Literature Review

Educating the hospice workforce on pediatric concurrent care: A national workshop approachJournal of Pain & Symptom Management; by Rakhshanda Ramzan, Lisa C Lindley, Logan Hoover, Jia Liang, Markeya Martin, Salina Temesghen, Meaghann S Weaver; 9/26Medicaid insures most children at the end of life and mandates concurrent hospice and curative care coverage. Uptake remains inconsistent, partly due to hospice workforce unfamiliarity with the benefit and concerns about compliance. A brief virtual workshop shifted hospice workforce perceptions of pediatric concurrent care, revealing gaps in baseline understanding and increasing awareness of implementation challenges. Findings informed development of a Pediatric Concurrent Care Toolkit and suggest that practical implementation resources, policy guidance, and family-centered communication tools may be needed to improve uptake and access to concurrent care.

Recruiters say health systems must define the mandate before searching for a chief AI officer Complete AI Training; 9/25/26 Only 6 of the top 100 health systems had a dedicated chief AI officer in 2024, though that number is now growing fast as organizations weigh hiring one or folding AI oversight into existing roles. Health systems are formalizing AI leadership as adoption accelerates, with many weighing whether to hire a dedicated chief AI officer or fold the responsibility into existing roles. ... Recruiters say the mandate must be clear before the search begins, because the pool of qualified candidates remains small and the role is still taking shape.

Healthcare doesn’t need forward deployed engineers. It needs forward deployed operators. HIT Consultant; by Frederik Mueller; 9/22/26 The forward deployed engineer model, embraced across enterprise technology, is built on a seductive assumption: that the gap between a technology’s potential and its adoption is primarily a technical gap. A missing integration. A misconfigured workflow. A feature not yet built. Fix the code, and the organization will follow. In most industries, that assumption is partially right. In healthcare, it is almost entirely wrong. In part, healthcare organizations contribute to the problem because most evaluate technology vendors the same flawed way. They audit the roadmap, assess the integrations, and negotiate the contract. They rarely ask enough how the vendor will be embedded in their operations after go-live, and what discipline that ongoing partnership requires. 

The critical competencies hospice leaders must build for value-based care cuccess | part one Teleios Collaborative Network (TCN); podcast hosted by Chris Comeaux with Dr. Jessica Hubbs; 9/16/26 Value-based care isn’t just changing how hospice gets paid—it’s redefining what hospice leaders must be capable of delivering. In Part One of The Critical Competencies Hospice Leaders Must Build for Value-Based Care Success, host Chris Comeaux sits down with Dr. Jessica Hubbs, Chief Clinical Officer at Advanced Care Innovations, to explore the accelerating shift from fee-for-service healthcare toward models built around outcomes, total cost of care, and coordinated care delivery.  Dr. Hubbs explains why emerging models such as LEAD (Long-term Enhanced ACO Design) matter to hospice and palliative care leaders—and why the movement upstream into serious illness and home-based care could represent both a competitive headwind and an extraordinary opportunity.

The role of hospice and palliative care in addressing climate changeAmerican Journal of Hospice & Palliative Medicine; by Erik S. Carlson, Nisha Shah, Jill Denny,  Aldebra Schroll, Daniel Mahoney, Sarah Schear, Kate Jennings, Collins Uzuegbu, David Harris, Bhargavi Chekuri, Cecilia Sorensen, Janet Bull, Chris Jones; 8/26Climate change is a defining global health challenge of our time, acting as a threat multiplier that erodes decades of health gains and worsens social inequities. People living with serious illness, the population served by Hospice and Palliative Care (HaPC) professionals, are particularly vulnerable to these impacts. While leading health organizations have acknowledged the public health implications of climate change, HaPC has remained largely absent from this discourse. This narrative review and framework proposal situates the field’s competencies within the growing climate and health literature and identifies avenues through which HaPC can contribute to addressing climate change. We argue that HaPC professionals — drawing on strengths in serious illness communication, interdisciplinary collaboration, and person-centered care — are uniquely positioned to advance equitable climate adaptation and mitigation at the individual, organizational, and societal levels.

Rural Solterra Hospice triples patient census Hospice News; by Holly Vossel; 9/17/26 Oregon-based Solterra Hospice has seen its average daily census rate triple in the last year. The organization’s leaders attribute the expansion to balanced clinical capacity and strong community collaboration. Solterra Hospice began serving patients in November 2024 after receiving its Medicare and Medicaid certifications earlier that year. The family-owned organization’s average daily census currently hovers around 75–80 patients, tripling from 25 patients in fall 2025. Prioritizing small patient caseloads for clinicians allowed for meaningful, sustainable growth, according to Christie Rivelli and Dr. Chris Eilersen, co-founders and co-owners of Solterra Hospice. ... This clinical strategy opened up opportunities to better reach under-resourced, remote regions, Rivelli said.

The critical competencies hospice leaders must build for value-based care cuccess | part one Teleios Collaborative Network (TCN); podcast hosted by Chris Comeaux with Dr. Jessica Hubbs; 9/16/26 Value-based care isn’t just changing how hospice gets paid—it’s redefining what hospice leaders must be capable of delivering. In Part One of The Critical Competencies Hospice Leaders Must Build for Value-Based Care Success, host Chris Comeaux sits down with Dr. Jessica Hubbs, Chief Clinical Officer at Advanced Care Innovations, to explore the accelerating shift from fee-for-service healthcare toward models built around outcomes, total cost of care, and coordinated care delivery.  Dr. Hubbs explains why emerging models such as LEAD (Long-term Enhanced ACO Design) matter to hospice and palliative care leaders—and why the movement upstream into serious illness and home-based care could represent both a competitive headwind and an extraordinary opportunity.

Before you sign that AI contract: 7 questions every healthcare CFO should ask MedCity News; by Purnendu Bala; 8/25/26 Every healthcare CFO’s inbox now has an AI-in-RCM pitch in it. The promises are consistent: lower denial rates, faster collections, leaner overhead. What’s inconsistent is the due diligence behind the decision to buy. Most of these deals are still evaluated like traditional software purchases: features, price, timeline. That framework misses what actually determines whether an AI investment pays off or becomes a costly write-off eighteen months later: data readiness, workforce redesign, and governance exposure that never show up on a vendor’s feature sheet. Before approving a budget for AI in revenue cycle management, CFOs should be asking seven specific questions, and most vendors are hoping they won’t.

[England] 'Magical' hospice unit opens after £16m revamp BBC News, West Yorkshire, England; by Cara Thorpe and Jack Conlon; 8/4/26  A new hospice facility which aims to "transform" the care given to patients and their families has opened its doors in West Yorkshire. The £15.8m inpatient unit at Overgate Hospice in Elland has taken two years to build after a previous eight years of planning. ... The new hospice building includes:

Why traditional primary care fails frail elders and the future need for specialized models | part one Teleios Collaborative Network (TCN); podcast hosted by Chris Comeaux with Dr. Bethany Snider; 7/29/26 Traditional primary care wasn't designed for today's frail elders—and that gap may be one of healthcare's greatest challenges. As America's population ages, healthcare leaders face an urgent question: Is the traditional primary care model enough to care for frail older adults with complex medical, functional, and social needs?  In Part One of this thought-provoking conversation, Chris Comeaux welcomes Dr. Bethany Snider, Chief Medical Officer of Everent Health, to explore why the future of serious illness care requires a fundamentally different approach. Together, they unpack the emerging concept of the frail elder practice—a longitudinal, interdisciplinary model that extends beyond office visits to meet patients where they are, both physically and emotionally.

Why traditional primary care fails frail elders and the future need for specialized models | part one Teleios Collaborative Network (TCN); podcast hosted by Chris Comeaux with Dr. Bethany Snider; 7/29/26 Traditional primary care wasn't designed for today's frail elders—and that gap may be one of healthcare's greatest challenges. As America's population ages, healthcare leaders face an urgent question: Is the traditional primary care model enough to care for frail older adults with complex medical, functional, and social needs?  In Part One of this thought-provoking conversation, Chris Comeaux welcomes Dr. Bethany Snider, Chief Medical Officer of Everent Health, to explore why the future of serious illness care requires a fundamentally different approach. Together, they unpack the emerging concept of the frail elder practice—a longitudinal, interdisciplinary model that extends beyond office visits to meet patients where they are, both physically and emotionally.

Same team, same care, new name: interim healthcare offices in Lubbock and throughout West Texas become ExcelaCare Newsnet, Lubbock, TX; by EIN Presswire; 7/27/26 A trusted provider of home health and hospice care in communities throughout West Texas, formerly known as Interim Healthcare, is officially transitioning to a new name: ExcelaCare. These local offices across the region, including Lubbock, TX and surrounding areas, will continue delivering the same patient-centered care under new branding. “While our logo and colors are changing, our ownership, management, and the local teams you have come to know and trust are not,” said the organization’s founder. ... The rebrand comes as the organization continues to pursue excellence across all its services and reflects an effort to elevate its ongoing dedication to the communities it has served for years as Interim. The local staff and day-to-day operations remain unchanged; only the name and visual identity are new.