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Look for Future-Focused Vendors<\/strong><\/p>\nFor most health systems, growth is a fact of life in one way or another. It\u2019s often essential for meeting system goals, but many organizations don\u2019t have technology solutions in place that can keep up with the desired pace of growth. NAH recommends finding scalable vendors that support both expected and unexpected growth\u2014think fluctuating provider and staff numbers or the onboarding of new facilities\u2014and other change within the organization. Lightning Bolt also helps with the identification of ideal super users to make internal training a natural part of the process.<\/p>\n
\u201cSince we started working with Lightning Bolt, we\u2019ve increased the number of clinicians on the schedule, and it\u2019s been really easy to expand the number of licenses we have,\u201d said Jessica Pusl.<\/p>\n
“We\u2019re also in talks with multiple other departments, such as respiratory, to integrate their call schedules. We\u2019ve recently onboarded OB, and we\u2019ve been in talks about expanding to additional departments across the system. We see a lot of potential for more Lightning Bolt use in the future.”<\/p>\n
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Train, Support, and Utilize Super Users<\/strong><\/p>\nAs elaborated above, Lightning Bolt has a dedicated support team in place for NAH, but the best practice recommendation of utilizing super users still applies. A vendor\u2019s support structure is critical, but supplementing that setup with an in-house group of experts makes it that much easier to address questions as they pop up. After all, not every question is likely to need vendor support. This may be in a fashion similar to NAH\u2019s Clinical Care Operations team, which functions as a group of Lightning Bolt super users.<\/p>\n
\u201cHaving an application owner or team that manages the solution was a critical part of our success with Lightning Bolt,\u201d said Taylor Quick. \u201cBefore Lightning Bolt was used system wide, there was no owner, which made it difficult to control access, troubleshoot, and execute updates. Now, our Clinical Care Operations team has come forward to be the owners of Lightning Bolt, and we\u2019re responsible for managing the solution. We can ensure information is populated for all departments because we have admin visibility into the schedules, and if there are any issues or missing data, we\u2019re the first line of defense to resolve those items for our team.\u201d<\/p>\n
Angela Peters added, \u201cOne thing I would recommend is to take advantage of internal super users and stakeholders at the beginning. We were slightly delayed in identifying our super users and early adopters, but once we were able to leverage them, things got a lot easier.\u201d<\/p>\n
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Promote Enterprise Relationships<\/strong><\/p>\nFor any enterprise deployment, it\u2019s essential to build and support intra-organizational relationships to ensure adoption is streamlined and issues can be addressed quickly. Users at NAH found their schedules worked best within Lightning Bolt when all departments and specialties using it were communicating with one another and fostering close relationships.<\/p>\n
\u201cIt\u2019s important to form relationships across campuses and across the system,\u201d stated Angela. \u201cWe\u2019re a fairly small team, so we needed to do a lot of reaching out to other departments and form good relationships with them so we knew who to go to when we had schedule questions. This meant they also knew they had internal resources to lean on for any schedule questions or support.\u201d<\/p>\n <\/div>\r\n <\/div>\r\n \t\t<\/div>\r\n\t<\/div>\r\n\t\n\n\n