Among his remarks:

“In addition to] our core infrastructure, which includes an enterprise [electronic medical record] with enhanced analytics capabilities, we’re putting in significant new technologies in this hospital to make it both state of the art and part of our future plan. We’re going to have integrated patient rooms, which will provide support for both the patient and family who stay with a patient.

“For example, we are going to use real-time location systems technology to detect when nurses and clinicians are entering the room. A screen will show their names and roles. Are they nurses, doctors or others? We’ve designed around what we’ve heard from our family advisory council on how we can optimize the experience. ”

Regarding the  good relationship between his information-services team and the hospital’s clinical leadership: “It was the No. 1 reason we were successful in deploying our enterprise EMR in four months. The No. 1 success factor is inclusion of the frontline clinicians and staff throughout the entire process.

“In our IS department, at least a third of our staff are clinicians — nurses, pharmacists, MDs and more. They are the people who know the work flow, the patient care challenges and processes. Many of them, like our chief medical information officer, are still in practice, and we have a very tight partnership.

“We also have a world-class clinical informatics team, composed of both nurses and physicians who are evolving our innovation. They’re not only optimizing our EMR, they’re [involved in] innovation, and we have multiple projects we’ve already completed with the team.”

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