2026 Most Trusted Health System Brands: Monigle Rankings of Consumer Trust

Becker’s Hospital Review May 22, 2026
Read Full Article →
AI-Generated Summary

UT Health Austin tops Monigle’s 2026 ranking of the most trusted healthcare brands in the U.S., followed by Mayo Clinic, Emory Healthcare, and Johns Hopkins Medicine, according to the firm’s Humanizing Brand Experience Vol. 9 report. Monigle surveyed more than 3,000 nationally balanced U.S. healthcare consumers, evaluating trust, engagement, compassion, and overall consumer sentiment. Other systems in the top 20 include BayCare, Penn Medicine, Mass General Brigham, Duke Health, and UCI Health. The rankings highlight how regional and academic health systems continue to outperform on trust metrics relative to larger national platforms. For healthcare brand leaders, this list provides a benchmark for how consumer trust is distributed across the competitive landscape in 2026.

Why It Matters

Healthcare operators and marketers building trust-based brands should treat this ranking as a benchmark — not to imitate the top systems, but to understand which trust signals and brand attributes drive consumer preference. For PE-backed multi-site groups, the gap between trusted brands and their own positioning is a measurable growth opportunity.

healthcare brand trust Monigle brand perception health system rankings consumer sentiment brand equity healthcare marketing

While we aim to share useful and relevant resources, we do not guarantee the accuracy of content on this site or any external links. Views and opinions expressed in referenced content do not necessarily reflect those of Healthcare Growth Strategies.

Frequently asked questions

Which health system ranked most trusted in the U.S. in 2026?

UT Health Austin ranked first in Monigle’s 2026 Humanizing Brand Experience report, followed by Mayo Clinic, Emory Healthcare, and Johns Hopkins Medicine. Rankings are based on surveys of more than 3,000 nationally balanced U.S. consumers evaluated on trust, engagement, compassion, and overall sentiment.

What factors drive consumer trust in healthcare brands?

Monigle’s research shows that regional and mission-driven health systems consistently outperform larger national brands on trust metrics. Key drivers include compassionate care delivery, provider continuity, transparent communication, and alignment between brand promises and patient experience — factors within reach for well-run multi-site operators.

How should DSOs and multi-site operators apply brand trust data to their growth strategy?

Trust rankings reveal what patients actually value: consistency, compassion, and credible outcomes. Multi-site operators can apply these insights by standardizing care protocols, investing in provider retention, and publishing outcomes data publicly — competing on substance rather than scale.

Similar Posts

  • The Attribution Problem Your Board Doesn’t Understand

    Healthcare marketing attribution is genuinely hard for multi-site groups because patient journeys are long, largely offline, and privacy-constrained—and a budget you can’t defend is a budget that gets cut. Strategy Collective’s Matt Lee argues perfect attribution doesn’t exist, but ‘good enough’ attribution is achievable through four moves: call tracking, redesigned patient intake questions, a blended market-level report, and separating brand demand from generated demand. The bigger fix is reframing the board conversation itself. Instead of asking ‘is marketing working?’, leaders should ask ‘how do we make Market B look like Market A?’—shifting from an unwinnable ROI-proof debate to a comparative, market-level view that drives real reallocation decisions.

  • PE’s Quieter Playbook: Joint Ventures With Nonprofit Health Systems

    Private equity firms are increasingly expanding in healthcare through joint ventures with nonprofit health systems rather than outright buyouts, according to a new report from the Private Equity Stakeholder Project. The report finds 21.4% of private equity-owned hospitals are held through joint venture arrangements with nonprofit systems, and the structure now spans hospitals, inpatient rehab, hospice, home health, behavioral health, ambulatory surgery centers and urgent care — likely an undercount, since the tally covers only publicly identifiable arrangements. Case studies include ventures involving Lifepoint Health, Compassus, Ardent Health Services and Ascension. PESP argues these JVs have drawn far less scrutiny than traditional PE buyouts even as they become more common, prompting calls for greater oversight.

  • Patient Portal Messages Have Surged 153% Since COVID, JAMA Study Finds

    Patient-authored messages to providers have surged 153% since the COVID-19 pandemic, and a new JAMA study using Epic data finds the increase did not reduce telehealth or in-person visits. The authors conclude that patient messaging functions as an expansion of between-visit care rather than a substitute for it, and that the steady, gradual rise makes the trend likely to persist. Messaging was most common among female patients, patients aged 40 to 64, and those in affluent neighborhoods. The operational cost is significant: the AMA reports inbox overload is now a leading driver of physician burnout, with some physicians spending up to two hours nightly clearing their in-basket, and burnout conservatively costing health systems over $5 billion a year.

  • Health System Leaders on Costs, Innovation, and the Affordability Challenge

    Top U.S. health system executives say affordability and cost pressure now sit at the center of nearly every strategic decision. In a Chief Healthcare Executive roundtable, leaders including Hackensack Meridian Health CEO Robert Garrett argued that systems must shift from treating illness toward preventing chronic disease and keeping communities healthy. Panelists framed innovation, particularly AI, as a double-edged force: either an ingredient in solving the affordability challenge or a threat to traditional business models. The group sees significant potential for new technology to transform operations and care delivery, while cautioning that disruption is inevitable and that executives must actively manage change rather than react to it.

  • Local Search in the Age of AI: 6 Moves for Healthcare Marketers

    Winning healthcare local search now means appearing as the trusted answer across search engines, maps, and AI tools—not simply ranking on Google. Press Ganey outlines six priorities: maintain complete, accurate location and provider listings; build robust provider profiles that serve as both content and conversion assets; manage reputation across every directory and review platform rather than Google alone; actively generate patient reviews; use structured data and authoritative content so AI engines can understand and cite you; and measure outcomes like appointments instead of rankings or traffic. With 89% of consumers calling accurate online information essential to choosing a provider, inconsistent data now costs patients before they ever book.

  • Orlando Health Unifies Pediatric Care Under a Single Brand

    Orlando Health consolidated its pediatric services under a single umbrella brand, Orlando Health Children’s, effective July 1, 2026, replacing a fragmented set of hospital- and building-specific names. The system’s flagship children’s facility, Orlando Health Arnold Palmer Hospital for Children, was renamed Orlando Health Children’s Arnold Palmer Hospital, anchoring the broader pediatric network. Rather than marking a single new hospital, the brand unifies hospitals, physician specialties, institutes, outpatient services, and programs under one identity to improve collaboration, visibility, and family navigation across Central Florida and beyond. Leadership framed the move as a growth platform, positioning the children’s hospital, pavilion, and service lines for continued expansion while keeping patients and families at the center.