Becker's Hospital Review

79 INNOVATION 7 big ideas in healthcare innovation By Katie Adams F rom the future of remote patient mon- itoring to how the U.S. can improve its health data reporting systems, here are seven quotes about the role of innovation in healthcare hospital executives have shared with Becker's Hospital Review in 2022: omas Graham, MD. Chief Innovation and Transformation Officer at Kettering (Ohio) Health: Having the best relationship with our data requires the insight to turn in- formation into intelligence and the wisdom to then derive insight. Whether it is related to clinical care, operational efficiency or re- search inquiry, we must exercise the disci- pline to determine what question we want to solve first before submerging ourselves in the deep ocean of data that now resides at our fingertips. A century ago, our founder, Charles F. Kettering, stated, "A problem well stated is a problem half solved." is remains true in our digital age. Daniel Durand, MD. Chief Clinical Officer at LifeBridge Health (Baltimore): What ex- cites me the most about remote monitoring technology is the opportunity to study the 99 percent of human life lived outside the hos- pital. Aer all, the 1 percent of one's life lived within a hospital is only tolerable because it can improve or prolong the other 99 percent lived in the richness of the world. e rele- vance of this is just dawning on us, because digital health and distributed healthcare are still in their infancy and largely still shackled to the sick-care model. Ellen Pollack, MSN, RN. Interim CIO and Chief Nursing Informatics Officer at UCLA Health (Los Angeles): According to Albert Duntugan, chief data officer for UCLA Health Sciences, the investments we are making to optimize efforts related to tra- ditional business intelligence, such as the use of common terminologies and the consistent implementation of business logic, also need to be used to support the advances we are making in predictive analytics, where trans- parent and well-curated concepts help to en- sure responsible AI. Nick Patel, MD. Chief Digital Officer at Prisma Health (Greenville, S.C.): I would say the biggest obstacle to digital innovation is the paucity of proper organizational align- ment. ere are always pockets of innovation at health systems, but they are usually not de- signed around a unified vision and strategy. is leads to misalignment in priorities and ill-defined governance. Health systems must clearly outline their vision so they can for- mulate a multiyear strategy for execution. To avoid the "too many cooks in the kitch- en" scenario, the strategy will then inform the proper governance and budget needed to solve important patient needs leveraging next generation innovations. James Wellman. CIO at Blanchard Val- ley Health System (Findlay, Ohio): I am a firm believer in the need for a national patient ID, which would give us a better chance to share the correct data every time. While some of the EHR companies have abilities for sharing between other systems using their soware, it is obviously limited to their clients, but it would lend itself to a national ID. We have seen some attempts to standardize data sharing with Common- Well Health Alliance, but that is an option and not a requirement, so the concept would gain more support in creating a stan- dard that would be implemented across all systems with a singular ID. Richard Zane, MD. Chief Innovation Of- ficer at UCHealth (Aurora, Colo.): By be- ing able to integrate devices — such as the Apple Watch or BioSticker — and prescrip- tive intelligence into workflows, we have the opportunity to completely blur the lines be- tween not only virtual, home, and traditional brick-and-mortar care, but also synchronous and asynchronous communication. is will allow healthcare to recognize illness before it is symptomatic and intervene before a pa- tient deteriorates and needs acute unsched- uled care. Roy Sookhoo. CIO at University of New Mexico Health Sciences Center (Albuquer- que): ere must be a shi in the paradigm from health systems to patients for data own- ership and responsibility. Just as individuals manage their finances through a bank and/or broker, so should individuals manage their health data; those who can't should get assis- tance from a data broker. n OSF HealthCare to help commercialize wireless seizure sensor By Katie Adams O SF Ventures, the innovation investment arm of Peoria, Ill.-based OSF HealthCare, joined a $12.5 million funding round for Epitel, a compa- ny that makes a wireless, wearable brain wave-monitoring device to detect seizures. The device uses an adhesive that discreetly sticks to a patient's scalp. The de- vice has been approved by the FDA for in-hospital use, and Epitel plans to seek approval for its use across a variety of patient care settings, according to a March 10 news release from OSF HealthCare. "This technology really helps break down access barriers because it will not only reduce the time to electroencephalogram initiation, but the sensors and monitoring software give rural hospitals that do not have electroencephalo- gram resources the ability to screen patients suspected of seizure activity, in lieu of immediately requiring transfer to a larger tertiary hospital," Liridon Rrushaj, director of venture investments for OSF Ventures, said in the news release. OSF Ventures said it will collaborate with Epitel to further develop its platform as the company works to commercialize it. n

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