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Doctors and patients are calling for more telehealth. Where is it?

Maggie Barnidge, 18, has been managing cystic fibrosis her whole life. But not long after she moved out of her home state to start college, she came down with pneumonia and went into liver failure. She desperately wanted to get in touch with her doctor back home, whom she’d been seeing since she was diagnosed as an infant and who knew which treatments worked best for her—but he wasn’t allowed to practice telemedicine across state lines. The local hospital, and doctors unfamiliar with her complicated medical history, would have to do.  “A lot of what Maggie needed wasn’t a physical exam,” says Barnidge’s mother, Elizabeth. “It was a conversation: What tests should I be getting next? What did my labs look like? She just needed her doctor who knew her well.”   But doctors are generally allowed to practice medicine only where they have a license. This means they cannot treat patients across state lines unless they also have a license in the patient’s state, and most physicians have one or two licenses at most. This has led to what Ateev Mehrotra, a physician and professor of health policy at the Brown University School of Public Health, calls an “inane” norm: A woman with a rare cancer boarding an airplane, at the risk of her chemotherapy-weakened immune system, to see a specialist thousands of miles away, for example, or a baby with a rare disease who’s repeatedly shuttled between Arizona and Massachusetts.  While eligible physicians can currently apply to practice in states besides their own, this can be a burdensome and impractical process. For instance, let’s say you are an oncologist in Minnesota, and a patient from Kansas arrives at your office seeking treatment. The patient will probably want to do follow-up appointments via telehealth when possible, to avoid having to travel back to Minnesota.  But if you are not yet licensed to practice in Kansas (and you probably are not), you can’t suddenly start practicing medicine there. You would first need to apply to do so, either through the Interstate Medical Licensure Compact (designed to streamline the process of obtaining a full license in another state, but at a price of $700 per year) or with Kansas’s board of medicine directly. Maybe this poses too great an administrative hurdle for you—you work long hours, and how will you find time to compile the necessary paperwork? Doctors can’t reasonably be expected to apply for licensure in all 50 states. The patient, then, either loses out on care or must shoulder the burden of traveling to Minnesota for a doctor’s visit. The only way to access telehealth, if that’s what the patient prefers, would be to cross into the state and log in—an option that might still be preferable to traveling all the way to the doctor’s office. These obstacles to care have led to a growing belief among health-care providers, policymakers, and patients that under certain circumstances, doctors should be able to treat their patients anywhere.  Lately, telehealth has proved to be widely popular, too. The coronavirus emergency in 2020 served as proof of concept, demonstrating that new digital platforms for medicine were feasible—and often highly effective. One study showed that telehealth accounted for nearly a quarter of contacts between patients and providers during the first four months of the pandemic (up from 0.3% during the same period in 2019), and among Medicare users, nearly half had used telehealth in 2020—a 63-fold increase. This swift and dramatic shift came about because Congress and the Centers for Medicare and Medicaid Services had passed legislation to make more telehealth visits temporarily eligible for reimbursement (the payments a health-care provider receives from an insurance company for providing medical services), while state boards of medicine relaxed the licensing restrictions. Now, more providers were able to offer telehealth, and more patients were eager to receive medical care without leaving their homes. Though in-person care remains standard, telehealth has gained a significant place in US medicine, increasing from 0.1% of total Medicare visits in 2019 to 5.3% in 2020 and 3.5% in 2021. By the end of 2023, more than one in 10 Medicare patients were still using telehealth. And in some specialties the rate is much higher: 37% of all mental-health visits in the third quarter of 2023 were telemedicine, as well as 10% of obstetric appointments, 10% of transplant appointments, and 11% of infectious-disease appointments.  “Telehealth has broadened our ability to provide care in ways not imaginable prior to the pandemic,” says Tara Sklar, faculty director of the health law and policy program at the University of Arizona James E. Rogers College of Law.  Traditionally, patients and providers alike have been skeptical that telehealth care can meet the standards of an in-person appointment. However, most people advocating for telehealth aren’t arguing that it should completely replace visiting your doctor, explains Carmel Shachar, director of Harvard Law School’s Health Law and Policy Clinic. Rather, “it’s a really useful way to improve access to care.” Digital medicine could help address a gap in care for seniors by eliminating the need for them to make an arduous journey to the doctor’s office; many older adults find they’re more likely to keep their follow-up appointments when they can do them remotely. Telemedicine could also help address the equity issues facing hourly employees, who might not be able to take a half or full day off work to attend an in-­person appointment. For them, the offer of a video call might make the difference between seeking and not seeking help.  “It’s a modality that we’re not using to its fullest potential because we’re not updating our regulations to reflect the digital age,” Shachar says. Last December, Congress extended most of the provisions increasing Medicare coverage for telehealth through the end of March 2025, including the assurances that patients can be in their homes when they receive care and that they don’t need to be in a rural area to be eligible for telemedicine.  “We would love to have these flexibilities made permanent,” says Helen Hughes, medical director for the Johns Hopkins Office of Telemedicine. “It’s confusing to explain to our providers and patients the continued regulatory uncertainty and news articles implying that telehealth is at risk, only to have consistent extensions for the last five years. This uncertainty leads providers and patients to worry that this type of care is not permanent and probably stifles innovation and investment by health systems.”  In the meantime, several strategies are being considered to facilitate telehealth across state lines. Some places—like Maryland, Virginia, and Washington, DC—offer “proximal reciprocity,” meaning that a physician licensed in any of those states can more efficiently be licensed in the others. And several states, like Arkansas and Idaho, say that out-of-state doctors can generally practice telemedicine within their borders as long as they are licensed in good standing in another state and are using the technology to provide follow-up care. Expanding on these ideas, some advocates say that an ideal approach might look similar to how we regulate driving across state lines: A driver’s license from one state generally permits you to drive anywhere in the country as long as you have a good record and obey the rules of the road in the state that you’re in. Another idea is to create a telemedicine-specific version of the Interstate Medical Licensure Compact (which deals only with full medical licenses) in which qualifying physicians can register to practice telehealth among all participating states via a centralized compact. For the foreseeable future, telehealth policy in the US is locked in what Mehrotra calls “hand-to-hand warfare”—states duking it out within their own legislatures to try to determine rules and regulations for administering telemedicine. Meanwhile, advocates are also pushing for uniformity between states, as with the Uniform Law Commission’s Telehealth Act of 2022, which set out consistent terminology so that states can adopt similar telehealth laws.  “We’ve always advanced our technologies, like what I can provide as a doctor—meds, tests, surgeries,” Mehrotra says. “But in 2024, the basic structure of how we deliver that care is very similar to 1964.” That is, we still ask people to come to a doctor’s office or emergency department for an in-person visit.  “That’s what excites me about telehealth,” he says. “I think there’s the potential that we can deliver care in a better way.”  Isabel Ruehl is a writer based in New York and an assistant editor at Harper’s Magazine.

Maggie Barnidge, 18, has been managing cystic fibrosis her whole life. But not long after she moved out of her home state to start college, she came down with pneumonia and went into liver failure. She desperately wanted to get in touch with her doctor back home, whom she’d been seeing since she was diagnosed as an infant and who knew which treatments worked best for her—but he wasn’t allowed to practice telemedicine across state lines. The local hospital, and doctors unfamiliar with her complicated medical history, would have to do. 

“A lot of what Maggie needed wasn’t a physical exam,” says Barnidge’s mother, Elizabeth. “It was a conversation: What tests should I be getting next? What did my labs look like? She just needed her doctor who knew her well.”  

But doctors are generally allowed to practice medicine only where they have a license. This means they cannot treat patients across state lines unless they also have a license in the patient’s state, and most physicians have one or two licenses at most. This has led to what Ateev Mehrotra, a physician and professor of health policy at the Brown University School of Public Health, calls an “inane” norm: A woman with a rare cancer boarding an airplane, at the risk of her chemotherapy-weakened immune system, to see a specialist thousands of miles away, for example, or a baby with a rare disease who’s repeatedly shuttled between Arizona and Massachusetts. 

While eligible physicians can currently apply to practice in states besides their own, this can be a burdensome and impractical process. For instance, let’s say you are an oncologist in Minnesota, and a patient from Kansas arrives at your office seeking treatment. The patient will probably want to do follow-up appointments via telehealth when possible, to avoid having to travel back to Minnesota. 

But if you are not yet licensed to practice in Kansas (and you probably are not), you can’t suddenly start practicing medicine there. You would first need to apply to do so, either through the Interstate Medical Licensure Compact (designed to streamline the process of obtaining a full license in another state, but at a price of $700 per year) or with Kansas’s board of medicine directly. Maybe this poses too great an administrative hurdle for you—you work long hours, and how will you find time to compile the necessary paperwork? Doctors can’t reasonably be expected to apply for licensure in all 50 states. The patient, then, either loses out on care or must shoulder the burden of traveling to Minnesota for a doctor’s visit. The only way to access telehealth, if that’s what the patient prefers, would be to cross into the state and log in—an option that might still be preferable to traveling all the way to the doctor’s office. These obstacles to care have led to a growing belief among health-care providers, policymakers, and patients that under certain circumstances, doctors should be able to treat their patients anywhere. 

Lately, telehealth has proved to be widely popular, too. The coronavirus emergency in 2020 served as proof of concept, demonstrating that new digital platforms for medicine were feasible—and often highly effective. One study showed that telehealth accounted for nearly a quarter of contacts between patients and providers during the first four months of the pandemic (up from 0.3% during the same period in 2019), and among Medicare users, nearly half had used telehealth in 2020—a 63-fold increase. This swift and dramatic shift came about because Congress and the Centers for Medicare and Medicaid Services had passed legislation to make more telehealth visits temporarily eligible for reimbursement (the payments a health-care provider receives from an insurance company for providing medical services), while state boards of medicine relaxed the licensing restrictions. Now, more providers were able to offer telehealth, and more patients were eager to receive medical care without leaving their homes.

Though in-person care remains standard, telehealth has gained a significant place in US medicine, increasing from 0.1% of total Medicare visits in 2019 to 5.3% in 2020 and 3.5% in 2021. By the end of 2023, more than one in 10 Medicare patients were still using telehealth. And in some specialties the rate is much higher: 37% of all mental-health visits in the third quarter of 2023 were telemedicine, as well as 10% of obstetric appointments, 10% of transplant appointments, and 11% of infectious-disease appointments. 

“Telehealth has broadened our ability to provide care in ways not imaginable prior to the pandemic,” says Tara Sklar, faculty director of the health law and policy program at the University of Arizona James E. Rogers College of Law. 

Traditionally, patients and providers alike have been skeptical that telehealth care can meet the standards of an in-person appointment. However, most people advocating for telehealth aren’t arguing that it should completely replace visiting your doctor, explains Carmel Shachar, director of Harvard Law School’s Health Law and Policy Clinic. Rather, “it’s a really useful way to improve access to care.” Digital medicine could help address a gap in care for seniors by eliminating the need for them to make an arduous journey to the doctor’s office; many older adults find they’re more likely to keep their follow-up appointments when they can do them remotely. Telemedicine could also help address the equity issues facing hourly employees, who might not be able to take a half or full day off work to attend an in-­person appointment. For them, the offer of a video call might make the difference between seeking and not seeking help. 

“It’s a modality that we’re not using to its fullest potential because we’re not updating our regulations to reflect the digital age,” Shachar says.

Last December, Congress extended most of the provisions increasing Medicare coverage for telehealth through the end of March 2025, including the assurances that patients can be in their homes when they receive care and that they don’t need to be in a rural area to be eligible for telemedicine. 

“We would love to have these flexibilities made permanent,” says Helen Hughes, medical director for the Johns Hopkins Office of Telemedicine. “It’s confusing to explain to our providers and patients the continued regulatory uncertainty and news articles implying that telehealth is at risk, only to have consistent extensions for the last five years. This uncertainty leads providers and patients to worry that this type of care is not permanent and probably stifles innovation and investment by health systems.” 

In the meantime, several strategies are being considered to facilitate telehealth across state lines. Some places—like Maryland, Virginia, and Washington, DC—offer “proximal reciprocity,” meaning that a physician licensed in any of those states can more efficiently be licensed in the others. And several states, like Arkansas and Idaho, say that out-of-state doctors can generally practice telemedicine within their borders as long as they are licensed in good standing in another state and are using the technology to provide follow-up care. Expanding on these ideas, some advocates say that an ideal approach might look similar to how we regulate driving across state lines: A driver’s license from one state generally permits you to drive anywhere in the country as long as you have a good record and obey the rules of the road in the state that you’re in. Another idea is to create a telemedicine-specific version of the Interstate Medical Licensure Compact (which deals only with full medical licenses) in which qualifying physicians can register to practice telehealth among all participating states via a centralized compact.

For the foreseeable future, telehealth policy in the US is locked in what Mehrotra calls “hand-to-hand warfare”—states duking it out within their own legislatures to try to determine rules and regulations for administering telemedicine. Meanwhile, advocates are also pushing for uniformity between states, as with the Uniform Law Commission’s Telehealth Act of 2022, which set out consistent terminology so that states can adopt similar telehealth laws. 

“We’ve always advanced our technologies, like what I can provide as a doctor—meds, tests, surgeries,” Mehrotra says. “But in 2024, the basic structure of how we deliver that care is very similar to 1964.” That is, we still ask people to come to a doctor’s office or emergency department for an in-person visit. 

“That’s what excites me about telehealth,” he says. “I think there’s the potential that we can deliver care in a better way.” 

Isabel Ruehl is a writer based in New York and an assistant editor at Harper’s Magazine.

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Land and Expand: DPO, Microsoft, JLL and BlackChamber, Prologis, Core Scientific, Overwatch Capital

Land and Expand is a periodic feature at Data Center Frontier highlighting the latest data center development news, including new sites, land acquisitions and campus expansions. Here are some of the new and notable developments from hyperscale and colocation data center developers and operators about which we’ve been reading lately. DPO to Develop $200 Million AI Data Center in Wisconsin Rapids; Strategic Partnership with Billerud’s CWPCo Unlocks Hydroelectric Power for High-Density AI Compute Digital Power Optimization (DPO) is moving forward with plans to build a $200 million high-performance computing (HPC) data center in Wisconsin Rapids, Wisconsin. The project, designed to support up to 20 megawatts (MW) of artificial intelligence (AI) computing, leverages an innovative partnership with Consolidated Water Power Company (CWPCo), a subsidiary of global packaging leader Billerud. DPO specializes in developing and operating data centers optimized for power-dense computing. By partnering with utilities and independent power producers, DPO colocates its facilities at energy generation sites, ensuring direct access to sustainable power for AI, HPC, and blockchain computing. The company is privately held. Leveraging Power Infrastructure for Speed-to-Energization CWPCo, a regulated utility subsidiary, has operated hydroelectric generation assets since 1894, reliably serving industrial and commercial customers in Wisconsin Rapids, Biron, and Stevens Point. Parent company Billerud is a global leader in high-performance packaging materials, committed to sustainability and innovation. The company operates nine production facilities across Sweden, the USA, and Finland, employing 5,800 people in over 19 countries.  The data center will be powered by CWPCo’s renewable hydroelectric assets, tapping into the utility’s existing 32 megawatts of generation capacity. The partnership grants DPO a long-term land lease—extending up to 50 years—alongside interconnection rights to an already-energized substation and a firm, reliable power supply. “AI infrastructure is evolving at an unprecedented pace, and access to power-dense sites is critical,” said Andrew

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Data center spending to top $1 trillion by 2029 as AI transforms infrastructure

His projections account for recent advances in AI and data center efficiency, he says. For example, the open-source AI model from Chinese company DeepSeek seems to have shown that an LLM can produce very high-quality results at a very low cost with some clever architectural changes to how the models work. These improvements are likely to be quickly replicated by other AI companies. “A lot of these companies are trying to push out more efficient models,” says Fung. “There’s a lot of effort to reduce costs and to make it more efficient.” In addition, hyperscalers are designing and building their own chips, optimized for their AI workloads. Just the accelerator market alone is projected to reach $392 billion by 2029, Dell’Oro predicts. By that time, custom accelerators will outpace commercially available accelerators such as GPUs. The deployment of dedicated AI servers also has an impact on networking, power and cooling. As a result, spending on data center physical infrastructure (DCPI) will also increase, though at a more moderate pace, growing by 14% annually to $61 billion in 2029.  “DCPI deployments are a prerequisite to support AI workloads,” says Tam Dell’Oro, founder of Dell’Oro Group, in the report. The research firm raised its outlook in this area due to the fact that actual 2024 results exceeded its expectations, and demand is spreading from tier one to tier two cloud service providers. In addition, governments and tier one telecom operators are getting involved in data center expansion, making it a long-term trend.

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Microsoft will invest $80B in AI data centers in fiscal 2025

And Microsoft isn’t the only one that is ramping up its investments into AI-enabled data centers. Rival cloud service providers are all investing in either upgrading or opening new data centers to capture a larger chunk of business from developers and users of large language models (LLMs).  In a report published in October 2024, Bloomberg Intelligence estimated that demand for generative AI would push Microsoft, AWS, Google, Oracle, Meta, and Apple would between them devote $200 billion to capex in 2025, up from $110 billion in 2023. Microsoft is one of the biggest spenders, followed closely by Google and AWS, Bloomberg Intelligence said. Its estimate of Microsoft’s capital spending on AI, at $62.4 billion for calendar 2025, is lower than Smith’s claim that the company will invest $80 billion in the fiscal year to June 30, 2025. Both figures, though, are way higher than Microsoft’s 2020 capital expenditure of “just” $17.6 billion. The majority of the increased spending is tied to cloud services and the expansion of AI infrastructure needed to provide compute capacity for OpenAI workloads. Separately, last October Amazon CEO Andy Jassy said his company planned total capex spend of $75 billion in 2024 and even more in 2025, with much of it going to AWS, its cloud computing division.

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John Deere unveils more autonomous farm machines to address skill labor shortage

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More Self-driving tractors might be the path to self-driving cars. John Deere has revealed a new line of autonomous machines and tech across agriculture, construction and commercial landscaping. The Moline, Illinois-based John Deere has been in business for 187 years, yet it’s been a regular as a non-tech company showing off technology at the big tech trade show in Las Vegas and is back at CES 2025 with more autonomous tractors and other vehicles. This is not something we usually cover, but John Deere has a lot of data that is interesting in the big picture of tech. The message from the company is that there aren’t enough skilled farm laborers to do the work that its customers need. It’s been a challenge for most of the last two decades, said Jahmy Hindman, CTO at John Deere, in a briefing. Much of the tech will come this fall and after that. He noted that the average farmer in the U.S. is over 58 and works 12 to 18 hours a day to grow food for us. And he said the American Farm Bureau Federation estimates there are roughly 2.4 million farm jobs that need to be filled annually; and the agricultural work force continues to shrink. (This is my hint to the anti-immigration crowd). John Deere’s autonomous 9RX Tractor. Farmers can oversee it using an app. While each of these industries experiences their own set of challenges, a commonality across all is skilled labor availability. In construction, about 80% percent of contractors struggle to find skilled labor. And in commercial landscaping, 86% of landscaping business owners can’t find labor to fill open positions, he said. “They have to figure out how to do

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2025 playbook for enterprise AI success, from agents to evals

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More 2025 is poised to be a pivotal year for enterprise AI. The past year has seen rapid innovation, and this year will see the same. This has made it more critical than ever to revisit your AI strategy to stay competitive and create value for your customers. From scaling AI agents to optimizing costs, here are the five critical areas enterprises should prioritize for their AI strategy this year. 1. Agents: the next generation of automation AI agents are no longer theoretical. In 2025, they’re indispensable tools for enterprises looking to streamline operations and enhance customer interactions. Unlike traditional software, agents powered by large language models (LLMs) can make nuanced decisions, navigate complex multi-step tasks, and integrate seamlessly with tools and APIs. At the start of 2024, agents were not ready for prime time, making frustrating mistakes like hallucinating URLs. They started getting better as frontier large language models themselves improved. “Let me put it this way,” said Sam Witteveen, cofounder of Red Dragon, a company that develops agents for companies, and that recently reviewed the 48 agents it built last year. “Interestingly, the ones that we built at the start of the year, a lot of those worked way better at the end of the year just because the models got better.” Witteveen shared this in the video podcast we filmed to discuss these five big trends in detail. Models are getting better and hallucinating less, and they’re also being trained to do agentic tasks. Another feature that the model providers are researching is a way to use the LLM as a judge, and as models get cheaper (something we’ll cover below), companies can use three or more models to

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OpenAI’s red teaming innovations define new essentials for security leaders in the AI era

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More OpenAI has taken a more aggressive approach to red teaming than its AI competitors, demonstrating its security teams’ advanced capabilities in two areas: multi-step reinforcement and external red teaming. OpenAI recently released two papers that set a new competitive standard for improving the quality, reliability and safety of AI models in these two techniques and more. The first paper, “OpenAI’s Approach to External Red Teaming for AI Models and Systems,” reports that specialized teams outside the company have proven effective in uncovering vulnerabilities that might otherwise have made it into a released model because in-house testing techniques may have missed them. In the second paper, “Diverse and Effective Red Teaming with Auto-Generated Rewards and Multi-Step Reinforcement Learning,” OpenAI introduces an automated framework that relies on iterative reinforcement learning to generate a broad spectrum of novel, wide-ranging attacks. Going all-in on red teaming pays practical, competitive dividends It’s encouraging to see competitive intensity in red teaming growing among AI companies. When Anthropic released its AI red team guidelines in June of last year, it joined AI providers including Google, Microsoft, Nvidia, OpenAI, and even the U.S.’s National Institute of Standards and Technology (NIST), which all had released red teaming frameworks. Investing heavily in red teaming yields tangible benefits for security leaders in any organization. OpenAI’s paper on external red teaming provides a detailed analysis of how the company strives to create specialized external teams that include cybersecurity and subject matter experts. The goal is to see if knowledgeable external teams can defeat models’ security perimeters and find gaps in their security, biases and controls that prompt-based testing couldn’t find. What makes OpenAI’s recent papers noteworthy is how well they define using human-in-the-middle

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Talking about Games

Game theory is a field of research that is quite prominent in Economics but rather unpopular in other scientific disciplines. However, the concepts used in

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