HealthJanuary 06, 2026

How nurse leaders can navigate a year defined by transformation

Nursing is heading into 2026 with more influence — and complexity — than any time in recent memory. The urgency of the pandemic years has shifted into a new set of pressures driven by financial constraints, regulatory changes, and expanded care-delivery models.

Across acute-care hospitals, ambulatory clinics, home-based care programs, and virtual care environments, nurse leaders are making decisions that will redefine how care is delivered for years to come. The center of gravity in healthcare is shifting, and nursing is at the center of that shift.

Financial pressure is accelerating site-of-care changes. Policy debates are reshaping what safe staffing, scope of practice, and quality look like. New roles are emerging faster than talent pipelines can keep up. And the rapid expansion of data, automation, and artificial intelligence is forcing organizations to rethink everything from governance to daily workflows.

In this environment, every workforce strategy, innovation proposal, and care model must demonstrate measurable value — not just promise. The leaders who can connect operational decisions to outcomes will be the ones steering their organizations through a year defined by transformation.

These are the six most consequential nursing practice trends in the year ahead.

Trend 1: Hospital M&A pivots toward outpatient and post-acute care

Financial pressure remains a defining factor for health systems. Research from the Commonwealth Fund shows that hospital margins could drop sharply under current policy trajectories. As a result, organizations are shifting investments toward outpatient surgery centers, urgent care, and home-based services — aiming for lower-cost sites of care with stronger throughput.

Nurse leaders are redesigning workforce structures around these shifts:

  • Internal mobility and upskilling are replacing traditional hiring.
  • New support roles (e.g., behavioral health technicians) are emerging.
  • Workforce models must balance cost constraints with safety and quality.

The expectation is clear: every care-model decision needs a clear return on investment.

Trend 2: Legislative and policy shifts reshape nursing practice

The policy landscape in 2026 will be one of the biggest forces shaping nursing practice. The expiration of federal waivers — including the CMS Acute Hospital Care at Home program — and state-level movement on nurse staffing legislation will directly influence staffing costs, site-of-care decisions, and telehealth reimbursement.

Key dynamics include:

  • State momentum around mandatory staffing ratios
  • Expansion of Nurse Licensure Compact (NLC) participation
  • APRN practice authority changes
  • Immigration policy shifts affecting internationally trained nurses
  • New accreditation requirements from The Joint Commission

Nurse leaders who model policy scenarios early — especially around staffing and telehealth — will be better positioned for rapid pivots.

Trend 3: The nursing workforce is transitioning into more technology-enabled roles

Nursing isn’t becoming more high-tech — it already is. Health systems are rapidly expanding roles such as:

  • Nurse informatics specialists
  • Telehealth nurses
  • Care coordinators
  • Virtual nurse educators

These roles support hybrid, distributed care models and require stronger technology literacy, data skills, and cross-continuum coordination.

The Bureau of Labor Statistics forecasts continued growth in advanced nursing roles, and many organizations are building formal pathways to help nurses transition into digital-first practice environments.

Trend 4: Quality and safety are being redefined under Joint Commission’s Accreditation 360

The Joint Commission’s new Accreditation 360 framework consolidates 700+ standards and introduces 14 National Performance Goals with a clearer focus on outcomes. The most significant for nursing: National Performance Goal 12, the first formal requirement linking staffing adequacy and competency directly to patient safety.

Hospitals must now use nurse-sensitive indicators — such as RN hours per patient day, falls, and infection rates — to demonstrate not just staffing plans but staffing effectiveness.

Quality is being reframed as:

  • Measured by outcomes
  • Enabled by team-based staffing
  • Powered by real-time data
  • Supported by continuous improvement, not just documentation

Trend 5: Nursing care delivery is transforming — rapidly

Care is expanding across settings, shifting away from the hospital as the center of gravity. By late 2025, more than 400 hospitals had participated in hospital-at-home programs. Ambulatory surgery centers, urgent care sites, and home health platforms continue to grow through mergers, partnerships, and new investments.

These shifts require new nursing leadership structures, including:

  • Governance for virtual nursing
  • Cross-site coordination protocols
  • Technology-enabled handoffs
  • Expanded ambulatory and home-care staffing strategies

The American Hospital Association notes that distributed care models will become standard, not experimental, in the coming years.

Trend 6: Artificial intelligence (AI) adoption will accelerate — alongside governance and training

AI is moving out of the pilot phase and into daily operations. But the real story of 2026 is not the technology itself — it’s the governance and training required.

Organizations are investing in:

  • AI governance committees
  • Transparent validation protocols
  • Data-provenance requirements
  • Nurse-led oversight
  • Training programs to build AI literacy

The Coalition for Health AI and the Joint Commission released the first guidance on safe and ethical use of clinical AI tools in 2025 — signaling that this is no longer optional. AI must lighten burdens, not create new ones, and nurses must remain the final decision-makers.

What it all means for 2026

Nursing is defining the next era of healthcare. The leaders who succeed will connect innovation to impact — linking workforce decisions, technology adoption, and care-model design to real, measurable improvements in safety, experience, and performance.

The opportunity is clear: move from reactive resilience to proactive reinvention.

Back To Top