Maternity unit closures have become a far too familiar headline across community and rural hospitals, however, these stories can often begin before a service line shutters with an inconsistent workforce.
Becker’s has covered 18 maternity unit closures or planned closures in 2026 so far, with 29 reported in 2025.
When staffing drops below safety standards, health systems and hospitals can face a difficult choice, one that can bear consequences for patients and force them to community further to get the care they need.
Becker’s connected with Eileen Simmons, CFO of the health services division at Pittsburgh-based UPMC Mike Wukitsch, chief people officer at Fort Myers, Fla.-based Lee Health, and Shaun Custard, chief operating officer of Columbia-based University Hospital at University of Missouri Health Care, to discuss how workforce challenges are driving maternity unit closures and what’s actually helping to keep them properly staffed and open to patients.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: What role does inconsistent staffing and workforce play in maternity unit closures? What solutions are actually working to keep those units staffed and open?
Eileen Simmons, CFO of Health Services Division, UPMC: Staffing challenges, including recruitment and retention, are one of the biggest challenges facing rural maternity care because safe labor and delivery services depend on having reliable physicians, nursing, anesthesia and emergency coverage available 24/7. When staffing becomes unpredictable and patient volumes are low, it becomes increasingly difficult to maintain clinical readiness, provider competency and the level of support families deserve. In rural communities, maternity unit closures are most commonly driven by the challenge of sustaining around-the-clock obstetrics and anesthesia physician coverage amid declining birth rates and lower delivery volumes.
At UPMC, we’ve found that regional models of care can work when they are built around a full care team, shared provider coverage, strong transfer protocols, telehealth support and ongoing emergency readiness training. As an example, a year after delivery services were regionalized from Coudersport, Pa.-based UPMC Cole to UPMC Wellsboro (Pa.) in rural North Central Pennsylvania, we’ve seen the benefits of a more stable staffing model, enhanced coordination and reliable access to specialized care while patients continue to receive prenatal and postpartum services close to home at UPMC Cole. The goal isn’t simply preserving access; it’s ensuring access is safe, high-quality and sustainable for rural families for the long term.
Mike Wukitsch, Chief People Officer, Lee Health: Workforce stability is essential to maintaining strong maternity services and ensuring mothers and babies have access to safe, high-quality care close to home. Labor and delivery is a highly specialized area that relies on experienced nurses, providers and support teams working together seamlessly. Investments in recruitment, retention and professional development are critical.
At Lee Health, we’ve focused on building and retaining a strong labor and delivery workforce through targeted retention strategies, flexible scheduling, reduced reliance on contract labor, nurse residency programs and ongoing specialty training. We’re also investing in leadership visibility, shared governance and team-based care models that strengthen employee engagement and create an environment where clinicians want to build long-term careers.
In addition, Lee Health has implemented what we believe is the first centralized maternal monitoring unit in Florida, where clinicians continuously monitor mothers in labor. This innovative approach adds an extra layer of safety for patients and babies, identifying maternal and fetal risks earlier. This has strengthened support for our frontline staff by enhancing clinical decision-making and making maternity services safer and more sustainable, particularly when resources are constrained.
Just as importantly, this model has strengthened our culture of safety, which is an area of vulnerability if staffing changes, making our teams safer, more resilient, and better equipped to deliver high-quality care.
Ultimately, maintaining experienced labor and delivery teams is one of the most important ways health systems can support long-term access to maternity care. When organizations invest in their people, they strengthen both the workforce and the care experience for the families they serve.
Shaun Custard, Chief Operating Officer of University Hospital at MU Health Care: Inconsistent staffing and workforce challenges can significantly impact maternity units. A lack of qualified staff can hinder an organization’s ability to provide safe, patient-centered care.
Inconsistent staffing and high turnover can also impact team dynamics and culture leading to staff burnout, decreased quality of care, and increased costs to the organization. If staffing levels drop below safe thresholds, hospitals may be forced to close maternity units. In many markets, this can result in patients needing to travel farther to receive the care that they need. Addressing these workforce challenges is of paramount importance to ensure the sustainability of maternity services.
MU Health Care addresses these challenges through a multifaceted approach: partnering with local and regional nursing schools, providing competitive compensation and flexible scheduling, a robust onboarding program, focusing on professional development and career advancement, and creating a positive work environment.
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