Issue link: https://beckershealthcare.uberflip.com/i/1476979
49 THOUGHT LEADERSHIP One example is our use of robotics process automation (RPA) technology. Via the de- ployment of about 1,900 bots, we have au- tomated our testing strategy for soware up- dates to operate at a faster pace and higher quality, attributing to a decrease in testing time from 14 weeks to now only eight weeks. A second example is in claims processing, where the deployment of bots has eliminat- ed repetitive tasks, delivering efficiencies of more than $50 million for our organization over the last three years. is focus on automation supports Kai- ser Permanente's ongoing commitment to affordability. We strive to deliver health- care at a price that isn't only competitive, but affordable. e average family of four pays $21,000 per year for health insurance. We don't want people to be in a situation where they are choosing between rent and healthcare. Affordability cannot be ignored; it needs to be accepted as a necessity, and we need to solve for it, especially in a high inflationary environment. 6. What would you say is coming in the future for health IT? Being in IT for many years has shown me that change is constant. Cybersecurity is one area that is going to be a key focus in the in- dustry for the foreseeable future. I believe that security will have a larger importance on IT and significantly change the approach to technology delivery because we will have to deliver fast, safely and securely. Another area that will continue to be important is how we expand flexibility for our workforce. People are leaving the workforce for many reasons. The idea of employment is evolving, and we need to tap into different ways of working in order to remain competitive. Pace of change, flexibility and the ability to learn new skills have always been require- ments within the technology world. IT lead- ers need to embrace change and be brilliant at the basics, enabling them to have band- width to adapt and take advantage of the lat- est opportunities. n NewYork-Presbyterian CXO Rick Evans: The voice of healthcare is needed more than ever By Rick Evans, Senior Vice President of Patient Services and Chief Experience Officer of NewYork-Presbyterian Hospital T he last few weeks have brought stunning develop- ments and potentially ominous signs for our country. Recent Supreme Court rulings have stripped away protections related to women's reproductive rights and gun violence. Threats to rights for the LGBTQ+ communi- ty and other vulnerable populations also appear to be on the horizon. We are facing an unprecedented rollback of rights for members of our communities. In recent days, I have been part of conversations about these events and what they mean. We have discussed not only the implications of these rulings, but our place as a healthcare community related to them. I am seeing a con- sensus among healthcare leaders across the country that we must bring our voice and our values to the conversa- tion as these issues are confronted in the United States. Some may say that this "isn't our lane." I respectfully dis- agree. There are many reasons why we should speak out. First, healthcare has a unique mission — to care for all, re- gardless of gender, race, ethnicity, immigration status, sex- ual orientation, ability to pay or anything else related to our individual circumstances or station in life. We must be here for all. Our focus is on the person and their individual needs. This is enshrined in both the law and in our organi- zations' mission statements. Given our mission, if we don't speak out, who will? We are also uniquely positioned to see the impact of policy and legislative decisions in our communities. Our emergency departments grapple with the horrific results of gun violence. We see the results of structural racism on health outcomes in our healthcare facilities. We will abso- lutely grapple with the effect that the recent decision to overturn Roe v. Wade will have on women's and children's health. Hospitals and healthcare organizations, like almost no other sector, see the real-world results of these policy decisions. Our lived experience and perspective are very relevant and should be part of the conversations about these issues. At NewYork-Presbyterian, we also have a deep and broad commitment to diversity, inclusion and belonging. We be- lieve that the diversity in our community and across our workforce is one of our strengths. But, with that strength comes an awareness that many among us face barriers to becoming our best and healthiest selves. These barriers are often related to racism, sexism, homophobia and other forms of discrimination and marginalization. We are on a journey to continually become more inclusive, to create an organization and community where all belong. We need to speak out when laws are enacted to restrict open con- versations about sexual orientation, especially in settings where healthcare is delivered. We must speak when the most vulnerable among us, especially children, are endan- gered by gun violence, and we are not able to sensibly regulate guns. All of these things matter to our employees and the communities we serve. Being inclusive should also mean speaking out and adding our voices to the debate around these critical issues. I also believe that any of us who work in patient experience must also be willing to speak out when that experience is endangered or compromised. Putting our patients and families first should mean speaking with them, and, occa- sionally for them. We shouldn't shy away from stepping forward in our democracy. For that reason, I am not hesi- tant to say that I am worried about where things are going. The story of America has been a story of ever-widening inclusion for all. We appear to be in a period where that is being rolled back. History tells us that the path forward has never been linear — it is replete with fits and starts. Con- tinued progress requires people speaking out. Healthcare leaders belong in that mix. n