UVA Health

Jennifer Dzendzel

Through this article, Dzendzel emphasizes on tailoring technology to patient and organizational needs, supporting staff in adoption and continuously iterating based on feedback while enhancing human touch in healthcare.

At UVA Health, we are proud to be an integrated health system anchored by a world-class academic medical center. Our facilities include a Level 1 trauma center, a Level IV NICU, Virginia’s first NCI-designated Comprehensive Cancer Center and UVA Health Children’s, the top-ranked pediatric hospital in the state. We also operate three community hospitals and a broad network of primary and specialty care clinics across Virginia. Through research, education and clinical excellence, we continue to lead in advancing healthcare.

Despite our clinical achievements, we recognize the need to modernize our digital infrastructure, particularly in patient access. While we’ve introduced self-check-in via MyChart, only one area currently offers registration kiosks. Our patient population spans all generations and their preferences vary widely: some expect a seamless digital experience, while others value personal interaction. Both perspectives are valid and deeply felt.

The challenge lies in balancing innovation with the personalized care we’re known for. From an operational standpoint, a digital front door offers clear benefits: improved convenience, reduced administrative burden, shorter wait times and greater efficiency, especially important as we grow and navigate a shifting financial landscape. To create a positive patient experience that is inclusive to all of our patients, we must have an approach that is flexible, patient-centered and responsive to diverse needs and preferences. This means offering multiple pathways for access—digital and human— while ensuring that every patient feels heard, respected and supported throughout their healthcare journey.

To move forward effectively, we must:

• Align technology with organizational fit: Not every solution that works elsewhere will work here. Innovation should be tailored to our unique environment and patient needs.

• Engage our patients: Success depends on user adoption. Start small, gather feedback and scale thoughtfully. A hybrid model may be the best approach for our diverse patient base.

• Phased Rollouts by Service Line: Begin with outpatient clinics or specialty services where digital tools can have the most immediate impact, then expand to inpatient or emergency services. This allows for manageable implementation and resource allocation while demonstrating early wins.

• Be fiscally responsible: As stewards of healthcare resources, we must ensure investments are sustainable and deliver value.

• Ensure system integration: New technology should enhance, not complicate, access and engagement.

• Plan for varied adoption rates: Change may be gradual. Support adoption with staff engagement and patient education. In some areas, concierge support can ease the transition.

• Staff Training and Culture Shift: Train front-line staff to “manage up” the technology, highlighting its benefits and helping patients navigate it with empathy. Staff buy-in is critical. When staff are confident and supportive, patients are more likely to follow suit.

• Feedback Loops and Iteration: After a patient uses a kiosk or digital check-in, prompt them with a short survey. Use this data to improve the interface and experience. Continuous feedback ensures the technology evolves with patient needs and expectations.

Ultimately, our goal is to implement technology that enhances—not replaces—the human touch. A phased, hybrid approach may be the right path for UVA Health, allowing us to modernize while preserving the trust and warmth that define our patient experience.