Readers Write: Healthcare’s Seasonal Surge is Upon Us. Is Your Health System Ready?

Healthcare’s Seasonal Surge is Upon Us. Is Your Health System Ready?
By Dusti Browning, RN

Dusti Browning, RN, MSN is VP of growth and client solutions for Conduit Health Partners.

Seasonal surges happen every year, and 2026 is particularly brutal. The flu was already associated with 120,000 hospitalizations and 5,000 deaths by the end of 2025.

The winter months often bring with them a tidal wave of respiratory viruses, influenza, RSV, and COVID. Clinicians expect them. But while these spikes in patient volume are predictable, too many health systems find themselves in a challenging supply-and-demand environment that can negatively impact patient care and the bottom line.

A recent report found that 60% of nurses are experiencing a significant uptick in patient volume and case complexity amid the current flu season. As seasonal surges collide with ongoing emergency department (ED) overcrowding and staffing shortages, health systems face mounting pressure to find scalable, practical solutions.

The national report surveyed 64 nurses, half working in triage and half in transfer centers, and found that 70% of nurses believe that offering 24/7 virtual nurse triage prevents unnecessary ED visits. In fact, additional industry data points to an ED avoidance rate of 72 to 76% over the past two years, meaning nearly three out of four triage encounters are resolved without an ED visit.

While hospitals and health systems can’t eliminate seasonal surges, they can anticipate them and implement systems that reduce strain.

Protecting System Capacity Remotely

The report found the most frequent patient concerns during the seasonal surge include minor respiratory symptoms, medication management, chronic disease follow-up, and low-acuity infections. Around 75% of nurses report that remote solutions help manage these issues effectively. This is significant given the challenges facing health systems during seasonal surges. A separate study found that 35% of patients that present to an ED during the winter months wait four or more hours for a bed.

Safeguarding capacity in today’s EDs is an imperative, with stats from the Centers for Disease Control and Prevention (CDC) showing that 42.7 visits per 100 people start in the ED. As those numbers continue to increase, virtual nurse triage provides an alternative access point that is proven to reduce strain on health system EDs during seasonal surges.

Notably, the recent patient access and throughput report found that nearly one in three avoided emergency visits associated with nurse triage after regular clinic hours. This demonstrates that real-time clinical access can help patients reach the right level of care at times when they are more likely to turn to the ED. The end result is improved overall access to care, better outcomes, and lower costs. A measurable decrease in staff burden and burnout further strengthens the impact.

Enhancing Patient Experience

When seasonal outbreaks occur, capacity is at a premium, but so is staffing. Burnout continues to be rampant in healthcare. A recent survey conducted by The Harris Poll of 1,504 frontline health care employees revealed that 55% are looking for job openings, interviewing, or planning to switch to a new role in the next year.

While AI and automation are primed to ease administrative burdens in the coming years, the reality is that patients and families in distress often need to speak with a human being. When staff are lacking and already under immense strain, patient experiences are negatively impacted. Lengthy wait times to get to a professional or a frustrating technology-first approach can cause patients to turn to the ED out of desperation. Virtual nurse triage offers a more accessible, clinically appropriate alternative.

The patient access and throughput report found that roughly one in four nurses witness or suspect worsened outcomes due to delays in access or coordination. The findings reinforce the efficacy of virtual nurse triage to address operational challenges of seasonal surges and improve patient outcomes and experiences.

Readiness When Demand Peaks

The CDC predicts that flu activity could continue to rise in the coming weeks. Seasonal surges don’t have to mean bottlenecks and burnout. The data show what works: nurse-first, telephone triage reduces visits to the ED, eases the operational burden of overcrowded waiting rooms, and reduces the risk of worsened outcomes.

As health systems prepare for the next seasonal wave, integrating nurse triage into access pathways isn’t just operational. It is essential for protecting capacity, easing staff strain, and improving patient care.

HIStalk Interviews Guillaume Castel, CEO, PerfectServe

Guillaume Castel, MBA is CEO of PerfectServe.

Tell me about yourself and the company.

I have been CEO at PerfectServe for almost seven years. We have been working hard and making a lot of progress in driving value for our customers and our partners.

Almost seven years ago, we had a different vantage point on the constituents we serve, typically hospitals, health systems, and physician groups. Our commitment to them was that we were going to get the right communication workflows to the right people at the right time using the right channel. To accomplish all this, we went about acquiring and putting together four companies and then a fifth one.

If you fast-forward to today, we have more than doubled the size of our company. We are now 400-plus employees around the United States and Canada, along with some contractors outside the US. We have been deliberate about driving one big value proposition, which is accelerating speed-to-care across the continuum for all users and doing it from the cloud.

Doing all this the right way took some time. Integrating the pieces the right way took some time. But now we have a value proposition that resonates across diverse stakeholders in the United States, increasingly in Canada, and we are knee-deep in some really interesting conversations in Europe.

What does the clinical communication systems market look like, and how do EHR vendors fit in it?

We think of solving two reasonably evergreen problems. One is making sure that your workforce is optimized in the workplace and in the right place. Right people in the right place at the right time, clinicians and staff, to meet the demands of patients. Then once they are there, that they have an almost intuitive way of communicating and collaborating with one another. We are focused on those two big problems.

The second one leverages clinical communication capabilities. We have been ahead of the market in using logic, routing, and technologies to enable complex workflows for typically very large health systems. We partner with a ton of ecosystem vendors. We keep a catalog of 270 integration points with our competitors, with our friends, and obviously with the EHR companies.

I am proud to say that in many instances, we drive value with and for the EHRs with a number of our customers. Having this open-minded view of how to collaborate with clinical systems inside hospitals will continue to be important.

What metrics do health systems use to measure return on investment?

It has changed a lot. If you go back five to 10 years, it was throughput, length of stay, patient satisfaction, and physician and clinician productivity. Those metrics continue to be extraordinarily important for us to track. But now, what is always front and center on the minds of decision makers is clear and demonstrable ROI. 

We have put together a comprehensive platform that offers a lot of capabilities. Our conversation is, this is what we do at PerfectServe. Our Unite platform delivers value across the continuum for all of your users. We can help you with clinical communication issues. We can help you with provider scheduling issues. We can help you with your physician group and practice management issues. We are increasingly helping you with transfer center and operator console software issues. And last but certainly not least, we follow patients when they go home with well integrated patient and family communications.

This allows us to say, tell us what you are using today. Tell us all your scheduling systems across your various sites of care. Tell us about your pagers. Tell us about your sometimes point-to-point texting capabilities. Tell us about your old-school faxing capabilities. Tell about all the servers you have in the basement of your hospitals that are allowing you to power transfer centers.

We can rationalize all of that and drive almost immediate financial ROI for them. This has been a successful strategy for us. It does not exclude the clinical benefit that we drive, and we continue to be clinician-focused. But that immediate consolidation play with guaranteed financial ROI and tackling problems like physician and clinician burnout has been resonating for us in a way that we frankly did not fully anticipate five to seven years ago.

How is the industry looking at how provider scheduling impacts job satisfaction and burnout?

We continue to be surprised with the fact that there continues to be a need for fairness in how schedules are built. Fairness may be as simple as, “I don’t want to be on call three times this week,” or “I want to make sure that I can go attend my kid’s recital on Sunday. Therefore, take my preferences into account.”

Our technology allows administrators and sometimes physician leaders to make sure that all those preferences are taken into account when the schedule is being created, and that people feel that they have been heard. This concept of technology being leveraged to create fair and equal schedules, removing human bias and taking preferences into account, has led to health systems and large physician groups having higher retention rates with their clinicians over long periods of time.

We continue to refine that model. We make sure that when an administrator creates a schedule with our technology, it is a near-perfect schedule that requires as little human intervention as possible.

How are health systems and provider groups using technology to manage inbound communications?

It is going at a rapid pace. We are excited about solving, in partnership with some of our largest customers, this equation and algorithm for almost real-time alignment of patient-to-clinician supply and demand. You will see soon, and in fact a couple of instances are already live, the ability to flex the number of clinicians and support staff that you have in any given location based on the type of patients coming in and the acuity that they are presenting with.

That cannot be predicted six months ahead. You can build a really good schedule six months ahead, but day-to-day changes happen, and we need to be able to embrace that. Our technology is flexible and reflects near-realtime preferences. We can recalibrate who should be where and why.

It’s not as simple as saying that physician Guillaume is going to work from 8 to 4 in this location every Thursday. Sometimes it will be 7 to 3. Sometimes it will be 8 to 6. This alignment of supply and demand is paramount to the wellbeing and the financial health of all of our customers.

How has the role of contact centers changed?

This concept of a contact center is probably the least well-understood part of the hospital. It is the face of it. It is bidirectional. It is both outbound and inbound. It now requires vendors to be nimble with AI capabilities that support patients, their families, clinicians who call the hospital, and even ambulances that call the hospital with an important case that needs care teams to be mobilized in very short order.

The diversity of use cases that go through a transfer center or a contact center has changed a lot. We are proud to have a technology that powers that transfer center. When I think about the product that has driven the most momentum for us over the last couple of years, it’s probably that.

It’s this strategic control point, where you have agents who are trying to match incoming calls from a diverse set of stakeholders. It could be an ambulance, a patient, a family member, or a clinician calling from a physician group who is trying to get an update on their patients that have been admitted. We make sure that those agents can do their best work by having access to schedules and using proper routing and clinical communication to actually deliver a message that will get to the right person at the right time.

That is real innovation, real-time productivity, and true operational improvement for health systems. We are gaining a ton of momentum on that front, and we think that it’s a very big control point for the rest of our technologies.

How do you incorporate AI into your strategy and product roadmap?

We serve about a million users, and as such, we take our job seriously. We embrace AI, but we are also careful, because we cannot afford to make mistakes with models that are imperfect.

The way we think about AI at PerfectServe is twofold. One is internally, where we have embraced AI for the last two years. It has made us more productive. It has made us more efficient. It has made our people happier. There is no end in sight. We have appointed a person who runs AI across all programs at PerfectServe. We have a clear mission to make our company go faster.

Then you have AI applied to our capabilities that are customer-facing. A simple view that I believe is exactly right is that AI will help us get more out of workflow software by converting what was viewed as a workflow into actual work, enabled by agentic AI.

We have seen clear examples. If you are running a call center, you can definitely improve the experience by embracing AI at the first layer of triage levels so that the call gets to the right person in that transfer center, the right way, and with the right context. This is embracing AI in a way that makes an operational difference for the health system without putting at risk any of the clinical outcomes.

We are just starting there. We have a roadmap full of AI projects that are being applied to our work in the ambulatory setting, inside the operator console work that we do in health systems, and increasingly in our provider scheduling capabilities.

What are your lessons learned in leading the company so long and seeing it reach $100 million in annual recurring revenue?

Listen to customers. Invest in technologies that are differentiated, that can stand on their own, and that have real logic. We don’t invest in me-too products that are simple. We think that those will disappear fast.

Integrate your capabilities. Have an open mind to spending money to integrate with all the other vendors that hospitals and physician groups use. We will eventually prove to all of them that our products not only can integrate, but can also enhance the strategy they have already decided.

We had a breakthrough in 2022-2023 where we talked about putting together capabilities that had not been put together before. As recently as earlier this week, we see competitors following our strategy, and it makes us proud. We are focused on the next best thing that we will add to our roster of services and capabilities.

What makes me proudest is our people. We have more than 400 people who spend every day thinking about how they can make our customers better and how we can stitch together better solutions to drive value for them financially, operationally, and clinically. It has worked for us. We still have work to do, but it has been a great ride.

Have you seen challenged startups that might be ripe for acquisition that could help you expand your product?

We are super disciplined. The problem with the market right now is that there is a misalignment between startup valuation expectations and what we believe to be the actual embedded value in the asset that we are interested in. We look at four or five companies every week. When we find the right match between value, culture, and the people that are coming along with the technology, we will pull the trigger, and we will make sure that our customers are aligned with our strategy.

M&A is part of our strategy, and so is building new capabilities internally. We have a track record of doing that. The Healthcare Operator Console product is a good example.

If we pay attention to what our customers are telling us, and if we continue to have a mind pointed towards the future, we will put the right stuff together. That has worked well for us.

Consolidation of capabilities is only starting, and scale is going to matter. The track record is going to matter. Being secure for our customers and proving that every day is going to matter. Embracing AI, integrating, and making sure that we’re present for all stakeholders.

There’s a ton of momentum on the ambulatory side right now, with big multi-specialty groups that have clear enterprise-level software and AI needs. We are happy to be present there. We see very good synergies between those groups and the large health systems that we are lucky enough to have as partners.

We like our position. We work hard every day to make sure that we stay ahead. Research firms have been kind to us, and I think that we have earned it. Gartner has placed us at the top of the Magic Quadrant three years in a row, and we don’t take that lightly. We have had the same success with KLAS reports.

We are focused. We continue to pay attention to what the market is saying. We listen to our customers. We keep our culture. We believe that this is the right recipe for continued success.

Morning Headlines 3/2/26

AHA Comments on ASTP/ONC Health Care Technology Interoperability Proposed Rule

AHA asks for seven changes to ASTP/ONC’s HTI-5 proposed rule, including setting a reasonable transition timeline for changing the certification program to FHIR-based criteria.

UMMC officials say normal operations will resume Monday after cyberattack

University of Mississippi Medical Center will reopen its clinics on Monday, noting that it can now access patient records, following a February 19 ransomware attack.

BrainCheck Raises $13 Million to Expand AI-Enabled Cognitive Care Platform

Digital cognitive assessment and care platform company BrainCheck announces $13 million in Series A funding.

Monday Morning Update 3/2/26

Top News

AHA asks for these changes to ASTP/ONC’s HTI-5 proposed rule:

• Set a reasonable transition timeline for changing the certification program to FHIR-based criteria.
• Maintain criteria for C-CDA since rural providers depend on it.
• Retain certification criteria for privacy and security, transitions of care, and decision support interventions.
• Retain real-world testing conditions.
• Issue broad guidance on AI before defining how it fits within information blocking.
• Retain the “infeasibility” exception that allows providers to deny third-party requests to modify medical records.
• Repeal the disincentive actions that can be taken for information blocking.

Reader Comments

From K-Pop: “Re: medical innovations. This TV series shows cool technologies that are actually real.” Gizmodo lists real-life technical innovations that have been shown on HBO Max’s “The Pitt” that include hand-held ultrasound, AI-assisted transcription, and virtual reality.

From Janus: “Re: conferences. ViVE is an expensive conference, and reading that people attend without a plan makes me cringe. Then folks like Clear are sitting in on all these regulatory meetings pushing products that don’t actually provide any real value. Do patients even WANT Clear? Also, is anyone at HHS considering the fact that patients don’t trust them, and the idea of a nationwide framework / TEFCA is terrifying for a lot of Americans?”

HIStalk Announcements and Requests

Poll respondents say that using conferences as a way to meet with customers or prospects efficiently is their top reason for attending. Most don’t place ROI on generating leads.

New poll to your right or here: What does vendor litigation over network patient data sharing say about interoperability governance?

Listening: reader-recommended The Shoaldiggers,  a nine-piece band from NC whose eclectic music, as portrayed on You Tube, requires a van full of instruments such as mandolin, banjo, flute, washboard, a bow-played handsaw that sounds like a theremin, and a comically large upright bass. They are a testimonial for seeing local talent instead of ignoring music that isn’t from your college years or getting locked in to catchiness-engineered hits that feature “performers” who can’t write music or play an instrument.

Sponsored Events and Resources

Publication: HIStalk’s Guide to HIMSS26 lists the activities of sponsors at the conference.

Contact Lorre to have your resource listed.

People

Christina Waters, MBA (AssistRx) joins PerfectServe as chief revenue officer.

Announcements and Implementations

A study finds that primary care physicians who cut visit volume by 10% spent more time per visit in Epic, while their after-hours work and inbox time also increased. The authors conclude that asynchronous EHR work continues even when visit volume declines.

The FDA issues 510(k) clearance for six indications to Qure.ai’s algorithm for chest x-ray analysis, increasing its total to 26.

A new KLAS early insight report on digital pathology finds that while adoption by US healthcare organizations lags that of global counterparts at just 15%, use is growing due to newly FDA-cleared products and the possibility of billing for the service.

Privacy and Security

University of Mississippi Medical Center will reopen its clinics on Monday, stating that “we can access patient records” following a February 19 ransomware attack.

Other

This must-read post seems relevant to how small-business health tech folks like physicians and boutique consultants could use healthcare AI. It’s also convinced me that I need to dig deeper into Anthropic’s Claude. An attorney describes how his two-person business law practice competes with huge firms by building its work around Claude:

When legal AI companies talk about customizing AI to a firm’s playbook, they are solving a problem that barely matters and ignoring the one that does. The real leverage comes not from which template the AI starts with, but from the instructions that tell it how to think about the work …. I’ve created custom instruction files, called “skills,” that encode my analytical frameworks, my preferred formats, my voice, and my judgment about how specific types of legal work should be done. When I upload a contract for review, Claude doesn’t apply a generic framework. It doesn’t even apply my firm’s framework. It applies my framework, the one I’ve developed over a decade of practice, automatically. The difference between a firm playbook and an individual lawyer’s encoded judgment is the difference between giving someone a recipe and teaching them how to cook.

Also possibly relevant, Block, the parent company of Square and Cash App, will lay off nearly half of its workforce despite strong business performance. CEO Jack Dorsey says that expanded use of AI allows smaller teams to operate more efficiently and effectively, and he predicts that most companies will follow a similar path within the next year. My observation is that many corporate executives are so convinced, logically or not, that AI will dramatically reduce their headcount needs that they are willing to undertake big downsizings now and figure out the details later.

Epic is right up there with Wendy’s for sassy corporate tweets. I want to believe that doctors aren’t really using MyChart to hit on women, but I’ve worked in hospitals too long to rule it out.

Sponsor Updates

• CVS Caremark expands its use of Surescripts Touchless Prior Authorization.
• Nym celebrates its eighth anniversary.
• Optimum Healthcare IT receives a 2026 ServiceNow Partner of the Year Award.
• Qure.ai’s FDA cleared indications now total 26 across nine products for X-ray and CT, exceeding 65 CE certified indications and other global validations.

Blog Posts

• How AI-Enabled Biomarkers Improve Early Cancer Diagnosis. (Qure.ai)
• Revenue Cycle Tech That Pays for Itself: Building the ROI Case for Automation (Vyne Medical)

Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Follow on X, Bluesky, and LinkedIn.
Sponsorship information.
Contact us.

Morning Headlines 2/27/26

Health Gorilla Files Motion to Dismiss, Reaffirming Confidence in Interoperability System

Health Gorilla files a motion to dismiss the lawsuit brought by Epic and several health systems, which alleges that it enabled third parties to improperly access patient data by misrepresenting their purpose for obtaining records.

Honest Health Raises $140 Million to Advance Value-Based Care for Health Systems; NewSpring Leads Investment

Value-based care enablement company Honest Health announces $140 million in new funding.

Oracle Health Launches Device Validation Program to Streamline Medical Device Integration and Accelerate Innovation in Healthcare

Oracle Health launches a paid program that will validate medical device connectivity, functionality, and workflow alignment.

Third Way Health Raises $15M to Expand AI-Powered Healthcare Front-Office Operations

Healthcare operations software vendor Third Way Health raises $15 million in Series A funding.

News 2/27/26

Top News

Health Gorilla files a motion to dismiss the lawsuit brought by Epic and several health systems, which alleges that it enabled third parties to improperly access patient data by misrepresenting their purpose for obtaining records.

Health Gorilla argues that both Carequality and TEFCA require mandatory dispute resolution before litigation, that the interoperability frameworks assign enforcement authority to Carequality and the TEFCA RCE rather than private litigants, and that the complaint alleges at most that Health Gorilla should have been more suspicious rather than that it acted with actual knowledge of willful misconduct.

An Epic spokesperson says that Health Gorilla remains responsible for safeguarding patient data and understanding how it is used, and adds that the matter should be resolved in federal court for transparency.

Meanwhile, LlamaLab, which was also named in the lawsuit, files its own motion to dismiss the document, arguing that Epic bypassed its own contractual dispute obligations and wrongly included the company in the case among several unrelated defendants. LlamaLab, which sells medical records to negligence law firms for $50 per request, says that Epic is protecting its dominance and targeting companies that make it easier for patients to retrieve their own medical records.

Reader Comments

From Beagle Eagle: “Re: Epic v. Health Gorilla. If interoperability only works when one dominant EHR vendor plays traffic cop, then it was never really interoperability. Either the governance frameworks function as designed, or we admit that the network-of-networks model is mostly branding. Watching vendors argue in federal court about who gets to define ‘treatment purpose’ feels like a preview of how TEFCA disputes will play out when real money and market share are at stake.”

From Thalamus: “Re: UMMC downtime. Every health system says downtime procedures are solid, yet hospitals or clinics still go dark for days when ransomware hits. If core ambulatory operations can’t function without network access, then business continuity planning is still theoretical.”

HIStalk Announcements and Requests

ViVE down, HIMSS to go. My guide to HIMSS26 will be updated ongoing (see Dr. Jayne’s unsolicited testimonial). HIStalk sponsors can provide their participation information to be included. Companies that aren’t sponsors can still get in on the action by contacting Lorre to sign up.

Sponsored Events and Resources

Publication: HIStalk’s Guide to HIMSS26 lists the activities of sponsors at the conference.

Contact Lorre to have your resource listed.

Acquisitions, Funding, Business, and Stock

The chief legal officer of personal health record company ChartSquad warns that law firms and other organizations, including their intermediaries, cannot misrepresent themselves as treating providers to obtain medical records from exchanges. She adds that attorneys should not pay third-party companies to retrieve records, then bill the patient for that service, when established legal pathways allow them to obtain records directly from patients or providers with proper authorization.

Sales

• Wayne General Hospital (MS) will deploy Eko Health’s Sensora AI cardiac detection platform and digital stethoscopes in its emergency and primary care departments.

People

Teresa Tonthat, MBA (Texas Children’s Hospital) joins Cook Children’s Health Care System as SVP/CDIO.

Announcements and Implementations

Mend launches Nutrition for Healing, a free educational resource that addresses evidence-based nutrition as a cornerstone of healing and recovery. Mend’s CEO is industry veteran Paul Roscoe.

A NEJM editorial says that the human-in-the-loop principle should be treated as a design specification that includes three parts: the clinical loop at the point of care, the governance loop, and the learning loop that oversees ongoing monitoring and model updates.

Oracle Health launches a paid program that will validate medical device connectivity, functionality, and workflow alignment.

Government and Politics

CMS develops a Medicare App Library on Medicare.gov that beneficiaries can use to find and access digital tools that meet standards for security, privacy, use of medical evidence, usability, and equity. The use cases include “Kill the Clipboard,” conversational AI assistance, and prevention of diabetes and obesity. The library is part of the CMS Digital Health Tech Ecosystem.

A federal jury convicts Texas medical laboratory owner and former professional football player Keith Gray of running a genetic testing fraud scheme that billed Medicare $328 million, of which $54 million was paid. His labs paid kickbacks to marketers to supply DNA samples and Medicare beneficiary information that was used to bill for medically unnecessary genetic tests. Gray earned a bachelor’s degree in actuarial science and mathematics from UConn and played center on its football team, although his NFL career consisted of only a few weeks on a practice squad.

Privacy and Security

Cognizant-owned TriZetto updates the size of its 2024 breach to 3.5 million people.

University of Mississippi Medical Center clinics remain offline from a confirmed ransomware attack on February 19. Officials say that the attackers have communicated them, but declined to divulge the amount of ransom requested. UMMC hopes to reopen the clinics on Monday. 

Other

Epic CEO Judy Faulkner posts a tribute to Meditech’s Neil Pappalardo, who died last month:

Neil Pappalardo, who founded MEDITECH in 1969, passed away in January at the age of 83. He created a great company.

Neil helped Epic get a start. He and others at MEDITECH shared advice with me; for example, how to assign offices, what to do about titles, forms to fill out such as for vacation — and everything they shared was very helpful. They care for their customers, they focus on technology, and they never went public, so they avoid the tyranny of the quarter. Epic holds MEDITECH in high regard.

Years ago, when they were helping us get started, Neil invited me to his home for dinner. I realized it was unusual when his kids asked why a piece of folded cloth was next to each plate. I felt honored to be there.

Dolly Parton never ceases to amaze me and everybody else (after all, she wrote “Jolene” and “I Will Always Love You” in the same day), so it’s not shocking that East Tennessee Children’s Hospital renames itself Dolly Parton Children’s Hospital.

Sponsor Updates

• Fortified Health Security names Harold Hansen EOD security analyst and Alex Goldstein third-party risk analyst.
• Inbox Health becomes an UrgentIQ preferred patient payments partner.
• Shannon Health (TX) goes live on Mednition’s Kate AI.
• Optimum Healthcare IT posts a new episode of “Visionary Voices” podcast featuring Trinity Health.

Blog Posts

• HFMA Region 5 SES 2026: Leadership Is the Differentiator (FinThrive)
• 15 Essential Contact Center Metrics and KPIs to Measure in Healthcare (Five9)
• Evaluation of AI in Patient Communications (Impact Advisors)
• How our Digital Front Door strategy is easing administrative burdens and boosting the patient experience (Meditech)
• How Effective Are Your Health System’s IT Cost-Cutting Measures? (Med Tech Solutions)

Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Follow on X, Bluesky, and LinkedIn.
Sponsorship information.
Contact us.

EPtalk by Dr. Jayne 2/26/26

I appreciated Mr. H’s comments earlier in the week about the challenges that companies encounter when trying to justify the cost of ViVE and HIMSS exhibits via booked revenue.

As a CMIO, I am unlikely to do business with someone just because I saw their booth at a conference. In fact, having a poorly prepared or apathetic booth staff is probably worse than having no booth at all.

Years ago, my CIO had recommended that I follow up with a vendor whose rep he had spoken to at a high level. I arrived at the booth, identified myself, and said that my CIO had referred me to take a look. I received the conversational equivalent of a pat on the head, with an instruction to come back when my CIO could also participate. I guess they missed the title on my badge and didn’t understand that I was the one with the actual decision-making authority for clinical applications.

In preparing to attend ViVE, I spent too much time deciding what to wear given temperatures ranging from 50 to 80 degrees. And of course, figuring out which shoes to pack. I was grateful to have HIStalk’s Guide to ViVE document to help me scope out some visits with vendors that weren’t on my list.

I noticed that some savvy vendors didn’t list booth numbers, but instead provided a list of their executives who would be on site and instructions on how to book a meeting. I also appreciated those who highlighted members of their company who would be speaking, the planned topics, and where to find them. Those kinds of listings are more likely to catch my attention than a boring blurb about being a cloud-hosted SaaS platform just like everyone else.

In traveling to ViVE on Sunday morning, I was caught in the gap between the Department of Homeland Security saying that they would be suspending TSA PreCheck security lines and the subsequent reversal of the decision. I travel often and at generally the same time, so I recognize a lot of the TSA staffers that typically work PreCheck at my airport. They’re usually pretty chill, even during busy Monday rushes.

Going through the “regular” security line on Sunday, the agents seemed more stressed. Travelers were also certainly stressed. Many who usually go through PreCheck didn’t seem to know how to put their items in a bin or get through quickly. Fortunately, I had seen the announcement of closures before I went to bed on Saturday night and left early. Even so, the security line was extremely long. About an hour later, the PreCheck line was back open, providing relief to the chaotic main screening line.

I’ve been part of several startup companies, so I understand what it’s like to have to show up and work without pay while you’re waiting for your next funding check to clear. Several members of my family were without pay during the last government shutdown. It can be devastating for the average US family that isn’t positioned to absorb that financial challenge.

When traveling, remember that kindness costs nothing. If you have friends or neighbors who are being impacted by government shutdowns that seem to be our new normal, consider offering whatever support you can.

ViVE is an interesting conference due to its co-location with CHIME events. These tend to draw more CIOs, which can make for a higher proportion of conversations with attendees who not only have a budget for solutions, but also the authority to spend it. Still, a “see and be seen” element exists. 

I overheard a couple of folks talking about how they didn’t really have a plan for the conference. They weren’t sure why they were there, or how their attendance was adding value. They were, however, happy to have gotten away from the northeastern US before winter storms hit, and seemed to appreciate the California sunshine.

I also overheard someone who said that he was prospecting for his company that was less than a week old. As a seasoned buyer, I hope he’s not leading with that tidbit.

ViVE provides meal service for a portion of the conference. They had a large seating area, but it was crowded. Outside food truck options were available and popular, but my schedule sent me to the grab-and-go option more than I would have liked.

It was great to see old friends and meet new people. Monday was my busy night attending vendor events. The Healio AI launch party was seafood forward and seemed to have a good turnout. From there, I was off to the Supreme Communications event, which was casual but fun, and then to the Abridge soiree at the Ritz Carlton. I spotted quite a few CMIOs from top 20 health systems at that one.

The best party of the night by far was hosted by Evergreen Healthcare Partners and Fortified Health Security at the Grammy Museum. Attendees had access to an exhibit featuring Tejano music queen Selena. The menu choices were on point, particularly the mini salted caramel chocolate tarts. I had an early morning of work waiting for me in the Eastern time zone, so I was back at my hotel early.

Following my calls, I made my way to the convention center and attended a few sessions that seemed meatier than those that I encountered at HLTH in the fall.

I noticed several people who were wearing microphones even though they weren’t speaking. I wonder how much of their day they record, or maybe they just aren’t taking their microphone off between times they need it. It reminded me of the early days of Google Glass, when people had to wonder if they were being recorded. If you are one of those folks who always has a microphone at the ready, feel free to weigh in with your strategy.

The most eye-catching booth backdrop that I saw was this one from the Berwyn Group. It drew me into stopping in to hear their pitch, where I learned about how they support organizational population health efforts by ensuring the accuracy of information when patients are deceased. I hadn’t thought about that in detail, other than how it impacts me in primary care. The team was great to talk to and explained their business well, so if you’re in the market for a solution to support death audits, give them a look.

As always, IMO Health brought their footwear A game to the conference. On the last day of the show, I saw a woman who was walking to the show floor wearing flip flops at 8 a.m. I don’t know if that was her first choice, or whether it was need-based following less than stellar footwear selections earlier in the week, but kudos to her for sporting them proudly.

I have enjoyed my time in the industry and in seeing tools evolve. I had a chance to chat with the folks at Medicomp Systems, who showed me their generative AI capabilities and how new elements are working seamlessly with the Medicomp Quippe tool. I was glad to see that one of their demo personas named “Seymour Patients” continues to be alive and well, or at least as much as one can be in the virtual world.

Overall, it was a more productive week than I anticipated, which is always a nice surprise. Now I’m hoping for the best for my trip back to the East given the number of canceled and delayed flights and the amount of snow on the ground.

If you attended ViVE, how was it? What were your biggest takeaways? Leave a comment or email me.

Email Dr. Jayne.

Morning Headlines 2/26/26

Baba raises $6.5M Seed led by General Catalyst

Baba, which offers Medicare beneficiaries tech-enabled patient advocacy and care navigation services, raises $6.5 million in seed funding.

CMS announces library of digital health apps for Medicare beneficiaries 

CMS develops a Medicare App Library to help beneficiaries access apps focused on eliminating manual check-in, conversational AI assistance, and diabetes and obesity management.

QC Capital Announces Strategic Investment in My Pediatric Doctor to Expand Nationwide 24/7 Pediatric Urgent Care Telehealth Access

Online urgent care provider My Pediatric Doctor secures funding from QC Capital Group.

Oura launches a proprietary AI model focused on women’s health

Smart ring-maker Oura develops an AI model that its Oura Advisor chatbot will use to offer wearers customized insights about women’s health.

Healthcare AI News 2/25/26

News

Anthropic introduces workflow plugins for Claude Cowork that allow users to connect to enterprise software, develop private plugin marketplaces, and deploy AI agents. New connectors include Google Workspace, Docusign, WordPress. New plugins support HR, design, operations, brand voice, financial analysis, and equity research.

An NVIDIA survey of 600 healthcare and life sciences executives and AI practitioners finds that 70% of organizations are actively using AI, with medical technology and drug companies reporting return on investment and nearly half deploying agentic AI. The most common use case is data analytics and data science. Among management respondents, 85% say that AI has increased revenue, and 80% say that it has reduced costs.

Business

Anthropic announces that its Claude Code tool can modernize COBOL programs, sending IBM shares down 13% in their biggest one-day drop since 2000 and wiping out $40 billion in market value. IBM responds that COBOL modernization has been a solved problem for years and that the real issue is cost and return on investment. Analysts say that Anthropic could take some market share from IBM’s tooling, which they believe provides minimal revenue. IBM shares have rebounded slightly, but have lost 9% in the past 12 months.

Publicly traded business software vendor UiPath announces agentic AI solutions for healthcare that include medical record summarization, claims denial prevention and resolution, and prior authorization support.

B. well Connected Health launches a white-label health AI assistant that it says can be deployed by app developers in just a few weeks.

Ardent Health will deploy Hellocare.ai’s AI-assisted virtual clinician and patient observation platform in 2,000 patient rooms.

Research

A study finds that ChatGPT Health failed to recommend emergency care in more than half of serious cases compared to physicians. In some instances, the tool appeared to recognize a serious condition but still offered reassuring guidance, prompting researchers to conclude that a disconnect exists between its clinical understanding and its recommendations. The authors also report that the tool performed inconsistently in directing users with suicide risk to a crisis hotline.

Other

A hospital and medical school in Thailand deploy AI-powered robots to support the care of patients with thyroid cancer and tuberculosis.

Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Follow on X, Bluesky, and LinkedIn.
Sponsorship information.
Contact us.

This Week in Health Tech 2/25/26

Morning Headlines 2/25/26

SEC ends Veradigm (MDRX) investigation without recommending enforcement action

The SEC concludes its investigation of Veradigm with no enforcement action recommended.

HealthStream Announces Fourth Quarter & Full-Year 2025 Results

HealthStream announces Q4 results: revenue up 7.4%, adjusted EPS $0.18 versus $0.16, beating expectations for both.

Coral Care Raises $13M to Tackle the Pediatric Therapy Shortage

Coral Care, a wraparound services and software company for pediatric speech, occupational, and physical therapists, raises $13 million.

Healthcare Access Performance Leader BlockIt Rebrands as Alluvium Healthcare

BlockIt, which offers a health system access and capacity performance system, renames itself Alluvium Healthcare.

News 2/25/26

Top News

The SEC concludes its investigation of Veradigm with no enforcement action recommended.

Reader Comments

From Sidelineguy: “Re: AI note-taking in meetings. I am interested in how healthcare organizations and vendors are thinking about this. I’ve seen vendors pushing back on providers, citing security and confidentiality concerns. In extreme cases, I’ve seen vendors refuse to be on calls with the note-taking took turned on.” I’m not surprised that vendors are reluctant to have meetings recorded, especially large or publicly traded companies. Customer pitches and meetings that once were forgotten almost immediately can now be converted into searchable transcripts, internal knowledge assets, potential AI training inputs, or discoverable material for litigation, and the company is the party that will be held accountable. It is easy to understand why even an honest vendor wouldn’t want to give a prospect or customer control of the institutional memory of the discussion that could be used in contract negotiations or enforcement disputes. Participants may also be required in advance to avoid topics related to product trade secrets, pricing, or information that would require a business associate agreement. Calls could have been recorded before AI, but new technology raises a company’s risk profile and justifies a “no recording” policy, even though that might annoy the client.

HIStalk Announcements and Requests

Welcome to new HIStalk Platinum Sponsor Qure.ai. Qure.ai is a global AI company that is innovating diagnostic solutions in healthcare for early detection and care management. Qure’s solutions power early diagnosis in lung cancer, neurology, and infectious disease to support clinicians and propel developments in the pharmaceutical and medical device industries. The company empowers healthcare workers or health systems by helping to identify conditions fast, prioritize treatment planning, and ultimately improve quality of patient life.  Qure.ai has deployments in over 107 countries, with regional offices in New York, London and Mumbai. It is a TIME100 Most Influential Company 2025. Thanks to Qure.ai for supporting HIStalk.

Sponsored Events and Resources

Publication: HIStalk’s Guide to ViVE 2026 lists the activities of sponsors at the conference.

Contact Lorre to have your resource listed.

Acquisitions, Funding, Business, and Stock

BlockIt, which offers a health system access and capacity performance system, renames itself Alluvium Healthcare.

HealthStream announces Q4 results: revenue up 7.4%, adjusted EPS $0.18 versus $0.16, beating expectations for both.

People

Meghan Molitor (Symplr) joins TeamBuilder as VP of sales.

Altera Digital Health names Sean Sykes (Advanced Utility Solutions) as EVP of Ventus.

Experity promotes Bobby Ghoshal, MBA to CEO.

Health Catalyst promotes Ben Albert, MBA to CEO.

Announcements and Implementations

San Juan Regional Medical Center (NM) implements Wellsheet’s AI-powered predictive clinical workflow and operations software.

Pixel Health incorporates Praia Health’s patient experience orchestration technology into its new One Thread patient experience software.

Golden Valley Memorial Healthcare (MO) launches a remote pregnancy monitoring program using technology from Nuvo.

LexisNexis Risk Solutions develops a healthcare-specific identity management platform.

Government and Politics

ASTP/ONC opens the EHIgnite Challenge, which will award cash prizes for tools, platforms, and workflows that turn exported electronic health information into actionable insights.

Other

A survey of 880 hospital nurses finds that 57% feel that virtual nursing programs don’t reduce their workload, while 10% say it actually worsens it. Just over half say it improves care quality, with 11% noting that improvement is substantial.

Cedars-Sinai (CA) pilots Kneu Health’s disease-monitoring app as part of its Parkinson’s disease program. The health system is an investor in the UK-based company, which participated in its accelerator program two years ago.

Sponsor Updates

• Altera Digital Health announces that 14 customers have renewed their contracts for its Sunrise EHR.
• Waystar will exhibit at EClinicalWorks Day Chicago February 26.
• Concord Technologies celebrates 30 years of innovation and leadership.
• Meditech announces that 15 rural hospitals opted for Meditech Expanse in 2025.
• Arrive Health publishes a new white paper titled “Real-Time Prescription Benefit: Cutting Through the Noise to Deliver Real Value.”
• Black Book Research releases a new market intelligence report titled “Healthcare IT Capital Signals 2026: What VCs, PE and Banks Are Underwriting.”
• Clearwater will sponsor HPE Miami March 4-5 in Miami Beach.

Blog Posts

• 7 Medicaid Eligibility Changes Human Services Leaders Must Prepare For (Netsmart)
• Why Technology Alignment Is Becoming Healthcare’s Unspoken Challenge (CereCore)
• From out of the background to right where you need it: Cloud availability for the journey ahead (Altera Digital Health)

Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Follow on X, Bluesky, and LinkedIn.
Sponsorship information.
Contact us.

Morning Headlines 2/24/26

Ignite the Future of Health Data Usability

ASTP/ONC launches the EHIgnite Challenge to discover novel ways to transform electronic health information into usable insights for providers and patients.

IU Health files lawsuit against firm hit by 2024 ransomware attack

Indiana University Health files a lawsuit against Change Healthcare for its failure to prevent a 2024 ransomware attack that IU Health claims cost it $66 million and prevented it from processing payments in a timely manner.

Bobby Ghoshal Appointed as CEO of Experity in Planned Leadership Transition

Urgent care technology vendor Experity promotes Bobby Ghoshal to CEO.

Curbside Consult with Dr. Jayne 2/23/26

It’s clear that AI is here to stay. I’ve spent quite a bit of time looking at studies that seem to be either proving its value or dismissing it on the basis of inaccuracy and risk.

Healthcare people tend to look at it with a specific lens. I reached out to contacts in other industries to better understand how they are approaching it, and whether their professional organizations have produced policies or recommendations around its use.

The first person who responded to my query is in the field of law. The initial portion of his response addressed the high-profile problems with AI that have surfaced in the legal world. A number of cases involved attorneys who used AI to construct briefs, but failed to catch that the AI fabricated citations for cases that didn’t exist.

Similar to what we encounter in healthcare, issues exist with the content on which AI systems are trained. Attorney-client confidentiality must not be compromised by becoming part of a data set. Similar risks involve algorithmic bias and discrimination. Attorneys have been sanctioned for misusing AI, with some being fined for fictitious citations.

The legal community is discussing accountability for the use of AI. Ethics experts agree that attorneys are ultimately responsible for the accuracy of matters that are being handled in their name.

My attorney friend shared his opinion that even the best AI isn’t as good as some of his most seasoned paralegals and researchers. His firm tends to proceed with caution, although it does not have a formal policy on the use of the technology. He thinks about about using AI to create documents similarly to having a summer legal intern do it. He reads everything with a critical eye in case it misses the mark, just like interns sometimes do.

We chatted a bit about the idea that AI probably isn’t as good as a law student at the top of their class, but might be better than a student at the bottom of their class. This has parallels with medical education. It is different asking a fourth-year sub-intern to present a case than to ask a third-year student who is on their first clinical rotation to do the same.

We agreed that the idea of blind trust in AI is risky, especially when professional licensure is on the line.

The American Bar Association issued its first guidance on the ethics of AI use in 2024. It specifically noted the need to ensure that legal billings are appropriate for tasks that are conducted using generative AI tools.

The attorney in question is also a commercial pilot. He had a few things to say about the use of AI in the aviation space. Airlines have been using it for operations functions, including maintenance optimization and the modeling of passenger behaviors such as their likelihood to check bags or buy additional services and amenities. Consumer-facing AI includes support chatbots and booking and ticketing systems.

On the maintenance side, AI can help with troubleshooting complex airframes that generate sensor data. Mechanics also use it for maintenance documentation.

He mentioned incorporating AI into flight simulator systems. It uses real-world cases and events to create realistic emergency scenarios that might go beyond the experience of a human simulator operator or operational handbooks.

I must have posed my question at just the right time, because he mentioned a recent announcement about the US Air Force’s Flying Training Center of Excellence. It is developing an AI-based “Instructor Pilot GPT” that is designed to interact with students who are undergoing pilot training. The tool will be trained on flight manuals and aviation documentation. It will help student pilots assess their performance and will provide rapid access to reference procedures. Similar to the commercial side, they hope to use the technology in flight simulators.

The Air Force uses a closed training environment that contains documents such as military protocols, federal guidance, and flight-related publications. I chuckled when I read a quote from one of the people who is involved with the project, who referred to the subset of information as a “data pond.”

Another comment in the article sounded a lot like the conversations that we are having regularly in medical education. Students are on their phones using LLMs every day, so they will expect it as they move forward in training.

The article also notes important concerns that I hadn’t considered in healthcare, such as cybersecurity risks. What happens when your fighter jet GPT gets hacked and harmful information is injected? The same thing could happen to a healthcare system, which would provide the ultimate example of medical misinformation.

As far as professional organizations or regulations, the Federal Aviation Administration issued a formal notice on the use of generative AI tools and services in March 2025. The first page of the document highlights the need to ensure that generative AI use “is conducted in an ethical and responsible manner.”

The notice applies only to FAA’s employees and contractors, but it includes policy elements that are similar to what I see in hospitals and care delivery organizations. These include a requirement to request approval for using generative AI software, the ability to request support for specific use cases that have already been identified, and the need to ensure that AI tools that are found on the internet have been approved by the organization.

The FAA also cautions about the risks of AI infringing on intellectual property, the need to review AI-generated content for accuracy, the need to be transparent about where AI tools are being used, and the principle that it shouldn’t be used to “perform or facilitate illegal or malicious activities.”

I am waiting to hear back from contacts in other industries and will share if I receive compelling insights. If you or your organization does crossover work in areas other than healthcare, how are those industries tackling the use of generative AI? Leave a comment or email me.

Email Dr. Jayne.

Readers Write: Lessons from the ChatGPT Health Debate

Lessons from the ChatGPT Health Debate
By Robert Stewart

By Robert Stewart is CTO of Arbital Health.

A recent column by Geoffrey Fowler in The Washington Post that describes his disappointing experience with ChatGPT Health sparked discussion in the health IT community. While many remain optimistic about the long-term potential of platforms such as ChatGPT Health and Claude for Healthcare, Fowler’s piece highlights issues that healthcare leaders, clinicians, and technologists should examine carefully.

Variability and inaccuracy are not unique to large language model (LLM)-based systems. Many clinical diagnostics have known false-positive rates, and repeat testing is routine when results are unexpected. Clinicians themselves may reach different conclusions when presented with the same clinical information months later. Medicine has always operated within a probabilistic framework.

What is different with LLM-driven systems is their non-deterministic behavior when given the same input repeatedly. Identical prompts can generate materially different responses. Fowler demonstrated this when ChatGPT assigned his cardiac health scores ranging from a B to an F using the same underlying data. That level of variability can cause confusion or anxiety when applied to personal health interpretation.

Many consumer health AI tools are built on retrieval-augmented generation (RAG) architectures, in which the model is grounded using user-specific information such as medical records or wearable device data. Even when anchored to structured inputs, however, the LLM’s narrative interpretation can still vary, reinforcing the need for clinician oversight and appropriate guardrails when deploying these tools in consumer health settings.

It’s also important to recognize the potential psychological impact of these tools. Researchers such as Eric Topol caution against indiscriminate screening of asymptomatic individuals because it often produces “incidentalomas,”(findings that lead to unnecessary follow-up testing or treatment without improving outcomes. Consumer AI health scoring systems risk amplifying this phenomenon by continuously surfacing probabilistic interpretations in the absence of appropriate clinical context.

Wearable Data Challenges

Wearable device data introduces another layer of complexity. Anyone who works with longitudinal wearable datasets understands that the signal-to-noise ratio is inconsistent. Devices are removed for charging, replaced every few years, or switched across vendors that have different calibration baselines. Environmental and behavioral factors such as travel, altitude changes, illness, stress, or sleep disruption can produce statistically significant physiological changes that an AI system may misinterpret without broader context.

Jessilyn Dunn, PhD and her lab at Duke University have conducted extensive research that uses machine learning and statistics to extract valuable insights from consumer wearables, but the work remains challenging. Even highly targeted machine learning applications, such as arrhythmia detection platforms developed by companies like AliveCor, still operate with non-trivial false-positive rates. Wrapping a general-purpose LLM around wearable data without similarly rigorous modeling layers is unlikely to deliver clinically reliable outputs.

Security and Privacy Considerations

As consumer AI health tools evolve, security becomes increasingly important. Anyone who uses ChatGPT, particularly those who are sharing sensitive health information, should enable multi-factor authentication (MFA), which is one of the most effective controls for reducing account compromise risk.

Users should also recognize an important regulatory distinction. Information that is entered into consumer AI services is generally not protected under HIPAA. OpenAI’s enterprise offering, ChatGPT for Healthcare, is designed for HIPAA-covered environments and supports Business Associate Agreements (BAAs), but consumer versions operate under different legal frameworks.

The Takeaway for Health IT Leaders

The lesson from Fowler’s experience is not that consumer health AI lacks value, but that context, governance, and clinical integration matter. Non-deterministic systems that interpret noisy consumer data can easily generate variable outputs that users may misunderstand as clinical conclusions rather than probabilistic insights.

For health systems, payers, and digital health innovators, the near-term opportunity lies in combining LLM interfaces with validated predictive models, strong clinical workflow integration, and transparent communication about uncertainty. Without those guardrails, even well-intentioned consumer health AI tools risk creating confusion rather than clarity.

Readers Write: Doing Everything For the Patient, Not To the Patient

Doing Everything For the Patient, Not To the Patient
By Nassib Chamoun

Nassib Chamoun, MS is founder, president, and CEO of Health Data Analytics Institute.

“Do as much as possible for the patient and as little as possible to the patient.”

That single sentence, written by Bernard Lown, MD in “The Lost Art of Healing,” should serve as a universal guide to thinking about medicine, caregiving, and what it truly means to heal. Dr. Lown was my mentor beginning in my early 20s and remained a close friend until his death in 2021 at age 99, He was decades ahead of his time. He believed that medicine should integrate scientific rigor with moral imagination, and that clinical excellence without compassion is incomplete care.

Today, his words feel less like a reflection and more like a challenge. Our population is aging rapidly. Older adults are the fastest-growing consumers of healthcare services.

As more patients approach the later stages of life, the central question facing clinicians, health systems, and policymakers is not whether we can do more, but rather if doing more truly serves the patient. Increasingly, the evidence suggests that quality of life, not simply quantity of life, must be the defining outcome.

This is not a new conversation. In 1974, Balfour Mount, MD, who is widely regarded as the father of palliative care in North America, established the first hospital-based palliative care unit at Montreal’s Royal Victoria Hospital. Since then, the field has grown steadily. Decades of research demonstrate improvements in symptom control, patient and family satisfaction, alignment of care with patient goals, and, in many cases, lower healthcare utilization and costs.

More recently, the World Health Organization issued a call-to-action urging health systems to expand palliative care access. Not only for humanitarian reasons, but also as a sustainable response to the use of our healthcare resources.

Organizations such as the Center to Advance Palliative Care (CAPC) have worked to standardize best practices and train clinicians to deliver high-quality, interdisciplinary palliative care across settings. Leading physician researchers and ethicists have published extensively in peer-reviewed journals, academic texts, and mainstream media.

Despite this robust evidence base, many patients and families still experience end-of-life care as a stark binary: aggressive inpatient interventions on one side, or hospice and “giving up” on the other. Why does this false choice persist?

For me, this question is no longer theoretical. It is deeply personal. As my parents age, I have watched them navigate serious illness, both at home and in the hospital. Again and again, I have seen a system that is reflexively oriented toward intervention — more procedures, more monitoring, and more escalation.

The intent is usually good. But too often the outcome is suffering, including physical discomfort, emotional distress, and a loss of agency at precisely the moment when patients need it most. Where is palliative care in these situations?

End-of-life care should not be an either-or proposition. It should not require patients to choose between life-prolonging treatment that may diminish quality of life or dying at home without support.

Palliative care belongs alongside disease-directed treatment, especially during hospitalizations, where it can provide expert symptom management, clarify goals of care, support families, and guide thoughtful transitions home when appropriate.

I have seen the power of this model first hand. Palliative-focused hospitalizations can be transformative, not only for patients who experience relief from pain and fear, but also for caregivers who gain reassurance, guidance, and partnership. This approach preserves dignity, respects patient values, expands hospital capacity and access, and makes more responsible use of limited healthcare resources. Most importantly, it restores humanity to care.

For me, the conclusion is clear. When possible, our loved ones should not die in hospitals. They also should not have to forgo care, comfort, or hope.

To palliative care clinicians, healthcare leaders, policymakers, advocates, and anyone who has walked this path with someone they love, let us build a healthcare system that truly does everything for the patient, not to the patient. Compassion and evidence are not competing priorities. Together, they form the highest standard of care.

Readers Write: What a Modern Application Managed Services Model Should Deliver

What a Modern Application Managed Services Model Should Deliver
By Scott Gildea

Scott Gildea, MBA is EVP of client delivery for Optimum Healthcare IT.

For years, application managed services in healthcare has been treated as a singular staffing solution. When teams were short-handed or roles went unfilled, organizations added overseas resources to keep systems running. That approach worked until the environment changed.

Today’s healthcare landscape is more complex than ever. EHRs, ERPs, and enterprise platforms are deeply connected to patient care, revenue, and operations. Downtime is no longer just an inconvenience, it is a risk. At the same time, IT teams are burned out and being asked to support transformation while maintaining stability.

In this environment, application managed services cannot be about coverage alone. They must deliver accountability, consistency, and operational confidence.

This is the Moment for Application Managed Services

As a whole, healthcare organizations are at a dramatic inflection point in healthcare IT. Some of the biggest reasons for this include:

• Mounting pressure surrounding increasing costs, stagnant budgets. and fluctuating reimbursement rates.
• Socioeconomic pressures, such as increasing prices.
• Downward pressure from health system executives to be more efficient and forward-thinking.

Application managed services must keep pace with the expedited evolution of technology in healthcare. Change is here for most organizations, whether it takes the shape of AI, the mergers and acquisitions, or the increasing socioeconomic pressures. 

Health systems are no longer asking whether they need managed services. They are asking which models will actually support their organizations over the long term. The answer lies in delivery models that are built specifically for healthcare, designed for accountability, and focused on the people who keep these systems running every day.

What a Modern Application Managed Services Model Should Deliver

Health systems are not looking for another vendor. They are looking for a delivery model that they can rely on every day, not just during go-lives or major initiatives. Traditional approaches often fall short.

What organizations need now is a managed services model that is explicitly built for healthcare enterprise applications, operates as a valid extension of the internal team. and has clear ownership and shared accountability.

A modern application managed services solution should answer a few basic questions:

• Who owns the day-to-day operations?
• How are issues identified before they become incidents?
• How is performance measured and improved over time?
• How does the model scale without disrupting internal teams?
• Will this allow us to keep up with the ever-changing landscape of health IT, including EHR updates, AI advancements, and more?

When managed services are designed well, they reduce operational noise. Leaders spend less time reacting and more time planning. Internal teams stay focused on strategy and improvement instead of constant firefighting. That does not happen by accident. It requires healthcare-specific experience, disciplined delivery, and a model that is built for complex enterprise environments.