328 - Utilizing Change Management for Successful Implementation of Blue Light Cystoscopy
Description: Utilizing Change Management Processes for Successful Implementation of Blue Light Cystoscopy Rebecca B. Roe, MSN-Ed, RN, CNOR Northside Hospital-Forsyth Successful implementation of Hexaminolevulinate HCl Blue Light Cystoscopy (BLC) requires active management of the process of change. This community hospital engaged five management practices important for successful change implementation: ongoing communication; clinical training; use of mechanisms for measurement, feedback, and redesign; sustained attention; and worker involvement. Introduction of evidence supporting benefits for use of BLC in addition to standard white light cystoscopy (WLC), engaged stakeholders to form a multidisciplinary team invested in evaluating the advanced technique. Key nursing staff provided project leadership to assist in the decision-making process of the adoption and investment in this technology, based on evaluation outcomes. Once research, instructional articles and collective examples of other programs were reviewed, communication options were designed to meet the unique needs and requests of stakeholders involved in the project. Creation of case calendars, surgical schedules, planning meetings, and direct and /or electronic messaging culminated in an open platform for questions and concerns. Out of this process, an algorithm emerged for all phases of care to remain fluid and adaptable for any challenges. Clinical training for physicians, pharmacy, sterile processing technicians, and nursing staff required consistent instruction and coaching by industry professionals. These professionals, with prior experience in BLC technology ensured the application of instructions for use and helped guide the proficiency and efficiency of the work. Maintaining the unique logistics of the Northside Hospital Forsyth campus, metrics were designed to gather data on outcome reviews, patient arrivals, nurse skill sets, procedural preparation times, delays, instrument processing concerns, and equipment malfunction. These metrics assisted with planning; allowing for future case corrections. Challenges related to patient care were addressed immediately and project leadership was available for all support. By using the change management processes, Northside Hospital Forsyth was able to successfully implement a permanent adoption of BLC through the direct engagement of nurses, who led the way to improve communication between phases of care, developed workflows that improved the patient experience, and allowed for unit champions who encouraged other nurses to participate in this innovative addition to our bladder cancer program. Acknowledgment of nursing ability to lead this procedural project evaluation resulting in successful implementation improved frontline engagement and provide opportunities to create a learning environment; evidence of growth toward becoming a high-performing organization.