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The only way to solve the many problems plaguing physicians is by involving those who “understand the work, understand the problems, and live them every day, and partnering them with technology experts.” In this interview, Eve Cunningham, MD, Chief of Virtual Care and Digital Health at Providence, talks about her team’s objectives, the clinical support decision tool that could change the game for clinicians, and why she’s a champion for telehealth.
“If you can get physicians to band together, state what their challenges are and start to be one voice, that becomes very meaningful in driving change,” said Melissa Jost. Recently, she talked about the initiatives UC Davis Health has in place to “create a better environment” for those who provide care.
Having access to all of the images relating to a patient’s care isn’t merely a benefit for physicians – “It changes my ability to make a diagnosis,” said Alex Towbin, MD, Associate CMIO at Cincinnati Children’s. During a recent webinar, he and co-panelists Joseph Marion and Lenny Reznik discussed the critical role of enterprise imaging, and what it takes to device a sound strategy.
The ability to pin down assets is a critical component of RTLS, but the true benefit is in leveraging the technology to provide visibility that’s “key to operational excellence,” said our panelists during a recent discussion. “You need to know where everything in your organization is moving.”
One of many lessons Steve Eckert learned during his time in consulting? “I have a very high bar for what I expect from our vendor partners.” During a recent interview, he talked about the keys to maintaining healthy partnerships, as well as his core objectives as CTO at Cook Children’s, and the importance of being in lockstep with fellow leaders.
One of the keys to meeting Penn Medicine’s core objectives – improving efficiency, reducing clinical burden, and delivering a better patient experience – is in establishing partnerships, said Anna Schoenbaum, VP of Applications and Digital Health. The other? Having “strong governance and engagement. That’s part of our DNA.”
“Clinical change management is a team sport that requires the participation of a large number of stakeholders,” according to Dirk Stanley, MD, CMIO at UConn Health. In the second of a two-part series, he aims to “dispel the misunderstandings and confusions” around the roles of applied clinical informaticist and clinical IT analyst.
As organizations move toward a streamlined imaging environment, leaders are learning that governance and change management are just as critical as choosing the right solutions, said panelists Geoff Fallon, Chuck Christian, and Chris Jenkins during a recent discussion.
Informaticists can be hard to find – but not in the way you might think. “They can sometimes be hidden,” wrote Dirk Stanley, MD, CMIO at UConn Health. In the first of a two-part series, he discussed why it’s difficult to establish a job description and how to establish a need for the role.
Every IT organization has experienced some type of horror story, whether it’s a failed implementation or a struggling education model. But the successful ones – like UCHealth and The Guthrie Clinic – have found ways to rewrite the scripts and create better experiences.
