Becker's Hospital Review

37 INNOVATION The hospital room of the future: Dr. Alistair Erskine's 5 predictions By Laura Dyrda A listair Erskine, MD, chief digi- tal health officer of Mass General Brigham in Boston, outlined how he sees hospital rooms changing in the future as part of the World Medical Innovation Fo- rum, a virtual event held on May 11. Dr. Erskine published his thoughts in a re- port titled "COVID-19, AI and the Future of Medicine." Here are five key predictions: 1. Flat-screen TVs will be ubiquitous and used as communication for two-way videoconfer- encing between patients and caregivers as well as patients and their family members. 2. Hospital rooms will have microphones throughout them to support ambient voice technology. e microphones will constantly listen and record clinicians' notes and could be used to order medication or blood tests. 3. Remote patient monitoring within the hos- pital using the video and audio equipment will help lower fall risk without human "sitters." 4. In-hospital location-based services will act as GPS for clinicians to maximize time and efficiency, as well as track where patients are within the hospital. at technology could also bring together clinical teams to meet in person. 5. Patients will receive wearable devices, such as a disposable patch, to monitor their vital signs at discharge instead of a stack of papers and prescriptions. n 8 most innovative hospitals, according to 550+ hospital leaders By Jackie Drees O ne-fifth of hospital leaders consider Roch- ester, Minn.-based Mayo Clinic the most in- novative hospital in the U.S., according to a Reaction Data report published in May. Reaction Data polled 552 C-level executives, clinicians and IT personnel from hospitals and clinics across the country for its "2020 Hospital Reputation" report. Re- action Data asked leaders which hospitals and health systems they considered to be leaders in innovation, delivery transformation and quality care at a low cost. The eight hospitals most frequently cited as models for innovation: 1. Mayo Clinic (Rochester, Minn.): 20 percent 2. Kaiser Permanente (Oakland, Calif.): 14 percent 3. Cleveland Clinic: 11 percent 4. Intermountain Healthcare (Salt Lake City): 6 percent 5. Johns Hopkins (Baltimore): 3 percent 6. Geisinger Health (Danville, Pa.): 3 percent 7. Partners Healthcare (Boston): 3 percent 8. VA Healthcare System (Washington, D.C.): 3 percent n Baylor Scott & White to grow digital capabilities amid pandemic layoffs, pay cuts By Laura Dyrda J im Hinton, CEO of Dallas-based Baylor Scott & White Health, issued a statement May 26 that the system laid off 1,200 employees and cut executive pay due to financial pressure caused by the pandemic, and go- ing forward it will focus on growing digital offerings and direct patient care. As part of the health system's plan to strengthen its organization for the future, Baylor Scott & White plans to enhance its digital offerings. At the start of the pandemic, the health system rapidly expanded its telemedicine capabilities and con- ducted more than 75 percent of clinic visits virtually. Its MyBSWHealth app has also become an important tool during the pandemic, facilitating almost 175,000 digital screenings and more than 45,000 electronic visits related to COVID-19. The health system also set up processes to evaluate tens of thousands of patients' mild symptoms outside of the clinic and emergency department, and plans to continue these efforts. On May 22, the system received a $100,000 donation from Reliant to support its mobile app as the system's "digital front door" for virtual care. The app allows for digital appointment scheduling and virtual visits, as well as patient communication with care teams and virtual prescription management. There are around 1.4 million patients who have a MyBSWHealth account and 500,000 active users. n

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