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Two senior leaders at New York-Presbyterian and Columbia University are stepping down as part of institutional changes implemented after the criminal conviction of former gynecologist Robert Hadden, MD, for sexually abusing patients.

Mary D’Alton, MD, will step down from her role as chair of obstetrics and gynecology at Columbia University Irving Medical Centre and as obstetrician-gynecologist-in-chief at NewYork-Presbyterian/Columbia University Irving Medical Centre. She will continue her clinical practice and research work at Columbia. Additionally, Lee Goldman, MD, former dean of the Faculties of Health Sciences and Medicine and chief executive of the medical centre, has announced his retirement.

The leadership changes follow a letter issued by Columbia University leadership outlining reforms introduced after Hadden’s conviction. Between 1987 and 2012, the physician abused hundreds of women and girls while providing medical care. He was arrested in 2020 and later sentenced in 2023 to 20 years in prison after being convicted on multiple federal charges related to unlawful sexual activity.

An external investigation commissioned by Columbia University and NewYork-Presbyterian determined that several systemic failures allowed the abuse to continue for years. These included inconsistent use of medical chaperones, a hierarchical culture that discouraged reporting, unclear complaint procedures for patients, and inadequate institutional responses to earlier reports of misconduct.

In response, both institutions have introduced multiple patient-safety reforms. These include strengthened chaperone policies, expanded trauma-informed training for staff, clearer reporting mechanisms, stronger anti-retaliation protections, and increased board-level oversight of misconduct policies. The medical centre has also implemented monitoring systems designed to identify concerning provider behaviour earlier through patient and staff reporting data.

Additional measures include the creation of a Centre for Patient Safety Science to advance research on healthcare safety practices and the establishment of a $100 million survivors’ settlement fund, extended through June 2026. The university and hospital system have also reached voluntary settlements exceeding $1 billion with more than 1,000 former patients.

Institutional leaders stated that while past harm cannot be reversed, ongoing reforms aim to strengthen patient protection, support survivors, and prevent similar incidents in the future.

Source: Becker’s Hospital Review, “2 NewYork-Presbyterian leaders step down following 1 physician’s sexual abuse convictions,” by Mariah Taylor.

Hospital operating costs rose significantly in 2025, increasing 7.5%, more than double the growth in hospital prices, according to the annual Costs of Caring report from the American Hospital Association.

The report, based on industry benchmark data compiled by Strata Decision Technology, highlights growing financial pressure on hospitals. Rising labour costs, higher prices for drugs and medical supplies, increasing administrative burdens from insurers, and a growing number of sicker patients are all contributing to the widening gap between hospital expenses and reimbursements.

AHA President and CEO Rick Pollack warned that these pressures could threaten hospitals’ ability to maintain essential services for communities.

1. Drug and supply costs surged

Hospital drug spending increased 13.6% in 2025, while spending on medical supplies rose 9.9%. Academic medical centres experienced even sharper increases, with drug costs jumping 21.6%.

The report also noted that the average launch price for new drugs exceeded $370,000 in 2024, representing a 23% increase from 2023.

Workforce costs remain hospitals’ largest expense, accounting for roughly 60% of total spending. Overall labour expenses increased 5.6% in 2025, covering compensation for physicians, nurses, specialists, and other healthcare workers.

2. Administrative costs tied to insurance disputes climbed

Hospitals spent an estimated $43 billion in 2025 attempting to collect payments for services already delivered.

Nearly $18 billion of that amount was spent on efforts to overturn denied claims from insurers. The report also pointed to rising prior authorization requirements. In 2024, Medicare Advantage plans issued about 53 million prior authorization decisions, with providers appealing 11.5% of them, up from 7.5% in 2019.

These administrative hurdles often delay reimbursement and contribute to rising bad debt, which increased 10% in 2025.

3. Hospitals are treating more and sicker patients

Healthcare demand continues to rise. In 2025:

• Inpatient volumes increased 5.3%
  
• Outpatient visits rose 9.8%
  

At the same time, the hospital case-mix index, a measure of patient illness severity, increased about 5% between 2019 and 2024, indicating hospitals are caring for more clinically complex patients.

According to the report, just over half of hospital expense growth is tied to treating more and sicker patients, while the rest reflects higher costs for labour, medications, and medical supplies.

4. Medicare reimbursements continue to fall short

Reimbursement gaps remain a major financial challenge for hospitals.

In 2024, Medicare reimbursed hospitals only 83 cents for every dollar spent on care, resulting in more than $100 billion in underpayments.

Additionally, 56.1% of hospital costs are tied to service lines where reimbursement does not cover the cost of care. Behavioural health services face some of the steepest gaps, with an all-payer payment to cost ratio of 74.5%.

The growing financial imbalance

Despite increasing costs, hospitals have largely kept price increases below the rate of expense growth. However, this imbalance between rising input costs and slower reimbursement growth is creating mounting financial strain across the healthcare system.

If the gap continues to widen, hospitals may face increasing difficulty sustaining the full range of services that patients and communities rely on.

Source: Becker’s Hospital Review, Madeline Scheetz, Hospital expenses grew twice as fast as prices in 2025: 4 AHA findings (March 11, 2026).

Health Gorilla has filed a motion seeking dismissal of a federal lawsuit brought by Epic and several health systems, arguing that the case threatens the stability of national interoperability frameworks used to exchange patient data.

In a Feb. 26 press release, Health Gorilla characterized the lawsuit as an “attack on interoperability,” stating that escalating the dispute to federal court could undermine patient safety and disrupt efficient healthcare data exchange nationwide. The company contends the matter is a governance disagreement that should have been addressed through established contractual dispute resolution mechanisms rather than litigation.

The lawsuit, filed Jan. 13 in the U.S. District Court for the Central District of California, was brought by Epic Systems, OCHIN, Reid Health, Trinity Health, and UMass Memorial Health. The plaintiffs allege that Health Gorilla and other defendants improperly accessed and monetized patient medical records through national data-sharing frameworks.

According to the complaint, tens of thousands of patient records were allegedly obtained under the premise of treatment purposes and later redirected to mass tort litigation marketing services. Plaintiffs argue this conduct threatens patient privacy and erodes trust in nationwide interoperability systems.

The lawsuit centers on two major interoperability frameworks: Carequality and the Trusted Exchange Framework and Common Agreement (TEFCA). These frameworks are designed to facilitate secure data exchange among providers for legitimate treatment purposes. The complaint alleges certain entities misrepresented themselves as medical providers to access patient data for non-treatment uses without consent.

Health Gorilla, which serves as a designated Qualified Health Information Network under TEFCA, is named as a primary defendant. Additional defendants include RavillaMed and entities affiliated with Mammoth Health and Unit 387. Plaintiffs are seeking injunctive relief to prevent further access to national interoperability systems.

In its motion to dismiss, Health Gorilla argues the plaintiffs bypassed required contractual governance processes that allow interoperability networks to self-regulate and resolve disputes internally. The company also stated that portions of the lawsuit rely on information it voluntarily shared during a months-long investigation involving Carequality, TEFCA’s network administrator, and several large health providers — none of whom are plaintiffs in the current case.

“Carequality and TEFCA protect patients by ensuring clinicians have the information they need at the point of care,” said Bob Watson, CEO of Health Gorilla, in the press release. “Bypassing them risks destabilizing systems that hundreds of millions of patients and providers depend on.”

In response, an Epic spokesperson told Becker’s that Health Gorilla’s assertion of a “lack of actual knowledge” of alleged wrongdoing is insufficient. The spokesperson emphasized that safeguarding sensitive patient data is a core responsibility and called for a full investigation in federal court rather than private resolution.

Health Gorilla stated that its priority remains maintaining secure treatment access while protecting patient privacy and preserving the integrity of the national interoperability ecosystem.

Source: Becker’s Hospital Review  Naomi Diaz, Health Gorilla files motion to dismiss lawsuit filed by Epic health systems (Feb. 26, 2026).

As executive turnover becomes more common across healthcare organizations, leadership discussions often emphasize recruitment and onboarding. However, a Jan. 20 article published in Nurse Leader highlights an equally critical phase that is frequently overlooked: the exit and immediate post-departure period.

Drawing from first-person experiences of five nursing leaders, several recurring themes emerged during leadership transitions: identity disruption, the emotional adjustment following executive exits, the stabilizing role of professional networks, financial preparedness as part of leadership readiness, and treating well-being as an operational foundation rather than an optional add-on.

The First 90 Days: A Transition Framework

First 48 Hours  Stabilization

The initial period should focus on restoring stability and clarity. Recommended actions include:

• Preparing a neutral departure statement
  
• Holding priority conversations with HR or benefits teams, legal counsel, and a mentor or coach
  
• Protecting personal well-being through rest, hydration, and movement
  
• Reviewing finances and personal boundaries with family
  
• Preserving professional reputation by avoiding public venting and relying on a trusted confidant
  

Days 2–30 Structure and Direction

Executives can begin rebuilding momentum by:

• Creating a one-page professional brief outlining achievements and measurable outcomes
  
• Reviewing financial matters such as insurance coverage, severance implications, retirement accounts, and projected cash flow
  
• Reconnecting with professional networks through targeted outreach
  
• Updating resumes and LinkedIn profiles with a clear purpose statement
  
• Establishing a daily routine that supports reflection, outreach, and personal reset
  

Days 31–90 Building Momentum

The final phase centers on forward progress through:

• Exploring interim leadership or consulting opportunities
  
• Completing certifications or focused professional courses
  
• Adjusting financial plans and scheduling regular advisor reviews
  
• Participating in community or professional service activities
  
• Committing to a defined next career path supported by a structured 90-day action plan
  

What Organizations Should Do

CEOs, boards, and HR leaders also play a key role in successful transitions. Recommended organizational practices include:

• Notice: Transparent communication and opportunities for departing leaders to share farewell messages
  
• Handoff: Rapid appointment of interim leadership with clearly defined decision authority
  
• Support: Standardized transition resources such as coaching, legal consultation, benefits guidance, and wellness support
  
• Alumni Engagement: Maintaining long-term relationships through mentorship, advisory roles, newsletters, or future recruitment pathways
  

Thoughtful and structured exit processes can reduce operational disruption while protecting both organizational culture and employer reputation.

Source: Becker’s Hospital Review Kristin Kuchno, A healthcare executive’s checklist during a leadership transition (Feb. 26, 2026).

Shows that 70% of people diagnosed with cancer between 2015 and 2021 in the U.S. survive at least five years. 

This improvement in survival rates is prompting healthcare leaders to call for a major redesign of cancer care—one that extends beyond treatment and focuses on long-term survivorship.

Ten healthcare leaders told Becker’s that as cancer increasingly becomes a chronic condition, health systems must shift from episodic, treatment-centered models to continuous, survivorship-focused care. Survivors often face lasting physical, emotional, social, and financial effects from cancer and its treatment, which require structured, long-term support.

Several leaders emphasized that survivorship planning should begin at diagnosis, not after treatment ends. Personalized survivorship care plans, early management of late treatment effects, and coordinated care across oncology, primary care, behavioral health, and specialty services were repeatedly highlighted as essential. Many also pointed to the need for expanded survivorship-focused workforces and improved clinician education on long-term cancer effects.

Technology and data-sharing were identified as key enablers, with digital symptom monitoring, AI-driven risk stratification, and interoperable care plans helping to reduce fragmentation and improve continuity of care. Leaders also stressed that success in oncology should now be measured not only by survival, but by quality of life, functional outcomes, and a survivor’s ability to return to meaningful daily activities.

Overall, the leaders agreed that survivorship is no longer the final phase of cancer care it is the longest and most complex stage, requiring intentional investment, multidisciplinary collaboration, and systemwide redesign.

Source: Becker’s Hospital Review

Author: Elizabeth Gregerson

Since Dec. 19, 2025, more than 300 executive transitions have been tracked, with most occurring in the early weeks of the year.

Recent appointments include new chief executives, presidents, chief medical officers, chief nursing officers, and finance leaders across healthcare organizations nationwide. Several systems including SSM Health, Renown Health, Trinity Health, Kaiser Permanente, and Novant Health  made multiple leadership changes to strengthen operations, expand services, and support strategic growth.

The updates also reflect a mix of promotions, retirements, and role transitions. Some longtime leaders announced retirement plans after years of service, while others stepped down or moved into new executive roles. Many health systems also filled key positions in technology, finance, strategy, operations, and digital health, highlighting the industry’s continued focus on innovation, efficiency, and leadership restructuring.

Overall, the ongoing leadership shifts indicate major organizational realignments and strategic planning efforts across U.S. hospitals and health systems as they respond to evolving healthcare demands.

Source: Becker’s Hospital Review  Kelly Gooch and Kristin Kuchno, “41 recent hospital, health system executive moves,” February 2026.

According to projections from the American Cancer Society. Based on comparisons between 2022 cancer data from the Centers for Disease Control and Prevention and 2026 estimates, several states are projected to experience notable increases in new diagnoses.

Delaware is expected to record the highest percentage growth in cancer cases, followed by Massachusetts, Indiana, and Idaho. Meanwhile, more populous states such as Florida and Texas are projected to experience the largest increases in total case numbers due to their population size.

Overall, twelve states are forecast to see cancer diagnoses rise by at least 20% this year, highlighting a growing healthcare challenge and the need for expanded prevention, early detection, and treatment strategies across the country.

Source: Becker’s Hospital Review — Erica Cerutti, “States ranked by projected growth in new cancer cases: 2026,

Shows a significant drop in active drug shortages since mid-2025. As of Feb. 12, 2026, 80 medications were listed as being in shortage, down from 194 reported in June. The decline reflects ongoing updates to the FDA’s database, including manufacturing recoveries, regulatory changes, and revised shortage classifications rather than immediate supply conditions at hospitals.

Several medications were recently discontinued or affected, including antibiotics used for bacterial infections, treatments for hypertension and cholesterol management, therapies for Parkinson’s disease and movement disorders, antiviral medications, and ophthalmic solutions used in eye procedures. Manufacturers cited discontinuations of specific formulations and production changes as key reasons for the shortages.

The FDA continues to monitor supply disruptions and update its database regularly to track medication availability and manufacturing status.

Source: Becker’s Hospital Review  Ella Jeffries, “12 drugs in shortage,” February 2026.

That gives both organizations shared ownership of Renown’s health plan, Hometown Health. The agreement marks Kaiser Permanente’s entry into the Nevada healthcare market and positions Renown to expand and strengthen its insurance offerings.

Renown CEO Dr. Brian Erling explained that the partnership aligns with the organization’s mission to keep healthcare affordable by gaining greater control over insurance premiums. He noted that without direct involvement in health insurance, cost-saving efforts often end up benefiting insurers rather than patients.

Hometown Health currently serves about 74,000 members, making it a relatively small regional plan. According to Dr. Erling, scaling up is essential to compete with large national insurers, which made partnering with Kaiser Permanente a strategic move to improve access, affordability, and health outcomes.

Northern Nevada’s rapid population growth driven in part by Californians familiar with Kaiser Permanente’s integrated care model also influenced the collaboration. Community members, Dr. Erling said, have frequently expressed interest in having a similar healthcare option available locally.

Beyond co-owning the health plan, the joint venture includes launching a new outpatient care network. Kaiser Permanente will operate Renown’s Del Monte Lane medical offices in Reno and open two additional facilities in 2026, offering primary and specialty care, labs, and radiology services. Retail pharmacies owned by Kaiser are expected to open in 2027, alongside Renown Pharmacy services, with Kaiser members gaining access to Renown’s hospitals and clinical services. Kaiser’s digital health platform is also planned to roll out in 2027.

Overall, the partnership is designed to expand care options, increase provider capacity, and give the local community more affordable and integrated healthcare choices.

For many years, health systems operated under a few core beliefs: patients would generally follow medical advice, select care based on location, and trust provider recommendations without much scrutiny. That model no longer reflects reality.

Today’s patients are more informed, more questioning, and far more comfortable using digital tools to guide healthcare decisions. Instead of relying solely on institutional authority, consumers now research options, compare experiences, consult peers, and weigh trust and convenience much like they do in other areas of life.

Healthcare marketing leaders say this shift is reshaping not just communication strategies, but the role marketing plays in the overall patient experience.

From authority to collaboration

Patients increasingly view themselves as active participants rather than passive recipients of care. They expect engagement, clarity, and partnership from health systems.

Marketing leaders note that consumers live in a mobile-first, data-rich environment where information and misinformation is readily available. This has fueled a “trust but verify” mindset that extends beyond search engines and social media. The growing use of AI tools for health related questions further signals that patients expect immediate access to information, reassurance, and transparency.

With broader access to data, reviews, and peer experiences, patients often arrive prepared to ask informed questions. As a result, health systems must rethink how they present themselves during the research and decision-making phase, how clinicians engage patients, and how trust is built over time.

Brand loyalty, once driven by reputation or proximity, is now shaped by relevance, real-world experiences, and alignment with individual needs.

Experience now rivals clinical care in decision-making

Another long-standing belief that clinical necessity alone determines patient choice—is also being challenged.

Healthcare leaders report that patients evaluate care through emotional and practical lenses similar to other consumer decisions. Trust, comfort, and how well care fits into daily life are just as influential as medical outcomes.

In response, some health systems are shifting away from service-line promotion toward storytelling that reflects the patient journey. Marketing increasingly highlights what the care experience feels like, focusing on moments that reduce anxiety, build confidence, and make next steps clearer. In many organizations, marketing teams are now contributing directly to experience design, not just promotion.

As more healthcare journeys begin online, early visibility and ease of access have become critical. The goal is no longer just to promote services, but to make trusted care simple to find and choose.

Access and location are no longer decisive advantages

Expanding facilities or increasing access points is no longer enough to secure patient loyalty. While convenience still matters, consumers now expect personalization and meaningful engagement.

Health systems are responding by relying more on consumer insights, data, and AI-powered personalization to better anticipate patient needs. This approach allows organizations to move beyond assumptions and design outreach based on real behavior and preferences.

Leaders emphasize that this evolution represents more than a tactical marketing update it reflects a deeper shift in how health systems define themselves. Consumer experience has become central to maintaining relevance and trust, while geography is now just one factor in a broader patient journey.

A new expectation for healthcare marketing

Together, these changes point to a new mandate for health system marketing: authority can’t be assumed, loyalty must be earned, and value has to be demonstrated consistently.

In 2026, healthcare organizations aren’t only competing on clinical outcomes. They are competing on transparency, personalization, digital engagement, and how effectively they serve modern consumers at every touchpoint.

Source: Becker’s Hospital Review — Naomi Diaz