For Muhammad Siddiqui, CIO of Richmond, Ind.-based Reid Health, addressing technology debt isn’t just an IT concern — it’s a clinical imperative.
“We treat tech debt the same way we treat clinical backlog,” Mr. Siddiqui told Becker’s. “If it slows us down, creates workarounds, or gets in the way of patient care, it needs to be addressed.”
At Reid, that meant a full-scale overhaul of its Epic EHR system. The organization was three versions behind, workflows were outdated, and personalization was minimal. Through an internal initiative dubbed “Epic Refuel,” the health system streamlined order sets, standardized processes, embedded real-time performance tracking and integrated generative AI tools directly into documentation.
The results were significant: Documentation improved, click counts dropped and provider time was reallocated to patient care. Epic downtime for system upgrades fell from more than an hour to just 11 minutes. In less than six months, Reid Health rose from Epic’s Gold Star Level 2 to Level 10 — its highest rating — and is now on a regular quarterly upgrade cycle.
“This wasn’t just about fixing a platform,” Mr. Siddiqui said. “It was about restoring control and purpose to the people who rely on it every day.”
Making strategic choices on legacy systems
When deciding whether to retire or reinvest in legacy technology, Dr. Siddiqui said Reid Health uses four guiding questions: Does it advance the mission? Do clinicians find it valuable? Can it scale and integrate into the broader system? And is the vendor keeping pace with the future of care?
“These decisions are not just IT calls,” he said. “They are shared with clinical and operational leaders and rooted in measurable impact.”
One recent example was Reid Health’s investment in smart digital rooms, which replaced fragmented tools with a single interface to improve patient communication and coordination. Mr. Siddiqui said the decision was driven by both clinical needs and return on investment — not a desire to chase new technology for its own sake.
Serving a rural population with equitable digital tools
These technology choices are especially critical given Reid Health’s location in Richmond, Ind., where it serves a largely rural population. Mr. Siddiqui said that means digital tools must do more than enhance convenience — they must overcome gaps in infrastructure, long travel distances and limited staffing.
To meet those needs, Reid Health implemented Epic-integrated smart digital rooms that give patients control over their environment and enable real-time updates and direct messaging with care teams. The health system also operates satellite telehealth stations — including one at a clinic in Eaton — so patients without home internet can still connect with providers remotely.
Reid Health is further expanding access through a grant-funded initiative to bring telehealth services to local nursing homes, enabling residents to consult with specialists without leaving their facilities.
“Our goal is for patients in Richmond, Eaton or a small town outside the county to have the same digital experience as someone walking into a flagship urban hospital,” Mr. Siddiqui said.
Ambient documentation and automation
Mr. Siddiqui pointed to ambient documentation as a game-changer, particularly for rural settings where provider burnout is acute. Through a partnership with Abridge, Reid Health has automated note-taking during clinical visits, reducing after-hours charting and improving response times to patient messages.
“We didn’t adopt it for buzz,” he said. “We implemented it to give time back to our providers and bring humanity back to the exam room.”
The documentation is now more complete, timely and accurate — with downstream benefits across the system.
When paired with smart digital rooms, Mr. Siddiqui said, the combined impact includes improved infection control, fewer interruptions to care teams, and a more transparent and personalized experience for patients.
A model for human-centered innovation
Mr. Siddiqui believes rural and mid-sized health systems like Reid Health can lead in redesigning care through human-centered technology, as long as innovation is grounded in patient and staff needs.
Reid Health’s strategy includes embedding clinical sponsors in every rollout, building strong governance, and aligning every tool with measurable frontline benefits.
“We’re not trying to catch up to large systems,” Mr. Siddiqui said. “We’re building what works best for the people we serve.”
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