< + > The Right Information at the Right Time for Post-Acute Care

Discharges for acute care facilities involve multiple inputs from multiple departments and can be chaotic. After the patient reaches a rehab setting or other post-acute care facility, key data about medications, procedures performed, and necessary interventions is often missing. Plus, problems go beyond mere availability of health data. In our recent interview with Hamad Husainy, Chief Medical Officer at PointClickCare, he shares that a discharge “summary” can be hundreds of pages long which makes it hard for a post acute care clinician to process.

PointClickCare, the leading EHR for post-acute care in the U.S., now uses an AI tool called Discharge Intel to create a 1- to 2-page synopsis of the discharge information. The key to being useful, of course, is to capture what Husainy calls “the right information at the right time.” Expectations for AI are rising in health care, he says: It has to be 99% accurate, or even more. They work hard to understand what clients need and Discharge Intel is a great example of them listening to customers and providing an AI solution that benefits patients and the post acute care providers.

Being useful also require more than interpreting and analyzing data: the systems must drive quality and be accountable. PointClickCare’s synopses include pointers to sources, so staff can go back to original data if needed.

In our interview with Husainy, we also dive into more of PointClickCare’s efforts to provide “AI-powered intelligence” as opposed to just data aggregation.  Plus, we ask him to share how PointClickCare is approaching governance, clinical validation, and accountability in their AI efforts.

On the larger landscape of health care, Husainy laments the “animosity” that exists among some patients and doctors alike. He thinks that technology, by addressing gaps in health care, can build trust and bring people together in the care process.

Watch our interview with PointClickCare to learn more about how they’re improving care transitions by making sure the right information is available at the right time.

Learn more about PointClickCare: https://pointclickcare.com/

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< + > The Costs of Missing What We Could Never See

The following is a guest article by Dr. David Kirk, Chief Medical Officer at Regard

The great promise of healthcare technology, at least for clinicians, has always been a view of the “whole picture” of a patient’s health. If we could just collect everything in one place, then better diagnosis and treatment would surely follow.

But in practice, the idea that a clinician can review a complete longitudinal record for every patient is a fallacy. The “whole picture” exists in the EHR as thousands of pages of notes, labs, imaging reports, and medication histories that no human can realistically absorb and act on in a short window of time. Every day, clinicians are asked to do the impossible: spot life-threatening details buried in thousands of lines of chart data while moving at a pace no human can sustain.

The gap between what exists in the record and what a clinician can actually see is where harm occurs. Every clinician ends each shift knowing there was something in a patient’s chart they didn’t have time to review. That awareness is causing moral injury at an unsustainable rate. It’s a symptom of a healthcare system that is drowning in data and starving for insights.

As we enter 2026, the conversation around what healthcare technology can achieve, and more importantly, what it should achieve, must change. Instead of showing clinicians the “whole picture,” AI should augment clinicians by surfacing the “right picture” – the critical details that can materially impact diagnosis, risk, or treatment at the bedside.

In medical school, we’re trained to gather every piece of information we need to evaluate a single patient. I’d spend hours – even days – putting together every piece of the puzzle, because that was the time afforded to me. In practice, that luxury doesn’t exist. In the hospital, clinicians have to juggle multiple patients, each with a mountain of data. Whether it’s the ICU, ED, or clinic, there’s rarely time to fully review every record. According to the American Medical Association, 22.5% of physicians spent more than eight hours on the electronic health record outside of normal work hours in 2024.

As an ICU physician, I often rush to the bedside to save a crashing patient. I have very little time to understand the patient’s complete medical history, yet the charts are getting bigger every day. Meanwhile, emergency departments face growing patient volumes, increasing boarding times, and mounting wait times, making these impossible decisions even more frequent.

In a practice environment like this, clinicians can only rely on our experience and the limited information we can digest and analyze with the time we have. Nearly all patient data goes unseen. As many as 900,000 patient data points on a single critical care bed go to waste every hour, and only 3% of healthcare data is ever used.

These blindspots are why my colleagues and I go home every night worried about what we missed. Every diagnostic error that harms or risks harm to a patient creates moral injury. It’s the root cause of increasing burnout and depression among physicians.

No doctor enters medicine wanting to spend more time analyzing data than caring for patients. Yet, that’s the reality of modern healthcare; it’s a system that asks humans to process an impossible amount of information in an unreasonable amount of time. A 2024 study, for example, found it would take clinicians more time than is available in a single day – 26.7 hours – to deliver recommended care guidelines for an average number of patients per day.

It doesn’t need to be this way. AI can illuminate those blind spots – what I’ve been calling “augmented intelligence” – enhancing clinicians’ ability to use their training and knowledge. It can synthesize an entire patient record and surface the handful of insights that truly matter: a lab that contradicts the working diagnosis, a medication the patient forgot to disclose, an overlooked note buried deep in the EHR.

For clinicians, changing the way we practice medicine isn’t easy.  We’ve been inundated with new tech over the past few decades – tools we were promised would be transformative, but delivered little more than distractions. As a result, many of us have grown used to practicing within a system riddled with blind spots.

But we’ve reached a breaking point. The cost of inaction – of not altering our workflows, of hanging on to the ways we’ve grown accustomed to working – is being measured in moral injury and patient lives.

If adapting to a new, AI-augmented way of practicing medicine means fewer missed diagnoses, fewer sleepless nights, and more moments where we can actually be present with our patients, that’s a change worth making.

The grand promise of AI in medicine isn’t automation. It’s not “efficiency” or “optimization” – it’s the restoration of the quality of care people deserve and doctors expect of themselves. AI has already proven valuable in reducing administrative burdens – documenting visits, summarizing notes, improving billing – but little of that meaningfully improves patient care. The real transformation will come when AI moves beyond paperwork and into clinical decision-making, helping physicians see what we might otherwise miss.

When AI can analyze every data point in a chart and bring forward the insights that matter most, it strengthens our ability to save lives. It buffs away the callouses of moral injury that have built up over years of practicing under impossible conditions.

If AI can surface key insights from the flood of patient data, care gets safer and the people delivering it can finally breathe again. The goal of healthcare technology should no longer be to provide clinicians more data. It should be to help us see the data that matters most in moments of care.

< + > Lumina Health Partners Joins ECG Management Consultants | Elsevier Announces Definitive Agreement to Acquire Mytonomy

Check out today’s featured companies who have recently completed an M&A deal, and be sure to check out the full list of past healthcare IT M&A.

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Lumina Health Partners Joins ECG Management Consultants

Lumina Health Partners has joined ECG Management Consultants, a leading healthcare consulting firm. The group, including Lumina’s cofounders, Daniel Marino and Lucy Zielinski, will integrate with ECG’s Payer Strategy and Contracting Division. The partnership brings even greater depth to ECG’s managed care expertise, particularly in value-based care, enhancing the firm’s ability to drive stronger alignment between providers and payers.

For nearly 10 years, Lumina has been a trusted adviser to hospitals, health systems, and medical groups, helping them improve performance and succeed in value-based care arrangements. Lumina also helps organizations navigate complex population health, analytics, and technology challenges by combining strategic advisory services with deep clinical and operational expertise.

“Having just received multiple Best in KLAS awards in this space, we are proud of what we have accomplished together with our clients and will continue to add depth and breadth to keep pace with demand,” said Chris Collins, ECG’s CEO. “Dan, Lucy, and the Lumina team are not new to us and are highly respected in the market, so the decision to integrate was relatively easy and very exciting for both parties.”

Much like ECG, Lumina emphasizes collaboration in its client work, partnering with leadership teams to develop customized strategies that align with an organization’s culture and needs. Combined with ECG’s national scale, multidisciplinary expertise, and tech-enabled solutions, the partnership represents a highly complementary service offering for clients navigating value-based payment environments.

“We’re excited to join ECG because our philosophy at Lumina—meeting providers where they are on their value-based care journey and tailoring our support to their capabilities and goals—pairs perfectly with ECG’s approach to every engagement,” Marino said…

Full release here, originally announced March 4th, 2026.

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Elsevier Announces Definitive Agreement to Acquire Mytonomy to Bring Enhanced Patient Engagement Solutions to Healthcare Providers

Acquisition to Expand Elsevier’s Portfolio of Advanced Healthcare Solutions with Enterprise Cloud Platform, Broadcast Quality Video, and End-to-End Patient Journey Engagement

Elsevier today announced it has entered into a definitive agreement to acquire Mytonomy, a leader in video-based patient engagement solutions that will complement Elsevier’s Clinical Solutions portfolio. Completion of the acquisition is subject to customary regulatory closing conditions.

Mytonomy Cloud for Healthcare is a configurable, enterprise Software-as-a-Service (SaaS) platform that securely integrates clinically validated patient education videos, enterprise content management, survey tools, and direct-to-patient communications seamlessly within a healthcare system’s electronic health records. The platform automates patient journeys within clinical workflow, driving personalized engagement and extensive real-time analytics delivered within the patient portal and across multiple channels.

The company’s platform drives impressive results. For example, surgery patients in the CMS pathways are watching 20+ minutes per session. Additionally, 73% of patients surveyed attribute the Mytonomy video viewing across the journey (pre- and post-procedure) as helping them adhere to their care plans.

According to Elsevier’s latest Clinician of the Future report, many clinicians believe most patients will self-diagnose online in the next two to three years rather than see a clinician, raising concerns about misinformation as AI continues to advance in healthcare. Combining Mytonomy and Elsevier’s complementary content and capabilities strengthens Elsevier’s patient engagement capabilities, which deliver standardized written and multimedia education integrated directly into EHR workflows, helping health systems to enhance patient engagement and understanding, improve outcomes, and streamline clinical efficiency.

Omry Bigger, President, Clinical Solutions at Elsevier, said, “This acquisition will unlock important synergies across our clinical content, technology, and healthcare expertise. By combining Mytonomy’s innovative patient engagement platform with Elsevier’s trusted information and insights, we will…

Full release here, originally announced March 10th, 2026.

< + > Healthcare Workplace Violence Is a Billion-Dollar Crisis; Integrating Scalable IT Security Solutions Should Be Industry Leaders’ Top Priority

The following is a guest article by Chad Salahshour, President & CEO at 911Cellular

Violence against healthcare workers is a national crisis. It’s not only costing the industry billions of dollars each year, but it’s putting immense strain on the essential workers who are the backbone of hospitals and health facilities. As the annual costs of healthcare workplace violence continue to climb, and the impacts hurt everything from staffing to quality of care, hospitals and their patients are suffering and urgently need help. 

According to the most recent data from the U.S. Bureau of Labor Statistics, healthcare workers “intentionally injured by another person” in the workplace account for roughly 75% of all workplace violence injuries in the country. In 2024, a report by the group National Nurses United found that 81.6% of nurses reported experiencing workplace violence the previous year. 

The total annual price tag of the crisis is staggering. A report by the American Hospital Association (AHA) estimated the cost of workplace violence in the healthcare industry was $18.27 billion in 2023. The study also found that the “incidence of violence has significantly increased in the U.S. over the past decade, with rising rates of assault, homicide, suicide, and firearm violence, which were further exacerbated during the COVID-19 pandemic.”

Financial losses mainly include costs for health care, staffing, replacement and repair of infrastructure and equipment, legal expenses, and community and public relations ($14.65 billion). But there are additional impacts of violence that cannot be quantified: public perception, staff recruitment and retention, job satisfaction for health care workers, and psychological effects on staff like post-traumatic stress disorder (PTSD). 

Industry leaders also must recognize violence prevention as a clinical quality metric, not just a security concern. It results in slowed triage, derailed rounds, disrupted medication administration, and hospital staff burnout, which can drive other inefficiencies that ripple across every unit. 

Select states have taken the lead by establishing various laws to combat the crisis. Unfortunately, a patchwork legislative approach, while good-intentioned, is unlikely to get to the root of workplace violence. Healthcare leaders shouldn’t believe that mere compliance will fix this problem. Current laws are geographically scattered, and some states impose only minimal requirements that fall well short of critical incident management best practices. 

It’s imperative that industry leaders acknowledge the crisis and meet it head-on with highly effective IT solutions that reflect the same commitment to professionalism and excellence exemplified by our top healthcare professionals–because ignoring the crisis is inherently costly.

Hospitals and healthcare systems across the country are already facing rising operating costs, falling staffing rates, and uncertainty when it comes to sources of funding. Tragically, violence in healthcare settings continues to rise, especially in emergency departments, behavioral health units, and overnight shifts.

Prioritization is key. Healthcare leaders already know where the highest risks lie: the emergency room, the intake desk, behavioral health floors, home healthcare, and any area where staff work alone or after hours. This is where a facility’s safety strategy should begin.

The first step is identifying low-lift, high-impact technology that is easy to deploy, intuitive for staff, and effective in real emergencies.

Computer Panic Buttons are a software solution that turns any desktop or laptop into a silent duress button. Staff can activate an alert with a keystroke or mouse click, instantly notifying responders and providing down-to-the-floor and room number accurate location data. No new hardware required, no major rollout needed— just a simple, cost-effective way to give staff a critical lifeline.

Wall-Mounted Panic Buttons are ideal for fixed locations with high foot traffic, potential for confrontation, and visitors. They are most effective when installed in public areas such as waiting rooms, lobbies, and intake desks. These durable and easy-to-use duress devices provide a blanket layer of protection for healthcare facilities.

Wearable Panic Buttons are designed for personnel in the most volatile environments, like behavioral health units, emergency departments, or night shifts. A discreet, wearable panic button that allows for instant alerts without needing to reach a phone or workstation adds a crucial layer of protection for the highest-risk teams. 

Mobile Safety Apps allow staff to discreetly signal for help from any IOS or Android device, smartwatch, or paired Bluetooth panic button. It includes real-time location tracking, optional audio and video streaming, customizable activation methods, and other resources to keep staff safe and informed.

Safety isn’t just a policy. It’s a culture that sustains itself. With safety comes confidence. Confidence builds trust. And trust builds reputation. For staff, reputation attracts top talent because a strong safety reputation can matter as much as pay or location. For patients, it signals something deeper: a culture of care, from bedside to boardroom.

About Chad Salahshour

Chad Salahshour is a former police officer and the president and CEO at 911Cellular, an emergency alert system, safety app, and panic button company protecting over 1 million community members worldwide.

< + > This Week’s Health IT Jobs – March 25, 2026

It can be very overwhelming scrolling through job board after job board in search of a position that fits your wants and needs. Let us take that stress away by finding a mix of great health IT jobs for you! We hope you enjoy this look at some of the health IT jobs we saw healthcare organizations trying to fill this week.

Here’s a quick look at some of the health IT jobs we found:

• Director of Research Technology – Mount Sinai Health System
• Clinical Informaticist – Vail Health
• Director of Technology – Centella
• Cybersecurity Risk Manager – Healthcare – Baylor Scott & White Health
• Director Information Services- Health Plans- Payer Experience – CHRISTUS Health
• Senior IT Systems and Support Technician (Life Sciences) – Immunome, Inc.
• Community Health Worker – Pierpoint International
• Health IT Technical Support Specialist I – Midmark Corporation
• Behavioral Health Specialist – Children’s Hospital Colorado
• Community Outreach Specialist – Nemours Children’s Health
• Cybersecurity Lead – Medical Devices – Analog Devices
• Scheduling Coordinator Home Health – UPMC
• Sr. Director, Compliance & Ethics – Technology, Data, and Research – McKesson
• Associate Chief Medical Informatics Officer (ACMIO) – ECU Health
• Associate Director – Workforce Technologies and Analytics – MSS – Memorial Healthcare System
• Community Health Worker – Maternal Health – Sentara Health
• Medical Record Specialist – Acadia Healthcare
• Chief Medical Informatics Officer – Alameda Health System
• Associate Analyst, Provider Configuration (Remote) – Molina Healthcare
• VP of IT Infrastructure & Operations – Femwell Group Health

If none of these jobs fit your needs, be sure to check out our previous health IT job listings.

Do you have an open health IT position that you are looking to fill? Contact us here with a link to the open position and we’ll be happy to feature it in next week’s article at no charge!

*Note: These jobs are listed by Healthcare IT Today as a free service to the community. Healthcare IT Today does not endorse or vouch for the company or the job posting. We encourage anyone applying to these jobs to do their own due diligence.

< + > It’s Time for “Actioning Information” to Move Past Interoperability’s Endless Data

The following is a guest article by Effie Carlson, CEO at Watershed Health

The Problem Is Not Only Data Availability, It’s What We Do With It

Federal mandates and billions of investment dollars have pushed the healthcare industry closer to interoperability. On paper, it appears to be far along, but in reality, mountains of data are producing molehills of action.

Health information exchanges (HIEs) are humming along, and electronic health records (EHRs) are interacting across state lines, yet patients are still falling through the cracks in the most fundamental ways, particularly around transitions of care. The patient data exists to avoid things like hospital readmissions, but it’s never prompting anyone to act.

Consider a senior with diabetes and kidney disease who leaves the hospital with a clear plan: a 48-hour lab check, adjusted medication doses, and follow-ups with primary care and nephrology. All of this information is in the EHR, could be exchanged in an HIE, and is technically available across systems. But nothing turns into an actual task. The lab order never triggers the PCP. The nephrologist’s appointment alert sits unread. The medication change and dosing warning sit buried in an EHR note. Three days later, he’s back in the emergency department with acute kidney injury. The data never became a plan because there was no way to consistently action across settings.

The problem in our industry is not just technical. It’s operational. Healthcare has confused having data with “actioning” that data into workflows for better outcomes. We must acknowledge this gap in care and take deliberate steps to close it; otherwise, interoperability will remain an ineffective and expensive half-victory.

The Interoperability Paradox

Federal mandates have delivered on their technical promise; recently, Health and Human Services (HHS) announced that nearly 500 million health records have been exchanged through the Trusted Exchange Framework and Common Agreement (TEFCA). Information-blocking laws give teeth to the mandate that data should move freely. Standardized APIs allow systems to pull patient records across platforms without custom integrations, and electronic health records (EHRs) talk across state lines. By many measures, interoperability is alive and well.

But data availability and exchange are not the same thing as “actionable” data. The framework was primarily built for hospitals, leaving skilled nursing facilities, home health agencies, and community-based providers on the sidelines. Not every organization is well-resourced and digitally mature; many post-acute providers still rely on paper-based workflows and manual processes like fax and phone. It treats milestones like admission, discharge, and transfer (ADT) alerts as the finish line when, in reality, they are the bare minimum in the continuum.

Solving for the Action Gap

Healthcare must move to “specific people get specific intelligence,” with steps in the technology process that push action and monitor completion. From a technology perspective, specific characteristics entail:

• Contextual, delivering the right information to the right person at the right time
• Risk assessment and clinical judgment are built in and applied
• Role-specific, designed for actual clinical workflows rather than administrator dashboards
• Clear ownership so that every alert carries accountability
• Cross-team coordination with easy communication capabilities for real-time alignment
• Integrated into existing processes rather than adding steps or costs
• Closed-loop tracking of whether the action was completed

Most of these critical steps currently fall to manual processes like fax and phone, workarounds, or well-meaning but overwhelmed staff. This continues to be unsustainable and ineffective.

Healthcare Should Commit to Turning Data into Action

A three-pronged approach should be implemented. To healthcare technology companies, design for under-resourced settings, not just enterprise buyers, with a focus on the variability of real-world care. Workflow integration is paramount over complex features and flashy functionalities.

Healthcare organizations should evolve their strategy beyond data availability to measure data utilization effectiveness, turning information into action. The industry must invest in tools that serve the people delivering the care, not just managing it.

For lawmakers, the next iteration of interoperability must be focused on inclusivity and the action gap. Ways to do this include incentivizing more than data exchange by aligning incentives to actions that produce clear improvements. As for investments, infrastructure support is critically needed for post-acute, community-based, and rural healthcare entities that have been left behind.

The data is flowing, but the question is now whether the industry will “action” it for where the hardest work happens. Digital health technologies like care coordination platforms are ready to fill this gap and automate interventions in the care continuum.

About Effie Carlson

Effie Carlson is the CEO at Watershed Health. She brings more than 16 years of experience in healthcare leadership, policy, strategy, and business development across the provider and payer sectors, and her experience spans managed care, healthcare technology, government relations, and value-based care. Carlson founded EJC Consulting Group and has served in executive leadership positions at Modivcare, PayrHealth, Team Select, and CareCentrix. Carlson is an active advisor and board member for healthcare organizations, including the Texas e-Health Alliance, SendaRide, and the Non-Emergency Medical Transportation Accreditation Commission (NEMTAC). Follow on LinkedIn.

< + > Keys to Success with Virtual Nursing

Everyone knows we can never get enough nurses.  While we’d love to have more and should make more efforts to have and retain more nurses, I think that most organizations also realize that they’re going to have to be creative and leverage technology to be able to better utilize the nurses they have in their organization.  One of the most successful approaches to address this challenge is virtual nursing.

In a recent session at the HIMSS conference, Kevin Ehemann, Telehealth Account Manager at Baptist Health, Danny Kennedy, Corporate Director of Care Innovation at Baptist Health, Arkansas, and Angela Wilgus, Manager, Virtual Nursing at Baptist Health, Arkansas, shared more about their journey to bring multi-site virtual nursing from Caregility to their organization.  In the session they shared some of their learnings and how they had to align clinical and IT to make it a success.

Below you’ll find some of the keys to success that we captured during the session along with some additional commentary.

One of the common threads I’ve been hearing from CIOs lately is that there are no projects that are IT projects anymore.  Every project a CIO is leading requires involvement from the clinical team along with IT.  This aligns with Baptist Health’s experience with virtual nursing and the need to bring both teams together to make it a success.

This is a great takeaway from their experience.  I think we all like convenience and dragging a cart around is not convenient.  I did see a humanoid robot that could do telehealth at HIMSS, so maybe that will be the future.  Until that fully arrives, it seems like pulling around a cart for telehealth is friction a nurse doesn’t need.

It makes a lot of sense why you’d want a seasoned nurse to be doing your virtual nursing.  They’ve likely seen most of the situations that you’ll encounter and so they can be helpful across a wide variety of situations.  I’ve also heard a number of nurses say that virtual nursing extended their career a number of years.  Their bodies couldn’t handle the rigors of walking around like they used to do.  Virtual nursing provided them an alternative that leveraged their skills without the same physical rigor of being on the floor.

Like most change, it takes time to build trust in something.  Having the virtual nurse call the units each day was a creative way to build trust and consistency.  Building those relationships really is key.  Otherwise, the nurses on the floor won’t trust the virtual nurses.

Fascinating to see that the initial virtual nursing efforts led to a full Virtual Care Center.  I imagine building a full Virtual Care Center showed the staff that the organization was committed to virtual nursing.  The move to consistent hours likely helped to build trust in the process as well.  I’d like to learn more about how they’re integrating the virtual observation and virtual nursing efforts.  I imagine it’s a bit like a call center where it’s nice to have people who can float between different areas.  Having nurses who can do virtual observation and virtual nursing likely provides some staffing flexibility as demand for these services changes day by day.

I’ve heard a lot of people talk about the value of in-room cameras.  My guess is that this will become pretty standard in most hospital exam rooms.  Partially because the cost to put a camera in a room has gotten much cheaper, but also because being able to connect with the patient almost instantly is valuable for nurses, doctors, allied staff, and even the patients’ loved ones.

In this case, having the in-room camera is great for the virtual nurse who can easily connect with the patient and do the admission or discharge without help from the nurses on the floor.

The proof is always in the pudding as they say.  Amazing to see that the virtual care center was able to provide 60 hours back to nursing per day.  It’s interesting to hear that the documentation improved which likely has really nice downstream effects on things like revenue cycle management.  Plus, they had lower vacancy rates.  Harder to measure is the reduced administrative burden on the nursing staff that frees them up to focus more on patient care.

It’s amazing to see that Baptist Health was able to grow their patient encounters so quickly.  Normally a shift like this would take more time, but credit goes to their leadership for creating a great workflow that worked and for getting buy-in from staff for the effort.

Like often happens with successful IT projects, they were able to expand to many different departments.  I call it department jealousy.  It’s a powerful thing when one department sees another one use technology successfully, then they want to do it as well.  Seems like this is what happened with the virtual care programs at Baptist Health.

We’ve been seeing this trend happen over a number of years.  While TVs are great for entertainment in a hospital, the TVs are now connected and can be used for a wide variety of things beyond entertainment.  It’s nice to see them using the TVs as part of their virtual nursing effort including admission and discharge.

This is a great lesson learned.  Often we’re trying to fit technology into old buildings that weren’t designed for this technology.  There’s a lot to think about when doing so and may require some construction to do it right.  These little nuances really matter and often aren’t discovered until you start to implement the technology in the rooms.

This case study is a great example of the benefits of virtual nursing solutions from Caregility implemented at Baptist Health.  What I love about this project is that it continued to evolve and improve over time.  They applied the lessons learned and improved their approach as things progressed.  Now they have a full virtual care center they can build off of as they build even more virtual care functions into the future.

What do you think of these virtual nursing efforts?  What else have you learned about virtual nursing to make it a success?  We’d love to hear your thoughts on the topic on social media.