospitals are not receiving these designations seemingly undeservingly.

Q: What policy changes or reforms would most help stabilize healthcare access in rural areas?

MLS: A multi-level policy response (federal, state and local):

• Reimbursement reform: Stabilize Medicare and Medicaid rates for rural providers and explore budget models that give hospitals predictable funding tied to community health outcomes rather than volume alone. It is important to have in-house data review experts to choose a mechanism that can consistently retrieve measurable outcome information.
• Provide capital assistance and technical guidance so hospitals can convert to this new model rather than close outright.
• Workforce incentives: Expand loan-forgiveness, training programs, and retention grants targeted to high-need disciplines such as obstetrics, behavioral health, and emergency medicine.
• Infrastructure investment: Rural health access depends on broadband, EMS, and transportation. Support these recommendations as public-health essentials, not luxuries.
• Equity-focused oversight: Data show that closures disproportionately impact communities with higher proportions of Black residents and lower socioeconomic status. Federal and state programs should prioritize funding where the risk is greatest.

Ultimately, rural healthcare sustainability will depend on balancing innovation with equity and supporting local solutions that preserve access while adapting to modern realities.

The post ‘Immediate and profound’: How hospital closures affect rural communities appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

The Georgia Department of Community Health has approved Wellstar Health System’s application to build a $1.1 billion hospital, the Marietta, Ga.-based health system confirmed to Becker’s Oct. 21.

The 230-bed Wellstar Kennestone Regional Medical Center at Acworth (Ga.) is expected to open in 2031.

Wellstar filed a certificate-of-need application in June for the eight-story, 675,000-square-foot facility, which will include 70 emergency department bays and eight operating rooms.

“Several competing health systems filed objections to Wellstar’s application related to this project,” a system spokesperson said in a statement shared with Becker’s. “However, none of those health systems have the commitment and existing operational abilities to meet the current and future medical needs of residents in Cobb, Paulding, Cherokee and Bartow counties and the future need for improved access to hospital services for the Acworth community.”

In its approval letter, the department said it expects the new hospital “will have a positive relationship to the existing healthcare delivery system in the service area,” according to Wellstar.

The project is expected to create more than 1,500 healthcare and related roles.

The post Georgia greenlights $1.1B Wellstar hospital appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Warwick, R.I., is the safest city in the U.S., according to a new analysis published by WalletHub.

The personal finance company released its 2025 “Safest Cities in America” ranking on Oct. 20. The ranking compares 182 cities across three dimensions: home and community safety; natural-disaster risk; and financial safety.

WalletHub subdivided its dimensions across 41 metrics, ranging from presence of terrorist attacks to share of seriously underwater mortgages.

Each metric was graded on a 100-point scale, with 100 representing the highest safety level. WalletHub then calculated a weighted average across all metrics for each state to determine its overall score and ranking.

WalletHub found that Warwick, R.I., has the third-lowest number of aggravated assaults per capita and the 32nd-lowest number of murders out of the cities in the analysis. Warwick also has the seventh-lowest number of thefts per capita. More information on the study’s methodology and the complete listing from WalletHub is available here.

The 10 safest cities, per the analysis:

1. Warwick, R.I.

2. Overland Park, Kan.

3. Burlington, Vt.

4. Juneau, Alaska 

5. Yonkers, N.Y.

6. Casper, Wyo.

7. South Burlington, Vt.

8. Columbia, Md. 

9. Lewiston, Maine

10. Salem, Ore.

The 10 cities at the bottom of WalletHub’s ranking:

1. New Orleans

2. Memphis, Tenn.

3. Baton Rouge, La.

4. Detroit

5. Baltimore

6. Fort Lauderdale, Fla.

7. Houston

8. San Bernardino, Calif.

9. Philadelphia 

10. Cleveland

The post 10 safest cities in the US appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Two in 5 U.S. employees work in a “quality” job — one that allows employees to meet basic financial needs, feel safe and respected, expand their skills, have a voice in decisions affecting them and maintain some control over their work, according to the American Job Quality Study.

The study, led by Gallup, Jobs for the Future, the Families & Workers Fund and the W.E. Upjohn Institute, is touted as the first nationally representative survey to measure workers’ experience and assess U.S. job quality. It surveyed 18,429 U.S. adults between Jan. 13 and Feb. 25. Respondents were ages 18-75 and had worked for pay in the seven days prior to taking the survey.

Here are five things to know:

1. The youngest employees surveyed — ages 18-24 — are the least likely to have quality jobs, with only 29% reporting that they do. Men are more likely than women to have quality jobs, at 45% versus 34%.

2. Nearly 30% of employees said they are struggling financially: “just getting by” or finding it difficult to do so. This aligns with employees in the health and medical field, where 22% saying they are “just getting by” and 8% reported finding it difficult.

3. Many U.S. employees said they strongly or somewhat agree they are treated with respect at work, at 46% and 37%, respectively. These figures are comparable to responses from health and medical workers, at 45% and 39%, respectively.

4. Fifty-four percent of workers across industries said they often or sometimes work longer than scheduled, compared to 53% of those in health and medical roles.

5. Quality jobs are tied to better job and life satisfaction. More than half of those with quality jobs said they are “highly satisfied” at work, compared to 23% of those without quality jobs. Those in quality jobs said they are also more likely to feel happy regularly (47%) and report excellent or good health (49%), compared to 26% and 33%, respectively, among those without quality jobs.

The post 40% of US workers have ‘quality’ jobs: Study appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

The FDA has approved bioLytical Laboratories’ Insti HIV self test. The company touts it as the fastest home-use HIV test available in the U.S., with results in 60 seconds or less.

BioLytical said the test provides a private, portable and highly accurate option for individuals to determine their HIV status without needing appointments or lab visits, according to an Oct. 14 news release.

The single-use test requires one drop of blood and is designed to reduce barriers to HIV screening, particularly for individuals who face stigma, cost or geographic obstacles in accessing care.

BioLytical said the new test supports national goals to reduce HIV infections by 90% by 2030. 

The post FDA approves 1-minute HIV self-test appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Boston-based New England Baptist Hospital has the lowest unplanned readmission rate in the nation, according to CMS.

CMS’ Unplanned Hospital Visits data is based on provider data for hospital return days, including unplanned readmission and unplanned hospital visit measures after outpatient procedures from July 2023 to June 2024. CMS updated the data Aug. 6.

The national hospitalwide readmission rate was 15. A total of 2,125 hospitals have readmission rates under the national average.

Here are the hospitals with the lowest readmission rates in every state: 

Note: This list includes ties in some states.

Alabama
Marshall Medical Centers (Boaz): 13.3

Alaska
Providence Alaska Medical Center (Anchorage): 13.7

Arizona
Phoenix VA Medical Center: 12.9

Arkansas
Washington Regional Medical Center (Fayetteville): 13.3

California
Providence St. Joseph Hospital (Eureka): 12.5

Colorado
Poudre Valley Hospital (Fort Collins): 12.8

Connecticut
Griffin Hospital (Derby): 13.6

Delaware
Christiana Hospital (Newark): 14.5

Florida
Cleveland Clinic Indian River Hospital (Vero Beach): 13.5

Georgia
Turning Point Hospital (Moultrie): 13.3

Hawaii
Straub Clinic and Hospital (Honolulu): 13.8

Idaho
St. Luke’s Regional Medical Center (Boise): 12.4

Illinois
Proctor Hospital (Peoria): 13.3

Indiana
OrthoIndy Hospital (Indianapolis): 13.0

Iowa
MercyOne Newton Medical Center (Newton): 13.4
Southeast Iowa Regional Medical Center (West Burlington): 13.4

Kansas
Kansas City Orthopaedic Institute (Leawood): 12.9
Kansas Spine and Specialty Hospital (Wichita): 12.9

Kentucky
Spring View Hospital (Lebanon): 14.0

Louisiana
Avala (Covington): 14.0

Maine
Northern Light Eastern Maine Medical Center (Bangor): 13.4

Maryland
University of Maryland Shore Medical Center at Easton: 12.6

Massachusetts
New England Baptist Hospital (Boston): 11.7

Michigan
Trinity Health Muskegon Hospital: 12.9

Minnesota
M Health Fairview Southdale Hospital (Edina): 13.1
Mayo Clinic Health System-Mankato: 13.1

Mississippi
VA Gulf Coast Healthcare System (Biloxi): 13.5

Missouri
Mosaic Medical Center-Maryville: 13.6
Boone Hospital Center (Columbia): 13.6

Montana
Intermountain Health St. Vincent Regional Hospital (Billings): 13.3

Nebraska
CHI Health Nebraska Heart (Lincoln): 13.3

Nevada
Northern Nevada Medical Center (Sparks): 13.9

New Hampshire
Exeter Hospital: 14.0

New Jersey
Chilton Medical Center (Pompton Plains): 13.5

New Mexico
Christus St. Vincent Regional Medical Center (Santa Fe): 13.7

New York
Hospital for Special Surgery (New York City): 11.9

North Carolina
W.G. (Bill) Hefner Salisbury VA Medical Center: 12.8

North Dakota
CHI St. Alexius Health Dickinson: 13.6

Ohio
Selby General Hospital (Marietta): 13.4

Oklahoma
Hillcrest Hospital South (Tulsa): 13.0

Oregon
Sacred Heart Medical Center-RiverBend (Springfield): 12.8

Pennsylvania
WellSpan Ephrata Community Hospital: 13.5

Rhode Island
Westerly Hospital: 13.9

South Carolina
Columbia SC VA Medical Center: 12.8

South Dakota
Black Hills Surgical Hospital (Rapid City): 12.6

Tennessee
Vanderbilt Bedford Hospital (Shelbyville): 13.6

Texas
Baylor Scott & White Texas Spine & Joint Hospital (Tyler): 13.4

Utah
Intermountain Medical Center (Murray): 13.1

Vermont
Northwestern Medical Center (St. Albans): 14.0

Virginia
Inova Alexandria Hospital: 13.1
Sentara Williamsburg Regional Medical Center: 13.1
Sentara Martha Jefferson Hospital (Charlottesville): 13.1

Washington
Providence Holy Family Hospital (Spokane): 12.7

West Virginia
Martinsburg VA Medical Center: 13.7

Wisconsin
ThedaCare Regional Medical Center-Appleton: 13.1

Wyoming
Sheridan Memorial Hospital: 13.9

The post 56 hospitals with the lowest readmission rates by state appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Cyberattacks on hospitals are becoming more frequent, more sophisticated and more disruptive. They can paralyze EHRs, delay surgeries and force ambulances to divert. Yet many of the most persistent vulnerabilities aren’t buried deep in code — they sit at the messy intersection of technology and clinical practice.

Chief medical information officers say that blind spots in governance, aging infrastructure and everyday clinical workarounds leave hospitals exposed, and they argue that clinical leaders need to take a more active role in addressing them.

“Healthcare’s major cybersecurity vulnerabilities include unprotected legacy medical devices, shadow IT from tools adopted by clinicians, weak identity management and risks from third-party vendors — all of which directly jeopardize patient safety,” said Usman Akhtar, MD, CMIO of Virginia Hospital Center. These issues, he said, persist because they straddle IT and clinical operations, creating gaps in accountability and underinvestment. 

“Clinical leaders need to prioritize cybersecurity as a matter of patient safety and care continuity,” he added.

Among the most difficult challenges to control are the apps and digital tools that quietly make their way into clinical workflows. Elie Razzouk, MD, CMIO for AdventHealth’s Central Florida Division, said he understands why it happens: clinicians are problem solvers and when “official” technology lags behind patient needs, the clinicians find ways to fill the gap. But every unvetted app and unsecured data connection, he said, “creates unseen vulnerabilities, slowly eroding the trust that underpins patient safety. The real risk isn’t malicious intent — it’s the quiet acceleration of convenience outpacing governance.”

Others pointed to third-party vendors and outdated systems as major sources of risk. John (Clay) Callison, MD, CMIO at Knoxville, Tenn.-based University Family Physicians, said clinicians often underestimate how much exposure can come from external partners that handle sensitive data, or from older critical systems that are difficult to patch. 

“IT leaders are usually very savvy when it comes to these security issues, but clinical leaders — and all clinicians in general — need education and reminders,” he said.

At Norfolk, Va.-based Sentara Health, Joshua Evans, MD, CMIO, and Chief Information Security Officer Zishan Siddiqui said third-party vendor risk, human error and inadequate technical defenses remain the primary blind spots. They urged clinical leaders to champion staff training, advocate for system upgrades and take part in incident response planning, including tabletop exercises that simulate cyberattacks. Such involvement, they said, is critical to building a culture of security that protects both infrastructure and patient safety.

Together, these leaders paint a picture of cybersecurity not as a technical silo, but as a shared responsibility — one that requires clinical voices at the table. The blind spots may be familiar, but their consequences are growing harder to ignore.

The post Where hospital cyber defenses fall short appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Although the CDC projects a moderate influenza season this winter, U.S. hospitals face a plethora of changes, including federal vaccine policy shifts, hospital-at-home disruptions and a growing measles outbreak. 

The 2024-25 flu season was among the most severe since 2010, with approximately 47 million illnesses, 21 million healthcare visits, 610,000 hospitalizations and 28,000 flu-related deaths. The CDC estimates the 2025-26 season will result in similar hospitalization figures but for the overall severity to decline. This is because the CDC has never seen two consecutive high-severity flu seasons, so the agency predicts a moderate season for all age groups. 

Shifting vaccine guidances

Still, the CDC recently broke with its past guidance when it recommended shared clinical-decision making this season — rather than a blanket recommendation for COVID-19 vaccination. Virginia officials have placed limits on COVID-19 vaccine eligibility, and Florida’s health department is considering lifting school-based mandates for some shots. 

About a dozen other states have enacted their own vaccine guidelines. 

Across the nation, “what patients do with vaccines is going to matter,” Michael VanRooyen, MD, chair of emergency medicine at Mass General Brigham in Boston, told Becker’s. 

“We might see a different season coming up because of the approach to vaccines,” Dr. VanRooyen said. “If people are not getting their flu vaccines or COVID vaccines, the respiratory season is going to be ugly and that [will be] really tough on the healthcare system.”

In Indiana, physicians are expecting a stronger-than-usual flu season after noting the same trend in the Southern Hemisphere, according to an Oct. 15 report from IndyStar. 

Hospital-at-home and telehealth

As the federal government shutdown crawls into its third week, hospital-at-home programs, telehealth services and other care delivery flexibilities are on pause. 

In late September, health systems scrambled to discharge or transfer their hospital-at-home patients as CMS reimbursement for these programs lapsed with the shutdown. And although Medicare telehealth flexibilities also shuttered, some hospitals continue to provide this service with hopes of retroactive reimbursement. 

“That’s a significant risk for these organizations,” said Kyle Zebley, senior vice president of public policy at the American Telemedicine Association and executive director of the ATA’s advocacy arm. 

More than 330 hospitals operate hospital-at-home programs, which cover thousands of patients, according to an Oct. 14 report from Politico. 

Measles

As of Oct. 7, 42 states have confirmed 1,563 measles cases as an outbreak worsens across the nation. This is the highest number of annual cases since the U.S. declared measles was eliminated in 2000. 

At the same time, childhood vaccine rates have been steadily dropping. During the 2024-25 school year, measles, mumps and rubella vaccine coverage fell to 92.5% among kindergartners. Exemptions rose to 3.6%, up from 3.3% the previous year.

The post Turbulent virus season ahead for hospitals appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Revenue cycle management tops the list of healthcare providers’ top IT investment strategies, Bain & Co. and KLAS Research reported.

Here are the percentages of 228 healthcare providers who listed each of these areas as a top-three investment priority, according to an Oct. 9 article from the management consultant and the health IT researcher:

1. RCM: 43%

2. Clinical workflow optimization: 34%

3. EHRs: 32%

4. IT infrastructure and services, including cybersecurity: 30%

5. Data platforms and interoperability: 27%

6. Clinical tools and department solutions: 25%

7. Patient access: 21%

8. Patient engagement: 19%

9 (tie). Enterprise resource planning and human capital management: 17%

9 (tie). Telehealth and virtual care: 17%

The post Top 10 health IT investment priorities appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Starting in 2026, The Joint Commission will formally recognize nurse staffing as a national performance goal, meaning hospitals seeking accreditation must meet certain standards related to staffing and oversight. 

Under the new element of performance, known as Goal 12, healthcare organizations must have a nurse executive responsible for overseeing staffing policies and procedures. The goal stipulates that hospitals have a registered nurse on duty to either directly provide care or supervise nursing services provided by other staff 24/7. This marks the first time the organization has included nurse staffing as a core component of quality.

“There must be an adequate number of licensed registered nurses, licensed practical nurses and other staff to provide nursing care to all patients, as needed,” the rule states. 

The American Nurses Association celebrated the move, calling it a “defining moment” for the profession. The change also could influence how payers and policymakers approach reimbursement tied to care quality.

“The inclusion of nurse staffing as a national performance goal validates what hospitals have always known, that adequate staffing is essential to prevent patient harm, improve patient outcomes and create a safer environment,” Jennifer Mensik Kennedy, PhD, RN, president of the ANA, said in a statement. “While this marks a tremendous step forward, we will continue to advocate for all accrediting bodies to adopt similar standards so that every hospital upholds safe staffing as a top priority.”

The new standard will take effect Jan. 1. 

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While the total of breached patient records so far in 2025 pales in comparison to the previous two years, the “number is still far too high and should not be tolerated as the norm,” American Hospital Association leaders wrote.

Here are five healthcare cybersecurity-related figures from the Oct. 7 article by John Riggi, national advisor for cybersecurity and risk, and Scott Gee, deputy national advisor for cybersecurity and risk:

1. As of Oct. 3, 364 hacking incidents involving 33 million individuals have been reported to HHS’ Office of Civil Rights, compared to 259 million in 2024 — including 192.7 million from the Change Healthcare ransomware attack — and 138 million in 2023.

2. Over 80% of health records were stolen from third-party vendors, software services, business associates and nonhospital providers and health plans like CMS.

3. More than 90% of records were taken from outside the EHR.

4. All of the hacked data was not encrypted, with stolen credentials giving access to encrypted data or unencrypted records being stored outside the EHR.

5. Many of the reported hacks in 2024 and 2025 were ransomware attacks coupled with data theft, aka double-layered extortion.

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Payer denials are increasing in frequency and complexity, costing healthcare organizations billions.

During a recent session at Becker’s Health IT + Digital Health + RCM Meeting in Chicago leaders from CorroHealth explored how GenAI, data analytics and a strategic mindset can help providers fight back more effectively.

Jerilyn Morrissey, MD, CMO of CorroHealth, and Annabelle Seippel, senior vice president of denial management at the company, discussed how payer behavior is shifting, why traditional approaches are no longer effective and what providers can do to regain control over reimbursement.

Here are four key takeaways from the discussion.

1. Denials are increasing

Denials are no longer just coding issues. Seippel noted that in the post-COVID era, payers have intensified their use of denials as a cost-containment strategy. Diagnosis-related group (DRG) downgrades have evolved from coding disputes into clinical validation challenges.

She highlighted that DRG downgrades increased by 57% between 2022 and 2023, adding that denials related to 30-day readmissions and authorization lapses are also surging. Crucially, many of these denials occur even when clinical documentation is strong.

“We see so many denials that are inappropriate where I would say there’s nothing the hospital could have done differently,” said Ms. Seippel. “Even when you do get that denial overturned, a successful appeal can take 30 to 90 days. Payers are constantly evolving and coming up with new tactics to deny and to keep you on your toes.”

2. No guarantee for fewer denials

Some hospitals are changing internal protocols to match payer standards in an effort to reduce denials. But this often backfires. Dr. Morrissey shared the story of a large health system that considered moving from Sepsis-2 to Sepsis-3 criteria. Upon review, nearly all of the system’s downgraded sepsis cases already met both definitions. The issue wasn’t the criteria, it was payer inconsistency.

Seippel offered another example where a hospital implemented Sepsis-3 in early 2024 to align with payer expectations. While the hope was to decrease denials, denial rates increased from 9.3% to 9.6% and average reimbursement per inpatient case decreased.

“When we talk about preventable denials, it’s like fingernails down a chalkboard for me because it breeds that culture of mistake and error,” Dr. Morrissey said. “There are technologies and tools in places ahead of the denial and hence the appeal where we can improve what we’re doing.”

3. GenAI’s role for the future

While AI has potential to streamline documentation and generate appeal letters, it should be used strategically.

GenAI is most effective when used upstream to improve documentation quality, not just to automate appeals. Providers should assess whether using AI can help generate a higher volume of effective letters and whether the return justifies the investment.

“When it comes to using AI to generate letters, it shouldn’t be your only strategy,” Dr. Morrissey said. “You want to look at the cases you are going to appeal from a data and analytics perspective. There are payers out there that you don’t want to focus on. There’s not enough volume there. They’re not part of your strategy right now.”

4. A moving target

Payers are constantly evolving their tactics and operations. Ms. Seippel pointed to Aetna’s new “One-Plus Midnight” policy, which claims to approve inpatient stays but pays at observation rates based on undisclosed algorithms. This practice can lead to denials disguised as payments.

According to Seippel, health systems need robust denial analytics to track such trends and respond accordingly.

Dr. Morrissey emphasized that hospitals must move beyond case-by-case appeals and adopt a broader strategy. Providers should also prepare for the expanded role of Quality Improvement Organizations (QIOs) under CMS’s forthcoming 42 CFR 422.208 rule, which allows real-time appeals.

However, policies like Aetna’s sidestep these protections, making it even more critical for hospitals to build internal playbooks and escalate to arbitration or litigation when necessary. “You need to be strategic, not tactical,” Dr. Morrissey said. “If you are deciding what cases you are appealing based on the emotions of the person looking at it or the value of that individual case, you’re leaving a lot of money on the table.”

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Change management and technological savvy are emerging as essential skills for the next generation of chief nursing officers, nurse leaders told Becker’s.

As hospitals and health systems continue to grapple with workforce shortages and rising care demands, CNOs are increasingly expected to navigate a proliferation of new technologies, lead efforts to improve operational efficiency and foster stronger interdisciplinary collaboration. Leaders say these capabilities are becoming even more critical as patient acuity rises and care delivery grows more complex.

Here, four CNOs share how the role is evolving and what skills will define its future:

Question: How do you see the chief nurse role evolving in the next two to five years, especially given the increasing complexity of workforce management, quality oversight, and operational strategy?

David Marshall, DNP, RN. Senior Vice President and Chief Nursing Executive at Cedars-Sinai (Los Angeles): In response to changes and trends in healthcare and in society, the role of nurse leaders will evolve. One of the first areas that comes to mind where nurse leadership might progress is fostering interprofessional collaboration to enhance patient care. Another important area for progress is the development of cultures that inspire, empower and expect the development and implementation of innovation. As technology becomes more integrated, nurse leaders will play a crucial role in managing change, fostering a culture of innovation and communicating to address potential resistance. Yet another area is the pivotal role of nurse leaders in influencing policy making. Nurse leaders will need to have a stronger influence over healthcare policies, advocating for changes that benefit those we serve and the nursing profession. As a result of workforce shortages, nurse leaders will need to rethink the role of the nurse and how care is delivered. Overall, nurse leaders will continue to be agents of change in healthcare, adapting to new technologies, advocating for patients and staff, and  contributing to the evolution of healthcare practices and policies as their roles evolve.

Autum Shingler-Nace, DNP, RN. CNO of Cooper University Health Care (Camden, N.J.): The role of the chief nursing officer is inherently dynamic — that’s one of the reasons I’m so passionate about it. As a CNO, you have the opportunity to collaborate with a wide range of stakeholders and advocate meaningfully for nursing at the highest levels. While that core function will remain, the scope of the role has expanded significantly in recent years.

Looking ahead, I believe the CNO will continue to evolve into a more strategic leader. Operational excellence will always be important, but strategic thinking — particularly around care coordination and community partnerships — will be essential to leveraging resources and improving outcomes. One of the most significant shifts on the horizon is digital transformation. Artificial intelligence is already a frequent topic of discussion, but its true impact on patients, nurses and communities is still unfolding. Navigating this change thoughtfully will be a defining challenge for future CNOs.

Vicky Tilton, DNP, MSN, RN. Vice President of Patient Care Services and CNO at Valley Children’s (Madera, Calif.): I’m fairly new to the CNO role, but it really feels like it’s becoming more of a strategic, systems-level leadership position. Increasingly, it involves more enterprise-level leadership, where it used to be frontline focused. We’re not stepping away from that, but now we’re really looking at all the disciplines across the organization – workforce, innovation and our patient outcomes. We’re helping to shape long-term financial and strategic plans for the organization. A lot of collaboration happens now that we have interdisciplinary connections. It still involves that bedside focus, but it’s shifting to broader, strategic work. 

Janet Tomcavage, MSN, RN. Executive Vice President and Chief Nurse Executive at Geisinger (Danville, Pa.): Typically, the CNO role has been focused primarily on the inpatient segment of healthcare, and I see the critical need to take a more proactive approach to leadership in the ambulatory space. Care is moving quickly into the outpatient arena and the need to optimize the nursing role – particularly how we leverage the skill set of RNs, LPNs and the broader care team – will be crucial to achieving high-value care in the ambulatory setting. Continuing to drive skill mix and care team modifications on the inpatient setting must continue. Optimizing the care team and who provides the care is important for quality, retention and professional development. Additionally, more fully leading their healthcare organizations in the AI/technology space will be important – driving efficiencies for our teams, improving quality, engaging patients and families in their care, all enhanced by technology.

Q: Is there anything about leading nursing operations now that feels fundamentally different from just a few years ago?

DM: Leading nursing operations today is a markedly different experience from just a few years ago, marked by new challenges and opportunities that we’ve had to navigate. The COVID-19 pandemic, for instance, has brought workforce challenges to the forefront, with increased burnout and staffing shortages. We are also witnessing a shift in societal interactions, which has directly influenced the environments where nurses practice. These evolving dynamics require us to double down on empathy, effective communication, safety and resilience — all of which are crucial for creating a supportive workplace and ensuring top-notch patient care.

Personally, I’ve seen how these changes demand more adaptive leadership styles. With the release of AI models like ChatGPT by OpenAI in November 2022, we’re now at the cusp of an exciting era of innovation in nursing leadership. AI has the potential to transform how we manage communication and streamline administrative tasks. As nurse leaders, we’re exploring new horizons to optimize operations and provide better support to our teams.

For instance, at Cedars-Sinai we have launched an AI-enabled ambient listening tool to ease the burden of documentation for nurses and nursing assistants. The immediate results were better experiences for our patient and our nurses and nursing assistants. These tools aren’t replacing the human touch; instead, they’re offering us ways to be more resilient and adaptive. It’s fascinating to consider how this technological evolution can pave the way for a healthcare future that’s both responsive and forward-thinking.

In essence, leading nursing operations now invites us to embrace change and innovation while staying grounded in the core values that define our profession.

ASN: A few years ago — especially during the height of the COVID-19 pandemic — nursing leadership was almost entirely focused on operations. Many of us were embedded in incident command structures, working tirelessly to ensure staff safety and maintain high-quality patient care under extraordinary circumstances.

Post-pandemic, operations remain a priority, but the context has shifted. Today, leading nursing operations means balancing the day-to-day demands of patient care, relationship-building and data management with the need to standardize workflows across increasingly complex, matrixed health systems. As organizations grow and merge, integration becomes critical. For me, the most significant change is the need to lead with a systems mindset — sensitive to integration while still managing the essential components of nursing operations. It’s challenging work, but it’s also vital to the success of modern healthcare organizations.

JT: The acuity of the patient, the changing landscape for hospitals as they seek to drive efficiencies and value, the impact of the aging demographics and rural healthcare (lack of community resources), the advent of technology opportunities and labor market challenges not just for RNs but the whole care team. All of these components are driving operational changes today.

Q: Looking ahead, what new skills or leadership qualities do you think will define the most successful CNOs in the next phase of healthcare?

DM: As we look toward the future of healthcare, the role of CNO is poised for significant transformation. This evolution will require a blend of new skills and leadership qualities to navigate the increasingly complex landscape of healthcare.

First and foremost, adaptability and agility will be paramount. Successful CNOs will need to rapidly adapt to changes in healthcare regulations, technology advancements and shifts in patient demographics. This agility will extend to making informed decisions swiftly, particularly in crisis situations where time is of the essence.

Moreover, technological savvy will define the modern CNO. Proficiency in healthcare technology and data analytics will be essential to improve patient outcomes and operational efficiencies. An understanding of artificial intelligence and automation tools will also be crucial, as these technologies offer new opportunities to enhance healthcare delivery and streamline processes.

Strong communication skills will continue to be a cornerstone of effective leadership in nursing. CNOs must communicate clearly and effectively with staff, patients, and stakeholders to build trust and collaboration. This includes cultural competence, enabling them to communicate inclusively with diverse patient populations and a multicultural workforce.

Emotional intelligence will be equally important. Successful leaders will need to maintain a compassionate approach, essential for leading teams and managing patient care under stress. Fostering resilience within oneself and the nursing team, while effectively managing stress and burnout, will be critical components of emotional intelligence in leadership.

Strategic vision will set apart top CNOs. Visionary thinking will empower them to foresee industry trends and implement strategies that position their organizations for future success. Encouraging innovation and creative problem-solving among teams will drive improvements in healthcare delivery.

Collaborative leadership will also be a defining trait. CNOs will need to foster strong partnerships across professions, ensuring cohesive and comprehensive care. Engaging with community stakeholders to address broader healthcare needs and social determinants of health will further enhance their collaborative efforts.

Finally, ethical decision-making will underpin all aspects of effective leadership. A commitment to integrity and patient-centered care will uphold the values of the nursing profession. Transparency in policies and practices will promote trust and accountability.

As CNOs anticipate these evolving demands, those who invest in developing these skills and qualities will be well-prepared to lead effectively in the next phase of healthcare, driving progress and innovation while maintaining a focus on compassionate care.

ASN: Trust-building is, in my view, a core competency for any successful CNO. The ability to build and sustain trust—with teams, peers, dyad partners and communities — will be a key differentiator. The world has changed dramatically since the pandemic, and healthcare leaders must be attuned to the evolving needs of patients, staff and the broader community.

Successful CNOs will need to remain informed, engaged and adaptable. As technology and AI continue to reshape healthcare, leaders must be comfortable with change and capable of pivoting quickly. Trust is what enables that agility. When trust is strong, teams can move faster, adapt more easily and stay aligned through uncertainty.

VT: A good leader should always have emotional intelligence. They have to be adaptable and a systems thinker. Those are nonnegotiable skills. CNOs of the future and healthcare leaders in general will have to be on top of data interpretation. They also need to be okay with change and change management. Disruption is good. Change is hard for some folks, so you have to really be adept to change yourself so that you can help your teams grow. 

You have to be innovative and willing to bring on technology advancements. Underpinning all of those things is never losing sight of the patient. We can never lose sight of the patient and family, especially in pediatrics. I’m very passionate about that because it should always be the center; that’s our hospital’s mission. As long as you do that, you’ll continue to drive on quality and safety. If you hold high expectations and that’s what your team’s delivering on, you’ll build a strong culture and teams thrive on that — that’s what drives recruitment and retention.

JT: Broader operations experience and input — stepping up to own larger components of hospital and ambulatory operations, including assuming responsibility for teams not typically under the umbrella of nursing. Expanding accountability for transitions of care across the care continuum will also be critical, as well as fully engaging in technology and the performance indicators that will be needed to demonstrate impact.

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Patients of Albany, Ga.-based Phoebe Putney Health System have reportedly been receiving phone calls with scams of fake test results and gift card giveaways.

The health system is urging patients who receive suspicious calls to hang up call and call Phoebe Putny directly to verify and report them to law enforcement and the FTC.

“Phoebe will never call to ask for sensitive information – such as social security numbers, financial details or medical diagnoses – for any sort of promotion or giveaway.  Even if you receive a call that appears to come from a Phoebe number, we urge you not to share any personal or medical information unless you initiated the call to a verified Phoebe number,” said Jonathan McGuire, Chief Compliance & Privacy Officer for Phoebe Putney Health System.

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Ransomware attacks on U.S. healthcare businesses have increased in 2025, even as incidents targeting hospitals and clinics declined, according to a new report from Comparitech published Oct. 9.

Here are five key findings from the report:

1. From January through September, 257 ransomware incidents were recorded across U.S. healthcare providers and related businesses, up slightly from 252 during the same period in 2024, Comparitech found.
2. Attacks on healthcare businesses — including technology vendors, pharmaceutical firms and billing providers — rose 51%, from 43 to 65. Attacks on hospitals and other care providers dropped 8%, from 209 to 192.
3. Comparitech researchers said the shift may reflect growing security awareness among hospitals following a string of high-profile attacks in recent years, such as the 2024 breach at St. Louis-based Ascension, which is headquartered in St. Louis, that exposed data from nearly 5.6 million patients.
4. Among confirmed U.S. incidents, Comparitech said the average ransom demand was $514,000 for healthcare providers and $532,000 for healthcare businesses.
5. The INC and Qilin ransomware strains were among the most active in healthcare attacks, with INC responsible for the most confirmed incidents against providers and Qilin leading among healthcare businesses.

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Section 6001 of the 2010 Affordable Care Act (ACA) effectively banned physician-owned hospitals (POH) in the United States. This legislation was nominally motivated by concerns over conflict-of-interest when physicians are stakeholders in the business of medicine, but in reality, was the result of political horse-trading to secure enough votes to pass the ACA. Section 6001 sacrificed physicians’ interests, in effect benefiting the American Hospital Association and large insurance companies who collectively must have celebrated the elimination of a major source of market competition.

Now, physicians are fighting back.

The experiment has been run, and the 15 years of data are clear: POH provide some of the highest quality, lowest cost care in this country. A CMS analysis of 250 POHs grandfathered in after ACA passage found that out of the top ten hospitals in the nation for quality, access, and cost, nine were physician-owned. They further concluded that of the top 100 hospitals in the nation, 48 of these were physician-owned. A 2021 literature review by the Mercatus Institute identified 21 independent studies on POH cost and safety, and concluded that specialty-specific POHs provide superior quality care at lower cost, and there is equivalent care provided at general acute-care POHs.

So, what has Section 6001 accomplished? Increased market consolidation into sprawling health systems, with physicians across all specialties fleeing private practice and turning to hospital employment by these same large systems, all of which compounds the growing rates of physician burnout and attrition. In short, Section 6001 provides a poison to a properly functioning market: lack of competition. Even worse, Section 6001 has deepened our national physician shortage.

If the ACA was intended to increase access and decrease cost for American patients, Section 6001 is antithetical to that goal in both theory and practice. Physicians face a Sisyphean task: we are forced to argue for the repeal of legislation which eliminated a right that never should have been taken from us. After all, every other industry is allowed professional ownership and independence. So how can any legislation isolate and ban a single professional group from ownership? The repeal of Section 6001 places healthcare back in the hands of people who truly understand medicine, can achieve the highest quality of care while spending the least, and who continue to care for our patients despite marginalization in our own industry: physicians.

It’s time to take back our hospitals. Our national experiment with a physician ban on hospital ownership is over. To improve healthcare and decrease costs in the United States, we must allow physician ownership of hospitals. We must repeal Section 6001.

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In our over five decades combined of pediatric nursing care and nursing leadership, we believe one fact to remain true: pediatric nurses are not only a vital role in healthcare, they are irreplaceable. In recognition of Pediatric Nurses Week 2025, we wanted to take the opportunity to recognize the work of the pediatric nurse.

It is generally accepted that caring for children is different than caring for adults and that children are not just “small adults.” Children have developmental, physiological and psychological needs that need to be addressed to treat the “whole” patient. Pediatric nurses are experts in assessment and early detection. They recognize not only very subtle changes in vital signs but also changes in behavior patterns, which can often be a sign of serious complications.

Pediatric nursing is a deeply fulfilling role that allows us to blend compassion and clinical skills to make lasting differences in the lives of children and their families. We are educators, advocates and cheerleaders. We see the potential for making long-term impact on a daily basis. We strive to build trust with our patients and families that will be the foundation of their healing journey. 

Beyond the clinical care that we give, we take the opportunity to dance with our patients, color, play video games … the list goes on and on. We hold the smallest of hands and with the help of interdisciplinary teams, bring a little magic to the healthcare setting. While treating children in schools, hospitals, rehab facilities, physician offices and long-term care we are committed to shaping the future of healthcare. 

We both feel incredibly grateful to be part of the pediatric nursing profession, and we celebrate the essential role that they serve in healthcare and the community. 

Jacqueline Newton, RN, MSN, CPEN, NE-BC, Chief Nursing Officer & Vice President of Patient Care Services at Mt. Washington Pediatric Hospital in Baltimore.

Kara Ward MSN, RN, CPN, Director of Clinical Support Services at Mt. Washington Pediatric Hospital.

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Hospitals are in a bind. As workforce shortages deepen and pay pressures mount, health systems are increasingly turning to technology to help retain their nurses. Many are piloting virtual nursing initiatives, ambient documentation and other AI-enabled tools designed to ease workloads.

But ask chief nursing informatics officers where they are seeing results right now, and the answers are more straightforward. The biggest impact, they say, is coming from removing the small daily frustrations that make nurses’ jobs harder than they need to be.

At Philadelphia-based Jefferson Health, CNIO Colleen Mallozzi, RN, has spent the past year examining how nurses use the electronic health record. Her team found unnecessarily complex flowsheets, cluttered order sets and alerts that had lost their effectiveness. They streamlined documentation, reduced required fields and cleaned up pathways to make the system easier to navigate.

“Right now, retention isn’t about the obvious plays — virtual nursing, ambient, AI — at least not yet,” Ms. Mallozzi told Becker’s. “Fewer clicks and smoother navigation mean more time with patients—and that’s what supports nurses’ well-being and keeps them here.”

Her approach reflects a shift happening across many health systems: before investing heavily in new tools, hospitals are reworking the digital infrastructure nurses rely on every day. At St. Petersburg, Fla.-based Johns Hopkins All Children’s Hospital, CNIO Aruna Jagdeo, BSN, RN, said her team recently overhauled documentation workflows to remove redundancy and speed up routine charting. They have integrated bedside equipment to reduce manual data entry and started using real-time staffing data to help managers advocate for support on the floor.

The changes are not flashy, Ms. Jagdeo said, but they are meaningful. By cutting down on inefficient tasks, the hospital hopes to give nurses more time to focus on patient care.

Some leaders are also looking ahead to a new generation of tools. At Charleston, S.C.-based Roper St. Francis CNIO Jared Houck, RN, pointed to the potential of “smart rooms” — hospital rooms equipped with sensors, ambient technologies and real-time data connections that can automate parts of documentation and patient monitoring. The technology is still emerging, but Houck believes it could fundamentally change the way nurses deliver care.

“Combining AI-driven ambient and computer vision technologies, integrated sensors, real-time EHR data and intelligent automations together will redefine how nurses deliver care and how the patient experiences it,” he said.

For now, though, the most immediate gains are measured in minutes saved: fewer clicks, a workflow without workarounds, a system that helps rather than hinders. In a profession stretched thin, those changes can make a difference — both in how nurses work and whether they choose to stay.

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Nearly 30% of U.S. employees say their manager is too stressed to help them at work, according to a recent LinkedIn News survey.

Responses varied by industry. Hospitals and healthcare ranked fourth-highest, with 31% of respondents indicating their managers were too stressed to be of aid.

LinkedIn surveyed 14,680 U.S. professionals, excluding owners and C-suite executives, between June 14 and Sept. 19.

The industries that reported higher rates of manager stress were retail (36%), transportation, logistics, supply chain and storage (36%), and arts and recreation (34%). 

Across sectors, managers have become increasingly stretched due to layoffs. Those remaining after restructuring now oversee roughly three times as many employees as they did a decade ago. 

The five lowest-ranked industries were technology, information and media (27%), manufacturing (27%), professional services (26%), financial services (23%) and real estate and equipment rental services (12%).

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GoodRx, a platform that tracks prescription drug use and prices across thousands of U.S. pharmacies, has become a popular tool for patients to find discounts and compare cash prices, making its data a useful snapshot of national prescribing trends. 

Here are the 20 most commonly prescribed medications from GoodRx:

1. Atorvastatin
2. Amlodipine
3. Levothyroxine
4. Lisinopril
5. Losartan
6. Rosuvastatin
7. Metoprolol ER
8. Metformin
9. Gabapentin
10. Pantoprazole
11. Escitalopram
12. Omeprazole
13. Hydrochlorothiazide
14. Albuterol
15. Bupropion ER
16. Trazodone
17. Sertraline
18. Tamsulosin
19. Montelukast
20. Fluoxetine

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By early December, Florida’s health department could revoke several vaccine requirements for school children. 

The state’s surgeon general, Joseph Ladapo, MD, PhD, said Sept. 3 the Florida Department of Health plans to scrap all vaccine mandates. The department said mandates on school vaccines for chickenpox, hepatitis B, Hib influenza and pneumococcal diseases may be lifted within 90 days.

If Florida’s vaccine rate falls as a result, severe illnesses and deaths from preventable diseases will likely increase, said Jennifer Takagishi, MD, vice president of the Florida Chapter of the American Academy of Pediatrics and division chief of general academic pediatrics at USF Health in Tampa.

The threshold for herd immunity varies by disease, and the threshold for many common diseases range between 85% and 95%. Florida’s vaccine rate currently stands at 89%, Dr. Takagishi said. 

Some counties have lower vaccination rates. For example, among the 617 children between the ages 4 and 18 in Pinellas County, 294 — 47.65% — have a registered religious exemption to vaccination. Other counties have an exemption rate below 2%, according to the Florida health department’s dashboard, which was last updated in 2023. 

“For us, it feels like we’ve become a victim of our own success,” Dr. Takagishi told Becker’s. “Because vaccines have been so successful, a lot of people have never seen a lot of the diseases that will come back.”

As Florida officials mull whether to remove some school-based vaccine requirements, parents and pediatricians are flooding the AAP with questions, according to Rana Alissa, MD, president of the AAP’s Florida chapter and a pediatrician at UF Health in Jacksonville, Fla. 

One bright spot is that, “in the chaos and confusion,” Dr. Alissa said, “I’ve never seen the medical community so united.”

A reduction in the list of school-based vaccine requirements will endanger children and adults alike, Drs. Alissa and Takagishi said. Transplant recipients who take immunosuppressants, for example, will be at a higher risk for infectious diseases. 

Dr. Takagishi said removing these requirements could cause more unnecessary admissions in emergency departments, which are already overcrowded across the U.S. 

“The only thing that we can do to protect ourselves is to vaccinate,” Dr. Takagishi said. “And it just hurts my heart to think that we’re going to go back to the days before vaccines, where people died of measles and whooping cough and polio.”

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Routinely leaving late is the strongest predictor of nurse burnout and is linked to a 2% to 6% higher turnover rate compared to teams on which nurses leave on time, according to a new report from the American Organization for Nursing Leadership and Laudio. 

The report, “An Early Warning System for Nurse Burnout: Metrics and Strategies,” was published Oct. 7 and is based on an analysis of data from more than 95,000 nurses and their managers across more than 150 U.S. hospitals. 

Three notes:

1. The report identified eight early warning signs of nurse burnout: consistently arriving early; consistently skipping breaks; consistently leaving late; the threshold of nurses who have not taken PTO in six months; consistently calling out; consistently precepting; consistently serving as a charge nurse; and consistently floating.

Each of these is associated with a statistically significant higher likelihood of turnover over time, researchers said. 

2. While nurse staffing levels have improved, individual workloads have intensified, which has led to several of the burnout indicators increasing the past several years, according to the report.

“These early signs often go undetected by traditional staffing metrics and reactive data, which can overlook the nuanced and unsustainable workload and wellness patterns influencing nurse retention,” the AONL said in an Oct. 7 news release on the findings.

3. The report recommends more than 30 interventions for nurse executives and managers to better support their workforce. The recommendations are organized around two key leadership priorities that researchers identified through interviews with nurse leaders. Nurse executives’ two core areas of focus should be to build visibility into early signs of burnout and design more sustainable roles and workflows. At the same time, nurse managers should focus on developing a better understanding of their teams and leveraging support roles. 

View the full report here. 

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A recently published study in the Journal of the American College of Surgeons proposed using the rate of discharge to post-acute care facilities after major surgery as a benchmark for hospital quality.

Five healthcare quality leaders weighed in on the proposal for Becker’s and shared more about the unique considerations and risk factors that influence discharge decisions. 

Editor’s note: Responses have been lightly edited for clarity and length. 

Question: How do you see the role of post-acute care evolving in light of national efforts to use discharge rates as a quality measure? Are there risks in overemphasizing this metric?

Jose Azar, MD. Executive Vice President, Chief Quality Officer and Network Service Line Officer at Hackensack Meridian Health (Edison, N.J.): Overall, I think the rate of discharge to post-acute care facilities after major surgery is a strong measure of quality, as long as it is risk adjusted like other quality metrics to the type of surgery performed and the complexity of the patient’s condition and existing comorbidities. It would also be helpful to account in the data for social drivers of recovery, including the level of support and resources a patient has at home and in their community.

Additionally, while discharge to post-acute care can be a quality metric for acute care institutions, it is also important to ensure post-acute care facilities are delivering high-quality care by paying attention to and measuring the quality of care these facilities provide. This can be achieved by using the same rigor that acute care quality is measured by.

Jacqueline Gisch. Vice President of Safety, Quality and Patient Experience at Baptist Health (Louisville, Ky.): Baptist Health is fortunate to have strong relationships with numerous local post-acute providers, as post-acute care is necessary for many high-risk patients. Continuity of care, social determinants of health and family support all play an important role in preparing patients for the most appropriate discharge location and achieving lasting, positive outcomes.

Tracey Hoke, MD. Chief of Quality and Performance Improvement, and Acting Chief of Population Health at UVA Health (Charlottesville, Va.): It is my experience that patients and families want to return home as soon as possible after an acute care admission. Working in a place that provides a significant amount of care to rural populations has taught me that this is contingent upon both the health system and the community to develop, provide and connect to the home health care delivery resources that are needed to achieve safe and appropriate home discharge. 

To this end, post-acute care discharge rates are a reasonably good proxy measure of holistic thinking and innovation in terms of care delivery across the continuum. Risks include increased lengths of stay while post-discharge care is being arranged and unsafe discharges when discharge to home is inappropriate. These risks can be mitigated through a combination of technical and workforce approaches to ensure adequate monitoring, ongoing care and local follow-up after an acute care admission.

Deborah Rhodes, MD. Chief Quality Officer at Yale New Haven (Conn.) Health and Yale Medicine (New Haven, Conn.): The recent study by Remer et al. highlights the substantial variation across U.S. hospitals in discharge to home rates, which is an important quality metric given the association of post-acute care settings with higher rates of readmission, mortality and higher costs. 

As with other quality measures, progress will depend on a combination of research to identify best practices and local quality improvement. Critical areas for further study include selection of patients for prehabilitation, use of robust risk assessment criteria to guide disposition, cost-effective mobilization strategies and enhanced partnerships with home health and community resources. 

Just as was done in the Remer study, our hospital system is evaluating risk factors for outlier rates of post-acute utilization to identify patients that would benefit from these strategies and from focused education and expectation setting regarding “Home is Best.” The degree to which social determinants of health influence post-acute utilization is not well understood, so risk adjustment will be important to avoid disproportionately penalizing hospitals serving the most vulnerable patients. 

Michael Rinke, MD, PhD. Vice President and Chief Quality Officer at Montefiore Medical Center (New York City): Montefiore Health System is proud to provide best-in-class care for all surgical patients. Part of how we achieve this is by placing the patients and caregivers at the front and center of all care decisions. Just as important is ensuring we’re consistently monitoring all of our processes and patient outcomes. For example, at Montefiore, we closely track discharges to post-acute care through the NSQIP database and work vigorously to ensure we’re always looking to see how this care can be enhanced. 

In our view, one of the most critical factors is that patients are discharged to the safest care possible after surgery based on their specific situations. Measures like post-acute care discharges, while developed with the best intentions, can inadvertently encourage teams to discharge patients to home who may not be safe in that setting. Measures like this also have the potential to dissuade surgeons from operating on some of the most vulnerable individuals, who likely require a post-acute care discharge. 

No one metric can achieve every goal, but by allowing these measures to be informed by different patient circumstances and evaluating impact over time, the better positioned we all are to achieve our ultimate goal — providing the best and safest care possible.

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A new model aims to help hospitals and health system leaders better understand how investments in nursing contribute to financial sustainability. 

Researchers from the Johns Hopkins University School of Nursing in Baltimore and Marquette University College of Nursing in Milwaukee introduced the Nursing Human Capital Value Model Oct. 7, during a preview event for the American Nurses Enterprise’s annual Research Symposium.

The model is the product  of a two-year study led by the American Nurses Enterprise Institute for Nursing Research and Quality Management. It is intended to serve as a framework that hospital and health system leaders can use to quantify and communicate how investments in nursing directly contribute to improved patient outcomes, cost savings and sustainable financial performance. 

Historically, investments in nurses’ education, training and work environment have been viewed primarily as costs. Nurse leaders say the new model is meant to shift that perspective by demonstrating how nursing investments can drive better care and revenue growth. 

“The goal of this study was to reframe how nurses are traditionally viewed — not just as caregivers, but as strategic assets whose expertise drives both clinical excellence and financial stability,” Brad Goettl, DNP, RN, chief nursing officer of the ANE said in a news release. “This model provides a powerful tool for healthcare leaders to understand and act on the true return on investment in nursing.” 

Before its release, researchers piloted the model in healthcare settings to evaluate how well it quantified nursing’s economic value.

This marks the latest effort in a broader push to redefine how nursing’s effect on patient care is measured. In October 2024, a group of nurse leaders published a framework that urged hospital leaders to go beyond harm prevention when assessing nurses’ influence on patient care. The proposal called for new metrics that reflect the full scope of nursing work, including patient education and emotional support. The ANA is also advocating for payment reforms, saying a lack of transparency in current reimbursement structures make it difficult to measure nursing’s value and limit investments in the workforce. 

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A bipartisan group of former U.S. surgeons general expressed significant concern in HHS Secretary Robert F. Kennedy Jr.’s leadership in a joint op-ed published Oct. 7 in The Washington Post.

The former surgeons general — who collectively served under every president since George H.W. Bush — claim Mr. Kennedy’s actions and policies are undermining public health, eroding trust in science and damaging the nation’s health institutions. 

“Never before have we issued a joint public warning like this,” they wrote. “But the profound, immediate and unprecedented threat that Kennedy’s policies and positions pose to the nation’s health cannot be ignored.”

The physician leaders argue that Mr. Kennedy has replaced evidence-based decision-making with misinformation, destabilizing the U.S. public health system. They assert that his leadership has also damaged the HHS workforce and created an atmosphere of fear and distrust, sidelining hundreds of scientists, public health officials and medical professionals. 

While acknowledging that U.S. public health systems require reform, the former surgeons general said that such change must be grounded in transparency, truth and science. They called for leadership that restores trust in federal health agencies and safeguards the well-being of all Americans.

“Having served at senior levels in government, we know that politics are complicated,” they concluded. “But this is bigger than politics. It’s about putting the health of Americans first.”

Read the full op-ed here.

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Connecticut has officially implemented the Nurse Licensure Compact, allowing eligible nurses to practice in 43 jurisdictions with one multi-state license.

The compact took effect Oct. 1 in Connecticut, according to an Oct. 6 news release from the National Council of State Boards of Nursing. 

Any registered nurse or licensed practical and vocational nurses who meet relevant criteria will now be able to apply for a single multistate license, which allows them to provide in person and telehealth nursing services in their home state and other NLC states.

Forty-one states, Guam and the Virgin Islands have joined the compact since 2018. 

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U.S. News & World Report released the 2025-26 edition of “Best Children’s Hospitals,” an annual evaluation of pediatric hospitals by specialty and by location, on Oct. 7, featuring 10 Honor Roll hospitals.

For the 19th edition, the media company, alongside RTI International, a North Carolina-based research and consulting firm, collected and examined data from 118 children’s hospitals and surveyed thousands of pediatric specialists. Hospitals are evaluated across 11 pediatric specialties.

This year’s edition names 86 top pediatric hospitals, and includes 10 Honor Roll hospitals with the highest rankings across all specialties. The edition also includes the second annual evaluation of pediatric and adolescent behavioral health programs. 

Here are the Honor Roll hospitals, which were not ordinally ranked, in alphabetical order:

• Boston Children’s Hospital 
• Children’s Hospital Colorado (Aurora) 
• Children’s Hospital Los Angeles 
• Children’s Hospital of Philadelphia 
• Children’s National Hospital (Washington, D.C.) 
• Cincinnati Children’s 
• Nationwide Children’s Hospital (Columbus, Ohio) 
• Rady Children’s Hospital (San Diego) 
• Seattle Children’s Hospital 
• Texas Children’s Hospital (Houston) 

More information about the methodology is available here.

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Vermont ranks as the safest state in the U.S., based on neighborhood safety, a low unemployment rate and safe roads, according to an Oct. 6 ranking from WalletHub.

Nearly 3 in 4 parents in Vermont said they live in safe neighborhoods — the fourth-highest share in the U.S. The state also has one of the lowest unemployment rates at 2.3%, the second-best road quality and the 11th-fewest traffic fatalities per 100 million miles traveled.

The “Safest States in America 2025” list was determined by comparing states across five categories: personal and residential safety, financial safety, road safety, workplace safety and emergency preparedness. Each state was evaluated using 52 metrics graded on a 100-point scale, with a weighted average used to determine overall scores.

The workplace safety category included metrics such as injuries and illnesses per 10,000 full-time workers and the presence of Occupational Safety and Health Act plans. Hospitals and health systems have recently increased efforts to improve workplace safety and reduce violence, including creating their own police forces. Several states have also passed or proposed legislation in 2025 focused on healthcare workforce safety.

Here are the 10 safest and least safe states in the U.S., according to WalletHub:

10 safest

1. Vermont

2. Massachusetts

3. New Hampshire

4. Maine

5. Utah

6. Connecticut

7. Hawaii

8. Minnesota

9. Rhode Island

10. Wyoming

10 least safe

50. Louisiana

49. Mississippi

48. Texas

47. Florida

46. Arkansas

45. Oklahoma

44. Colorado

43. Alabama

42. Georgia

41. Missouri

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-Only MCED test on-market to analyze multiple biomarker classes, enhancing early cancer detection
-Offered as a laboratory-developed test at $689
-Nationwide access enabled through Quest Diagnostics’ 7,000 patient access sites

MADISON, Wis., September 10, 2025 — Exact Sciences Corp. (Nasdaq: EXAS), a leader in cancer diagnostics, today announced the launch of the Cancerguard™ test, a new multi-cancer early detection (MCED) blood test that is now available as a laboratory-developed test (LDT) in the United States. Cancerguard is the first MCED test commercially available that analyzes multiple biomarker classes to help detect a wide range of cancers, including those that often go undiagnosed until later stages when treatment options are limited.

Nearly 70 percent of annual cancer cases and deaths in the U.S. occur in cancers with no recommended screening.^1,2,3 The Cancerguard test can help address the unmet need by complementing existing routine screening and extending the reach of early detection. With a simple blood draw, the Cancerguard test can detect signals from cancer types responsible for more than 80 percent of annual U.S. cancer diagnoses, including some with the highest mortality rates, such as pancreatic, ovarian, liver, esophageal, lung, and stomach cancers.^1,4 Overall, the Cancerguard test can detect more than 50 cancer types and subtypes.⁵

The Cancerguard test delivered 68 percent sensitivity across six of the deadliest cancers and 64 percent overall sensitivity across a broader range of cancers, excluding breast and prostate, in test-development studies. It also found more than a third of stage I or II cancers, demonstrating its ability to detect disease when it’s most treatable.^1,2,4* Additionally, the test achieved high specificity of 97.4 percent, helping to minimize false positives and avoid unnecessary procedures.⁴ Modeling shows that over a 10-year period, use of Exact Sciences’ MCED technology alongside current screening methods could reduce stage IV cancer diagnoses by 42 percent and lower overall cancer-related mortality by 18 percent.⁶ Together, these findings underscore the Cancerguard test’s potential to meaningfully improve outcomes and elevate the standard of cancer detection.

The Cancerguard test will be delivered through Exact Sciences’ expansive commercial and operational infrastructure, including a national sales force that engages primary care physicians, oncologists, and leading health systems. To support patient access, Exact Sciences has entered into an agreement with Quest Diagnostics to enable blood collection at the company’s approximately 7,000 patient access sites across the U.S., including through its patient service centers and in-office phlebotomists in provider offices, as well as mobile phlebotomy services for at-home collections.

“Cancerguard builds on the legacy of Cologuard, which has delivered more than 20 million test results and transformed colorectal cancer screening,” said Kevin Conroy, chairman and CEO of Exact Sciences. “Backed by strong science and developed to screen for many of the deadliest cancers, the Cancerguard test represents the next bold step in our mission to detect cancer earlier. With deep, trusted relationships across the health care system, Exact Sciences has the reach, credibility, and commitment to bring earlier answers to more people. This is the moment where we begin to change the course of cancer forever and give people power over their futures.”

The Cancerguard test is the culmination of nearly a decade of development and is backed by rigorous science in partnership with top academic institutions. The test is supported by data from robust test-development studies, such as DETECT-A and ASCEND 2, involving more than 20,000 participants, including the first-ever prospective interventional MCED trial.^7,8,9 To further validate clinical utility and support broad adoption, Exact Sciences is actively enrolling up to 25,000 participants in the Falcon registry, a real-world evidence study conducted under a U.S. FDA-reviewed Investigational Device Exemption (IDE).¹⁰ This comprehensive body of evidence is designed to inform future regulatory submissions, support payer discussions on coverage and reimbursement, and guide efforts to include the Cancerguard test in clinical guidelines. 

“The Cancerguard test offers a critical early warning that cancer may be present and helps inform an imaging-guided pathway to diagnosis, giving people the chance to act when it matters most,” said Dr. Tom Beer, chief medical officer for multi-cancer early detection at Exact Sciences. “As adoption grows, we’ll look back and ask how we ever settled for screening for only a few cancers while letting the majority go undetected. Like the smartphone redefined communication, Cancerguard has the power to redefine cancer detection and the future of early intervention.”

Exact Sciences delivers the Cancerguard test with comprehensive support for both patients and clinicians. The test integrates seamlessly into existing workflows and electronic medical records (EMRs) and is backed by industry-leading care navigation support, including dedicated support for patients with positive results. The Cancerguard test is recommended for individuals aged 50-84 with no known cancer diagnosis in the past three years and can be considered annually. It is priced at $689 and may be eligible for flexible spending and health savings account use, with payment plans available. Additional financial support includes a patient imaging assistance program^** to help reduce the impact of non-covered imaging costs for eligible patients. The Cancerguard test is currently available for providers to order at www.exactsciences.com/cancerguard, with broader consumer telehealth access beginning in October 2025 at www.cancerguard.com.

About Exact Sciences
A leading provider of cancer screening and diagnostic tests, Exact Sciences (Nasdaq: EXAS) helps patients and health care providers make timely, informed decisions before, during, and after a cancer diagnosis. The company’s growing portfolio includes well-established brands such as Cologuard^® and Oncotype DX^®, along with innovative solutions like the Cancerguard^™ test for multi-cancer early detection and the Oncodetect^™ test for molecular residual disease and recurrence monitoring. Exact Sciences continues to invest in a robust pipeline of advanced cancer diagnostics aimed at improving outcomes. For more information, visit ExactSciences.com, follow @ExactSciences on X, or connect on LinkedIn and Facebook.  
 
Forward-looking statement 
This news release contains forward-looking statements concerning our expectations, anticipations, intentions, beliefs, or strategies regarding the future. These forward-looking statements are based on assumptions that we have made as of the date hereof and are subject to known and unknown risks and uncertainties that could cause actual results, conditions and events to differ materially from those anticipated. Therefore, you should not place undue reliance on forward-looking statements. Examples of forward-looking statements include, among others, statements regarding our expectations for the commercialization of the Cancerguard test, the performance characteristics and health care benefits of the Cancerguard test in a commercial setting, and the potential for guidelines inclusion and insurance reimbursement. Risks and uncertainties that may affect our forward-looking statements are described in the Risk Factors sections of our most recent Annual Report on Form 10-K and any subsequent Quarterly Reports on Form 10-Q, and in our other reports filed with the Securities and Exchange Commission. We undertake no obligation to publicly update any forward-looking statement, whether written or oral, that may be made from time to time, whether as a result of new information, future developments or otherwise. 

###
Media Contact
Allison Barry
+1 980-297-1957
abarry@exactsciences.com 

Investor Contact
Derek Leckow
+1 608-893-0009
investorrelations@exactsciences.com 

References
1. Siegel RL, Kratzer TB, Giaquinto AN, Sung H, Jemal A. Cancer statistics, 2025. CA Cancer J Clin. 2025;75(1):10-45.
2. United States Preventive Services Task Force. A and B recommendations. Published 2022. Accessed August 1, 2025. https://uspreventiveservicestaskforce.org/uspstf/recommendation-topics/uspstf-and-b-recommendations.
3. Data on file. Calculated cancers without USPSTF recommended screening tests. 2025. Medical Affairs, Exact Sciences, Madison, WI.
4. Cancerguard Clinician Brochure. Exact Sciences Corporation. Madison, WI.
5. Data on file. Cancerguard Cancer Subtype Analysis. [MED-REF-01259]. Exact Sciences. Madison, WI; September 2025
6. Jagpreet Chhatwal, Jade Xiao, Andrew ElHabr, et al. The potential of multi-cancer early detection screening in reducing cancer incidence and mortality in high-risk groups: A modeling study. JCO 43, 2(2025).10542-1054
7. Lennon AM, Buchanan AH, Kinde I, et al. Feasibility of blood testing combined with PET-CT to screen for cancer and guide intervention. Science. 2020;369(6499).
8. Douville C, Hogstrom L, Gainullin V, et al. Design and enrollment for a classifier development study for a blood-based multi-cancer early detection (MCED) test. Presented at: ESMO Congress; October 2023; Madrid, Spain. Poster #FPN 189P.
9. Kisiel JB, Ebbert JO, Taylor WR, et al. Shifting the cancer screening paradigm: developing a multi-biomarker class approach to multi-cancer early detection testing. Life (Basel). 2024;14(8):925.
10. FALCON Real World Evidence Registry. Identifier: NCT06589310. https://clinicaltrials.gov/study/NCT06589310. Accessed August 1, 2025.

^*Excludes breast and prostate
^**Patients must apply. Eligibility depends on program qualifications, is not guaranteed, and is subject to change. The program will not reimburse any covered imaging costs, including copay, coinsurance and/or deductible amounts determined by insurance. For more information or to apply, patients should call .1-844-870-8870

Topics: Company, Infographics

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On Oct. 6, the CDC revised its immunization schedule guidance on vaccines for COVID-19 and measles, mumps, rubella and varicella (chickenpox).

Breaking with past guidance that recommended all individuals 6 months and older receive COVID-19 vaccines, the CDC now recommends shared clinical decision-making between providers and patients. 

“[T]he clinical decision to vaccinate should be based on patient characteristics that, unlike age, are difficult to incorporate in recommendations, including risk factors for the underlying disease as well as the characteristics of the vaccine itself and the best available evidence of who may benefit from vaccination,” the CDC said in an Oct. 6 statement. 

For MMR and varicella vaccines, the agency said toddlers should receive their second varicella vaccine as a standalone shot rather than in combination with MMR vaccination. About 85% of children already receive separate vaccinations, according to NPR.  

The changes align with recommendations from the CDC’s Advisory Committee on Immunization Practices, which voted in mid-September to change COVID-19 and MMRV vaccine guidance. 

The post CDC adopts revised vaccine recommendations appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

When patients in Colorado’s remote Yampa Valley needed to see a specialist, the trip often meant a daylong journey to Denver: hours on the road, time off work, child care arrangements and the cost of gas. Now, they can log in for a virtual visit with a neurologist, maternal-fetal medicine expert or psychiatrist — all without leaving town.

“It not only saves the patient time and money,” Laura Sehnert, MD, chief medical officer at UCHealth Yampa Valley Medical Center in Steamboat Springs, told Becker’s. “It often makes them more willing to receive the care.”

From Wyoming to Colorado, Minnesota to Michigan, rural hospitals are quietly building a new model for access — one that uses technology not to replace care, but to bring care closer to home, closing long-standing gaps in access. From broadband expansion and digital literacy programs to virtual specialty networks and AI-enabled care, their efforts offer a glimpse of what digital equity in rural health care could look like over the next decade.

For many hospitals, that work begins not with new technologies, but with basic infrastructure and human connection. At MyMichigan Medical Center Alpena, located in the state’s sparsely populated northeast region, limited broadband remains one of the most persistent barriers. Some areas even lack cell service. For others, satellite broadband is technically available but prohibitively expensive.

“The cost of broadband goes up as the areas are more remote,” Pankaj Jandwani, MD, CIO for MyMichigan Health, told Becker’s. “And the tools and equipment that are necessary are not affordable either — even for our own services.”

The hospital has also found that digital literacy varies widely by age, culture and comfort level, requiring tailored approaches. “Some patients may want to text, some prefer video, some want a touchless experience, others want to see their provider in person,” Hunter Nostrant, president of MyMichigan Medical Center Alpena, told Becker’s. “We have to serve a wide range of demographics.”

Other hospitals are turning to community-based strategies to bridge similar gaps. Evanston (Wyo.) Regional Hospital is relaunching an affinity program for adults over 50 to help them learn how to use digital health tools. “Enhancing digital health literacy enables individuals to utilize available digital tools,” the hospital wrote in a statement.

Trust is another foundational challenge. Alpena leaders say it’s crucial to build confidence in the security of patient data — especially among older populations. “There’s a lot of skepticism around whether these technologies are secure,” Mr. Nostrant said. “We have to keep promoting the message that they are, and strengthen our cybersecurity efforts to back that up.”

Once the foundation is in place, hospitals are turning to virtual care as one of the most effective tools for closing rural access gaps. Yampa Valley offers an expansive menu of virtual services, from telestroke and telepsychiatry to virtual hospitalists, intensive outpatient behavioral therapy and pediatric subspecialties through Aurora, Colo.-based Children’s Hospital Colorado. Ryan Larson, director of clinic operations at UCHealth Yampa Valley Medical Center, said all specialties are capable of providing telehealth. Providers use clinical judgment to decide when it’s appropriate, blending virtual and in-person care.

UCHealth’s Virtual Health Center supplements that local capacity, adding a “layered” approach to care: a bedside team supported by remote specialists monitoring patients in real time. Dr. Sehnert said the pandemic opened “so many doors in this arena,” and she expects more remote monitoring and AI integration to expand access even further.

Evanston Regional Hospital has adopted a similar model in its emergency department through an affiliation with the University of Utah in Salt Lake city. TeleStroke, TeleBurn and TeleCritical Care programs allow specialists to consult directly with patients and doctors without requiring transfers — a major relief for families in remote areas.

In central Minnesota, HealthPartners’ Olivia Hospital & Clinic — representing some of the system’s most rural communities — relies on primary care virtualist programs to give patients same-day access to clinicians and avoid unnecessary ER visits. E-consults and video visits help patients bypass hours of travel for specialty opinions, making routine care more accessible.The system has also expanded its “my dashboard” personalized digital experience to all patients, including those in rural Minnesota and Wisconsin. 

“By giving every patient a personalized digital experience, we’re empowering them to take charge of their health, and we’re delivering more proactive, connected and efficient care,” Jen Macik, MSN, RN, chief nursing officer for Olivia, told Becker’s.

Some hospitals are layering these approaches into broader strategies that extend beyond their walls. MyMichigan Alpena uses social determinants of health screenings at intake to identify transportation, medication and caregiver needs. Those insights guide partnerships with federally qualified health centers and local nonprofits, which help provide transportation and other support. 

“It’s not just about MyMichigan,” Mr. Nostrant said. “We coordinate extensively with community partners to ensure not only our patients, but the patients of the whole community, are served.”

And at Yampa Valley, leaders describe a feedback loop between patients, clinicians and informatics teams. “Our local providers constantly listen to patients, and that feedback is shared with leadership to identify what other conditions can be supported virtually,” Mr. Larson said. Oncology and pain management are recent examples of services expanded, based on patient input.

Looking five to 10 years ahead, many leaders expect AI and regulatory clarity to be decisive factors. Dr. Jandwani believes AI will lower digital literacy barriers by making technology more intuitive, similar to the iPhone’s impact. Ambient AI tools are already being piloted to reduce clinician administrative burden, freeing up time for patient care. Mr. Larson expects AI and remote monitoring to make more patients “eligible” for virtual care by integrating data from home devices.

But technology alone won’t overcome structural barriers. Mr. Larson pointed to the annual uncertainty around telehealth reimbursement as a destabilizing factor. “Every 12 months, providers ask, ‘Can we continue with virtual?’ Patients feel the uncertainty, too. Rather than extending reimbursements, the conversation needs to be around making them permanent.” 

Mr. Nostrant emphasized the importance of advocacy and funding to support infrastructure in remote regions, and that “the ability to leverage grants or programs to enhance technology and infrastructure is going to be imperative.” 

For rural hospitals, digital equity isn’t a single program or technology — it’s a layered strategy that combines infrastructure, literacy, virtual care, partnerships and policy advocacy. 

“We must keep the main thing the main thing,” Dr. Jandwani said. “Digital technologies are just offerings. We have to support them with our workforce and operations, focus on patients and their needs, and leverage every partnership we can.”

The post The digital strategy rural hospitals are betting on appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

The Health Information Sharing and Analysis Center, a nonprofit organization that works to share threat intelligence, issued an alert Oct. 1 regarding LockBit 5.0, a ransomware variant that represents an elevated risk to healthcare and other enterprises.

The variant is the latest iteration of the ransomware-as-a-service group, which resurfaced in September after a law enforcement disruption earlier in 2025. The group has expanded its cross-platform capabilities to target Windows, Linux and VMware ESXi environments, according to the alert.

LockBit 5.0 has enhanced obfuscation and evasion techniques, improved flexibility for affiliates, and the ability to encrypt entire virtual infrastructures. The ransomware appends randomized 16-character file extensions and clears event logs while terminating 63 security services to hinder detection and recovery.

Health-ISAC said analysis confirms the variant builds on LockBit 4.0’s codebase and demonstrates the group’s technical evolution. The organization advised members to reassess their defenses, strengthen protections for ESXi hosts and implement layered security measures to mitigate risk.

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A nurse-led intervention at San Francisco-based UCSF Health cut inpatient admissions of older adults by 11.6%, according to a study published Aug. 21 in the Annals of Emergency Medicine. 

The study analyzed 2,731 emergency department visits of older adult patients between May 1, 2021, and April 30, 2024.

Here are three notes from the study:

1. Patients eligible for the intervention — called a “modified comprehensive geriatric assessment” — were 65 years or older and had an emergency severity index between 2 and 5.
2. Of the 2,731 visits, 1,119 received the intervention, which was completed by a nurse practitioner with prior experience in outpatient care and geriatrics.

3. Though the intervention was associated with an 11.6% lower likelihood of inpatient admission, there was no association between the intervention and ED length of stay, ED revisits within 72 hours or ED revisits within 30 days of discharge.

Read the full study here. 

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Julie Greenhalgh, RN, BSN, CNOR, never smoked a day in her life, yet she has all the tell-tale signs that will plague her for the rest of her life: the raspy voice, the chest-deep rattle when she inhales, and the persistent cough. That’s because, over the 42 years she spent in the OR as a perioperative nurse, she was exposed to harmful chemicals¹ often found in surgical smoke from open electrocautery procedures. In her home state of Rhode Island, however, that risk to OR staff is no longer present, thanks to legislation she championed for five years until it passed in 2019.

Since that landmark legislation, twenty additional states² have enacted surgical smoke legislation, with several others in the planning stages. And healthcare professionals and their employers across the U.S. are paying attention. OR staff, more than anyone, have long recognized the importance of having safety procedures and tools in place. And with today’s current nursing shortage³ many hospitals have begun offering potential hires a safer OR by proactively implementing smoke evacuation policies before legislation becomes law.  

“Don’t wait for legislation to create your own policy,” says Amy Boone, MBA, BSN, RN, who oversees the Surgery and OB/GYN departments at a large medical center in Cleveland, Ohio. Her facility has had a smoke-free OR policy for several years, despite Ohio’s lack of state legislation. Boone also helped create a similar policy at her previous employer “Don’t underestimate your leadership or legal team. When you stress patient and employee safety, you’ll get less push back than you might expect because they understand the importance of that.”

“The technology is here, it’s available, and it’s relatively cost-effective,” adds Greenhalgh. “I haven’t met one nurse who doesn’t see the need to effectively evacuate smoke in the OR.”

The right equipment is imperative

Today, Greenhalgh works as an RN emeritus at her local community hospitals, training nurses on technology to help combat surgical smoke. Both Greenhalgh and Boone have experience in using Stryker’s smoke evacuation systems, Neptune and SafeAir. Greenhalgh is quick to point out the equipment is not complicated. “Handheld SafeAir evacuation pencils capture the plume during electrosurgical cutting—right at the source.” Paired with either the portable SafeAir Compact Smoke Evacuator or the Neptune Waste Management System, the smoke is suctioned from the pencils through ULPA filters that meet the Association of periOperative Registered Nurses (AORN) recommendations on surgical smoke.⁴ The multi-tasking Neptune also evacuates and locks away hazardous fluids for added safety.

Greenhalgh recalls that when SafeAir was first implemented at her facility, Stryker reps worked closely with OR staff to make sure everyone was comfortable and up to speed on the new technology. “It’s nota huge additional process for the staff, but it has huge results.”

Take the first step toward a smoke-free OR today

Greenhalgh suggests that if your facility isn’t using smoke evacuation technology yet, don’t get discouraged. Get busy. Take that first step by talking with your OR director to make your case. Ask for a demonstration of smoke evacuation products. Ask Purchasing to talk with reps on costs. And don’t be afraid to contact for support and access to data about the risks of surgical smoke

“When I started this campaign, there wasn’t a nursing crisis in the country. Now there is,” Greenhalgh concludes. “Remember, this is for the safety of the staff in your OR. They aren’t going to continue to work in an OR if they don’t feel safe. And then we’ll be in worse shape than we are now.” 

Knowing that the journey to a smoke-free facility can seem daunting, Stryker partnered with nurses and hospital staff to create an implementation road map. Is your facility prepared to protect your staff and patients? Begin your journey to a smoke-free OR today.

_{[1] Pierce JS, Lacey SE, Lippert JF, Lopez R, FrankeJE. Laser-generated air contaminants from medical laser applications: a state-of-the-science review of exposure characterization, health effects, and control. J Occup Environ Hyg. 2011; 8(7):447-466.}

_{[2] Effective dates: Colorado (May 1, 2021), Illinois and Kentucky (January 1, 2022), Georgia (July 1, 2022), Oregon (January 1, 2023), Minnesota (May 17, 2023), Louisiana (June 1, 2023), New Jersey (June 11, 2023), New York (June 14, 2023), Ohio (July 3, 2023), Missouri (July 6, 2023), California (October 7, 2023), Arizona, Washington, and Connecticut (January 1, 2024), West Virginia (March 22, 2024), Virginia (March 28, 2024).}

_{[3] According to research by McKinsey & Company, by 2025, the United States may be short as many as 200,000 to 450,000 nurses needed to provide direct patient care. https://www.mckinsey.com/industries/healthcare-systemsand-services/our-insights/assessing-the-lingering-impact-of-covid-19-on-the-nursing-workforce.}

_{[4] 2021 AORN Guideline forSurgical Smoke Safety.}

_{This is a paid interview with Stryker nurse consultants, conducted on behalf of Stryker.}

The post Protect your patients … and your OR staff. appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Occasionally, Healthcare Plus Solutions Group^® (HPSG) has organizations call us asking for help to accomplish a goal or hit a specific metric. It could be in the areas of patient experience or employee engagement, or more specifically in outcomes like turnover/retention. They often expect us to bring in a list of to-dos that will fix the issue. But when we talk to them, it becomes clear that there’s something missing foundationally…they haven’t built the leadership muscle needed to make it work.

It reminds me of someone who wants to be a bodybuilder yet doesn’t truly understand how the whole body works together. They might focus on their pectorals and biceps but don’t strengthen their core or get the right nutrition. Obviously, this is an injury waiting to happen. 

Or, another analogy: Someone reads a book about running a marathon, then signs up for one. They might run for a few weeks beforehand, but they don’t put in the months of training required to build their muscles and endurance. Needless to say, they “hit the wall” early, and, for them, the race is over.

To truly get results and sustain them, the foundation must be there—and that’s a natural extension of consistent leadership. Cultures of high performance are created with an eye toward finding and reducing leadership variance. The first ingredient in this recipe is providing leaders with the skills, tools, and knowledge to accomplish their goals. Minus the development factor, you might get a burst of improvement, but it will be a flash in the pan: just one more healthcare initiative whose most lasting legacy is the coffee cup, t-shirt, and pictures from the “kickoff party.”

When we provide the arena to build leadership muscle, we naturally help leaders build the rigor and discipline to keep taking the right actions…to remained focused…to stay the course. Otherwise, they will get distracted when an urgent issue pops up and will stop doing the things that move the needle. 

And leadership is a cohesive skillset that’s built from the ground up. An organization can’t just cobble together some leadership tactics like you might see on TikTok and expect it to work. (These are tools, not skills.) Likewise, HPSG can’t just bring in a bucket of tools and to-dos and help a client get results—at least not lasting results.

Incidentally, leader development is more crucial right now than it’s ever been. It’s not unusual for 40 percent of leaders in a healthcare organization to be new to their leadership role or new to leadership in general. And leading today’s multigenerational workforce, with all its different expectations, communication styles, and preferences, is not easy. It requires a whole new skillset. (Genfluence: How to Lead a Multigen Workforce, my upcoming book coauthored by Dr. Katherine A. Meese and published by ACHE Learn, explores this subject.)

When we start working with an organization, we bring an approach to leader skill building for employee engagement, patient experience, and certain “culture elements”—like behavior standards, reward and recognition, information cascading, onboarding for new employees and leaders—that are instilled over time. What follows naturally are gradual improvements in operations, finance, retention, and flow…and over time, the organization starts getting the metrics they want. (There are no short cuts.)

A few tips to keep in mind:

• Understand that “the tool is not the skill.” We find most organizations know the tools already (they’re no secret), but their leaders don’t have the skills to ensure that they’re implemented consistently.

• Invest in leader development. This is the single most important investment an organization can make, because everything else you want to achieve depends on it.

• Make sure it’s the right kind of development. As I explained in an earlier column, traditional theory-based or off-the-shelf approaches don’t work well in today’s environment. Impactful development is metrics-based; tailored to an individual’s skill level, learning style, and work schedule; and based mostly on applied learning (where people actively apply their skills and knowledge to real-word situations).

• Urge leaders to move past box-checking. For example, don’t ask, “How many patients did you round on yesterday?” or, “Are we using the whiteboards?” Instead, ask, “As you rounded on patients, what did you learn?” Or, “What’s the most valuable feedback our patients gave?” The idea is to encourage leaders to reflect, interpret what they learn, and problem-solve rather than simply go through the motions.

Building leadership muscle isn’t flashy, and it doesn’t come with instant gratification. I read something recently that resonated: “Easy has a cost.” It’s true. It’s not easy to train for a marathon or strengthen your core, but when you don’t, the race gets harder, or the injury sidelines you. That’s when you pay the bill for not doing the work up front.

The same is true with leadership training. When organizations commit to developing their leaders in meaningful ways—beyond tools, tactics, and box-checking—they lay the foundation for lasting success. Metrics will follow, but only because leaders are equipped to do the hard, disciplined work that sustains them.

# # #

Dan Collard is the cofounder (with Quint Studer) of Healthcare Plus Solutions Group^® (HPSG). He is the coauthor (with Quint Studer) of Rewiring Excellence: Hardwired to Rewired and Rewiring Leadership in Post-Acute Healthcare: Equipping Leaders to Succeed.He is currently coauthoring with Dr. Katherine A. Meese the book Genfluence: How to Lead a Multigen Workforce (ACHE Learn, Winter 2025). For more information, please visit www.healthcareplussg.com. 

The post For Lasting Results, Commit to Building Leadership Muscle appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

By 2037, the National Center for Health Workforce Analysis projects a shortfall of more than 187,000 physicians across 31 of 35 specialties, including notable gaps in anesthesia, obstetrics and gynecology, and radiology.

As physician shortages intensify in the years ahead, healthcare leaders are being asked to address two challenges simultaneously: maintaining accessible care today and building a clinical workforce that can withstand tomorrow’s shortages. To achieve this, many healthcare leaders are exploring innovative approaches to clinical staffing that extend beyond traditional models.

Healthcare organizations increasingly recognize the need for flexible workforce strategies to maintain stability and support growth. Industry projections reflect this shift, with Staffing Industry Analysts (SIA) forecasting continued expansion in locum tenens physician staffing—5% in 2025 and another 4% in 2026, making it the fastest-growing area in healthcare staffing.

While short-term locum tenens coverage helps address immediate gaps, it often doesn’t resolve broader challenges such as covering specialties with multiple FTE gaps, moving from an outsourced to employed model, or achieving long-term workforce goals. Recognizing this need, Medicus created a project-based interim staffing solution known as the Medicus Transition Program.

The Transition Program aligns staffing with organizational strategy, delivering tailored solutions that strengthen care continuity, control costs, and support scheduling demands. As part of this initiative, healthcare leaders gain access to MedicusIQ, a powerful VMS alternative that centralizes workflow automation, boosts transparency, and provides actionable analytics resulting in faster time-to-fill and higher quality placements.

The effectiveness of the Medicus Transition Program is evident in its application in real-world settings. Through Medicus’ project-based interim staffing, health systems have been able to preserve access to care, stabilize service lines, and continue advancing workforce initiatives during periods of staffing change, including:

• Maintaining Continuity of Care During Staffing Model Shifts: A leading health system made the shift from an outsourced to a fully employed OB hospitalist model, ensuring uninterrupted coverage and support.  Click here to learn more.
• Supporting Outsourced Groups when Care Demands Spike: Faced with a 40,000-case radiology backlog, a major health system turned to Medicus to provide supplemental coverage. To see how, click here.
• Managing Surges in Patient Volumes or Provider Turnover: Medicus helped secure anesthesia coverage within 30 days at a level 1 pediatric trauma facility to ensure access to care while permanent pediatric anesthesiologists were secured. Read the complete case study here.

By blending immediate interim support with long-term clinical staffing strategies, the Medicus Transition Program ensures healthcare leaders have the tools, expertise, and resources necessary to ensure access to care today while preparing for the staffing demands of tomorrow.

The post How to Achieve Short-Term Workforce Stability While Executing a Long-Term Strategy appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

A number of healthcare roles do not require education beyond a high school diploma, with average annual salaries reaching up to $72,415.

Many of these roles require obtaining a certification and passing an exam, according to a June 9 article from Indeed.

Several roles are also in high demand. Over the next 10 years, demand is expected to increase for home health aides (22%) and medical assistants (14%).

Below are 11 roles that do not require a college degree, along with their average salary, according to Indeed:

1. Dental assistant: $72,415

2. Licensed practical nurse: $59,639

3. Massage therapist: $58,172

4. Occupational therapy aide: $55,247

5. Phlebotomy technician: $53,069

6. Patient care technician: $51,925

7. Emergency medical technician: $46,258

8. Medical assistant: $46,145

9. Home health aide: $37,484

10. Medical transcriptionist: $37,278

11. Medical biller: $36,773

The post 11 healthcare roles that do not require a college degree appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Forty-three hospitals across 18 states have converted to rural emergency facilities since the law that created the designation took effect in January 2023, according to data from CMS.

Here are the hospitals that have converted to rural emergency status, by state:

Alabama (3)

• Bullock County Hospital (Union Springs)
• East Alabama Health-Lanier (Valley)
• J. Paul Jones Hospital (Camden) 

Arkansas (5)

• DeWitt Hospital 
• Eureka Springs Hospital 
• Helena Regional Medical Center 
• South Mississippi County Regional Medical Center (Osceola)
• St. Bernards Five Rivers Medical Center (Pocahontas)

Georgia (3)

• Blue Ridge Medical Center
• Irwin County Hospital (Ocilla)
• Taylor Regional Hospital (Hawkinsville)

Idaho (1) 

• Cascade Medical Center 

Kansas (3)

• Mercy Hospital (Moundridge) 
• Rush County Memorial Hospital (La Crosse)
• South Central Kansas Medical Center (Arkansas City)

Kentucky (2)

• Crittenden Community Hospital (Marion)
• Fleming County Hospital (Flemingsburg)

Louisiana (1)

• Assumption Community Hospital (Napoleonville)

Michigan (1)

• Sturgis Hospital

Minnesota (1)

• Mahnomen Health Center

Mississippi (7)

• Green County Hospital (Leakesville) 
• Jefferson County Hospital (Fayette) 
• Panola Medical Center (Batesville) 
• Perry County General Hospital (Richton)
• Progressive Health of Houston
• Sharkey Issaquena Community Hospital (Rolling Fork)
• Smith County Emergency Hospital (Raleigh)

Missouri (1)

• Parkland Health Center– Bonne Terre

Nebraska (1)

• Friend Community Healthcare System

New Mexico (1)

• Guadalupe County Hospital (Santa Rosa)

New York (2)

• Clifton Fine Hospital (Star Lake) 
• Ira Davenport Memorial Hospital (Bath) 

Oklahoma (4)

• Elkview General Hospital (Hobart) 
• Harper County Community Hospital (Buffalo) 
• Stillwater Medical – Blackwell
• Stillwater Medical – Perry

South Dakota (1)

• Landmann-Jungman Memorial Hospital (Scotland) 

Tennessee (2)

• Tristar Ashland City Medical Center
• Wayne Medical Center (Waynesboro) 

Texas (4) 

• Anson General Hospital
• CHI St. Luke’s Health – Memorial Hospital – San Augustine
• Crosbyton Clinic Hospital
• Falls Community Hospital and Clinic (Marlin)

The post The 43 rural emergency hospitals, by state appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Carmel, Ind., is the best small city to live in the U.S., largely due to economic and health factors, according to a Sept. 30 list from WalletHub.

The Indiana city has one of the lowest unemployment rates in the nation, a median credit score of 775 and the 11th-lowest share of adults in fair or poor health.

WalletHub evaluated 1,318 cities based on education and health, affordability, economic health, quality of life and safety. The personal finance website graded 45 metrics on a 100-point scale and calculated each city’s weighted average across all metrics. Cities with populations between 25,000 and 100,000 were included.

Health metrics factored in the share of insured residents, premature death rate and access to healthy foods.

Five of the top 10 cities are located in the Midwest.

Here are the top 10 cities on WalletHub’s 2025 list of the “Best Small Cities in America”:

1. Carmel, Ind.

2. Brookfield, Wis.

3. Apex, N.C.

4. Lexington, Mass.

5. Westfield, Ind.

6. Fishers, Ind.

7. Brentwood, Tenn.

8. Saratoga Springs, N.Y.

9. Appleton, Wis.

10. Lehi, Utah

The post 10 best small cities for health, affordability appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

EHR-related complaints that may sound mundane — extra clicks, redundant alarms and data scattered across systems — can reflect a deeper frustration, healthcare executives told Becker’s. 

 Michelle Charles, DNP, RN, chief nursing informatics officer for Fort Wayne, Ind.-based Parkview Health, said each upgrade often adds new screens and notifications while leaving outdated ones in place.

“System upgrades often introduce numerous changes, leading to the same information being located in multiple areas,” she said. “While new features and information are frequently added, it is rare that any elements are removed.”

At Chicago-based CommonSpirit Health, which spans more than 20 states, Linda Goodwin, MSN, RN, system senior vice president of nursing and CNIO, hears the same refrain: documentation that takes too long, alarms that intrude and the inefficiency of coordinating care when patient information is split between multiple platforms. Such obstacles, she said, can slow decision-making and delay the moment a patient is discharged or transferred.

“The lack of integration particularly hinders the efficiency of care coordination and final patient disposition,” Ms. Goodwin said.

Speed is not the only issue, either. At Akron, Ohio-based Summa Health, CNIO Marc Benoy, BSN, RN, said clinicians struggle to sift through notes swollen by regulatory requirements and copied text.

“Clinicians face information overload: relevant details are buried among duplications, lengthy notes and poorly organized data,” he said. For nurses, physicians and therapists who each have different priorities, the EHR often presents information in the same undifferentiated way. That slows decisions and heightens the risk of missing something important.

Mr. Benoy said the rigid templates at the core of many systems also work against the grain of bedside care. Documentation designed for billing and quality reporting does not always connect with how clinicians think.

“This disconnect makes documentation feel like busywork rather than a reflection of real clinical reasoning or patient context,” he said.

At Tampa, Fla.-based Moffitt Cancer Center, CNIO Marc Perkins-Carrillo, MSN, RN, said the theme is similar. Clinicians at the health system describe the effort required to reach critical data as one of the biggest burdens of the system.

“The sheer volume of data presented, often without prioritization, makes it difficult to quickly identify what is most relevant,” he said. The interface, he added, leaves little room for flexibility, pushing clinicians into one-size-fits-all views that rarely fit the work they do.

The complaints reflect a broader tension in how EHRs have evolved. Built in part to satisfy billing and compliance needs, they have become dense repositories where communication between clinicians can get lost.

“Documentation has become heavily shaped by quality reporting, billing and regulatory requirements,” Mr. Benoy said. “While important, this emphasis crowds out the goal of lean, clinically useful notes.”

For the CNIOs, the answer is not more features but fewer. What clinicians ask for most often is not the next upgrade but relief from the clutter already there.

“Optimizing the EHR is paramount to reducing documentation burden and supporting clinician well-being,” Dr. Charles said.

The post What frustrates clinicians most about EHRs appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Healthcare supply chains are under immense pressure, and the stakes in 2025 are higher than ever.

Policy shifts, rising costs and tariff implications are compounding long-standing challenges around inventory management. For hospitals and health systems, this creates a delicate balancing act: clinical and pharmacy leaders must ensure uninterrupted access to essential supplies and medications for patient care; supply chain executives are contending with escalating costs and persistent disruptions; and CFOs, already navigating historic margin pressures, are pushing for smarter inventory strategies that better manage working capital and minimize waste.

Against this backdrop, Becker’s Healthcare spoke with Executive Director of Inventory Count Operations for GHX, Scott Evans, to discuss how health systems can reimagine inventory management to build resilience, optimize performance and position themselves for long-term sustainability.

Common pain points in inventory management

Clinicians can’t afford to be without critical supplies when patient care is on the line. At the same time, carrying excess inventory ties up valuable working capital and increases the risk of products expiring before they can be used — leading to unnecessary waste.

According to Mr. Evans, two issues consistently undermine effective inventory management. The first is a lack of visibility into what supplies an organization actually has on hand. This challenge is often magnified by inventory spread across multiple storage locations and by clinicians setting aside personal “safety stocks.” In some cases, he noted, nurses have gone so far as to hide supplies to ensure they don’t run out.

Collectively, these challenges underscore an imperative for systemwide visibility. “Providers need to understand the true value of their inventory and the working capital that is being tied up,” Mr. Evans said.

Mr. Evans also pointed to inadequate planning for uncertainty as a common pitfall. With supply chain disruptions now a frequent reality, failing to plan ahead can leave providers vulnerable to shortages that jeopardize patient care — or conversely, saddle them with excess inventory that strains finances.

Why counts remain a persistent challenge

The starting point for effective inventory management is conducting a regular, high-quality inventory count, which Mr. Evans calls an “annual inventory checkup.”

“Healthcare supply chain leaders should think of inventory services as an annual checkup that contributes to a healthier bottom line and healthier patients,” Mr. Evans said.

However, he noted a common challenge here: many providers attempt to do these checkups internally, using clinical staff — something that tends to hurt staff morale, takes valuable team members away from delivering patient care and can increase costs if the provider has to pay overtime to conduct the inventory count.

“Clinical staff should be focused on taking care of patients and revenue-generating activities , versus administrative duties,” Mr. Evans said.

Another challenge arises when healthcare organizations rely on unqualified third parties to count inventory, which can present a number of risks. Mr. Evans explained that providers frequently engage a third party that specializes in inventory management but lacks deep knowledge of healthcare, which has unique products, protocols and credentialing practices.

He shared an example of a generalist solution provider — one without a deep understanding of healthcare — that failed to recognize certain products were on consignment. As a result, the reports it generated were unreliable. “That can happen when they don’t understand healthcare,” Mr. Evans said.

A smarter approach to inventory management

GHX offers healthcare organizations a better approach for inventory counts and inventory management, providing an extensive solution with a team that includes professional, experienced and credentialed GHX employees — not contractors. GHX focuses on healthcare and has a deep understanding of the industry with decades of healthcare experience.

GHX’s results include more accurate, reliable and comprehensive inventory data and reports that clinical, pharmacy, supply chain and financial leaders can trust. Importantly, this data is collected by GHX without distracting clinical staff members from patient care. “Our service addresses the most important issues that providers struggle with,” Mr. Evans said. “It provides access to stock-level visibility, expired product, as well as inventory location.”

Last year, GHX conducted over 700 inventories for healthcare providers, identifying over $9 million in expired products. Greater visibility could have prevented these losses, enabling providers to better manage inventory and reinvest resources where they matter most.

From raw data to strategic insights.

While GHX specializes in performing inventory counts and providing greater inventory visibility, its value extends far  beyond measurement. Mr. Evans described GHX as a strategic data analytics partner, transforming collected  inventory data into actionable insights.

“We don’t just tell providers what their inventory position is; we apply data analytics to spotlight potential problems before they occur,” Mr. Evans said. “It’s not about  looking at the rearview mirror but seeing what’s coming around the corner.”

GHX offers clinical and pharmacy inventory count services exclusively for healthcare. Learn more.

The post The hidden costs of inventory: How health systems can drive savings + resilience appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Independent physician practices are disappearing as hospitals, payers, corporate entities and private equity expand their reach, according to a new Government Accountability Office report.

 Here are five key takeaways:

1.In 2024, just 42% of physicians worked in private practice, down from 60% in 2012. Nearly half (47%) were employed by or affiliated with hospitals.

2. Corporate entities, including insurers and private equity firms, employed 23% of physicians in 2024, up from 15% in 2019. Private equity-owned practices now account for 6.5% of physicians, with PE controlling more than 30% of doctors in certain specialties like gastroenterology, dermatology and ophthalmology.

3. Hospital-physician integration reached 66% in the Midwest and 58% in rural areas in 2024, outpacing other regions.

4. All 10 of the largest U.S. insurers now own practices or management service organizations. UnitedHealth Group’s Optum alone employs about 9,000 physicians, affiliates with around 90,000, and controlled 2.7% of the national primary care market in 2023. Insurer-run practices provided roughly 4% of all Medicare primary care services that year.

5. The report links consolidation to higher prices: office visits cost about 17% more after hospital-physician integration, inpatient prices rose 3% to 5% and OB/GYN childbirth services saw a 15% price increase. In Medicare, shifting services into hospital outpatient departments raised spending by billions. However, the Congressional Budget Office projects that aligning payment rates between outpatient and physician-office services could save nearly $157 billion from 2025 to 2034.

The post Physician consolidation by the numbers: 5 key takeaways appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

The FDA has approved Eli Lilly’s imlunestrant, an oral estrogen receptor antagonist, for the treatment of adults with estrogen receptor positive, HER2-negative, ESR1-mutated advanced or metastatic breast cancer that has progressed following at least one prior endocrine therapy. 

The approval is based on results from a phase 3 trial, which included 874 patients. Among 256 patients with ESR1 mutations, imlunestrant showed a median progression-free survival of 5.5 months, compared to 3.8 months with standard endocrine therapies, according to a Sept. 25 news release from the agency. 

The drug also showed a higher objective response rate of 14.3% with imlunestrant, compared to 7.7% for the comparison group, the release said. 

The post FDA approves breast cancer drug appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Healthcare was one of only a few sectors that posted job gains in August, adding more jobs than the overall economy.

At the same time, healthcare organizations across the U.S. face financial challenges, with at least 77 hospitals cutting jobs in 2025. 

With healthcare seen by some as the “backbone” of U.S. hiring, where are human resources leaders at hospitals and health systems prioritizing the most?

Becker’s connected with five health system human resources leaders to learn which areas they are prioritizing.

Emphasis on bedside roles

At Clearwater, Fla.-based BayCare Health System, direct patient care roles, especially nursing, behavioral health and allied health professionals, are a key focus.

“These areas are critical to meeting the growing demand for services across our communities,” Nikki Daily, chief team resources officer, told Becker’s. “We’re also investing in roles that support care coordination and population health, as we continue shifting toward value-based care. 

Radnor, Pa.-based Main Line Health is prioritizing clinical roles and support services roles, including nursing, imaging and sterile processing, Pam Teufel, chief human resources officer, told Becker’s.

“We are continuing to build pipelines because we are growing,” Ms. Teufel said. “We have a couple health systems in our market that have closed, and we are full to the brim, so my ability to deliver talent to the organization is imperative.”

Dover, Del.-based Bayhealth is also prioritizing nursing roles and allied professionals such as radiology and laboratory technicians. One area of focus is child care. The system is opening a second child care center location in the first quarter of 2026, licensed for 102 children, Chief Human Resources Officer Darlene Stone told Becker’s.

“We’re going to have to fully staff that in our community as well,” Ms. Stone said. “It’s a benefit and a recruitment and retention tool for our staff, because the child care center is open seven days a week to accommodate the 12-hour shift workers.”

At Annapolis, Md.-based Luminis Health, Chief Human Resources Officer Amy Beales is focused on balance.

“Healthcare has always been a dynamic labor market, and while we’re seeing broad growth nationally, our approach remains steady rather than swinging heavily in one direction or another,” Ms. Beales told Becker’s. “At Luminis Health, our staffing models are grounded in data-driven projections, patient demand, community needs, and operational planning. That means we aren’t ‘doubling down’ in any single area or pulling back dramatically in another; we’re focused on balance and stability.”

Rethinking optimization strategies

Several CHROs also said they are not necessarily reducing hiring in any specific area.

“Rather than pulling back in any specific area, our focus is on optimizing workforce strategies that enhance efficiency and improve the employee experience,” Ms. Daily said. “This is increasingly vital as competition for skilled talent continues to grow.”

While not pulling back entirely, Kalamazoo, Mich.-based Bronson Healthcare is taking a more measured approach to hiring nonclinical roles, Senior Vice President of Human Resources and Chief People Officer Cheryl Johnson told Becker’s. The system is focused on building a sustainable clinical workforce, while being strategic and disciplined in other areas.

“We are being thoughtful about how we deploy talent in these areas, focusing on operational efficiency, supporting work-life integration, and ensuring that every role contributes meaningfully to the patient experience,” she said. 

The system is determining where it can streamline operations, leverage technology and improve efficiency without compromising quality of care or patient and employee experience.

“Communication and transparency are key. We are working closely with our teams to help them understand the ‘why’ behind these shifts, hear their voices and tying every decision back to our mission and to the needs of our patients,” Ms. Johnson said. “Ultimately, this is not about reducing the workforce, it is about realigning it in a way that allows us to deliver exceptional care today while building a more sustainable model for the future.”

One area in which Main Line Health is pausing hiring in some cases is with respect to certain leadership roles.

“If a middle manager leaves, we’re trying to push ourselves to say, ‘Could someone’s span increase? Do we need that layer of management, or could we have someone else take it on as a growth opportunity?’” Ms. Teufel said. “The only other area where we would pause is if it is an entry-level job and we feel like we can do some automation with robotic process automation, or any other automation — then we may pause there, and then we may consider deploying it somewhere differently.”

Ms. Stone noted that Bayhealth’s focus is on clinical goals, though it is not consolidating roles intentionally.

“But I think it’s just part of our DNA that when you have a role open up administratively, you will always ask yourselves, through natural attrition, if we’re going to refill it, should we repost it? Do we really need that capacity? Are there other ways that we could look at it?” she said. “So we tend to do it more from an optics [standpoint] when natural attrition occurs, to see what we need to do for the future.”

The post Where health system leaders are doubling down — and pulling back — on hiring appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Cases of a rare, flu-related complication that causes brain inflammation among children are on the rise, a new CDC report suggests.

During the 2024-25 flu season, 109 children were diagnosed with influenza-associated encephalopathy, according to the report, which is based on cases clinicians and health departments confirmed with the CDC. There are several forms of IAE, the most severe of which is acute necrotizing encephalopathy, or ANE.

ANE — which can cause severe neurological symptoms and lead to brain damage — accounted for about one-third of the 109 reported cases during last year’s flu season. ANE has never been formally tracked because, historically, there were only a few cases per year. After receiving several reports of children who died after developing ANE in January, the CDC put out a request asking clinicians and health departments to formally notify the agency of any form of IAE. 

Of the 109 reported cases, 55% occurred among children who were previously healthy. Seventy-four percent of patients were admitted to the ICU and 19% died. Only 16% of affected children had received a flu vaccine, according to the report.

Last year’s flu season was also the deadliest for children in any non-H1N1 flu pandemic season since 2004, with 280 pediatric deaths reported.

The CDC recommends everyone 6 months and older receive an annual flu shot to prevent severe outcomes. During last year’s flu season, 49.2% of children ages 6 months to 17 years old got a flu shot. 

“We don’t always know how to predict which kids are going to have the most severe forms of flu, which is why we recommend the vaccine for everyone,” Buddy Creech, MD, a pediatric infectious disease physician at Nashville, Tenn.-based Vanderbilt University Medical Center, told NBC News. “It’s a misnomer to think that only sickly kids get complications from the flu.”

The post Severe pediatric flu complication on the rise, CDC data suggests appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

Emerging technologies have greatly improved efficiency at most health systems.

Over 50 healthcare leaders spoke with Becker’s about their best uses of tech in the past year.

The leaders featured below are speaking at Becker’s 10th Annual Health IT + Digital Health + RCM Conference, Sept. 30-Oct. 3, 2025, at the Hyatt Regency Chicago.

If you would like to join the event as a speaker, please contact Scott King at sking@beckershealthcare.com.

As part of an ongoing series, Becker’s is connecting with healthcare leaders who will speak at the event to get their perspectives on key issues in the industry.

Editor’s note: Responses have been lightly edited for length and clarity.

Question: What’s your system’s best use of tech in the past year, and why?

Katherine McPherson. Director, Human Resources Operations, CommonSpirit Health (Chicago): Our organization’s VIC Program (Virtually Integrated Care) is one of CommonSpirit Health’s best uses of tech this past year. It is an AI-enhanced platform with virtual nurses plus AI monitoring that will trigger bedside alerts. This can also detect patient movements that can signal a risk of a fall or potential pressure injury. The triggering of bedside alerts along with the monitoring help our bedside care teams proactively provide care to our patients, and this model has proved to be a very positive and beneficial partnership with our bedside care teams by integrating seamlessly into our bedside workflows. 

Carmelita Riley. Senior Director, System Staffing, Houston Methodist: This year, Houston Methodist has continued to invest in technology that helps our care teams spend more time with patients and less time on paperwork. From wearable devices that track vital signs continuously to tools that automatically document conversations, these innovations enable our providers to deliver the highest levels of care in an extremely efficient manner.

Houston Methodist also expanded virtual monitoring to help keep patients safe while maximizing our staff’s time and minimizing stress. These upgrades demonstrate Houston Methodist’s commitment to utilizing technology that supports the highest quality of patient care, reduces employee burnout and enables us to use resources more efficiently.

Toyosi Olutade, MD. Chief Medical Officer, UnityPoint Health-Quad Cities (Rock Island, IL): One of the most exciting changes at UnityPoint Health this year has been rolling out virtual admission and discharge nurses across the system. It has helped keep patients moving, eased pressure points, and given our bedside teams more time for what they do best—direct patient-facing care.

The difference has been clear: smoother operations and a better experience for both patients and staff. When we deploy technology with people in mind, it makes a difference.

Emily Jacobsen. Vice President, Clinical Systems and Chief, Clinical Informatics, University of Maryland Medical System (Baltimore): One of our most impactful tech implementations this year has been Epic’s Slicer Dicer tool. Though we’ve only been live for under a year, it’s already empowering teams—especially in pharmacy and billing—to explore data independently, identify trends, and drill into line-level insights. The ability to jump directly to related records has made reporting more intuitive and actionable. We’ve currently implemented 59 models, and feedback from users has been overwhelmingly positive. We’re also leveraging the tool to track implementation success and key performance indicators across several initiatives, helping us better understand adoption and outcomes in real time.

Michael Schnabel. Vice President and Chief Information Officer, University of Texas Health Science Center (Houston): This past year, our health system’s most important achievement has been advancing technology and cyber resiliency to safeguard patient care.  By strengthening infrastructure with multi-site redundancy, automated failover, and secure data transfer capabilities, we’ve ensured that critical clinical systems remain available without interruption.  This resiliency protects against disruptions, giving providers confidence that patient records, imaging, and essential applications are always accessible when needed most.

We also advanced AI adoption to directly support clinicians and patients. Through the Abridge platform, ambient listening now automates clinical documentation, reducing administrative burden and allowing providers to devote more time to meaningful patient interactions.  Early adoption shows measurable improvements in accuracy, efficiency, and clinician satisfaction.  In parallel, our NESA virtual nursing program extends bedside care by remotely managing routine tasks and monitoring, freeing on-site nurses to concentrate on higher-acuity needs.  The result is improved efficiency, enhanced patient experience, and reduced staff strain.

Together, these initiatives highlight how resilient infrastructure and intelligent AI adoption are shaping a more reliable, efficient, and patient-centered health system.  

Elmer Laureano. Director, Patient Access, Inova Health Systems (Falls Church, VA): Over the past year, we at Inova Health Systems have made significant progress in improving our Emergency Department (ED) Self-Registration completion rates. As a system, we are currently averaging a 60% completion rate, with a couple of facilities achieving and maintaining rates above 80%. ED self-registration plays a vital role in enhancing the accuracy of demographic data by allowing patients to enter their information directly. This not only improves data integrity but also empowers patients by giving them autonomy during their ED visit. It enables them to focus more on their care and engage more effectively with our clinical teams. 

Jennifer Ledford. Director, Analytics and Financial Operations, Northeast Georgia Health Systems (Gainesville, GA): From the perspective of our Clinically Integrated Network, the most impactful use of technology over the past year has been the implementation of DAX Copilot, an AI-enabled clinical documentation support tool. Designed to assist providers during patient encounters, DAX Copilot helps streamline charting processes and supports more complete documentation, which may contribute to improved Hierarchical Condition Category (HCC) coding and identification of care gaps. While we are still in the early stages of implementation, we are encouraged by its potential to enhance documentation quality and provider efficiency. This initiative also reflects our organization’s commitment to investing in tools that support clinicians—helping to reduce administrative burden and contributing to efforts aimed at mitigating provider burnout.

Nariman Heshmati, MD. Chief Physician and Operations Executive, Lee Physician Group, Lee Health (Fort Myers, FL): We have had many good uses of tech in the past year and continue to explore more; however, our best use has to be Abridge AI scribes. This is something that was easily adopted by our clinicians, has reduced clinical documentation times, and has a widespread impact throughout our group.  As we explore other tech solutions, we are looking for things that meet similar criteria—easily implemented, demonstrated results, and wide applicability.

Patricia “Pidge” Lohr. System Chief Nursing Officer, INTEGRIS Health (Oklahoma City): In the past year, our best use of technology has been advancing virtual care and patient safety. We launched virtual nursing pilots that streamline workflows by shifting admissions, discharges, medication reconciliation, and education to virtual nurses, allowing bedside teams to focus more on direct care. At the same time, we implemented a new telesitter platform and vendor, improving reliability and scalability to better monitor patients at risk for falls or safety events. Together, these innovations reduce workload pressures, optimize resources, and strengthen both patient and caregiver safety.

Kammie Monarch. Chief Nurse Executive, San Juan Regional Medical Center (Farmington, NM): In its’ quest to intervene early when a patient appears to be at risk for falling,  San Juan Regional Medical Center implemented Avasure’s mobile, two-way telesitting technology. As a result, on a monthly basis, hundreds of potential falls have been averted, and potential self-harm, elopement and other adverse events have been prevented. The effectiveness of this technology is such that the San Juan Regional Medical Center is doubling its’ inventory of two-way telesitting monitors this fiscal year.

Reid Stephan. Vice President and Chief Information Officer, St. Luke’s Health System (Boise, ID): Our system’s most impactful use of technology this past year has been the deployment of ambient AI to support clinical documentation. By listening unobtrusively during patient visits and automatically generating structured notes, this solution has allowed us to move away from a zero-sum model where improvements for providers, patients, or shared services often come at the expense of another group. Instead, ambient AI has created a universally beneficial experience with a threefold impact:

• For providers: It has dramatically reduced documentation burden, freeing clinicians to focus more fully on patient care rather than screens.
• For patients: It has elevated the care experience through greater eye contact, stronger communication, and more meaningful connections with their providers.
• For shared services: It has strengthened downstream processes in coding, billing, and analytics by producing documentation that is more accurate, consistent, and timely.

In short, ambient AI has proven to be a rare win-win-win that advanced provider well-being, patient satisfaction, and system efficiency all at once.

Harshal Shah. Director, Virtual Care, Hackensack Meridian Health (Edison, NJ): Over the past year, the most impactful use of technology has been advancing virtual care and AI-enabled tools to improve patient access and experience. At Hackensack Meridian Health, we have standardized Epic-integrated video visits and expanded remote patient monitoring, giving clinicians real-time insights while making care more convenient for patients. We have also streamlined scheduling and added translation services to reduce barriers for diverse populations. These initiatives demonstrate how digital health can move beyond IT projects to become true patient and clinician-centric products, improving quality, access, and outcomes.  

Christopher Horvat, MD. Senior Director, Clinical Informatics, UPMC (Pittsburgh): Our health system’s most impactful technology initiative this past year has been moving 40 hospitals onto a single electronic health record (Epic), paired with a cloud-based analytics platform (Snowflake). While full deployment will be completed by mid-2026, the work already underway is transforming how we deliver and measure care. The power lies not only in the software itself but in the time saved through harmonized data and standardized deployment across such a large system. This unified foundation allows us to rapidly build registries, conduct massive observational studies, embed clinical trials directly into care, and track operations with unmatched fidelity. By combining standardization of best practices with the ability to systematically test and scale individualized strategies, we’re refining a learning health system that advances world class care while delivering it.

Dan Exley. Interim Chief Information and Innovation Officer, Sharp HealthCare (San Diego): Sharp’s best use of tech this year is pretty unanimously the deployment of Abridge for our ambient scribe solution for physicians and APPs. As one of my peers said recently, “Deploying Abridge was the hardest I’ve ever run downhill deploying technology to clinicians.” I think it may be followed closely by our deployment of iPads for patient use in the acute care settings. We had our Digital Product Managers work with our Patient & Family Advisory team members in our Innovation Center to determine the best ways to configure those devices, and communicate with our patients about this new technology, and as a result we have utilization in the top 1% across the Epic customer community, which has yielded incredible outcomes in our patient engagement and satisfaction outcomes as a result of ready access to remote nurses, pharmacists, and other caregivers.

James Solava, DO. Medical Director, Clinical Informatics, Allegheny Health Network (Pittsburgh): I must say, the standout achievement in leveraging technology at Allegheny Health Network over the past ten months has certainly been the implementation of ambient scribe technology. We began a pilot program with three vendors in November 2024. This continued until July 2025 when we selected a final vendor.

Since beginning this pilot, we’ve managed to scale the technology to over 400 providers across more than 40 specialties, encompassing inpatient, ED, and ambulatory settings. The results have been tremendous. We’ve seen an 86% reduction in after-hours work and a 78% decrease in cognitive load for our providers. This has directly translated into happier doctors and patients who are enjoying more face-to-face time with their healthcare providers.

We continue to enroll more providers in the program and we are looking to get this technology in the hands of other members of the healthcare team in the near future.

Rachel K. McEntee, MD. CMIO and Associate Professor, Medicine, University of Vermont Health (Burlington): The best use of tech this year at University of Vermont Health is our enterprise-wide rollout of Abridge for ambient note documentation. This initiative checked all the boxes: great vendor partnership, engaged clinical and operational leaders, clearly established and measurable goals and success metrics, and a high-quality solution that solves a problem we have rather than being a solution in search of a problem. Our physicians and APPs love it, and we are seeing a tangible benefit in burnout reduction and decreased cognitive load, most pronounced in clinicians who use the tech for at least half of their patient encounters. 

Anneliese Fischer. Revenue Cycle Manager, The Medical Center at Ocean Reef (Key Largo, FL): Over the past year, one of our most impactful technology implementations has been an AI-driven billing and coding software that seamlessly integrates with our current system. It analyzes provider documentation in real time and suggests appropriate billing codes based on clinical content, significantly reducing manual coding errors and improving claim accuracy. This tool not only enhances efficiency for our RCM team but also supports providers by streamlining their workflows and ensuring optimal reimbursement.

We’ve also seen improvements in compliance, audit readiness, and denial rates since deploying this solution is a testament to the power of using intelligent automation in healthcare revenue cycle operations.

Mark Townsend, MD. Chief Clinical Digital Ventures Officer, Bon Secours Mercy Health (Cincinnati): One of the best uses of new technology at Bon Secours Mercy Health in 2025 has been the rollout of ambient documentation for nursing. Through the leadership of Brian Weirich, our Chief Innovation Officer, our partnership with Abridge makes us the second health system to deploy ambient documentation for nursing. Nurses are our largest clinical workforce, and our teams are doubling down on empowering them to work smarter, not harder!

Michelle Myers, MHL, CPC, Senior Director, Revenue Cycle Management, Boulder Care (Portland, OR): Boulder’s best use of technology this past year has been in fully leveraging our digital platform to deliver timely, patient-centered care. Because our model is entirely tech-driven, we’re able to meet patients where they are—especially those who are often marginalized or underserved—and help drive meaningful improvements in health outcomes. By removing barriers like geography, stigma, and long wait times, our virtual care model ensures that patients can access high-quality treatment when they need it most.

This culture of technology is woven through every aspect of Boulder’s work, from initial enrollment and ongoing clinical engagement to billing and support services. By building our care delivery around technology, we’ve created a system that is not only more efficient, but also more compassionate and responsive to the unique needs of our patient community.

Looking ahead, we’re layering in AI and other emerging technologies to further innovate and expand what’s possible. These tools allow us to streamline processes, personalize patient interactions, and proactively identify needs—helping our teams deliver care that is both scalable and deeply human. In this way, Boulder’s use of technology goes beyond convenience—it is a lifeline that connects patients to consistent, personalized support that can truly change lives.

Bryon Frost, MD. CMIO, McLeod Health (Florence, SC): Our most notable success this year has been the deployment of Suki as our ambient AI scribe. By structuring the contract around patient encounters rather than a fixed subscription fee, we aligned incentives with the vendor which accelerated adoption and scaling. This arrangement allowed us to cap monthly costs and avoid paying for under-utilized licenses. Adoption has been strong, producing a net financial gain of $2,629 per provider each month through improved coding and increased patient capacity. Most importantly, this approach has reduced physician burnout and improved patient satisfaction; a clear ROI win for a non-academic health system like ours.

Anthony Pratt. Director, IS Service Desk, Sinai Health Systems (Chicago): Within the past year we at Sinai Chicago have used several features within EPIC and the feature that places a little ease of use for us would be Telemedicine and Virtual Health. The pandemic accelerated the adoption of telemedicine (virtual doctor visits), but in the past year, its integration has been taken to new heights. Now, telehealth platforms use advanced AI to triage patients and direct them to the appropriate specialist. They can also monitor chronic conditions like diabetes or hypertension remotely through wearable devices, sending real-time data to physicians for more personalized care.

James M. Blum, MD, FCCM, Chief Health Information Officer, University of Iowa Health Care (Iowa City): Our most impactful technological advancement this past year has undoubtedly been our use of AI, specifically ambient technology and chart discovery tools. These innovations were instrumental in achieving a 19-point increase in our Arch Collaborative Net EHR Experience Score among providers. Additionally, we observed a significant decline in burnout indicators. I genuinely doubt that we’ll ever implement something as transformative again in my career.

Zafar Chaudry, MD. Senior Vice President, Chief Digital Officer and Chief AI and Information Officer, Seattle Children’s: Seattle Children’s has partnered with Google Cloud to develop Pathway Assistant, an AI-powered tool designed to help clinicians access critical medical information quicker. The tool uses Google’s Gemini models to synthesize information from the hospital’s extensive library of clinical standard work (CSW) pathways, which are comprehensive treatment protocols for various conditions. Previously stored in hundreds of thousands of pages of PDFs, these pathways can now be queried by clinicians in natural language, receiving a concise and accurate response in seconds. This drastically reduces the time needed for research, allowing providers to focus more on direct patient care. The assistant also provides sources for its answers and uses feedback from users to continuously improve its accuracy and the underlying documentation.

William Hidlay, Chief Communications and Marketing Officer, The Ohio State University Wexner Medical Center (Columbus): Across the Ohio State Wexner Medical Center, we have successfully implemented the use of the Microsoft Dragon Ambient eXperience Copilot application (DAX), which uses conversational, ambient and generative AI to securely listen to a provider-patient visit and draft clinical notes in the patient’s electronic medical record. Rather than the doctor or advanced practice professional typing notes during a patient visit, they can focus on their conversation with the patient and then review and edit the notes afterward. We have an estimated 1,000 physicians and APPs using the DAX ambient listening application in about 12,000 patient encounters each week. Using this technology has saved our providers an estimated 3-5 minutes per note, a 66% savings in documentation time. More importantly, it has eased the documentation burden for our physicians and APPs while improving the experience for patients because their clinicians are spending more time truly focused on them during each visit.

Deepti Pandita, MD. CMIO, Vice President, Clinical Informatics and Associate Professor, Medicine, University of California Irvine Health (Orange): One of our most impactful uses of technology this past year has been the deployment of ambient AI for clinical documentation. By automating note-taking during patient encounters, we’ve significantly reduced the administrative burden on providers. This has led to measurable improvements in provider wellbeing and a noticeable decrease in burnout. Ambient AI allows clinicians to focus more fully on patient care, while ensuring documentation is timely, accurate, and less burdensome.

Michael Mainiero. Chief Digital and Information Officer, Catholic Health (New York): We’ve taken a deliberate, system-wide approach to scaling AI and automation at Catholic Health, with a focus on solutions that are patient-centered, operationally sound, and clinically relevant. Two-way texting and conversational AI have become a highly-engaging way for patients to schedule, communicate, and stay connected across their care journey, fully integrated into our Epic workflows. This work sits within a broader strategy that includes AI-assisted coding, ambient patient monitoring at the bedside, and other targeted initiatives. Across all of it, we prioritize clear attribution to patient or provider experience, financial impact, time saved, and quality or safety outcomes.

Nadine Simmons-Ziegler. Vice President, Perioperative Services, South Shore University Hospital Northwell Health (Bayshore, NY): Across Northwell Health, we’ve embraced advanced analytics and AI-driven platforms to improve perioperative efficiency and patient outcomes.  We use Copient Health to optimize OR scheduling and LeanTaaS to forecast system-wide surgical demand. 

At South Shore University Hospital, we use Copient Health’s machine-learning tools to optimize OR scheduling, uncover unused block time, and improve patient access.  Across Northwell Health, LeanTaaS enhances system-wide forecasting and resource utilization, helping us grow surgical volume without expanding infrastructure. Together, these platforms have streamlined coordination, reduced delays, and elevated the surgical experience for patients, surgeons, and staff.

Bob Berbeco, Chief Information Officer, Mahaska Health (Oskaloosa, Iowa): Over the past year, Mahaska Health’s most transformative use of technology has been the advancement of measurement culture, data science, and artificial intelligence (AI) based tools into clinical and operational practice. By forming a multidisciplinary data / AI core team that consists of senior leaders, providers, informaticists, AI developers, and technologists, we have worked in partnership to further the use of analytic and AI tools. This resulted in our organization enhancing its ability to visualize trends, measure outcomes, and make timelier data-driven decisions. With a strong emphasis on enhancing our measurement culture, we have built greater trust and accessibility of information, empowering providers and staff to have more accurate, transparent, and well-managed data. Access to Epic Cosmos has also expanded opportunities for research, grant funding, and benchmarking against national standards. 

These efforts have established metrics for success, empowered teams to identify opportunities for continual incremental improvement, and strengthened collaboration across departments. For the community, this investment means more informed care delivery, improved efficiency, and greater potential to leverage insights for population health initiatives. By having a clear focus on AI, data science, and data governance in its core organizational roadmap, Mahaska Health is shaping a more connected, transparent, and patient-centered future.

David Flannery, MD. Director, Telegenetics and Digital Genetics, Medical Genetics and Genomics Department, Cleveland Clinic: For our system, the biggest impact has been the rollout of AI scribing software.

For our Department of Medical Genetics and Genomics, the big impact has been our development and implementation of a chatbot for pre-test education and consent for patients referred for Pharmacogenomic testing.

Judd Hollander, MD. Senior Vice President, Healthcare Delivery Innovation and Chief Virtual Care Officer; Professor, Department of Emergency Medicine, Sidney Kimmel Medical College, Thomas Jefferson University Health (Philadelphia): Jefferson Health has staked a bold AI strategy to reclaim 10M+ clinician hours by 2028 by giving providers more time for what matters most: caring for patients and families. In the last week alone over 20,000 notes were generated by ambient AI. Nearly 10,000 users are already provisioned to use the technology, we have seen more than a 10-fold growth in clinician utilization in the last 3 months with 1,000 clinicians using it last week and 142 of them were new users. It’s about time….for patients. 

Marcus Speaker, MD. Associate CMIO, Carilion Clinic (Raonoke, VA): In the past year, our most transformative use of technology has been the deployment of Microsoft’s DAX Ambient Scribe. This solution has meaningfully advanced physician well-being by reducing documentation burden and restoring time for direct patient care. What makes this implementation stand out is the unsolicited feedback from frontline clinicians who consistently describe it as one of the most impactful innovations they have experienced. Rarely do we see a technology adoption resonate so deeply across the organization, and its positive effect on both our providers and patients has been extraordinary.

Marvin Mickelson Jr. System Director, Shared Revenue Cycle, The University of Kansas Health System (Kansas City): In one of my areas of responsibility, we started using machine learning and algorithms from a vendor using our data to facilitate the resolving of credit balances.  This process has assisted us in resolving more than 18,000 Hospital Billing accounts and more than 78,000 Professional billing lines for more than $52 million of credits.  The credits resolved consist of both false credits caused by adjustments and payments that resulted in credits.

James Matera, DO, FACOI, ACPE, Senior Vice President, Medical Affairs and Chief Medical Officer, CentraState Medical Center (Freehold, NJ): For us, at CentraState, it revolves around data, data, data!  As we mature in the use of EPIC and now Vizient, the data we obtain and analyze can help us achieve strategic goals like decreasing variability, targeting readmissions, and looking at HAIs, like CAUTIs and CLABSIs.  This data enables us to set standards, workflows and clinical pathways in an effort to decrease fragmentation in delivery of care. 

Robb Wetmore, MHR, Director, Digital Healthcare, Variety Care (Oklahoma City): In the past year, our most impactful use of technology has been the implementation of DAX, which has been met with nothing but glowing remarks from our providers. It has improved satisfaction across the board—enhancing documentation and coding, reducing claim edits, and most importantly, freeing providers to be more engaged and less rushed with their patients. Even our patients notice the difference.

That said, when I zoom out to the bigger picture, our investment in telemedicine and remote care is the most transformative. At a time when many of our most vulnerable patients feel unsafe leaving their homes and trust in healthcare continues to erode, the ability to meet people where they are—physically and emotionally—is essential. Reliable, dependable care at a distance ensures access, preserves continuity, and reinforces that their health matters no matter the circumstances.

Roxanne Foreman. Vice President, Delivery IS Solutions, Marshfield Clinic Health System (Marshfield, WI): Over the past year, our most impactful use of technology has been the integration of AI across both clinical and administrative domains. While AI in care delivery—like automated coding and charge capture—continues to drive measurable improvements in revenue integrity and compliance, what’s truly transformative is how we’re using AI to empower our administrative teams and streamline everyday operations.

From automating repetitive workflows to accelerating data analysis, AI is helping us make smarter decisions faster. It’s not just about efficiency—it’s about freeing up our people to focus on higher-value work. Whether it’s resolving credit balances, optimizing staffing, or surfacing insights for strategic planning, AI is becoming a decision-making partner across the organization. It’s helping us shift from reactive to proactive, and that’s a game-changer for how we lead and deliver care.

Andre Harris Sr., MD. CMO, Miami Valley Hospital (Dayton, Ohio): The adoption of DAX Copilot and the future move to Dragon Copilot is a transformational change for the system. In our trial group, one of the Family Practice doctors stated that this is the first time in 25 years that I have left the office right at 5:00 pm. Ambient AI is going to add back hours to the physician’s day, enhance patient experience, and streamline patient care.

Teresa Ash, PharmD. Director, System Operations, Digital Health, UC Health (Cincinnati): UC Health’s most significant technological advancement this year has been the continued deployment of AI-powered systems. Integrated with many clinical systems, AI-platforms help clinicians make faster, more accurate diagnoses while reducing manual documentation, but the utility of AI does not stop there. The organization continues to leverage the benefits of machine learning by applying it to employee experience, documentation support, operational efficiency, and regulatory compliance.  Together, these innovations demonstrate UC Health’s commitment to enhanced employee experience, and smarter, more efficient, and compassionate healthcare.

Kelsey Fitzgerald. Director, Strategic Operations, Mayo Clinic (Rochester, MN): Over the past year, our team’s most transformational use of technology has been embedding a product-centric operating model directly into clinical practice. This approach enables a high-functioning bridge between care delivery and technology by aligning cross-functional teams around clinician-led innovation and human-centered design. As a result, we’ve accelerated scalable solutions that are not only clinically relevant but also deeply integrated into frontline workflows.

Jen Jackson. Vice President, Operations and Chief Nursing Officer, UC Health (Cincinnati): UC Health has continued to embrace technology to empower both patients and associates in meaningful ways. Over the past year, we’ve expanded self-scheduling capabilities for radiology procedures, giving patients greater autonomy and convenience in managing their care. On the associate side, we’ve implemented real-time digital tools for reporting safety concerns, enhancing our culture of transparency and continuous improvement. These innovations reflect our commitment to leveraging technology to improve access, engagement, and safety across the system.

Jeffrey Sattler, PharmD. System Medical Informatics Physician, CDI Physician Advisor, Hospital Medicine Division, Saint Luke’s Health System (Kansas City): Our best use of technology in the past year, in my opinion, is the use of Generative AI to provide assistance to physicians and APPs with both chart review and documentation.  We have implemented summarization tools for both ambulatory and inpatient chart review which have sped up the tedious process of chart review prior to seeing a patient.  Also, ambient voice has been added initially in our ambulatory areas and now on the inpatient side to provide an AI assist with documentation efforts. Combined together, this technology has been very useful and impactful on time spent in EHR/patient charts reviewing and documenting before/during/after patient visits. 

Ryan Vervack, CTO, University of Maryland Medical System (Baltimore): Our best use of technology this past year was advancing our AI governance framework and pairing it with real, operational use cases. We didn’t just experiment with AI in a vacuum – we established a structured review process to make sure any AI or custom development is safe, clinically appropriate, and aligned to our strategy. At the same time, we deployed AI in ways that directly help our staff and patients.

This is critical because it balances innovation with trust. We’ve made AI useful at the point of care and in daily workflows, while also putting in place the guardrails to do it responsibly and at scale. That combination – impact today with a foundation for tomorrow – is what makes it transformative.

Lisa Stump. Executive Vice President and Chief Digital Information Officer, Mount Sinai Health System (New York, New York): In a year defined by complexity, our biggest tech win was clarity. We unified information from our EHR, ERP, and dozens of clinical and business platforms—imaging, genomics, billing, and more— along with key external benchmarks, into a single architecture. This created a trusted source of truth for performance metrics, enabling clinical and operational leaders to align around shared goals and drive measurable results in real time.

Robert Poznanovich. Chief Growth Officer and Senior Fellow, Hazelden Betty Ford Foundation (Center City, MN): Our best use of technology this year has been the launch of Wayfinder, our digital patient pathways platform. It creates a single, guided entry point that adapts to each person’s needs—whether that’s screening, education, scheduling, or recovery support. I believe it’s transforming the patient experience by breaking down barriers, reducing stigma, and expanding access to care at scale—and its evolution makes it an ideal platform to integrate more AI, further personalizing and strengthening the pathways ahead.

Luis Taveras, PhD. Senior Vice President and CIO, Jefferson Health (Philadelphia): One of the most impactful technological advancements our system has implemented over the past year is the deployment of ambient technology to support our physicians. This innovation has significantly transformed their day-to-day experience, alleviating the burden of administrative tasks—particularly the time-consuming documentation of patient visits. By seamlessly integrating ambient intelligence into clinical workflows, we’ve enabled physicians to refocus on what truly matters: patient care.

This shift has not only enhanced the overall quality of life for our medical professionals but has also reignited their passion for practicing medicine. Many are now able to engage more meaningfully with patients, free from the constant pressure of data entry and paperwork. The result is a more human-centered approach to healthcare, where technology works quietly in the background to support—not hinder—the clinician.

Moreover, this initiative marks a major milestone in our broader organizational mission: reclaiming 10 million hours of productivity. By reducing administrative overhead and streamlining clinical operations, ambient technology is helping us move decisively toward that goal, creating a more efficient, fulfilling, and sustainable healthcare environment for everyone involved.

Kristine Lee, MD. Associate Executive Director, Virtual Medicine and Technology, Kaiser Permanente (Oakland, CA): I would say our best use of tech in this last year has been in productivity and efficiency tools for our clinicians. This includes the use and expansion of ambient scribe technology broadly across our organization to many health care providers including therapists, APPs, RNs as well as physicians.  Note summarization in our EHR has spared thousands of clicks and reduced cognitive burden. Predictive risk calculators have helped us maximize access and save lives!

Lauren Bruckner, MD, PhD. CMIO, Roswell Park (Buffalo, NY): I’d have to say that Roswell Park’s most impactful use of technology this past year was the transformation of our revenue cycle systems, a strategic initiative that advanced patient-centered care and operational sustainability. We replaced legacy platforms with modern, integrated solutions to improve access, scheduling, and claims management, while also redesigning workflows to enhance clinic efficiency and patient experience. In parallel, we launched a new AI and digital health governance framework to guide responsible innovation across clinical and operational domains. These efforts reflect our commitment to thoughtful, mission-driven digital transformation that supports both care delivery and long-term institutional strategy.

Shakeeb Akhter. Senior Vice President and Chief Digital and Information Officer, Children’s Hospital of Philadelphia: The best use of technology last year at CHOP was telehealth platforms, wearables, and other digital tools (like digital stethoscopes) to enable digital care models such as Remote Patient Management, Virtual Nursing, Virtual Urgent Primary & Urgent Care, and eConsults at CHOP. Over the last 2 years, we have launched 12 digital care programs, and now have over 12,000 children participating in a digital care model. From an outcomes perspective, we have seen significant reduction in re-admissions within certain RPM programs, a decrease in discharge times through virtual nursing, and an 80% likelihood that an econsult with a specialist can reduce the need for an in-person referral, increasing capacity and access to specialty care.

Gulshan Mehta, Chief Digital and Information Officer, Blanchard Valley Health System (Findlay, OH): We have focused on using technology to give patients what they value most – convenient access to care through modernized tools. For our community, that translates into better connections to care and better health outcomes. When patients can reach us easily, it changes the care experience and in rural health that is equity in action.

Priya Kumar, MD. Vice President, Medical Affairs and CMO, Self Regional Healthcare (Greenwood, SC): The most impactful technology adoption in our system this past year has been Accuity, an AI-powered and physician-led platform for Clinical Documentation Improvement (CDI). Accuity leverages advanced analytics and clinical expertise to ensure documentation fully captures patient acuity, comorbidities, and severity of illness. This has helped us increase billing capture and improve our case mix index, reflecting a more accurate picture of the care we deliver. Beyond the financial gains, it enhances the integrity of our clinical records, providing stronger support for quality metrics and compliance. Over time, we expect these improvements to drive both sustained financial performance and measurable gains in patient care quality.

Ken Nepple, MD. Associate Chief Health Information Officer, Physician Value Officer, Clinical Documentation Improvement Advisor, Clinical Professor, Urology, University of Iowa Health Care (Iowa City): We innovated by being an early adopter of AI powered chart summary embedded within the EHR (Evidently within Epic). I am the resident skeptic within our informatics group, but the ability to integrate information from EHR and HIEs and media/faxes has had a huge impact on my clinical practice and we are actively working on expanding the use of advanced features to our clinicians and nurses. 

Brittany Cyriacks. Clinical Informatics Program Director, UCHealth (Aurora, CO): At UCHealth, our most impactful use of technology this past year has been expanding virtual monitoring to detect early signs of sepsis and patient deterioration. By combining AI-driven alerts, centralized virtual nurses, and real-time communication with bedside teams, we’ve been able to intervene earlier, reduce mortality, and support our frontline staff. This effort represents not just new technology, but a true redesign of care delivery through partnership between clinicians, IT, and operations.

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Nursing is a profession built on compassion and resilience, yet beneath its caring façade lies a growing mental health crisis. Many don’t know that nurses face one of the highest rates of suicide risk among healthcare workers, a silent epidemic rarely acknowledged in national headlines. Research shows that registered nurses have a significantly elevated suicide risk compared to the general population, and among female nurses, the risk nearly doubles.

Why does nurse suicide remain so overshadowed and unresolved? For starters, it’s largely invisible: suicides are rarely disaggregated by occupation in public statistics, leading to systemic underreporting of nurse-specific risks. While burnout and mental health among physicians have gained more attention (thankfully due to physician advocacy), the conversation about nurses’ emotional distress seldom breaks into mainstream discourse. Furthermore, nursing is predominantly female — yet occupational stress, compassion fatigue and trauma are frequently minimized when they afflict women, reinforcing silence surrounding mental health struggles in caring professions.

Nurses shoulder an emotional burden that few outside the profession can truly comprehend. Day after day, they bear witness to suffering, death and unimaginable trauma — experiences that leave deep, often invisible scars. Compassion fatigue, the emotional and physical exhaustion that comes from unrelenting caregiving, is alarmingly common, with some studies showing that 60% to 80% of emergency nurses meet criteria for this condition. The toll is compounded by burnout and moral injury, a painful disconnect between the care nurses strive to provide and the constraints imposed by their work environment. For many, the workplace itself becomes another source of harm: between 60% and 90% of nurses report experiencing verbal or physical abuse on the job, an unending assault on their dignity and psychological well-being. Layer onto this the grinding reality of chronic understaffing, mandatory overtime and crushing workloads — pressures that slowly strip away emotional resilience. And even when the weight becomes unbearable, stigma and fear keep many silent. Worries about confidentiality, professional repercussions, or being labeled “unfit to practice” stop nurses from reaching out for help, leaving them to endure their pain in isolation.

To confront this hidden crisis and protect both the nursing workforce and the patients they serve, bold policy action is urgently needed. First, healthcare organizations must mandate suicide prevention training for all nursing staff, ensuring that every nurse can recognize warning signs, know how to respond, and feel empowered to care for themselves and their colleagues. Embedding this training into orientation and continuing education would make mental health awareness a cornerstone of professional practice. Globally, some countries have already identified this need. For example, the United Kingdom’s National Health Service has introduced mandatory suicide prevention training across its health workforce as part of its broader mental health strategy. This initiative equips clinical staff with practical skills to identify signs that a peer needs support, initiate supportive conversations and connect colleagues to appropriate help — serving as a model for how such training can be normalized and embedded into healthcare culture. Second, policy reform must target the root causes of distress: enforce safe staffing ratios, eliminate mandatory overtime, invest in workplace violence prevention and ensure timely debriefs after traumatic events. Finally, a national registry tracking healthcare worker suicides could reveal patterns unique to nursing, helping to guide prevention efforts with precision. Nurses dedicate their lives to caring for others; it is time for our systems, policies and culture to show that same care to them.

Research on nurse suicide must also go beyond describing prevalence and risk factors to explore the underlying biological mechanisms that contribute to vulnerability. Investigating both physiological and epigenetic pathways that link adverse occupational exposures — such as chronic stress, moral injury and compassion fatigue — to suicide risk could offer groundbreaking insight into prevention. At Columbia University School of Nursing, my team is actively pursuing evidence on how stress-related biological changes, such as alterations in stress hormone regulation and DNA methylation patterns, may interact with workplace experiences to heighten suicide risk among nurses. This integrative approach, which examines the interplay between a nurse’s work environment, professional experiences and biological responses, has the potential to reveal biomarkers of distress and resilience among nurses. Such findings could inform precision-based interventions and guide policy reforms aimed at reducing harmful workplace exposures, ultimately protecting the mental health and lives of the nursing workforce.

Nurses are the backbone of healthcare — and when their wellness falters, the entire system is at risk. The data is unwavering: suicide rates for nurses remain higher than for the general population, and in some comparisons, even exceed physician rates. It is not guilt or duty that should motivate reform — but care. Care for a profession that gives unceasingly to others, and in turn deserves protection, support and respect.

The time to act is now. There is a critical need to establish meaningful policies that prioritize mental health, cultivate peer-to-peer empathy, and invest in prevention and research infrastructure. Let us break the silence and honor the humanity of nurses — not only in health policy, but in every ward, shift and heart they touch.

If you or someone you know is struggling, dial 988. You are not alone.

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There will be an expected 18.6 million deaths from cancer in 2050, up from 10.4 million cancer deaths in 2023, according to a study published Sept. 24 in The Lancet. 

For their analysis, researchers used the Global Burden of Diseases, Injuries and Risk Factors study to generate estimates of cancer burden for 47 cancer types, excluding non-melanoma skin cancers. 

Here are eight things to know from the study:

1. In 2023, there were 18.5 million cancer cases and 10.4 million cancer deaths, contributing to 271 million disability-adjusted life-years globally.
2. Of those, 57.9% cancer cases and 65.8% of cancer deaths occurred in low-income to upper-middle-income countries.
3. Of all cancer deaths in 2023, 41.7% were associated with risk-attributable cancers.
4. Between 1990 and 2023, overall global cancer deaths increased by 74.3%, and risk attributable cancer deaths increased by 72.3%.
5. By 2050, researchers estimate there will be 30.5 million cancer cases and 18.6 million cancer deaths, representing a 60.7% and 74.5% increase, respectively.
6. Cancer deaths are expected to increase 90.6% in low- and middle-income countries, and 42.8% in high-income countries.
7. The global age-standardized death rates are expected to decrease by 5.6% in 2050, which study authors called “encouraging.”
8. The probability of individuals aged 30 to 70 years dying from cancer is forecasted to have a relative decrease of 6.5% between 2015 and 2030.

Read the full study here. 

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Dozens of hospitals and health systems were included on Forbes‘ inaugural list of America’s Best Employers for Company Culture.

Forbes partnered with market research firm Statista to develop the ranking, which draws on surveys of more than 218,000 employees at companies with 1,000 or more workers in the U.S. 

Respondents were asked whether they would recommend and to rate their employer on culture-related factors such as fairness, inclusivity and opportunity.

Respondents could also provide input on former employers from the past two years and on organizations they knew through industry experience, friends or family. Data from previous Forbes-Statista employee surveys were integrated into a scoring system, with more weight given to more recent results and to current employee feedback.

Additionally, Statista reviewed the organizations’ culture practices, such as leadership development and training programs. The 600 companies with the highest scores made the list.

Below are the hospitals and health systems that earned a spot, along with their overall rank:

1. University of Tennessee Medical Center (Knoxville)

3. Children’s Healthcare of Atlanta

15. Houston Methodist

19.  Boston Medical Center

21. St. Jude Children’s Research Hospital (Memphis, Tenn.)

25. UC Davis Health (Sacramento, Calif.)

31. Children’s Hospital Colorado (Aurora)

40. Johns Hopkins Medicine (Baltimore)

42. Yale New Haven (Conn.) Health

47. MD Anderson Cancer Center (Houston)

61. Cook Children’s Healthcare System (Fort Worth, Texas)

66. Fred Hutch Cancer Center (Seattle)

74. Cincinnati Children’s

79. Sutter Health (Sacramento, Calif.)

81. BayCare (Clearwater, Fla.)

83. Dayton (Ohio) Children’s

95. ChristianaCare (Newark, Del.)

118. Nationwide Children’s Hospital (Columbus, Ohio)

125. Arkansas Children’s Hospital (Little Rock)

138. UF Health (Jacksonville, Fla.)

143. Cooper University Health Care (Camden, N.J.)

158. Boston Children’s Hospital

164. OhioHealth (Columbus)

178. Shriners Hospitals for Children (Tampa, Fla.)

186. Penn State Health (Hershey, Pa.)

192. Duke University Health System (Durham, N.C.)

201. Mass General Brigham (Somerville, Mass.)

204. Northwell Health (New Hyde Park, N.Y.)

219. Mount Sinai Health System (New York City)

222. Inspira Health Network (Mullica Hill, N.J.)

234. Community Health Network (Indianapolis)

252. UNC Health Care (Chapel Hill, N.C.)

263. Hoag (Newport Beach, Calif.)

264. University of Rochester (N.Y.) Medical Center 

290. Jupiter (Fla.) Medical Center

303. Henry Ford Health System (Detroit)

314. Norton Healthcare (Louisville, Ky.)

328. University of Maryland Medical System (Baltimore)

345. NewYork-Presbyterian Hospital (New York City)

347. Roswell Park Comprehensive Cancer Center (Buffalo, N.Y.)

350. Texas Health Resources (Arlington, Texas)

356. Cleveland Clinic

372. Moffitt Cancer Center (Tampa, Fla.)

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Between August 2021 and August 2023, 63.6% of adults in the U.S. had at least one cardiovascular disease risk factor, according to a data brief published Sept. 16 by the National Center for Health Statistics.

The brief defines cardiovascular risk factors as uncontrolled high blood pressure, uncontrolled high blood lipids, uncontrolled high mean blood glucose or a high body mass index. 

Here are five things to know from the report:

1. Of the 63.6% of adults with a cardiovascular disease risk factor during the study period, 34.9% had one, and 28.7% had two or more.
2. A higher percentage of men had two or more cardiovascular disease risk factors compared to women, at 31.7% and 25.8%, respectively.
3. The overall percentage of adults with at least one cardiovascular disease risk factor increased with age. 

4. Adults whose family income equaled 350% or more of the federal poverty level were more likely to have no cardiovascular disease risk factors, with the likelihood increasing as family income decreased.
5. The age-adjusted percentage of adults with two or more cardiovascular disease risk factors increased from 23.7% between 2013 and 2014 to 28.1% between 2021 and 2023.

Read the full report here. 

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