Baptist Health’s AI screening tool has helped identify more than 200 trafficking victims

For health systems, earning accolades at an industry event like Epic’s User Group Meeting can be quite validating, particularly when it’s Summa Cum Laude, the highest tier of recognition.  And even more so when it’s an award that has never been granted.

That was the case for Jacksonville, Fla.-based Baptist Health System, which became the first organization to reach Epic Gold Stars Level 10 in both Configuration and Usage. For the IT team, it was “a beautiful moment,” said Aaron Miri, MD, EVP and Chief Digital and Information Officer.

However, while he admitted to “beaming with pride” at the achievement, he was quick to point out the true significance. “The award isn’t an IT vanity project; it’s a measure of how far we’ve come.”

When Miri arrived in 2021, Baptist had several disparate EHR systems in place; fortunately, it also had a board that was willing to invest in the future — in this case, an Epic EHR. Two years later, the organization had consolidated data across its hospitals, clinics, and other care sites into a single platform. “We went from a federation of highly successful hospitals to a health system,” he said. The objective, however, wasn’t merely to “turn the system on,” but “to use it to the best of our ability.”

Leveraging technology for good

To Miri, that meant thinking beyond the traditional bounds when it comes to leveraging technology to improve care.

In January 2024, Baptist was presented with a golden opportunity to do just that when a nursing leader approached Miri with concerns about human trafficking. Florida, he learned, is one of the states most often affected by trafficking, particularly among minors.

“My immediate reaction was, ‘what can we do to help’,” he recalled. After searching for tools to help screen potential victims — and coming up empty — the nursing-led team got to work. The result was an AI-driven algorithm designed to guide providers through a series of questions. It can also flag indirect warning signs, including behavioral cues and patterns in visits, that might otherwise go undetected. This piece is critical, he said, noting that victims are sometimes coached so effectively by their handlers that “it’s impossible to tell” if they’re being held against their will. For that reason, the tool discourages directing questions at children who may be at-risk. “We’ve learned a lot during this process,” said Miri.

The tool was deployed on February 14, 2024, just three weeks after the idea was proposed. The following day, it helped identify a victim — and led to an arrest. Since then, “we’ve saved more than 200 kids.” 

The screening protocol, which is now embedded into Baptist’s clinical workflows, was adopted by Epic and is available in its Foundation System. In addition to Gold Status, the achievement helped earn them Level 10 status in the Digital Health Most Wired program. 

Earning trust

The success of the initiative, he noted, was a testament to the culture at Baptist, where the focus is more on impact than numbers. “We always ask, ‘did we do big things? Did we transform the community?’ We did.”

The key to building that type of culture? Establishing trust through communication. Long before Epic was rolled out, Baptist’s IT leaders went on listening tours to learn what was, and was not, working for users.

Right away, a critical piece of low-hanging fruit emerged when Miri’s team learned that the wireless capability at one of the biggest hospitals was spotty at best. “Patients couldn’t make calls, and physicians couldn’t get WiFi in the lounge,” he recalled. “We responded immediately,” and in doing so, built confidence and helped erode the longtime perception of IT as “the department of no.”

The best way to reverse that thinking, he has found, is to “shut up and listen,” regardless of the issue. “It takes humility to accept what’s being said and say, ‘I hear you. You’re right. Here’s what we’re doing to fix it,’ and then fix it,” Miri said. “Once you get through the initial hurricane, you start to gain trust. And once you have trust, you can take a step further and do something spectacular.”

For Baptist, the spectacular step was gaining national recognition for Epic usage, for which he credits the “fortitude and courage” of clinicians across Baptist who bought in to the vision that leadership established. “That’s why it matters so much. We couldn’t have done it without the nurses and doctors. When you win the trust and confidence of your culture, yes, you can get 10 Gold Stars, but you can also solve problems.”

Leading with transparency

What has also distinguished Baptist, according to Miri, is a willingness to be transparent — even when it can lead to difficult conversations. For instance, Miri has deliberately involved the board in cybersecurity exercises, because he wants them to see what a “big, hot mess” it is, and to understand the importance of investing heavily in security.

“They’re appreciative because transparency leads to trust, understanding, and the will to change what might not be working anymore,” he said. “That’s part of being a CIO—it’s not about technology; it’s about leadership.”

It’s also not being afraid to “hold a mirror to yourself,” which Baptist did by seeking (and eventually obtaining) a Responsible Use of Health Data Certification from the Joint Commission. Miri encouraged other leaders to do the same — even if they’re concerned that they might not meet all the criteria. “If you don’t get it, that’s okay. At least you know where the gaps are and you can fix them,” he said. “There’s no reason not to go for it. Why not benchmark against the best?”

And not just on the organizational level.

Miri, who recently earned a Doctor of Health Administration from Medical University of South Carolina, encouraged other leaders to continue to embrace learning, whether it’s through formal education or simply through conversations.

“Be a CIO who’s accessible,” he said. “Get out of the office. Give your phone number to doctors, especially those who are frustrated. Go to meetings, hear their complaints,” and perhaps most importantly, “follow through” with requests.

Finally, he urged colleagues to hold vendor partners accountable and tirelessly advocate to ensure contracts are fair and products are delivering as promised. “Have conviction and understand that your job as CIO is not to make friends. Your job as CIO is to make your community healthier,” Miri said.

“Too many people still think that the CIO’s job is to install technology. Nobody cares about that. What did you do? How did you transform the organization? It’s about leading from the front, standing with your team and saying, ‘we got this. We’re going to do this together.”

Kate Gamble is an award-winning healthcare journalist and editor with more than 20 years of experience covering healthcare IT. She has interviewed hundreds of healthcare leaders, and has focused on numerous topics, including digital transformation, patient experience, rural healthcare, physician and nursing leadership, and more. She can be reached at [email protected].