White Paper
AI Governance in Health Systems: Aligning Innovation, Accountability, and Trust
Summary
Tools enabled by artificial intelligence (AI) have the potential to transform patient outcomes and health system operations and are already having significant effects. AI applications have facilitated faster triage and diagnosis, enabled the anticipation of patient outcomes to create personalized treatment plans, and streamlined clinical operations, patient communication, and resource allocation. But while the integration of AI tools in healthcare systems offers immense potential, the use of AI in such a sensitive and critical sector also raises significant ethical, legal, and practical concerns.
A comprehensive governance system has multiple advantages, including ensuring patient safety, maintaining ethical standards, ensuring regulatory compliance, fostering trust through transparency and accountability, and managing privacy concerns and other legal issues. But AI governance is a relatively new concept for health systems, many of which have integrated only limited numbers of AI tools into their workflows.
This project convened a working group of six health systems (see below) located across the United States who have established AI governance systems in the past several years and conducted informational interviews with multiple other health systems to learn about AI governance scope, goals, and processes. We found important commonalities in the components of governance processes, but different ways to accomplish these tasks. This paper walks through the main components of health system governance and explores how different health systems approach these components, as well as discussing how health systems can begin to set up their own governance systems. We offer recommendations for policy makers, health systems, and other stakeholders on how they can standardize and simplify these processes to democratize access to AI-enabled health tools. We heard from all the health systems that this is a resource-intensive task, and more technical expertise, training, and tools are needed to ensure the availability of technical expertise to help under-resourced health systems realize the benefits that AI tools may provide.
Duke-Margolis Authors
Valerie Parker, MS
Policy Research Associate
Christina Silcox, PhD
Research Director, Digital Health
Adjunct Assistant Professor
Senior Team Member
Margolis Core Faculty
External Authors
Duke Health
Nicoleta J Economou, PhD
Director of Governance and Evaluation of Health AI Systems
Working Group
The University of Chicago Medicine
Karen Habercross
VP, Chief Information Security and Privacy Officer
Mayo Clinic
Hailey Hildahl
Sr. Digital Product Manager
Mark Lifson
Director, AI Systems Engineering
Lauren Rost
Senior AI/ML Engineer
David Vidal
Vice Chair, AI Enablement
Stanford Healthcare
Nikesh Kotecha
Director, Head of Data Science
Anurang Revri
Vice President, Chief Enterprise Architect
UNC Health
Michael Plesh
Executive Director of Technology
Ram Rimal
Manager of Data Science and AI
Kaiser Permanente
Matthew D. Solomon
Augmented Clinical Intelligence Program
Kaiser Permanente Northern California
Ellen Woo
Executive Director of AI and Emerging Technologies
Daniel Yang
Vice President of AI and Emerging Technologies