CNOs must have a strike contingency plan, according to this CNE.
On this week’s episode of HL Shorts, we hear from Chaudron Carter, Executive Vice President and Chief Nurse Executive at Temple Health, about how CNOs can develop a plan for continuing operations in the event of a nursing strike. Tune in to hear her insights.
Would you recommend having a plan in place for dealing with potential strike activity?
Any organization that's embarking on a contract negotiation should have a contingency operations plan.
Most organizations that are unionized know what it is, and it is based on, “If there is a strike, how can you continue operations?” That [includes] dietary, housekeeping, radiology, and how we continue to operate as normal, or [with] some resemblance as normal, when the nurses go out on strike. [That could involve] hiring an agency to bring in a contingency workforce.
The plan is huge because nursing touches all aspects of an organization, and so you have to think of the most minute things to the larger scale items. Instead of having five Med Surg units, how can you collate them into two or three, and what areas can you downsize in to continue to still provide the same quality of care to the patients that are coming in your doors.
So that contingency plan is an operations plan that mitigates any issues around continuing operations as it relates to a strike.
The Los Angeles health system has launched XAIA, an AI-enhanced VR app designed for use with the new Apple Vision Pro headset
A health system pioneer in the use of AR and VR technology is launching a new VR app for mental health—to be used with the new Apple Vision Pro headset.
Cedars-Sinai, which has been using AR and VR for several years for a variety of treatments, last week unveiled the XAIA (eXtended-reality Artificially Intelligent Ally) app, giving users what the Los Angeles-based health system calls an “immersive therapy session led by a trained digital avatar, programmed to simulate a human therapist.”
Healthcare organizations have long experimented with AR and VR in areas like labor and delivery, pain management, pediatric care, neurological care (including concussion diagnosis and treatment), and behavioral health. The form factor holds promise for both inpatient and home use, and as an educational tool as well as a clinical tool.
“Apple Vision Pro offers a gateway into Xaia’s world of immersive, interactive behavioral health support—making strides that I can only describe as a quantum leap beyond previous technologies,” XAIA co-founder Brennan Spiegel, MD, MSHS, a professor of medicine, director of health services research at Cedars-Sinai and a pioneer in researching and using the technology, said in a press release. “With XAIA and the stunning display in Apple Vision Pro, we are able to leverage every pixel of that remarkable resolution and the full spectrum of vivid colors to craft a form of immersive therapy that’s engaging and deeply personal.”
Cedars-Sinai’s strategy here is to connect its new app with Apple’s latest consumer-facing technology, marrying consumer marketing with clinical use cases. XAIA was created by Spiegel and Omer Liran, MD, a psychiatrist at Cedars-Sinai, and is licensed by the health system for commercial sale through a spinoff company created by Spiegel and Liran called VRx Health.
The app is designed to take the user into a “spatial environment,” such as a beach or meadow, where an AI-enhanced avatar programmed to simulate a human therapist guides the user through a variety of treatments, including meditation and deep breathing exercises.
Last year, Spiegel and his team tested XAIA on 14 patients living with moderate anxiety or depression. The results of the study, published in the online journal Nature, indicated patients “described the digital avatar as empathic, understanding, and conducive to a therapeutic alliance.” Though some still preferred a human therapist.
“Virtual reality (VR) employs spatial computing to create meaningful psychological experiences, promoting a sense of presence,” Spiegel and his team explained in the study’s abstract. “VR’s versatility enables users to experience serene natural settings or meditative landscapes, supporting treatments for conditions like anxiety and depression when integrated with cognitive behavioral therapy (CBT). However, personalizing CBT in VR remains a challenge, historically relying on real-time therapist interaction or pre-scripted content.”
“Advancements in artificial intelligence (AI), particularly Large Language Models (LLMs), provide an opportunity to enhance VR’s therapeutic potential,” they added. “These models can simulate naturalistic conversations, paving the way for AI-driven digital therapists.”
The research is still a work in progress, and the researchers said the app should be used to augment human counselors rather than replace them. The study noted that XAIA sometimes questioned a patient too much, as a less experienced therapist might do, or reverted to explaining coping mechanisms rather than further probing why a patient was struggling. In addition, the app also occasionally recommended a treatment without going into detail on why it would work.
“These results provide initial evidence that VR and AI therapy has the potential to provide automated mental health support within immersive environments,” Spiegel said in a separate press release supporting the study. “By harnessing the potential of technology in an evidence-based and safe manner, we can build a more accessible mental healthcare system.”
“The prevalence of mental health disorders is rising, yet there is a shortage of psychotherapists and a shortage of access for lower income, rural communities,” he said. “While this technology is not intended to replace psychologists—but rather augment them—we created XAIA with access in mind, ensuring the technology can provide meaningful mental health support across communities.”
HealthLeaders Innovation and Technology Editor Eric Wicklund talks with Harvey Castro, MD, a physician, author, consultant, and serial entrepreneur, about the rapid development and adoption of generative AI in healthcare.
A healthy work environment is crucial to building a sustainable health system.
What is a healthy work environment?
A large part of nurse dissatisfaction involves working in poor conditions. Nurses are overworked because of staffing shortages, they’re exhausted by heavy workloads, and they’re often dealing with workplace violence and other external disruptors.
A healthy work environment is necessary for nurses to thrive, and for patients to get the highest quality care and experience when visiting a health system. Here’s how CNOs can create better conditions for their nurses.
Characteristics
Healthy work environments exist when several conditions are met, according to Deana Sievert, Chief Nursing Officer at Ohio State Wexner University and Ross Heart Hospitals. First and foremost, nurses need to be challenged to practice at the top of their licensure.
“When we talk about having meaningful, purposeful work that [nurses] need [to] have a healthy work environment,” Sievert says, “I think being able to practice at top of licensure is one of those key things.”
Nurses also need to feel like their voices are respected and heard as part of the team, and not just on the front lines, she says. Respect needs to come from the top, in the C-Suite and the board rooms, all the way to the bottom.
Shared governance models are also critical.
“That has to be saturated throughout the organization,” Sievert says, “simply because of the impact that [nurses] have on patient care, and the volume of [nurses] that exist in organizations.”
Additionally, healthy work environments have clear and proportional escalation pathways that equip nurses to solve problems. This could apply to patient care or to concerns with recruitment or competitive wages. Sievert also points out that high team engagement is critical, and can help staff approach issues in a healthier way.
“I think an engaged team is really the key,” she says. “If they’re not engaged, I don’t think that it’s even an option to have a healthy work environment.”
AACN standards
The American Association of Critical-Care Nurses (AACN) has outlined six essential standards that provide evidence-based guidelines for nurses to be successful. They are:
Skilled communication
True collaboration
Effective decision making
Appropriate staffing
Meaningful recognition
Authentic leadership
The AACN believes that healthy work environments are those in which these six guidelines are fully integrated and are helping to create “effective and sustainable outcomes for both patients and nurses,” According to Vicki Good, Chief Clinical Officer at the AACN.
“They’re all equally important and they all interrelate,” she says, “so you can’t have one without having the others present.”
From the CNO perspective, Sievert says she is pleased with the AACN guidelines, and that the organization has done a good job adding meaning behind each standard and outlining how to accomplish them.
“I think honestly our colleagues at the AACN have done an amazing job of really trying to capture those buckets,” Sievert says, “and that’s a task to capture the parts of a healthy work environment.”
Sievert says there is an opportunity for the AACN to amplify concerns with nurse well-being and self-care at work, not just when they go home.
“I think we could do a better job at incorporating [self-care] into the day-to-day work environment,” she says.
Sievert thinks the AACN should also focus on workplace violence.
“I know we’re all really struggling with [workplace violence],” Sievert says, “and I think that it would be great if we call that out maybe a little bit more.”
Outcomes
A healthy work environment offers many benefits to nurses. Such an environment improves recruitment, retention, and patient care, and there are less safety incidents.
“I think the literature is strong on this,” Sievert says. “The research shows that [hospital acquired conditions] improve.”
Good agrees, stating that the research shows the impact of healthy work environments on maintaining staff and patient outcomes.
“The evidence is clear that having a healthy work environment is [a] cornerstone to nurse well-being and retention,” Good says, “but now the research even demonstrates [the impact on] our patients.”
There are intangible benefits as well. Nurses and patients feel safer, and there is a stronger connection between leadership and nurses. Sievert emphasizes that in her career, she’s had a much stronger connection with her frontline teams, and vice versa, in healthier work environments.
“That whole body of teamwork really connects and moves things forward,” she says. “It makes all of our jobs easier [when] you’ve got that bidirectional flow of communication.”
Good concurs, citing that patient outcomes improve, there is less nurse turnover, burnout and moral distress decrease, and both the perception and actual quality of care improve.
“Not only does the perception of quality of care go up,” Good says, “[but] the actual quality of care goes up when you have a healthy work environment.”
Solutions
So how can CNOs create healthy work environments?
It starts with being the voice for the nurses, Sievert states. CNOs and CNEs represent nurses during meetings every day, in front of directors and managers in the boardroom.
“It’s definitely about being their voice because they don’t get that opportunity,” Sievert says, “and they rely upon that CNO [or] CNE role to be that voice.”
CNOs need to be able to represent nurses in the right way. This means being aware of the issues they face on a daily basis, and staying connected with nurses to understand what they need. Leaders must also be able to communicate feedback from those board meetings to the frontlines, and keep their teams posted with current updates.
“I think [it’s important to make sure] that you close that loop,” Sievert says, “because otherwise, I think our staff lose faith in regard to what we’re actually advocating for and what we’re working on.”
Good believes that CNOs should be role models for creating healthy work environments, and specifically for good communication, collaboration, and effective decision making. Leaders should also mentor nurses and ensure that they are fundamentally involved in decision making and establishing the framework for a healthy work environment.
“[CNOs] have to foster the visibility and enthusiasm for establishing a healthy work environment,” Good says.
Good also recommends building the AACN standards into performance management systems for nursing staff, so that healthy work environment behaviors become the expectation. To further spread those principles, the AACN has created a program called the Healthy Work Environment (HWE) National Collaborative.
According to Good, the HWE National Collaborative is a mentorship and co-learning program that includes nurses, physicians, administration, and ancillary services all working together to build healthy work environments. The two-year program launches in April 2024, and will be in 45 hospitals across the country.
“We will provide coaches, guidance, educational sessions, and mentor sessions to encourage and help the teams problem solve,” Good says, “and [to find out] what the biggest issues they need to solve for are in their work environment to improve it.”
Good says this kind of work is unprecedented on a national level.
“The national studies have shown us that the work environment has got to be improved,” Good says, “but there’s not a global approach to it.”
The program will cover many topics, and the AACN expects to see positive outcomes in recruitment and retention, staff and patient satisfaction, and workplace violence prevention. Good says the goal is also to disseminate research on why focusing on the work environment is going to impact all of those issues, and to teach organizations how pull together teams to work towards a common goal.
Lastly, Good hopes the collaborative will teach health systems how to implement healthy work environment standards.
“They’ve been out there for almost 20 years,” Good says, “[and] we’ve continued to struggle in how we disseminate them and operationalize them.”
To learn more about the HWE National Collaborative, visit the program page here.
With healthcare organizations embracing AI at a frantic pace, health system leaders need to get in front of adoption and make sure new programs are carefully reviewed and vetted
Healthcare organizations need to plan carefully when setting up a review committee for AI strategy, even incorporating a few skeptics to make sure they’re getting the full picture of how the technology should and shouldn’t be used.
That’s the takeaway from the recent HealthLeaders AI NOW virtual summit panel. The panel, Plotting an AI Strategy: Who Sits at the Table?, featured executives from Northwell Holdings, Ochsner Health, and UPMC and offered advice on how to manage AI within the healthcare enterprise.
Jason Hill, MD, MMM, Ochsner Health’s chief innovation officer, said a review committee should ideally consist of between seven and 12 members. It should include the CFO or someone within that department “who understands what ROI is,” someone representing the legal and compliance teams, a medical ethicist or bioethicist, a behavioral science expert, and clinicians and technology experts.
“We don’t really want to get just ‘new shiny things syndrome’ … and so be very sure that you’ve got someone who’s a little bit of a contrarian,” he said.
Marc Paradis, vice president of data strategy at Northwell Holdings, expanded on that idea, saying a committee should have a rotating “10th person,” who would look at an AI program or project from the opposite angle.
“In any given meeting,” he said, “it’s someone’s turn to be the contrarian. It’s someone’s turn to be the alternative thinker. It’s someone’s turn to be asking ‘What if’ or ‘Why not’ or to be kind of trying to poke those holes in the group think that can very easily occur. … It helps everyone begin to develop some of those critical thinking skills ... to get a more robust conversation going.”
“The people who sit at the table need to establish a good sense of transparency and communication,” added Chris Carmody, chief technology officer and senior VP of the IT division at UPMC. “We have to make sure we’re communicating about what’s happening and how people can effectively use the tools that are available to them.”
AI governance within the healthcare organization is a crucial topic, especially with the fast pace of AI development in the industry. Many hospitals are struggling to understand whether they’re ready to test and use the technology, along with what steps they need to take to make sure their clinicians and staff know how to use AI and their programs are monitored to prevent misuse or errors.
That extends to vendor partnerships as well. All three panelists warned that many companies are claiming to have AI tools or AI embedded into their technology because that’s the big thing now, and what they’re offering isn’t really addressing a care gap or concern. Executives need to make sure a new product isn’t creating new problems where none existed before (especially in security) and isn’t doing something the health system is already doing on its own.
“How does this new LEGO piece fit into our technology ecosystem?” Carmody asked.
He also noted that UPMC has what he calls “our Avengers or our Justice League,” comprised of a group of skilled architects that review technology before the health system decides whether to buy it.
Paradis pointed out that health systems have to rethink how they govern the technology, balancing the benefits against the possibility of mistakes being made.
“My personal take on this is I think we have to recognize that this is a brand new technology, [and] we don’t know what we don’t know,” he said. “It’s going to make mistakes. It will do strange things. It will surprise us in ways that we did not expect, both in a very good way and in a very bad way.”
“The appropriate thing to do from a leadership standpoint is to step up and say to the community at large: These are the guiding principles, this is what we believe, this is how we are rolling it out, [and] these are the guardrails,” he said. “Something will inevitably go wrong somewhere along the way and what we commit to you is when something goes wrong, we will bring everyone who is affected by that to the table at that time to … figure out how that never happens again and to improve the system overall.”
Paradis noted there is always a certain amount of danger in launching a new tool or technology, but there can also be harm in holding back a technology that has the potential to improve healthcare and save lives.
“We have to remember that we are on the very shallow part of this growth curve in terms of … what these tools can do, and what we don’t want to do is—and I’m very worried this is going to happen from a regulatory standpoint—what we don’t want to do is be so concerned that we completely shut down and stop AI,” he said. “We just have to be open and honest about it.”
Healthcare organizations that embrace AI need to first decide who is in charge.
On this week's episode of HL Shorts, we hear from Jason Hill, Innovation Officer at Ochsner Health, one of our expert panelists during the recent HealthLeaders AI NOW Virtual Summit. In the session "Plotting an AI Strategy: Who Sits at the Table?," Hill explains the three types of AI now being used in healthcare—and why each type of technology requires a different type of governance.
The new rule, announced today, enables healthcare providers to use audio-visual telemedicine platforms to evaluate new patients for methadone treatment programs
Healthcare organizations looking to get a handle on the opioid abuse epidemic can now use telemedicine to extend opioid treatment programs (OTPs) to the home.
The announcement marks the first time in 20 years that HHS has revised its rules to expand treatment options. Healthcare organizations have long been restricted in how they use telemedicine and digital health tools for substance abuse treatment, which often require in-person services that hinder patients who face barriers to access.
“This final rule represents a historic modernization of OTP regulations to help connect more Americans with effective treatment for opioid use disorders,” Miriam E. Delphin-Rittmon, PhD, the HHS Assistant Secretary for Mental Health and Substance Use and the leader of SAMHSA, said in an accompanying press release. “While this rule change will help anyone needing treatment, it will be particularly impactful for those in rural areas or with low income for whom reliable transportation can be a challenge, if not impossible. In short, this update will help those most in need.”
Other aspects of the final rule that aid in treatment expansion include making permanent a pandemic-era waiver that allows providers to prescribe take-home doses of methadone; allowing nurse practitioners and physician assistants to order medications for treatment programs (where states allow); removing the requirement that a patient have a history of addiction for at least a year before entering a program; expanding access to interim treatment; and “promoting patient-centered models of care that are aligned with management approaches for other chronic conditions.”
The federal rule continues a nationwide effort to address substance abuse—and, in a larger context, behavioral health issues—through new programs that take into account both the nationwide shortage of qualified providers and barriers to access, including social determinants of health.
“At HHS, we believe there should be no wrong door for people who are seeking support and care to manage their behavioral health challenges, including when it comes to getting treatment for substance use disorder,” HHS Deputy Secretary Andrea Palm said in the press release. “The easier we make it for people to access the treatments they need, the more lives we can save. With these announcements, we are dramatically expanding access to life-saving medications and continuing our efforts to meet people where they are in their recovery journeys.”
The rule doesn’t make all the restrictions disappear. It specifies that providers can use telemedicine to evaluate a new patient for entering methadone treatment but not for prescribing methadone.
Prescribing rules are still very tricky in substance abuse treatment. The Ryan Haight Online Pharmacy Consumer Protection Act of 2008 prohibited the online prescription of scheduled drugs, though it did call for a process by which providers could register with the US Drug Enforcement Agency to prescribe some controlled drugs via telemedicine without first needing an in-person evaluation. The DEA never set up that process, despite intense lobbying from the American Telemedicine Association and others to do so.
With the pandemic, HHS established a number of waivers aimed at expanding access to telehealth and digital health, including allowing for virtual prescriptions. Those waivers ended last year with the federal Public Health Emergency, but Congress voted to extend many of them until the end of 2024. The DEA has extended its waiver until the end of the year as well as it works to come up with new, permanent rules to prescribing by telemedicine.
Bon Secours’ new Richmond market CNO is excited to take on her new role after holding many leadership positions within the system already.
Cassie Lewis has held a variety of leadership positions since joining Bon Secours in 2012. During the last 11 years, she has served as the chief nursing and quality officer for the Providence Group within Bon Secours Mercy Health, regional director of Advanced Practice, and lead nurse practitioner and co-director of St. Mary’s Hospital in Bon Secours’ Richmond market.
Lewis now serves as the new chief nursing officer for the Bon Secours Richmond market. She says she has a passion for blending the perspectives of providers and nurses together and uses that knowledge to lead, and she has a vision for building a sustainable workplace culture where nurses feel safe, seen, and heard.
For our latest edition of The Exec, we sat down with Lewis to discuss her thoughts on advancing nurses’ careers, reflecting the community in your staff, and the messaging of virtual nursing. Tune in to hear her insights.
A Kaiser Permanente study of ambient AI scribes used to capture doctor’s notes and enter data into the EHR finds that they are improving the doctor-patient experience, but doctors still need to edit their notes
Ambient AI scribes designed to transcribe patient-physician encounters into the EHR may hold promise in reducing clinician workloads, but they aren’t there yet.
That’s the conclusion drawn from a recent study of more than 3,000 clinicians at the northern California-based Permanente Medical Group (TPMG) who used the technology in late 2023. The study, appearing online today in NEJM Catalyst Innovations in Care Delivery, finds that the AI tool did accurately represent the conversation between doctor and patient, but there was still a significant amount of editing that had to be done.
“Ongoing enhancements of the technology are needed and are focused on direct EHR integration, improved capabilities for incorporating medical interpretation, and enhanced workflow personalization options for individual users,” the study team, comprised of eight Kaiser Permanente researchers and executives, concluded. “Despite this technology’s early promise, careful and ongoing attention must be paid to ensure that the technology supports clinicians while also optimizing ambient AI scribe output for accuracy, relevance, and alignment in the physician–patient relationship.”
While automation and AI technology have been around for several years, the rapid advances of new forms of the technology have created a stir in several industries, including healthcare. AI and large language model (LLM) tools have the potential to not only handle administrative and back-office processes, but reduce workloads and stress for clinicians and staff by handling time-consuming and computer-driven tasks. Ambient AI scribes, for example, are designed to capture conversations and input data into the EHR, giving clinicians and staff the opportunity to interact with patients more freely instead of typing words into a laptop or trying to recall the gist of the conversation later.
While not the first study, the Kaiser Permanente study is one of the largest to test the technology in a clinical setting. It gives healthcare executives valuable insight into where the technology stands now, and what needs to be done to make it more effective.
According to the study, some 6,000 Kaiser Permanente clinicians have been using software-based medical dictation technology for at least two years. In August 2023, TPMG launched a two-week pilot with 47 physicians using an AI scribe; based on positive reactions from the physicians, the organization then secured licenses for 10,000 physicians and staff across several settings.
According to researchers, 3,442 physicians used that tool in the first 10 weeks of implementation for 303,266 encounters, with almost 100 physicians using the tool more than 100 times and one doctor using the tool for 1,210 encounters. Overall, the tool was used more than 19,000 times a week in seven of the 10 weeks studied.
In studying how clinicians and their staff used the technology, the research team identified four aspects of ambient AI scribes that would facilitate effective use:
Facilitate engagement by demonstrating growing and sustained adoption of ambient AI by number of clinicians and percentage of patient encounters across diverse specialties and settings.
Aim for effectiveness by reducing the burden of documentation within and outside of direct patient encounters.
Enhance the physician–patient relationship by increasing the amount of time physicians spend interacting with patients by improving engagement and reducing time spent interacting with a computer.
Maintain documentation quality by developing approaches to assess and safely use ambient AI technology capabilities in transcription and summarization.
And at the end of the study, the team listed four takeaways:
Ambient AI scribes “show early promise” in reducing the burden on clinicians to take notes and spend extra time entering that data into the EHR.
Both clinicians and patients said the technology improved the care experience, and some clinicians called the technology “transformational.”
While a review of AI-generated transcripts resulted in an average score of 48 out of 50 in 10 key factors, that doesn’t mean they can replace clinicians. There were inconsistencies, and clinicians still had to review the notes and make corrections “to ensure that they remain aligned with the physician-patient relationship.”
“Given the incredible pace of change, building a dynamic evaluation framework is essential to assess the performance of AI scribes across domains including engagement, effectiveness, quality, and safety.”
The research team also noted that AI technology is evolving quickly.
“The approaches to robustly evaluate the quality and safety of AI technologies, including tools such as large language models, remain incompletely defined,” they said. “The underlying algorithms and relevant regulations are also continuing to evolve rapidly, which will necessitate ongoing benchmarking, evaluation, and monitoring as the technology improves and vendors bring new software to market. Adoption rates and usage patterns are also expected to change as new user groups and application domains are identified and tested.”
With that in mind, the study offered advice for other healthcare organizations aiming to evaluate ambient AI scribes.
Find clinical champions to overcome barriers to adoption and create a culture that embraces innovative ideas.
Starte with a limited pilot involving a small number of clinicians, then scale up to a regional or larger-scale pilot with “opportunities for clinician and patient feedback that result in ongoing improvement that is tangible to stakeholders.”
Develop monitoring and benchmarking processes “that offer proactive assessment of the tools and their impact on meaningful goals.”
The Tennessee-based health system has migrated its data to a FHIR-based platform and now plans to use AI to address administrative and clinical efficiencies.
Community Health Systems has announced a collaboration to develop generative AI programs on Google Cloud.
The Tennessee-based health system, comprising 71 hospitals and more than 1,000 healthcare sites across 15 states, announced today that it has completed migration to a FHIR-based clinical data platform on Google Cloud.
“The goal of this migration extends well beyond modernizing our data infrastructure,“ Miguel Benet, MD, MPH, FACHE, CHS’ senior vice president of clinical operations, said in a press release. “By building a secure foundation to take advantage of new innovations in AI, we’re able to streamline our clinical providers’ workflow and advance the way we deliver patient care.”
Tech giants like Google, Microsoft, and Amazon are partnering with health systems and hospitals to develop enterprise-level AI programs, combining the data storage and analysis capabilities of the former with the clinical and administrative expertise of the latter. In December, Google unveiled a new suite of healthcare AI models called MedLM, built off the Med-PaLM 2 large language model introduced earlier in the year, as well as an early iteration of its next-gen generative AI model called Gemini.
One of Google’s biggest partners is HCA Healthcare, also based in Tennessee, which has been piloting Ai technology in Emergency Departments (through smartglasses) and to help nurses with documenting patient encounters.
“We’re on a mission to redesign the way care is delivered, letting clinicians focus on patient care and using technology where it can best support doctors and nurses,” Michael J. Schlosser, MD, MBA, FAANS, HCA’s senior vice president of care transformation and innovation, said in a press release. “Generative AI and other new technologies are helping us transform the ways teams interact, create better workflows, and have the right team, at the right time, empowered with the information they need for our patients.”
CHS is looking to build off its centralized data depository on Google Cloud’s health data platform to improve interoperability and drive real-time data analysis. The health system also plans on using Vertex AI and other large language models to target both administrative and clinical efficiencies, even pairing AI with Google Maps to give patients personalized resources in their communities.
