Patient Engagement & Governance: A New Approach

IT executives stress unified messaging, smarter governance and AI integration to better serve patients beyond the EMR.

Patient engagement is a defining challenge—and opportunity—for health systems seeking to deliver more connected, responsive care. But doing so at scale requires more than good intentions. It demands strategic technology deployment, rigorous governance, and cross-functional alignment. From evaluating when to step beyond the core EMR to responsibly integrating AI and agentic tools, IT leaders must make nuanced decisions that shape the patient experience from start to finish, with a clear focus on what matters most to patients.

These issues and more were discussed in a recent healthsystemCIO webinar.

“It’s crucial that we streamline and standardize the ways we communicate with patients,” said Chris Akeroyd, CIO at Lee Health. “There’s an immense opportunity to get our messaging consistent across the system—ensuring that patients receive information at regular intervals and in ways they expect.”

Lee Health, a $3.5 billion organization in Florida, is assessing its patient engagement landscape under Akeroyd’s direction. While he acknowledged successful efforts in certain specialties, he cautioned that decentralized approaches can lead to fragmented communication, which may undermine trust and preparation.

Focusing on the Full Experience

Panelists emphasized that the patient journey begins well before an appointment and extends long after discharge. Engaging effectively across that spectrum requires not only timely reminders, but also personalized, accurate, and easy-to-understand information.

Crystal Broj, Enterprise Chief Digital Transformation Officer at the Medical University of South Carolina (MUSC), said her team is working to align communication across all patient touchpoints. “Whether someone calls us or walks into a clinic, it should feel the same. The message should come from MUSC—not from a patchwork of vendors,” she said.

She also warned that inconsistency in branding and messaging can confuse patients and erode trust. “If something looks suspicious, people will delete it. We want our communications to be immediately recognizable and credible,” she added.

To bridge the digital and physical environments, her team introduced the term “fidgital” to describe their strategy of integrating both spheres into a single seamless experience. “We want the digital experience to match what happens in the office. That builds trust and improves the overall care journey,” she explained.

At Tufts Medicine, EVP, Chief Digital Officer & System CIO Dr. Shafiq Rab emphasized the importance of continuity across patient interactions. “Our focus is on the entire lifecycle—inbound, outbound, and even when there is no active contact. We want patients to know we are with them even after they leave our facilities,” he said.

Beyond the EMR: Choosing the Right Tools

As health systems expand their digital strategies, one of the thorniest challenges is determining when to rely on the EMR and when to turn to outside vendors. While core EMR functionality is improving, panelists agreed it often cannot keep pace with the needs of operational leaders.

“You want to keep things in the EHR if possible,” Broj noted. “But the business usually can’t wait for the vendor to catch up. If you’re trying to move the needle on pre-registration or copay collection, you may need to go outside.”

Tufts takes a structured approach to such decisions. “Any functionality we consider goes through committees made up of clinicians, staff, and patient advocates. It’s about delivering what patients need, not just what’s technically possible,” said Rab.

While third-party tools can drive innovation, Akeroyd cautioned that they also introduce risk. “The more point solutions you bring in, the harder it becomes to integrate. If you’re not careful, you end up with chatbots or apps that give conflicting answers and confuse the patient,” he said.

The decision to implement or sunset a tool is increasingly seen as part of a broader governance strategy that spans IT, digital transformation, operations, and clinical leadership.

Tufts has evolved its governance model accordingly. “We moved from a holding company to an operating company, and with that came Governance 2.0,” said Rab. “We start from the bottom up—from the contact center agents to the clinical and executive steering committees. Everyone participates in deciding what technology we bring in and how we use it.”

From the vendor perspective, Gina Armada, CEO of MHC Software, said the most successful organizations take a consensus-based approach. “Projects fail when one department tries to go it alone. The best outcomes happen when you bring everyone to the table—IT, clinical, operations, and even patients,” she said.

Her company provides automation and communication tools that extend beyond the capabilities of traditional systems. “We help organizations scale communications while preserving brand consistency and compliance,” Armada explained. “But our tools work best when they’re governed centrally and built into a unified strategy.”

MUSC has implemented a collaborative approach to problem-solving. “We walk through entire workflows, identify pain points, and decide together what technology we need—or whether we need any at all,” Broj said. “Not every problem requires digitization.”

Managing the Rise of AI and Agentic Systems

As AI and agentic AI gain traction in healthcare, panelists urged caution and proactive oversight. They described AI as a powerful ally—but only when deployed with clear guardrails and regular review.

“AI needs to be treated like another employee,” Broj advised. “You can’t set it and forget it. It should be evaluated regularly. Is it still meeting our needs? Does it need to be retrained?”

Rab added that AI requires human involvement at every step. “People say we need a human in the loop. I say we need a human at the beginning, middle, and end,” he said. “This is like raising a child. You need to monitor it, guide it, and hold it accountable.”

AI tools at Tufts are introduced gradually and with caution. “When we rolled out ambient documentation, we started with just 60 users. We verified every interaction, ensured accuracy, and collected feedback before expanding,” Rab explained.

According to Armada, centralized oversight is key. “As AI proliferates, centralized management of messaging and data becomes even more critical,” she said. “Otherwise, the tools begin to undermine each other.”

Take it Away

• Treat AI tools and apps like employees: review them regularly for performance and relevance
• Focus on consistency in branding and messaging across digital and physical channels
• Use third-party tools only when EMR capabilities fall short—and integrate them thoroughly
• Establish strong, interdisciplinary governance with input from patients and frontline staff
• Evaluate every tool based on usability, safety, and alignment with care strategy
• Ensure digital and operational teams collaborate from day one of any project
• Build and support a digital workforce capable of managing fast-evolving technologies
• Rationalize redundant tools, especially AI and chatbot solutions, to prevent fragmentation
• Empower clinicians and support staff to lead innovation from the ground up
• Prioritize value, not novelty; don’t adopt new tech without a clear business case

“Technology must be usable, meaningful, and pleasurable,” Rab concluded. “That only happens when we listen to the people we serve, involve them in the process, and never stop improving.”

The webinar, sponsored by MHC, can be accessed here.