ESI-Healthcare Division

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Warrenville, IL
ESI-Healthcare Division

Welcome to Enterprise Solutions, Inc.

(Healthcare D , your trusted partner for comprehensive healthcare staffing solutions tailored to meet the diverse needs of your entire organization – spanning clinical to non-clinical domains across various contexts.

10/13/2026

Per diem, local contract or travel: each one fits a different kind of gap.
Matching the option to the gap is most of the planning.

A guide for nurse leaders and hospital workforce teams:

1. Per diem fits short, unpredictable holes. A sick call or a single census spike, covered shift by shift by clinicians who already know your unit.
2. Local contract fits a known gap of a few months. The clinician lives nearby, commits to a set schedule, and needs no housing.
3. Travel fits gaps your local market cannot fill. A defined assignment for specialties that are scarce near you.
4. Your internal float pool fits gaps that repeat. If the same unit runs short every winter, building internal capacity may serve it better than renewing contracts each year.

Which of these do you rely on most, and which do you wish you used more?

If your mix leans on one option for every kind of gap, review it before winter. We staff per diem, local contract and travel roles, so we can look at your gaps across all three without steering you toward one.

10/09/2026

That projection is from the BLS Occupational Outlook Handbook, 2025 to 2035 edition. The same profile projects employment in the occupation to grow 5% over the decade, faster than the 3% average for all occupations, with heightened demand in outpatient settings such as ambulatory surgery centers.

For perioperative leaders, the practical point is that the gap renews every year. A surgical tech vacancy shows up as a delayed first case, a held room or a team running short on a full block day.

Three questions to answer about your own OR before the next vacancy:

• How many of your surgical techs could cover a different service line tomorrow?
• How long does it take to credential a contract tech at your facility?
• Which block days already run on one person's overtime?

Perioperative and OR leaders: which surgical role is hardest to keep filled at your facility right now?

Ask us what we need from your facility to start a contract surgical tech, so your side is ready before the next vacancy opens.

10/08/2026

Every connected device in a patient room sits on the hospital network.
Who owns its security often depends on which team found the last problem.

Clinical engineering knows the device, its maintenance schedule, and the patient-safety risk of taking it offline. IT security knows the network, the patching process, and the threat. Each team covers its half well.

Swipe through five devices in one patient room and the ownership question each one raises:
1. The infusion pump: who approves a firmware update
2. The patient monitor: who watches its network traffic
3. The imaging system: who handles software the vendor still controls
4. The smart bed: who keeps it on the device inventory
5. The nurse call system: who gets paged when it drops off the network

Health IT and security leaders: at your hospital, is medical device security owned by clinical engineering, by IT, or by a shared role?

If the answer is a loosely shared one, that is the first seat to define. We staff healthcare IT security and clinical systems roles, and we can help you write that role description before you hire for it.

09/30/2026

Week 9 of a 13-week travel contract.
That is when the extension decision needs to be made, and often it waits until the final days.

When the decision slides late, the clinician starts taking calls about their next assignment, the unit plans a schedule without knowing who will be on it, and a strong fit leaves because nobody asked in time.

Three things settle an extension early:
• The unit manager's read on fit, captured by week 8
• A rough staffing forecast for the next quarter
• A direct conversation with the clinician about what they want next

For hospital VMS administrators and nurse leaders: at what week does the extension conversation start in your program?

Ask your staffing suppliers the same question about their clinicians. The answer should be a week number. We start ours at week 8 and bring the unit manager's feedback to that conversation.

09/29/2026

About 14,000 openings for medical records specialists every year through 2035.

Many of them are seats someone just left.

That is the projection in the U.S. Bureau of Labor Statistics Occupational Outlook Handbook, updated August 27, 2026. BLS projects employment in the role to grow 8% from 2025 to 2035, and it notes that many of the yearly openings come from people moving to other occupations or leaving the workforce.

The same page flags that AI-powered coding tools may affect demand for these workers. Both can be true at once. Coding gets faster, and the people who validate it, handle the exceptions, and keep records audit-ready stay hard to replace.

For HIM and revenue cycle leaders, the practical issue is continuity.

When an experienced coder leaves your team, how long does their queue sit before someone qualified picks it up?

If the honest answer is longer than you would like, write the backfill plan now, while nobody is leaving. We place medical records and coding professionals and can help you map which seats need a named backup first.

Source: U.S. Bureau of Labor Statistics, Occupational Outlook Handbook, Medical Records Specialists, 2025 to 2035 projections, page last modified August 27, 2026.

09/25/2026

One CT tech calls out, and the backfill req waits behind the nursing reqs.

By afternoon, that seat has reached five parts of the hospital.

Allied health roles often get less attention than nursing roles in a staffing program, yet a single missing imaging tech, respiratory therapist, or surgical tech can move a whole hospital's day. Swipe through to follow one open CT shift outward:
1. The scanner loses slots
2. The ED holds patients longer
3. Discharges slide into the evening
4. The techs on shift absorb the gap
5. Last-minute coverage costs more

For hospital VMS and workforce leaders: do allied reqs in your program get the same priority as nursing reqs, or do they wait their turn?

This week, pull your open allied reqs and sort them by what each one is holding up, rather than by days open. That list usually changes the order. If you want a second set of eyes on it, we work allied health reqs every week and will review it with you.

09/22/2026

Most healthcare IT risk conversations start at ransomware and stop there.

The harder problem underneath is fragmentation. A system that grew by acquisition runs three EHR instances, two identity providers, an imaging archive nobody has touched since the migration, and a device fleet that was never in scope for anyone's patch cycle.

Ransomware is what happens to that estate. It is not the estate's actual condition.

Fragmentation is a staffing problem before it is a security one. Consolidating identity across three instances is a project. Getting device inventory accurate is a project. Producing HIPAA evidence across all of it, continuously, is a role, and in most systems it is half of somebody's role.

The systems that get ahead of this do one unglamorous thing first. They put a name against every environment. Not a vendor, a person, and they resource it as ongoing work rather than a remediation sprint that ends.

If you work in health system IT: how many distinct environments are in your estate right now, and does someone own each one by name?

If the answer to the second half is no for even two of them, that is a resourcing gap rather than a security gap. We staff those as ongoing roles rather than selling them as a remediation sprint that ends. Happy to talk through what that looks like.

09/18/2026

A credentialing packet does not fail. It waits.

It waits on a primary source verification that has a five-day queue. It waits on a reference who is on nights. It waits on one certification that expired eleven days ago and nobody flagged because the file was built in March.

The start date moves, the unit runs short, and the packet is still technically in progress.

Five places the clock actually goes, and what shortens each one.

Swipe through. If you run credentialing for a system or a program, the bottleneck is almost never the one people complain about in the stand-up.

Which stage eats the most days in your process?

If your packets are waiting rather than failing, the fix is sequencing rather than effort. That is the part we run for the health systems and programs we support.

What's your next healthcare staffing challenge? Let's solve it together!

09/16/2026

43 jurisdictions are currently part of the Nurse Licensure Compact.

That number moves, and most of the lists circulating online are out of date. We checked three aggregator sites this week that said 40, 41 and 43. Only one of them matched the compact's own site.

Two things worth keeping straight if you staff across state lines.
-A multistate license is tied to the nurse's primary state of residence, not to where the assignment is. Move the residence into a compact state and the multistate privilege follows. Move it out and it stops.
-And when a nurse moves from one compact state to another, they have 60 days to apply for licensure in the new primary state of residence. Sixty days sounds generous right up until it lands in the middle of a 13-week contract.

We verify licensure status at the source before a submittal rather than from a list someone saved last year. It is the cheapest thing in the process to check and one of the most expensive to get wrong.

Source: Nurse Licensure Compact, National Council of State Boards of Nursing, nursecompact.com, checked September 15, 2026.

If you manage travel or per-diem coverage: how far ahead do you check compact status?

09/15/2026

A thirteen week assignment gets extended. Then extended again. Then twice more.

Nobody made a decision to staff that position with contract coverage for eleven months. Four separate people made four reasonable decisions to extend by thirteen weeks, and each one was easy to approve because the alternative that week was an uncovered shift.

That is how a program ends up with contract coverage sitting in roles that were never reviewed as long term coverage.

The extension is invisible for a structural reason. Each approval is small, each one is urgent, and the record of it lives in the extension rather than anywhere that reads as a total.

Two things make it visible again, and neither is a policy change.
1. Count extensions, not assignments. A report that says how many assignments are live tells you very little. A report that says how many are on their third extension or beyond tells you where the permanent gaps are.
2. Put a review, not a limit, at the second extension. Not to stop it. To ask once, on the record, whether this is a coverage gap or a position. Most of the time the answer is coverage and the extension is right. When the answer is position, knowing that in month six costs a great deal less than knowing it in month eleven.

Contract coverage doing its job is a good outcome. Contract coverage that has quietly become the staffing model is a decision nobody got to make.

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4320 Winfield Road, Suite 200
Warrenville, IL
60555

Website

https://www.enterprisesolutioninc.com/industries/healthcare/

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