1. The Importance of Training on Clinical Workflow Adoption Patty Nedved, Rush University Medical Center and Maria Rubio, Burwood Group DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS.

2. Conflict of Interest Disclosure Patty Nedved and Maria Rubio Have no real or apparent conflicts of interest to report. © 2013 HIMSS

3. Agenda Background Learning Objectives Goals Challenges Solutions Outcomes Recommendations

4. Background Rush University Medical Center encompasses a 664-bed hospital serving both adults and children Rush was planning to open a new 376- bed hospital building in January, 2012 The Department of Professional Nursing Practice was tasked with the design and implementation of a training program to ensure staff were prepared for the new technologies and environment

5. Learning Objectives Recognize what is involved in properly planning for deploying a training program for a successful transition into a new facility Identify the importance of implementing a formalized training program to ensure clinical workflow and technology adoption Describe the challenges that RUMC was able to overcome through the early planning and proper implementation of a structured training program

6. Goals Facilitate a successful transition into the new facility Ensure clinical workflow and technology adoption Provide quality patient care during and after the transition

7. CHALLENGES The Importance of Training on Clinical Workflow Adoption

8. Key Challenge Train over 2,000 clinical staff members on the new clinical communications platform, on time, on budget. Facility readiness Professional readiness

9. Challenges New Facility Facility design to allow for proper workflows Construction timelines and facility readiness to allow for training 3 months in advance New technology deployment readiness for training (months prior to go-live) Vendor coordination for training material and super user training Technology testing to align with pre-defined workflows Operational Budget considerations to allow for training time Resource allocation to assist with training planning and implementation Training Unit-specific workflow variations Role-specific learning plans Various schedules to accommodate Strategies to enhance knowledge retention for training provided months before go-live Early training also poses challenges with knowledge- retention

10. SOLUTIONS The Importance of Training on Clinical Workflow Adoption

11. High-level Solution Overview Begin with the outcomes in mind! Example: Outcomes for the Clinical Communication System (Nurse Call, Wireless phones, RFID badges): –Immediate Communication –Increased Efficiency –Improved Patient Outcomes Workflow-driven training Role specific learning paths Delivery strategy to enhance knowledge retention and reduce in-person training time

12. Implementation of a comprehensive “Passport Program” including: Registration was completed online by staff and unit leadership Completion tracked in learning management system and during program participation Knowledge retention and skills assessment through various tests and return- demonstrations “Passport” theme included tours, return demonstration stations and scavenger hunt components that allowed participants to travel and explore through various areas of the floor, promoting way-fining within their new work area Technology training design was driven by clinical workflows

13. Blended Learning Approach Blended training approach: online modules, self paced stations and instructor led training sessions Classroom setting and hands-on demonstration

14. Primary Success Factors Professional Nursing governance Dedicated project coordination resources to oversee program governance and administration “Super User” approach for primary technologies Close collaboration with Office of Transformation for facility planning and readiness Alignment of training planning with IT project management Dedicated training resources for design and delivery Content development and validation for each unit’s workflows

15. Outcomes An effective program that provided training for all resources in a three-month timeframe Collaboration and adoption across the organization A successful transition into the new tower Success Metrics Nurses, patient care technicians and unit clerks all expected to attend Super users from dietary, housestaff, pharmacy, therapies and chaplains Insert #s trained

16. Recommendations Train for adoption, not for deployment! Don’t get distracted by “technical” training Align training with clinical workflows and organizational outcomes Identify activities that will drive knowledge retention before, during and after training Changes will continue to occur during training, in preparation for go-live Define a communication process to “close the loop” on workflow changes and training questions. Example: Newsletter and announcements Identify “SMEs” to validate workflows and identify process improvement Identify “super users” for each technology to assist with knowledge transfer Implement a post go-live evaluation

17. Thank You! Contact us with questions: Maria Rubio, Training Director Burwood Group mrubio@burwood.com mrubio@burwood.com Patty Nedved, MSN, CENP, Director, Professional Nursing Practice Rush University Medical Center Patricia_Nedved@rush.edu Patricia_Nedved@rush.edu