Becker's Hospital Review

66 CIO / HEALTH IT cently commenting, "discharging patients with opiate pre- scriptions is much faster now that I don't have to hunt down a printer that hasn't been depleted of tamper-proof paper." On the outpatient side, promoting tools that give a longer temporal overview of a patient like lifetime and care in- tegration with health information exchange tools such as Care Everywhere have been crucial to reviewing data. In addition, we are implementing new tools besides templates to aid with documentation and ordering. ese include voice functionality such as Dragon Medical One and Hey Epic. Finally, a significant amount of time is spent by clini- cians just trying to communicate with each other. e wide adoption of secure chat, our new intra-EHR messaging tool has proven to increase efficiency, and we are already seeing over 35,000 messages a day across the system. Brian Clay, MD. Chief Medical Information Officer at UC San Diego Health: I would say the most impactful EHR workflow improvement over the last five years or so would be continued implementation of EHR functionality within mobile applications. By extending capabilities be- yond the desktop, clinicians are able to address patient care issues in multiple environments and on the go. Our outpa- tient physicians have the ability to electronically prescribe medications and write notes using the mobile application version of our EHR. On the inpatient side, writing quick orders on hospitalized patients can be done with a few taps on a smartphone. e advent of mobile functionality has allowed us to im- plement and advance EHR-integrated secure messaging, which allows much quicker back-and-forth conversation for brief questions than a page or a phone call. Final- ly, mobile capabilities allowed us to quickly ramp up full telehealth video visit capabilities at the beginning of the COVID-19 pandemic and remains a key part of outpatient clinical management now almost two years later. Michael McTigue. Vice President of IT at Cooperman Barnabas Medical Center (Livingston, N.J.): At Cooper- man Barnabas Medical Center, we have the only certified burn unit in New Jersey. Taking pictures of burn sounds and getting them into the online chart is critical to the burn surgeons. ey were doing this by taking the picture with their phone, copying and pasting into the chart. Working with Cerner, we installed a module that brings up the pa- tient list on their phone, allows them to take the picture and transmit directly into the EHR via wireless. It has reduced time for the surgeons and enhanced their workflow signifi- cantly. Carl Smith. CIO at King's Daughters Medical Center (Brookhaven, Miss.): Over the past two years, we have in- vested in a digital transformation strategy in order to op- timize efficiencies for the clinicians. With patient volume surges and staffing shortages, we had to find creative and innovative solutions that would help our staff reduce stress and be more productive. e solutions found were ways to optimize our current Meditech Expanse Patient Care EHR to a more mobile, web-based platform that's easier to man- age and navigate. is proved to reduce task times and im- prove user satisfaction. n Few Cerner customers oppose Dr. Feinberg's leadership, KLAS report shows By Katie Adams M ost Cerner customers have positive or neutral attitudes about the company's CEO, David Feinberg, MD, according to a KLAS report. The report, released Feb. 10, details perceptions of Cerner from 26 healthcare organizations that are customers of the EHR giant. The report does not address customer reactions to Oracle's pending acquisition of Cerner. Twenty-four customers responded to the question "What is your per- ception of Cerner's new CEO?" Eleven customers said "neutral," six said "very positive," six said "positive" and one said "negative." Many customers said they believe Dr. Feinberg's leadership style will differ from previous Cerner executives. "Bringing in a physician in that top spot is going to cause Cern- er to focus more on the things that are important to clinicians and therefore patients," one customer said. "I really like the focus. David Feinberg will do a lot to close the gap between Cerner and another vendor." Another customer said they hope Dr. Feinberg's background as a physician can help Cerner better meet healthcare provider needs and offer technology that has greater usability for providers. "We need more technology related to the digital front door. We have to make things so health systems can do them with fewer peo- ple, because we are clearly going to have a labor shortage forever," the customer said. n The reason hospitals have an 'algorithmic aversion' By Katie Adams T he number of artificial intelligence-powered health tools on the market far outweighs the number of such tools actu- ally adopted by hospitals. These tools' lack of transparency, sustainability and adaptability are key reasons for this disparity, according to a paper published Feb. 12 in The Lancet. Many hospitals have an "algorithmic aversion" because their IT teams are often unable to view AI tools' input data and source code, accord- ing to the paper. There is also uncertainty about which datasets were used to train the tools' algorithms and whether they were tested using retrospective data, which may not coincide with clinical practice. To help hospitals overcome their algorithmic aversion, the paper laid out three steps: provide transparency about the datasets used for AI tools' initial training, deconstruct neural networks so the features that drive an algorithm's performance are understandable for clinicians, and allow clinicians to retrain algorithms with local data. n

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