242 Cerner Testimonials

"Our workforce is highly engaged and empowered with providing ideas on how to improve patient care. The Baldrige excellence framework is not to create pockets of excellence, but organizational excellence. You can only achieve that through collaboration. Collaboration is the underlying theme throughout our journey and it is critical to our continued success."

"It certainly pushed us to think about how we would treat pain differently. I think initially when we started out, we were looking at the way to review those patients who had abuse potential. But that led us very quickly into much broader conversations about how we treat pain. How do we look for alternatives to opioids? How do we then take that information and provide tools needed to our prescribers?"

"The time savings improves the quality of our employees' day-to-day experience, as well as improving patients' experience, since they receive follow-ups and results quicker."

"It’s all about the right care, the right time, the right place. We’re getting the patients in the right place sooner so their care can start faster."

"Before, we didn’t have that black-and-white data that could tell you where your problem was. Everything is black and white now. It shows so many different steps in the process. You can really break it down and see where we were held up."

"We used to adjust bed boards based on when a bed was declared ‘dirty."

"We save an estimated three to five minutes of staff time for every self-scheduled appointment on the portal. That adds up to a savings of more than 41,000 minutes from January to July 2017. This has freed up office staff to spend more time with patients."

"Our vision is the patient ultimately owns their health record and is able to access it anywhere, any place. Moving forward, our goal is for patients to become active contributors to their health record, with input in their health goals, the ability to express concerns and health data presented to them in a structured manner such that we not only care for individuals, but also learn about how to better engage with and manage care for our entire population."

"The biggest successes really have to do with individual doctors cutting significant amounts of time off their documentation in the MedConnect chart. That translates into more time the doctor can spend with the patient, and less time working during off hours."

"Patients are at the heart of who we are, and we believe our patients deserve the very best in medical technology. Patients want options to receive care how and when they want. That’s why we strive to have an electronic health record that truly serves our patients."

"Trying to connect all the pieces for this extremely complicated measure, including modifications to the standard recommendations to adapt to our provider’s preferences and workflow, would have been impossible without the help [from the Cerner quality reporting team]."

"I think we’ll continually identify new populations we want to work with. We started with some of the basics, and already have four or five new algorithms in the works. We’re going to offer our service to local employers. We are looking to partner with community practices that are not employed by Inspira but are part of our shared savings program."

"It gives you an idea of when the patient will potentially deteriorate into sepsis and how you can prevent that."

"As a health system, our operational premise is that ‘we are the same until we are different. We established a standardized quarterly release cycle with strict guiding principles to ensure a disciplined approach to EHR management."

"We worked with Cerner to learn what our system actually was and how to clean it up and make it work in a way that is best for both our nurses and clinicians. With these improvements, the nursing staff streamlined the amount of time spent in the system, which allows them to spend more time with the patient at the bedside."