Nutanix, a leader in hybrid multicloud computing, announced the findings of its seventh annual global Healthcare Enterprise Cloud Index (ECI) survey and research report, which measures enterprise progress with cloud adoption in the industry. The research showed that 99% of healthcare organizations surveyed are currently leveraging GenAI applications or workloads today, more than any other industry.
This includes a mix of applications from AI-powered chatbots to code co-pilots and clinical development automation. However, the overwhelming majority (96%) share that their current data security and governance measures are insufficient to fully support GenAI at scale.
“In healthcare, every decision we make has a direct impact on patient outcomes – including how we evolve our technology stack,” said Jon Edwards, Director IS Infrastructure Engineering at Legacy Health. “We took a close look at how to integrate GenAI responsibly, and that meant investing in infrastructure that supports long-term innovation without compromising on data privacy or security. We’re committed to modernizing our systems to deliver better care, drive efficiency, and uphold the trust that patients place in us.”
This year’s report revealed that healthcare leaders are adopting GenAI at record rates while concerns remain. The number one issue flagged by healthcare leaders is the ability to integrate it with existing IT infrastructure (79%) followed closely by the fact that healthcare data silos still exist (65%), and development challenges with cloud native applications and containers (59%) are persistent.
“While healthcare has typically been slower to adopt new technologies, we’ve seen a significant uptick in the adoption of GenAI, much of this likely due to the ease of access to GenAI applications and tools,” said Scott Ragsdale, Senior Director, Sales – Healthcare & SLED at Nutanix. “Even with such large adoption rates by organizations, there continue to be concerns given the importance of protecting healthcare data. Although all organizations surveyed are using GenAI in some capacity, we’ll likely see more widespread adoption within those organizations as concerns around privacy and security are resolved.”
Healthcare survey respondents were asked about GenAI adoptions and trends, Kubernetes and containers, how they’re running business and mission critical applications today, and where they plan to run them in the future. Key findings from this year’s report include:
GenAI solution adoption and deployment across healthcare will necessitate a more comprehensive approach to data security. Healthcare respondents indicate a significant amount of work needs to be done to improve the foundational levels of data security/governance required to support GenAI solution implementation and success. The No. 1 challenge faced by healthcare organizations when it comes to leveraging or expanding utilization of GenAI is privacy and security concerns of using large language models (LLMs) with sensitive company data. Furthermore, 96% of healthcare respondents agree that their organization could be doing more to secure their GenAI models and applications. Improving data security and governance at the scale needed to support emerging GenAI workloads will be a long-term challenge and priority for many healthcare organizations.
Prioritize infrastructure modernization to support GenAI at scale across healthcare organizations. Running modern applications at enterprise scale requires infrastructure solutions that can support the necessary requirements for complex data security, data integrity and resilience. Unfortunately, 99% of healthcare respondents admit they face challenges when scaling GenAI workloads from development to production – with the No. 1 issue being integration with existing IT infrastructure. For this reason, we believe it is imperative that healthcare IT decision-makers prioritize infrastructure investments and modernization as a key enabling component of GenAI initiatives.
GenAI solution adoption in the healthcare sector continues at a rapid pace, but there are still challenges to overcome. When it comes to GenAI adoption, healthcare metrics are excellent, with 99% of industry respondents saying their organization is leveraging GenAI applications/workloads today. Most healthcare organizations believe GenAI solutions will help improve levels of productivity, automation, and efficiency.
Meanwhile, real-world GenAI use cases across healthcare segments gravitate towards GenAI-based customer support and experience solutions (e.g., chatbots), and code generation and code co-pilots. However, healthcare organizations also note a range of challenges and potential hindrances regarding GenAI solution development and deployment, including patient data security and privacy, scalability, and complexity.
Application containerization and Kubernetes® deployments are expanding across the healthcare industry. Container-based infrastructure and application development has the potential to allow organizations to deliver seamless, secure access to patient and business data across hybrid and multicloud environments. Application containerization is pervasive across industry sectors and is set to expand in adoption across healthcare as well, with 99% of industry respondents saying their organization is at least in the process of containerizing applications.This trend may be driven by the fact that 92% of healthcare respondents agree their organization benefits from adopting cloud native applications/containers. These findings suggest that the majority of IT decision-makers in healthcare will be considering how containerization fits into expansion strategies for new and existing workloads.
For the seventh consecutive year, Nutanix commissioned a global research study to learn about the state of global enterprise cloud deployments, application containerization trends, and GenAI application adoption. In the fall of 2024, U.K. researcher Vanson Bourne surveyed 1,500 IT and DevOps/Platform Engineering decision-makers around the world. The respondent base spanned multiple industries, business sizes, and geographies, including North and South America; Europe, the Middle East and Africa (EMEA); and Asia-Pacific-Japan (APJ) region.
MDaudit, a portfolio company of Bregal Sagemount & Primus Capital and an award-winning cloud-based continuous risk monitoring platform that enables the nation’s premier healthcare organizations to minimize billing risks and maximize revenues, and Streamline Health Solutions, Inc., a leading provider of solutions that enable healthcare providers to improve financial performance, announced today that they have entered into a definitive merger agreement pursuant to which MDaudit will acquire Streamline.
This combination brings together two organizations that share a common vision: enabling healthcare organizations to expand patient care and access by improving financial stability. By joining Streamline’s pre-bill integrity solutions with MDaudit’s robust billing compliance and revenue integrity platform, the parties believe that the combined organization will be uniquely positioned to unify disparate data silos, broaden executive insights, and drive coordinated actions across the revenue cycle continuum to accelerate revenue outcomes and mitigate risk.
Ritesh Ramesh
“At a time when health systems are facing mounting financial and operational pressures, we believe the future belongs to those who can connect the dots across the revenue cycle continuum with data- and AI-driven solutions,” said Ritesh Ramesh, CEO of MDaudit. “Streamline’s RevID and eValuator solutions complement MDaudit’s current strengths in billing compliance and revenue integrity capabilities by enabling pre-bill visibility in real-time to unlock revenue opportunities. These solutions reflect our shared belief that human-driven revenue cycles deserve proactive, systemwide intelligence with closed feedback loops that are actionable”.
“MDaudit and Streamline have always believed that the most sophisticated technology won’t drive successful outcomes without an unwavering focus on customer satisfaction,” said Ben Stilwill, CEO of Streamline Health. “Our teams have built trust by being true partners to our customers. Together, we’re building a broader platform that reflects the reality of today’s revenue cycle: distributed teams, disconnected data, and immense responsibility. Together, we’re delivering foresight and action; not just reports or alerts.”
Transaction Summary
At the effective time of the merger, a wholly-owned subsidiary of MDaudit will merge with and into Streamline, with Streamline surviving the merger as a wholly-owned subsidiary of MDaudit. The closing of the transaction is subject to certain customary closing conditions, including approval of the merger agreement by the Streamline stockholders. The transaction is not subject to a financing condition, and MDaudit intends to finance the transaction using a combination of cash on hand and available funds from existing credit facilities.
The merger is expected to close during the third quarter of 2025. Following the closing of the merger, Streamline’s common stock will no longer be listed on the Nasdaq Stock Market, and Streamline will become a private company.
Trackable Health AI, in partnership with Vantiq, has developed a groundbreaking real-time biometric monitoring solution that is redefining force readiness for the U.S. Air Force. By integrating wearables, AI-driven analysis, and edge computing, the initiative accelerates deployment decisions and enhances personnel well-being.
The Readiness Challenge
Traditional health assessments in military environments—typically manual, post?mission evaluations—are slow and reactive. Trackable Health AI CEO Greg Hayward recognized that while wearable devices like Garmin, Whoop, Oura, and Somatix generate valuable biometric data, fragmented ingestion and lack of real-time processing left a critical readiness gap.
A Unified, Real-Time Approach
Trackable Health AI selected Vantiq’s event-driven, low-code real-time intelligence platform to address this challenge comprehensively:
Data harmonization from multiple wearables: Vantiq ingests and normalizes metrics across devices into a unified readiness score
Instant alerts and insights: Threshold-triggered notifications inform commanders as soon as fatigue, stress, or readiness anomalies emerge
User-friendly mobile interface: A secure, scalable mobile application empowers personnel with transparency and consent-based data sharing
Results That Matter
Delivered in just 18 months—vs. an originally projected 3 years—the platform is operational, scalable, and in use across multiple Air Force units:
Deployment readiness 50% faster
Thousands of biometric events processed instantly
Frictionless adoption from day one
Commanders now have real-time dashboards for both individual and unit-level readiness. Data-driven gamification initiatives have even boosted engagement and helped reduce fatigue-related attrition
Beyond the Military
Buoyed by this success, Trackable Health AI is extending its solution into civilian healthcare applications—from hospitals and eldercare to corporate wellness programs. Future innovations aim to incorporate asset monitoring and digital health passports.
A Blueprint for Proactive Health
By harnessing wearable tech, real-time processing, and a secure, consent-driven interface, Trackable Health AI offers a powerful model for proactive health management. Its early results—faster mission readiness, healthier personnel, and policy compliance—are just the beginning. With the foundation in place, future enhancements promise growth in both scale and impact.
By Elliot Ziegelman, vice president of enterprise sales, ModMed.
The specialty healthcare landscape has experienced a rapid expansion of enterprise platform practices fueled by private equity activity and other consolidation of smaller practices. To support the operational needs of these larger-scale practices, many have structured as management service organizations (MSOs) and physician practice management (PPM) organizations to streamline operational workflows and services, such as revenue cycle management, billing, staffing, IT services, and more.
But with more practices consolidated under one entity, newer MSOs have found themselves juggling an excess of assets and disparate systems, which stand in the way of efficient growth. Enterprise practices will need to leverage the right mix of change management, process optimization, and innovative technology to prepare their newly restructured organizations for operational efficiency and scalability.
Put Communication First
Change isn’t easy, which is why it’s essential for enterprise leaders to communicate their vision for the future of the practice. While physicians may already be looped in, practice managers, billers, and others may be unsure what being part of an MSO or private equity–backed organization means, and what the future will look like for their practices.
Clearly communicating why the organization is consolidating software platforms or adopting a new patient communication solution, as it supports the new direction of the business, helps critical team members understand how this period of transition can benefit them in the long run and will ease potential resistance to that change. Additionally, they’ll have a clearer understanding of how they can support the practice throughout the transition.
Leveraging modernized patient communication platforms and proactively communicating business changes that affect patient delivery processes will also help keep a practice competitive and patient-friendly during times of consolidation. Nearly seven in 10 patients place importance on receiving text message reminders for upcoming appointments. A targeted solution is to adopt text messaging and web chat tools to lower phone call volume, relieve burden on administrative staff, and reduce phone hold times for patients.
Centralizing all communication channels — from phone calls to text messages to voicemails — into a single platform where they can be triaged quickly is equally important. This doesn’t just help answer patients’ questions more quickly and help improve satisfaction and retention. It also enhances leadership’s visibility into practice communications, helping identify opportunities for improvement, standardization, and automation—key factors for rapidly evolving organizations.
Consolidate Disparate Systems
Streamlining workflows across the enterprise is essential for quality control, which in turn maximizes the value of the practice as a whole. During times of quick expansion and resource consolidation, it’s necessary for provider organizations to prioritize efficiency without compromising high-quality patient care.
Separate practices are likely to utilize different electronic health records (EHR) and practice management systems, so consolidating the various systems into an all-in-one solution will enable easier and quicker integration across all newly connected practices. Ultimately, this will improve data sharing and performance tracking of the combined enterprise in the long term.
Auditing existing solutions for redundancies and selecting the platforms that will work together can be time-consuming and complex, however, it’s one of the most important steps in setting up a newly merged organization for long-term success.
Centralize Analytics and Data
One of the keys to growth across an enterprise is consistency, which isn’t achievable without data-driven decision-making. However, without access to comprehensive cross-practice data and analytics, decisions are often made in silos, leading to inconsistent strategies and inefficiencies across the spectrum.
Analytics tools are crucial for gaining visibility into merging practices’ performance and enabling practices to drive value through improved patient care and reduced costs. While there are many options available for practice analytics software, some rise above the others with functionalities that are key to growing practices.
MSOs and enterprise practice leaders should look for tools that are fully integrated into existing systems and enable customizable and actionable reports. These tools should include features to easily display benchmarks across critical business indicators, such as clinical trends and finances. This allows practice leaders to have insight into how each practice is growing in balance with the others and where there are other opportunities for growth or financial savings.
Prioritize Partnership and Training
Adopting the right technology that can not only build value after accelerated expansion but also continue to scale along with the organization is an important piece of the puzzle. But finding a great platform isn’t enough. To maximize returns on investments into new or consolidated technologies, practice leaders should ensure that their solution vendors will act as true partners. Selecting vendors that provide direct deployment—rather than relying on third-party partners—can help organizations become more self-sufficient.
There’s no one-size-fits-all approach to maximizing efficiency and value across enterprise practices. However, identifying core obstacles to growth and developing targeted strategies to overcome them is the first step. Ultimately, by harnessing the right combination of technology, communication, and business growth strategies, MSOs can help build more agile, patient-centered practices that drive healthcare delivery and the expansion of their businesses.
By Steve Mok, PharmD, MBA, BCPS, BCIDP, Manager of Pharmacy Services and Fellowship Director for Clinical Surveillance and Compliance, Wolters Kluwer, Health.
Each year, an estimated 37,000 diversion incidents occur in U.S. healthcare facilities, which likely understates the true extent of this problem. These incidents are not just numbers; they represent compromised patient safety, colleagues facing substance use disorder and organizations exposed to significant financial and reputational risks.
Resource Gaps and Hidden Risks
Over recent years, hospitals have responded to these cases and the perceived risk by expanding their diversion teams. Today, most large facilities employ three or more full-time staff dedicated to diversion programs, a notable improvement from 2023, when most reported only one or fewer staff member being engaged in that work. However, despite this increased investment, confidence in these programs remains low. Just 32% of survey participants say they feel “very confident” in their current approaches.
This confidence gap stems from the limitations of traditional detection methods. Routine audits (71%), dispensing reports (68%), and inventory checks (65%) – which are the most used detection methods – require significant time and attention, yet still leave considerable vulnerabilities. As one respondent noted, “Automated dispensing systems and electronic tracking can create a false sense of security, but shrewd diverters often find ways to bypass, especially in high-volume environments.”
The Opportunity with AI
With their ability to parse through more data than would ever be humanly possible, artificial intelligence and machine learning offer a path forward. These technologies can analyze patterns across large data sets in seconds, identifying suspicious behaviors that would take clinical teams days to uncover, if they are found at all. Despite this, fewer than 38% of healthcare organizations have implemented AI tools for diversion detection, with adoption rates even lower in smaller hospitals (32%) compared to larger institutions (48%).
This technological gap creates disparities in patient and staff safety, and organizations recognize AI could help. While 76% of respondents express interest in AI solutions, several barriers remain: lack of technical expertise (29.6%), insufficient leadership buy-in (27.2%), budget constraints (19.2%), and inadequate staffing (18.4%). Smaller hospitals, in particular, face greater obstacles due to their limited personnel and financial resources, placing their patients and staff at increased risk.
The Need for Collaboration & Culture Change
Beyond leaning on the power of technology, effective diversion prevention requires collaboration across departments. While pharmacy and nursing teams typically participate in diversion programs, other critical stakeholders remain underrepresented. Only about one-third of respondents report engagement from anesthesiology, even though providers have frequent access to controlled substances. Human resources is similarly involved in just 20% of programs, despite the department’s critical role in prevention training and rehabilitation.
Organizational culture also plays a significant role in diversion prevention. Survey respondents noted a “culture of silence” around this topic that enables diversion to continue unchecked. As one participant explained, reluctance to report suspected diversion often stems from fear of retaliation, concerns about harming a colleague’s career, or the belief that it is not their responsibility. This highlights the need for programs that combine advanced technology with cultural change—fostering accountability and empowering staff to report concerns without fear.
The Urgency for Action
For those still weighing the decision, consider the benefits: tasks that currently absorb your diversion team’s time – manual audits, report reviews and investigations – could be automated, continuous and more accurate. Teams could shift their focus from data review to addressing diversion cases, supporting colleagues in need, spending more time at the bedside and strengthening prevention programs.
Working with hospitals across the country, I have seen firsthand how drug diversion threatens patient care and staff safety. The challenge calls for a new standard—one that leverages both human insight and the precision of AI. For hospital and pharmacy leaders, the question is not whether you can afford to adopt AI-powered diversion detection. With patient lives, regulatory compliance, and your institution’s reputation at stake, the real question is: Can you afford not to?
The newly published AMGA 2025 Medical Group Compensation and Productivity Survey reveals substantial increases in compensation for various clinical specialties in 2024. The results of this year’s survey show a 4.9% compensation increase across the entire dataset.
This comprehensive analysis included data from over 184,000 providers across nearly 500 medical groups, encompassing almost 200 physicians, advanced practice clinicians (APCs), and other provider specialties. The survey is based on 2024 calendar year data.
Participating healthcare organizations reported significant compensation increases for most specialties. Primary care specialties led the way with a 5.7% increase, followed by increases for medical specialties at 4.0%, for surgical specialties at 3.7%, for radiology, anesthesiology, and pathology specialties at 5.1%, and for APCs at 4.3%.
Weighted Average Year-0ver-Year Change
Compensation: Median Change
2025
2024
2023
2022
Overall
4.9%
5.3%
3.5%
3.7%
Primary Care
5.7%
3.6%
6.0%
3.0%
Medical Specialties
4.0%
5.2%
1.2%
4.1%
Surgical Specialties
3.7%
5.3%
2.1%
3.9%
Radiology/Anesthesiology/Pathology
5.1%
5.8%
1.0%
3.8%
APCs (NP and PA only)
4.3%
5.4%
5.7%
3.7%
After years of fluctuation stemming from Centers for Medicare and Medicaid Services (CMS) Physician Fee Schedule changes in 2021 and the post-COVID recovery, productivity appears to be stabilizing across all specialties. Work relative value units (wRVUs) saw a relatively modest average increase of 1.5% overall in 2024. Increases in wRVUs often correlate to an increase in patient visits over the same period, which grew on average by 2.3%. In addition to visits, provider productivity can be influenced by many other factors affecting healthcare today, such as staffing levels and patient demand, effects of provider shortages on the current provider workforce, and increased utilization of APCs and team-based care models.
Weighted Average Year-Over-Year Change
wRVUs: Median Change
2025
2024
2023
2022
Overall
1.5%
5.2%
2.9%
18.3%
Primary Care
1.9%
5.0%
3.7%
24.1%
Medical Specialties
3.2%
5.2%
1.7%
14.7%
Surgical Specialties
1.1%
4.8%
1.5%
11.8%
Radiology/Anesthesiology/Pathology
1.8%
5.8%
3.1%
0.2%
APCs
-1.0%
6.2%
4.6%
29.7%
With compensation gains outpacing the growth in productivity, providers experienced a 3.2% increase overall in the compensation-per-work RVU ratio. This increase represents the largest growth in the ratio since the COVID-19 pandemic, which flattened in the period following the pandemic. Before COVID-19, the typical year-over-year increase in the overall weighted average compensation-per-wRVU ratio was consistently between +2% and +3%.
Top Specialty Results by Key Metric
Primary Care
2024-2025 AMGA Median Change
Specialty
Compensation
Work RVUs
Comp / wRVUs
2025
2024
% Change
2025
2024
% Change
2025
2024
% Change
Primary Care
5.7%
1.9%
3.0%
Family Medicine
$330,216
$312,627
5.6%
6,342
6,165
2.9%
$51.66
$50.02
3.3%
Internal Medicine
$347,750
$329,527
5.5%
6,195
6,056
2.3%
$55.62
$54.40
2.2%
Pediatrics – General
$295,248
$279,490
5.6%
6,036
6,031
0.1%
$49.72
$48.28
3.0%
Primary Care Rollup
(Top Three Only)
$329,780
$311,666
5.8%
6,239
6,108
2.1%
$52.53
$50.78
3.4%
In a rollup of the top three specialties in primary care (family medicine, internal medicine, and pediatrics – general), median compensation changed from $311,666 in the 2024 Survey to $329,780 in the 2025 Survey, an increase of 5.8%. Productivity increased at a rate of 2.1% (6,108 wRVUs in 2024 to 6,239 wRVUs in 2025), resulting in a compensation-per-wRVU ratio increase of 3.4%.
Medical Specialties (Excluding Hospitalists)
2024-2025 AMGA Median Change
Specialty
Compensation
Work RVUs
Comp / wRVUs
2025
2024
% Change
2025
2024
% Change
2025
2024
% Change
Medical Specialties
4.0%
3.2%
1.4%
Cardiology –
General (Non-Invasive)
$615,621
$595,827
3.3%
9,274
9,010
2.9%
$66.80
$65.52
2.0%
Gastroenterology
$633,422
$603,157
5.0%
9,008
8,868
1.6%
$70.47
$67.93
3.7%
Hematology and
Medical Oncology
$556,750
$533,402
4.4%
5,868
5,917
-0.8%
$97.32
$94.86
2.6%
Medical Specialty Rollup
(Top Three Only)
$516,448
$492,480
4.9%
6,687
6,493
3.0%
$74.63
$74.24
0.5%
In a rollup of the top three medical specialties, which include more than 2,000 providers per specialty, the median compensation increase of 4.9% outpaced the 3.0% change in wRVUs.
Hospitalist Specialties
2024-2025 AMGA Median Change
Specialty
Compensation
Work RVUs
Comp / wRVUs
2025
2024
% Change
2025
2024
% Change
2025
2024
% Change
Hospitalist –
Internal Medicine
$343,143
$335,111
2.4%
4,868
4,607
5.7%
$72.82
$73.80
-1.3%
Hospitalist – Pediatrics
$258,510
$240,634
7.4%
2,578
2,558
0.8%
$97.59
$94.89
2.8%
Hospitalist –
Family Medicine
$386,892
$354,902
9.0%
5,524
4,961
11.3%
$74.59
$73.07
2.1%
Hospitalist Specialty Rollup (Top Three Only)
$339,866
$331,422
2.5%
4,761
4,500
5.8%
$74.00
$74.72
-1.0%
Unlike other medical specialties, hospitalist compensation grew a moderate 2.5%, while productivity saw a greater increase of 5.8%. With productivity growth outpacing compensation, the change led to a 1.0% decrease in the compensation-per-wRVU ratio, a notable contrast to other specialties.
Fred Horton, president of AMGA Consulting, offered the following insight: “While this decrease in the compensation-per-wRVU may seem insignificant, it may also be an indicator that groups are setting more specific work expectations for hospitalists, which indirectly is resulting in higher levels of wRVUs. Interest in annual patient-facing expectations for hospitalists and other shift-based specialties has grown over the past several years, with current survey annual expectations for hospitalists at 2,040 hours annually at median, with a median length of shift at 12 hours.”
Surgical Specialties
2024-2025 AMGA Median Change
Specialty
Compensation
Work RVUs
Comp / wRVUs
2025
2024
% Change
2025
2024
% Change
2025
2024
% Change
Surgical Specialties
3.7%
1.1%
2.9%
OB/GYN – General
$406,633
$396,300
2.6%
7,629
7,505
1.7%
$55.84
$54.62
2.2%
General Surgery
$507,198
$494,287
2.6%
6,917
6,959
-0.6%
$73.82
$71.58
3.1%
Orthopedic Surgery
$748,799
$723,421
3.5%
9,915
9,750
1.7%
$78.00
$76.81
1.5%
Surgical Specialty Rollup
(Top Three Only)
$476,355
$461,309
3.3%
7,724
7,637
1.1%
$73.77
$73.27
0.7%
For the top surgical specialties, compensation and productivity increased 3.3% and 1.1%, respectively, with compensation per wRVU growth at 0.7%.
Advanced Practice Clinicians (APCs)
2024-2025 AMGA Median Change
Specialty
Compensation
Work RVUs
Comp / wRVUs
2025
2024
% Change
2025
2024
% Change
2025
2024
% Change
APCs
4.3%
-1.0%
6.1%
Nurse Practitioner –
Primary Care
$142,324
$136,046
4.6%
4,539
4,613
-1.6%
$32.19
$30.48
5.6%
Nurse Practitioner –
Medical Specialty
$141,408
$135,070
4.7%
2,644
2,549
3.7%
$53.09
$51.80
2.5%
Nurse Practitioner –
Surgical Specialty
$139,411
$133,339
4.6%
2,179
2,205
-1.2%
$64.16
$59.44
7.9%
Physician Assistant –
Primary Care
$154,818
$148,430
4.3%
4,959
4,900
1.2%
$31.83
$31.42
1.3%
Physician Assistant – Medical
$148,429
$138,802
6.9%
2,808
2,850
-1.5%
$52.54
$48.60
8.1%
Physician Assistant – Surgical
$150,326
$149,628
0.5%
1,760
1,953
-9.9%
$85.65
$74.12
15.6%
For APCs, compensation increased across all specialties, while there was only a marginal change in productivity (actually decreasing 1.0%). What is more interesting is the lackluster correlation between compensation and productivity for APCs.
“As the percentage of APCs to total provider workforce increases, health systems and medical groups are beginning to assess their approaches to compensation to ensure their plans’ philosophy, compensation plan mechanics and their care models are in alignment,” commented Mike Coppola, MBA, chief operating officer of AMGA Consulting.
Additional Survey Insights
Net Collections
The AMGA 2025 Medical Group Compensation and Productivity Survey also includes professional net collections by individual provider, which increased 5.9% this year within primary care, medical, and surgical specialties. This past year (2024) was a tumultuous time for medical groups navigating a complex payment system. While initially decreasing the CMS conversion rate for Medicare reimbursement to 3.4%, Congressional intervention added back 2.9%, resulting in a less dramatic decrease. The initial decrease, however, forced medical groups and health systems to examine various tactics to mitigate the impact, including renegotiation of non-government contracts.
“In today’s highly challenging healthcare provider marketplace, medical groups continue to feel inflationary pressure as they navigate rising costs,” stated Coppola. “The limited growth in net collections combined with increasing compensation has created a scenario where over the past eight years (2017-2025 survey years), the average annual compensation change for top specialties outpaces the annual change in collections.”
Physician enterprises today grapple with numerous factors affecting both provider productivity and compensation. The 2025 AMGA survey results clearly show compensation growth consistent with an industry facing a significant shortage of providers. Medical groups are attempting to balance their compensation strategies to align with organizational shifts toward value-based care, experimenting with team-based care and other alternative models, though adoption varies across the market.
At the same time, expectations around provider patient-facing hours, patient/panel volume, and annual clinical expectations are becoming more refined. Coppola commented, “Amid these evolving dynamics, one constant remains: We expect to continue to see strong demand for provider talent across many physician and APC specialties. In our opinion, this trend will continue to lead to analogous compensation increases for providers.”
“AMGA’s survey data is invaluable as organizations navigate the diverse, and often competing, priorities within the provider enterprise,” noted Horton. “Without a solid understanding of these data, deeper insights, and emerging trends, it is virtually impossible to effectively manage competitive compensation levels, align provider compensation plans, standardize practices, design incentives, drive value, combat provider burnout, and meet industry-standard expectations. This year’s survey offers a wealth of information to help you apply these data and insights to create alignment within your organization.”
About the Survey
The 38th edition of the AMGAMedical Group Compensation and Productivity Survey contains data across nearly 500 medical groups, representing over 184,500 providers from almost 200 physician, advanced practice clinician, and other provider specialties. To learn more and purchase the survey, visit AMGA Consulting’s website.
New research has revealed thestates with the safest and least safest hospitals.
Personal injury attorneys at Phillips Law Firm have analyzed the safety grades given to hospitals around the country in the fall of 2024 to determine where the safest medical care is given, based on the percentage of “A” graded hospitals in the area, which is the highest possible rating referring to hospital safety.
In first place with the safest hospitals in the US is Utah. 60.70% of the hospitals in the state have received an “A” grade for safety.
Virginia ranks second, where 50.70% of hospitals have been given an “A” grade and are safe for patients seeking care.
50% of hospitals in Connecticut have been given an “A” grade for safety, placing the state third in the ranking.
North Carolina is in fourth place, where 46.70% of hospitals have received an “A” grade and are safe for patients in the area.
In New Jersey, 46.30% of hospitals have been given an “A” grade, placing the state fifth.
The states with the safest hospitals
Rank
State
Percentage of Grade A Hospitals
1
Utah
60.70%
2
Virginia
57.70%
3
Connecticut
50.00%
4
North Carolina
46.70%
5
New Jersey
46.30%
6
California
44.90%
7
Rhode Island
44.40%
8
Idaho
42.90%
9
Pennsylvania
41.20%
10
Colorado
40.40%
10
South Carolina
40.40%
However, not all hospitals in the US are as safe.
Iowa, North Dakota, South Dakota, and Vermont are tied as the states with the least safe hospitals; 0% of hospitals in all four states have an “A” grade for safety.
West Virginia places second with 4.50% of its hospitals holding an “A” grade for safety.
New Mexico is next in third place, with 5.60% of hospitals in the state having an “A” grade.
Only 6.70% of hospitals in Alabama have an “A” grade, making it the fourth least safe state for hospital treatment.
The fifth least safe state for hospitals is Hawaii, where 8.30% of hospitals have been given an “A” grade.
“It’s very unsettling to see how few of the 50 states have hospitals with an “A” grade for safety. Receiving adequate healthcare is crucial, especially since, for many, it can range from moderately costly to financially crippling.
“However, it is useful to know where hospitals in your area rank, and it is crucial that you receive the healthcare you need and deserve. The study highlights which states could benefit from more funding to ease pressure on medical staff and to improve care for patients.”
By John Wallace, PT, MS, FAPTA, chief compliance officer, WebPT.
Federal audits targeting Centers for Medicare & Medicaid Services (CMS) reimbursements are intensifying, and rehab therapists are already feeling the impact. In the wake of public announcements about increased efforts to eliminate fraud, waste, and abuse in federal healthcare programs, both Medicare and commercial payers have significantly ramped up their auditing activities.
Historically, audits of this kind disproportionately affected large practices. Today, however, even small and mid-sized clinics are receiving record requests from both CMS and commercial insurers. For providers billing Medicare or Medicaid—even those with a long history of compliance—this shift signals the need for heightened awareness, tighter documentation, and proactive internal oversight.
The Changing Landscape of Rehab Audits
The rise in CMS audits is not occurring in isolation. As Medicare strengthens its oversight through contractors like Medicare Administrative Contractors (MACs) and program integrity auditors, commercial payers are quickly following suit.
While CMS is transparent in publishing documentation expectations and typically approaches audits as educational, commercial payers often take a more punitive stance. Some conduct takeback audits based on small samples, then extrapolate error rates across years of claims to justify large recoupment demands.
This dynamic poses an especially difficult challenge for smaller practices. Commercial insurers, despite often paying significantly less than Medicare (e.g., sometimes 10% to 40% lower), are applying similar levels of scrutiny. And they’re not offering education. They’re demanding repayment.
Where Rehab Providers Are Most Vulnerable
The most frequent audit failures do not stem from fraud, but from insufficient or inconsistent documentation. Many rehab therapists rely heavily on electronic medical records (EMRs) to generate compliant records, but EMR systems alone cannot ensure accuracy. While structured fields and templates are helpful, providers must still input the correct clinical details to meet payer requirements.
One of the biggest vulnerabilities is the lack of regular internal compliance review. Large organizations may employ dedicated compliance staff, but small and medium-sized practices often operate without any formal chart review process. Unfortunately, this reactive model leaves providers exposed. Audits arrive without warning, and without a clear understanding of where documentation falls short, even well-meaning clinics may struggle to defend their claims.
Nutanix, a leader in hybrid multicloud computing, announced the findings of its seventh annual global Healthcare Enterprise Cloud Index (ECI) survey and research report, which measures enterprise progress with cloud adoption in the industry. The research showed that 99% of healthcare organizations surveyed are currently leveraging GenAI applications or workloads today, more than any other industry.
Trackable Health AI, in partnership with Vantiq, has developed a groundbreaking real-time biometric monitoring solution that is redefining force readiness for the U.S. Air Force. By integrating wearables, AI-driven analysis, and edge computing, the initiative accelerates deployment decisions and enhances personnel well-being.
New research has revealed thestates with the safest and least safest hospitals.