Four key survey findings
Finding 1: New care models are no longer at pilot stage — they are a permanent part of care delivery
The survey shows nearly 9 in 10 nurse leaders have embraced new care models over the last year. With care models now in “steady state” following a period of crisis response, findings reveal a pivotal reality for CNOs and nurse leaders in 2026: Continuing to evolve care models is no longer optional, experimental, or reversible. New care delivery models are proving effective and here to stay, and they are being sustained despite intense financial and operational pressures.
The survey findings show that sustaining these models requires structural workforce adjustments. Leaders are making deliberate hiring decisions to support care delivery needs. They are recruiting for specific roles to fill gaps, with around two in five hiring home health care nurse coordinators and internal float pool nurses.
- 90% say those models are having a positive impact on their organizations.
- Planned launches of new models are concentrated in areas with clearer operational and financial rationale and include home health and virtual nursing.
Finding 2: Measurable outcomes validate care model performance
Confidence in care models is highest where outcomes are measurable, report the respondents. Leaders are tying innovation directly to patient safety, workforce stability, and competency. Measurement has shifted from “soft indicators” in 2025 to concrete outcomes in the 2026 survey.
- 87% report a positive impact on patient outcomes.
- 87% report strengthened nurse competencies.
- 83% report improvements in recruitment and retention.
- Home health care stands out as the highest-performing model, with 90% saying it is working well.
Finding 3: Multidisciplinary care advances while home health progress lags
Nurse leaders entered last year expecting to make the most progress in home health care, float pools, and virtual nursing. Instead, multidisciplinary care emerged as the area of greatest advancement, with 84% reporting progress — likely because it could be implemented using existing teams and delivered more immediate improvements in care coordination, workforce sustainability, and patient safety.
By contrast, home health care advanced more slowly than anticipated. Although 71% expected it to be a priority, only 41% report managing these models today. The slower pace likely reflects the operational, regulatory, and partnership complexity required to scale care beyond hospital walls. However, among those who have implemented home health models, leaders report strong performance and positive impact.
Finding 4: Technology adoption accelerates
Technology has moved from pilot projects to operational necessity. Three-quarters of senior nurse leaders (75%) say technology has already played a role in implementing care model changes, and 93% expect it to play a role going forward. Tools such as clinical decision support, workflow automation, and virtual nursing are being deployed to reduce documentation burden, improve visibility into patient status, and extend the reach of limited staff. Leaders increasingly describe technology not as optional, but as foundational to care delivery.
Artificial Intelligence (AI) is part of that shift. While 69% say AI is having a positive impact on care model implementation, only 27% describe that impact as large. Use cases are practical, including patient monitoring, administrative support, and personalized care. At the same time, governance and training gaps persist. Most leaders say clearer standards and stronger staff enablement are needed to build confidence and ensure safe, effective integration into the workflow.
- 93% expect technology to play a role in future care model implementation.
- 39% have adopted generative AI.
- 85% would feel more comfortable using AI with clearer standards or governance in place.
