Executive Leadership Story: Transforming An Inpatient Unit

I was asked to come in and help an inpatient unit, I had 3 months to make a difference. it was clear that the department needed significant changes to cope with the growing patient count and limited staffing. The current workflows and electronic health record (EHR) system were inefficient, leading to bottlenecks that hampered patient care. It was evident that out business unit needed transformation to better serve our patients and alleviate the strain on a dedicated staff.

The initial step was to conduct a thorough assessment of the existing workflows and technology. Working closely with our clinicians, nurses, and administrative staff, I realized that the EHR system was not meeting our needs. (By which I mean, they told me how frustrating it was and how much time they were spending on it every day) It was cumbersome, and its interface often resulted in delays and inaccuracies in patient information. Additionally, the existing workflows were too rigid, not accommodating the fluctuating patient count and varied staffing levels.

I went and made the pitch that it was worth embark on an ambitious project to overhaul the EHR system and optimize their workflows. That with this pilot we would be able to have data on how much an improvement would be possible to see in a unit. I aimed to improve data accuracy, reduce administrative burdens, and enhance patient care. Acknowledging the scale of this task, I sought input from staff at all levels to ensure the new system would be user-friendly and tailored to their needs.

During the planning phase, I made sure to build a multidisciplinary team that included clinical, IT, and administrative staff. This cross-functional collaboration was crucial because it gave each group a feeling of ownership. I specifically had presentations scheduled so we had each staff person see their representative. as each group provided insights into specific pain points and potential improvements. I served the secondary role as the external consultant who specialized in healthcare technology to guide us through the technical aspects of EHR implementation.

With the new EHR system needs identified, we started by developing pilot workflows. Our objective was to create flexible processes that could adapt to fluctuating patient volumes and varied staffing scenarios. We tested these workflows in mock patient care scenarios to identify gaps and refine our approach before full-scale implementation.

One of the key challenges was managing change resistance among staff. Many were accustomed to the old workflows and hesitant to embrace a new one. To address this, we implemented a training program and had specific reports in place to quickly intervene if people were not adopting the new workflows. We held multiple sessions where staff could ask questions, provide feedback, and practice using the new system. This approach helped ease their concerns and made them feel more comfortable with the transition.

Communication was another critical element. We ensured that all stakeholders were regularly updated on the project's progress and how it would benefit the unit. By being transparent and open to feedback, we worked on a sense of ownership among the staff, which I felt was vital for gaining their support.

The new EHR system was rolled out overnight to minimize disruptions to patient care. This approach allowed us to address issues promptly and refine the system based on real-world use. Our IT and clinical teams worked tirelessly to resolve any technical glitches, while administrative staff ensured smooth data migration.

With the new EHR system fully in place, we immediately noticed significant improvements. Data entry became faster and more accurate, and staff could access patient information with ease. Furthermore, the revamped workflows allowed us to handle a higher patient count efficiently, even with limited staffing.

Our patient satisfaction scores improved as the staff could spend more time on direct patient care rather than administrative tasks. The new system's analytical capabilities also enabled us to identify trends and optimize resource allocation, further enhancing our ability to serve our patients.

This project taught me valuable lessons in leadership, teamwork, and adaptability. It reinforced the importance of involving all stakeholders in the decision-making process and remaining flexible to feedback. While the transformation was challenging, it was immensely rewarding to see our staff embrace the new system and deliver better care. Looking back, I'm grateful for the support and dedication of our team. Their resilience and willingness to adapt were key to the project's success. The experience has left me humbled and motivated to continue finding innovative ways to improve healthcare delivery.