The facilities team at CAMC Women and Children's Hospital in Charleston, West Virginia, spent months looking at flood maps before they made the call. The Elk River runs right past the building. When it floods—and the models say it will flood worse than it used to—water could surround the hospital and close every exit. They had the engineering assessments. They had the insurance company's risk analysis. The full retrofit would cost $50 million.
So they elevated some electrical infrastructure. Bought pumps. Developed protocols for which systems to protect first when the water comes.
Everyone involved knows it's partial protection. But it's what a children's hospital in West Virginia can actually pay for, and that gap between what's needed and what's possible is where American healthcare is living right now.
More than 170 hospitals face significant flood risk, but most can't afford the comprehensive resilience upgrades that would protect them.
The Comparison Nobody Wants to Make
NYU Langone Health is the model everyone points to. After Hurricane Sandy flooded their basement generators in 2012, forcing staff to carry 300 patients down dark stairwells—including 20 NICU babies they had to manually ventilate—the hospital spent $1.4 billion rebuilding for resilience. Elevated generators, flood walls, fortified infrastructure. They became the proof that hospitals can adapt to climate risk if they're willing to invest.
But NYU Langone sits in Manhattan with an endowment and donor base that can absorb billion-dollar rebuilds. CAMC Women and Children's serves a region where median household income is $52,000 and a quarter of kids live in poverty. The hospital has 170 beds and the only pediatric emergency department for two hours in any direction. Families drive from across southern West Virginia because there's nowhere else to go.
The retrofit math works completely differently when you're not in Manhattan. Raising a billion dollars is impossible. Relocating means abandoning a building that cost hundreds of millions and sits on 15 acres in downtown Charleston. Closing means leaving families with nowhere to go. So administrators do what the budget allows and hope it's enough when the river rises.
More than 170 hospitals face significant flood risk right now. About a third are missing from FEMA flood maps entirely—federal assessments show no risk while private modeling shows water reaching their basements. Administrators are calculating what version of adaptation they can afford when full protection is impossible.
What Insurance Forces
The pressure is coming from insurance companies looking at the same flood data and repricing risk. Healthcare providers that demonstrate climate resilience—elevated generators, flood barriers, heat protocols—are negotiating lower premiums. Facilities that can't afford those upgrades watch their premiums climb anyway.
Providence health system, operating 51 hospitals across seven states, developed monthly scorecards tracking resource use and emissions. By 2022, they'd cut emissions 11.5% and were saving $11 million annually. But that took years of systematic investment across dozens of facilities. A single hospital in a flood zone doesn't have that scale or timeline. The insurance company adjusts your premium this year. You either pay it, find the money for upgrades, or close.
Healthcare real estate developers are rethinking site selection entirely—you can't get insurance or regulatory approval for new hospitals in flood zones anymore. Existing facilities face different constraints. The ones that opened in 1995 when the river flooded less often and the maps showed different risk are stuck with their locations and their budgets.
The Decisions Being Made
Recognition is happening fast. Sixty-one percent of healthcare organizations reported climate resilience plans in 2024, up from 38% the year before. Institutions are realizing they're out of time.
Some are doing what Providence did—systematic tracking, long-term resilience investment, integration of climate risk into every operational choice. Others are doing what CAMC did—elevating what they can afford to elevate, buying the pumps they can afford to buy, developing protocols for protecting the most critical systems first.
A systematic review of hospital flood risk found that patient evacuation was mentioned in more than 66% of studies, while few reported implementing structural measures. Most hospitals know the risk and have evacuation plans, but they don't have the capital for infrastructure changes that would make evacuation unnecessary.
Evacuation is what you do when you couldn't afford to prepare. It's dangerous—moving NICU babies down dark stairs, relocating ICU patients during a crisis, coordinating transport when roads are flooding. It's also expensive. But it's cheaper than rebuilding your entire electrical system before the flood comes.
"Patient evacuation was mentioned in more than 66% of studies, while few reported implementing structural measures."
Administrators are making triage decisions about infrastructure. Which systems are most critical? Which failures would force evacuation versus which ones the hospital could work around? What's the minimum investment that keeps the facility operational through the kind of flooding that's likely versus the kind that's possible?
These decisions fit inside actual budgets even when administrators wish they had more options. In healthcare right now, adaptation looks like this for most facilities.
What Happens Next
CAMC Women and Children's will keep operating next to the Elk River. Administrators will keep watching water levels and maintaining the pumps and hoping the infrastructure they could afford to elevate stays above whatever flooding comes. When the river rises, they'll implement the protocols they developed for protecting critical systems. If it rises higher than the protocols account for, they'll evacuate.
Call it partial resilience. Call it what a hospital serving southern West Virginia can actually do. Either way, it's more than they were doing three years ago.
Hospital administrators who used to think about climate as a future problem are now looking at flood maps and insurance premiums and making decisions about which infrastructure to protect first. Facilities with resources are building comprehensive resilience. Facilities without are doing what they can afford and developing better evacuation protocols for when that's not enough.
Survival through the next decade will depend on having resources to prepare comprehensively or making smart enough triage decisions about what to protect. Hospitals serving the poorest communities—the ones that can't afford comprehensive adaptation and can't afford to close—will keep making those impossible calculations about which version of partial protection fits inside this year's budget.
The river's going to keep rising. Each hospital has to decide how much infrastructure it can afford to lift above it.
-
Data center water stress: The infrastructure supporting financial services and healthcare records faces mounting climate pressure, with 52% of global data center hubs projected to face high or very high water stress by 2030, potentially disrupting critical systems these hospitals depend on.
-
Flood impacts on patient care: Research tracking more than 11 million Medicare beneficiaries found that flood exposure increased emergency department visits by 4.8% and hospitalizations by 7.4%, meaning hospitals facing flood risk must simultaneously prepare their facilities while anticipating surges in patient demand.
-
Financial sector regulatory retreat: US banking regulators exited the Network for Greening the Financial System and rescinded climate risk management principles in early 2025, creating uncertainty for hospitals seeking climate-resilient financing even as physical risks accelerate.
-
Investor engagement on adaptation: Institutional investors are beginning to incorporate physical climate risk into corporate engagement activities, particularly targeting sectors with large fixed asset bases, which could eventually pressure healthcare systems to demonstrate more robust adaptation planning.