Streamlining workflows and optimizing the EHR: Ease of practice project started at a comprehensive cancer center with aims to enhance professional fulfillment.

598Background: Over 50% of physicians in the US do not feel valued by their organizations, which is a top driver of burnout. Transparent efforts to reduce daily frustrations and inclusion in decision-making are effective ways to help oncology clinicians feel valued and return to more meaningful work. In recent years much attention has been brought to the wellness and professional fulfillment of the physician. Efforts like “Joy in Medicine” championed by the AMA and the Stanford Model of Occupational Well-Being aim to help address these challenges. Focus has been on EHR related challenges with less attention to inefficiencies in clinical workflow. At MD Anderson Cancer Center, systems engineers and technology liaisons were immersed in clinics to identify and employ friction reducing strategies with the goal of enhancing clinician wellness. Methods: Data on EHR efficiency and physician engagement was used to identify two pilot departments, Orthopedic Surg and Sarcoma Med-Oncology. With the goal of identifying best practices, they were selected for observation as they appeared to have the least digital friction and lowest burnout rates. A baseline survey was sent to all MDs and APPs in the clinical department. Experts from the EHR and workflow/systems engineers entered the clinical areas to shadow, host focus groups, and gather feedback from clinicians. After data was collected both quick wins and longer-term solutions for challenges reported were presented back to departmental clinicians. Results: Quick win solutions were implemented in real time while others were prioritized for larger scale phased implementation across the organization (Table). Conclusions: This pilot presents a multidisciplinary approach to improving the clinical care environment, a key to enhancing professional fulfillment and wellness. Areas of frustration related to EHR inbasket and documentation, were addressed by our technology liaisons, while the workflow/scheduling items required systems engineer approach. The implementation of quick wins and at the elbow support was appreciated by the teams. Clinicians expressed gratitude for being heard by the organization and requested follow up communication and accountability on progress addressing the longer-term challenges. Future efforts will focus on departments with high level of burnout and EHR inefficiencies.[Table