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Hi, everyone. This is Lucas Voss with Becker's

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Healthcare. Thanks so much for tuning in to

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the Becker's Healthcare podcast series. It's fantastic to

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have you all on. Today, we're going to

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talk about turning clinical data into everyday

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action, and I'm very excited to be joined

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by two guests today for today's discussion.

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Ashley Hunsucker, senior clinical informatics specialist at Conexol,

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and Jan Capps, director of clinical services and

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outcomes also with Conexol. Ashley and Jan, thanks

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so much for being here today. It's great

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to have you both.

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Hi, Louise. Having us. Yeah. Absolutely. We'll start

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with introductions for our audience here. Ashley, why

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don't we start off with you? If you

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wanna introduce ourselves to our audience and share

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a little bit about your work in health

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care.

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Sure.

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My name is Ashley Hunsucker. I'm a registered

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nurse, been been in a registered nurse for

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over twenty plus years.

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I hold a master's degree in clinical nursing

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informatics with a clinical background in NICU and

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pediatric care.

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Those

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strong foundational

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settings of acute patient centered care

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transitioned me over to education for, eight years.

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So clinical instructor, teaching didactyl,

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on-site clinical rotation simulations,

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and informatics,

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and shaping that next generation of nurses is

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very important to me. Rolled over and transitioned

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into informatics back in 2020

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where natural evolution of the bedside and education

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spun into informatics

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and has helped build,

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and center foundation for me inside of that

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patient, centered care to support our nurses into

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health care technology.

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So excited to hear all of your perspectives

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on this. Very excited. Jan, I'll hand it

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over to you for introductions as well.

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Sure. Thanks, Lucas.

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My name is Jan Capps. As I said,

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I get to, be the pleasure of leading

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our clinical team here at Connexal.

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I'm a registered nurse by background. I've been

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a nurse for twenty seven years. I've been

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in the health care space for

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a little over thirty,

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traditional bedside nursing, emergency department, cath lab, interventional

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radiology,

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really was, quite interested in operations and hospital

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operations specifically. So

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several leadership opportunities within that space,

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also in the ambulatory

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space, and then crossed over to the dark

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side of IT Mhmm. And spent the second

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half of my career,

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leading

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EMR implementations,

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ancillary systems implementations,

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and really love that space

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between,

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technology and the bedside caregiver. So informatics

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was just a natural fit

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and,

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moved over into that space. So, again, you

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get the opportunity to

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leverage what you know at the bedside, what

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you've learned through operations,

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blend that with IT, and that's the recipe

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for informatics. So that's why we're here.

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Absolutely. I think it's so great too because

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you know what insights really count from your

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own experience at the bedside, which is very,

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very important, and that's sort of what I

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wanna start off with here too. When it

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comes to improving care delivery,

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those actionable insights are so important

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at the bedside. Having them at the bedside,

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having them available is is so important.

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Ashley, I wanna start with you here. Can

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you walk us through why that's so important

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and how clinical teams can operationalize

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those insights

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in a way that aligns with their existing

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workflows?

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Yeah. Sure.

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So actual insight is extremely important when you're

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building workflows for those end users. So making

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the right decisions

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and leading into that design of workflow, we

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use real data and on-site assessments here at

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Connexal,

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and that helps provide

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us the clinical informatics, the insight using that

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qualitative and quantitative

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data

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so that we can look and assess and

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identify those actual gaps

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that might be contributing to breaking down

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the adoption for the end user. So

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we look at how the end user is

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being effective. Right? So when we start there,

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it allows for that more organic

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approach rather than pushing

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some sort of software or technology out and

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then it's gonna abruptly disrupt things. We look

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at how can we soft launch this into

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their day and,

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deploy it to fit within their day and

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create,

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not so much impact of their normal natural

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organic workflow for the end user.

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Yeah. The least disruption possible, I think. Correct.

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Correct. One of the keys there.

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Jen, just a follow-up to this.

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How do you ensure then those insights remain

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relevant across organizations?

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Well, it's it's not really a set it

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and forget it mentality. You have to go

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back. You have to monitor. You have to

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refine.

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You know, technology is is is a good

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thing. It it can be a tremendous asset

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when it's properly leveraged.

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But with that, you have to be mindful

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that with all these advances in tech, there's

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just an overwhelming amount of information

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that the bedside caregiver is just being bombarded

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with. And a lot of that's not

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actionable, meaning it's not gonna drive a meaningful

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interaction between the patient and the caregiver.

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And with all of these changes, I mean,

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things change in practice.

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You may introduce a new piece of technology.

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It just really

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highlights the fact that this has to be

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an ongoing journey.

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You have to be nimble enough to change.

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You as Ashley said, you've gotta lean into

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your data. You've got to do observations,

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and you have to be willing to ask

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yourself the hard question, which is,

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do I need to change the way I'm

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doing my day to day work? And if

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so,

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what parts of that workflow can be be

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influenced

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and when?

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And so, again, it just really sets you

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up for that ongoing process improvement journey, and

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data is such a a key point of

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that.

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Looking at how your system's operating,

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you know, surveying and interviewing your teams, getting

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their feedback,

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and just really taking all of those inputs

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for that continuous process improvement. It's very important.

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Yeah. And and, Jen, you you touched on

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a very important point. I think this can

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get overwhelming.

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Right? It's one of those things that there's

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so much, there there's potential to for it

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to be overwhelming.

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What role does collaboration

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between clinical and technical teams play during implementation

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and optimization

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phases,

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and what should what conversations should teams have

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early on to maybe

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avoid some of that overwhelming

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feeling and being able to really operationalize this?

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Well, I mean, collaboration is just huge. And

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if you spend any time with me at

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all, you'll find out that I say repeatedly

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clinically

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and operationally

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led projects and IT enabled.

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Mhmm. And you've really gotta lean into the

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expertise of both groups.

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They need to be at the table early,

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and this really even goes back before you

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implement.

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Yeah. You need to have,

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clinical and IT

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alignment at that c suite all the way

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down,

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and be involved in those decisions around system

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selection. I mean, that's huge for buy in,

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throughout the project prior to even just getting

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into the implementation

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phases.

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But, obviously, once you get to implementation,

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it's, again, it's taking that time

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to,

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for the clinical

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team to understand

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how the tech

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should work or potentially

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could work and then vice versa.

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You need to understand what the day to

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day life is of the person that's gonna

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be using the tech. That's how you guide

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thoughtful design sessions and and decisions. And and,

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again, with Connexal, that's that's one of the

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things that our informaticists do. We're we're that

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liaison and that bridge during the implementation

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and and through optimization

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on helping guide those conversations and bringing those

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various stakeholders together.

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Yeah. And only then can something happen that

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Ashley mentioned earlier in the conversation, right, the

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least amount of disruption for everybody and and

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being able to support those workflows. I think

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that's that's very important.

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Ashley, I wanna come back to you here.

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You talked about, you know, the importance of

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feedback loops and and continuous

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improvement quite a bit.

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Can you talk about what methods of feedback

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have worked well,

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and what's been most effective in driving engagement

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and sustaining improvements over time?

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Sure. Sure. So first off, it's for us,

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it's not just about launching a system. It's

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about setting it up to truly work for

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the people that are using it. So back

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to Jan mentioning that engaging and collaboration

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early and often,

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One of the key some of the key

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things that we do I don't wanna say

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there's just one because they're all really independent

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on each other.

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So we survey

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very early on in engagement. We survey the

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frontline staff. So we wanna hear from them.

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We wanna hear all the pains, all the

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the frustrations,

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all the things. We wanna hear it. And

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we also ask questions that are more culture

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related and adopt as far as how things

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are being used,

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not just on their alarms, but maybe with

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their devices and things of that nature, policies,

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procedures. We wanna take a look at everything.

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From that information, then we start internally

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dissecting it out, looking at still the data,

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looking at the responses from staff, trying to

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see where there are those gaps. But we

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we discuss potential pitfalls and things of that

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with leadership, which is a great way to

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help open the communication but identify it so

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we can close those gaps. We additionally,

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going through the go live post go live,

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we opt do optimization with the staff,

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follow-up with them on-site, continue to have,

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face to face interviews and feedback,

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getting information from them, watching them how this

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deployment is engaging in their day to day,

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what can we do better to take it

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back to the team of our, customer to

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give them

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our our suggestions of this is what we

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saw, this is what may could help. It

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could be there's an education gap that we

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need to revisit.

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So starting to look for ways to close

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those gaps

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helps close the loop and keeps those continuous

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measures. We're always looking at the data, so

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I run, data

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reports from prior to go live, during go

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live. Go live is always, you know, shaky

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ground, so we we try not to get

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too hung up on. We want the dust

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to settle a little bit for staff to

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really kinda settle in so we can look

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at that repetitive behavior

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to see why things may not be working

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to the optimization piece. So that's how we

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try to close those loops. And it's been

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pretty well received.

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Having those executive summaries available for leadership to

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take to the levels they need to for

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support is is helpful as well.

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Yeah. And I just wanted to follow-up on

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this too. Has there anything you have these

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conversations, and you have these, on implementation all

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the time.

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From that feedback that you've gotten, is there

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are there any learnings or insights that have

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surprised you, Ashley, in this process?

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Nothing surprises me, Lucas.

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I I would too so. Yes.

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Nothing surprises me. You have to be you

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have to be ready to pivot all the

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time. Yeah.

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Nothing surprises me at this point. I'm surprised

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when things go as planned. That's probably the

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surprise.

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You have the data. Right? There shouldn't be

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any surprises.

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Right. And it's interesting because the data,

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you look at it and you're like, well,

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this is what I'm seeing. And so when

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you when you're able to con confirm that

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that's truly what's happening on the floors and

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the units,

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so then we have to peel the layer

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back. Why is this happening?

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Yeah. How can we change this behavior? How

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can we reduce this?

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How can we get this, rate higher? Those

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kind of things. So the data supports it,

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but it's only one half of the picture

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really going and seeing how it is

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yes. We can we can look to see,

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okay, these are the big things I'm looking

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at in your data. Now let's get on-site

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and really dig down into into the weeds

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with this.

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Yeah. Jan, same for you. I I'd love

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to hear from you as well from sort

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of the feedback that you're hearing, the conversations

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that you're having.

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Are there any learnings or insights that that

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surprise you, or is it the same thing?

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Nothing surprises

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you. I mean, I had to laugh when

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Ashley said that because she stole my answer,

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quite frankly. I mean There you go.

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This

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just when you think you've seen it all.

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But, no. Nothing really surprises me. What what

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I do like about, you know, the space

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that we work in is

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you always go into it with the best

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intentions,

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and there's always an opportunity

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to learn and grow with each implementation.

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And so being able to pick up those

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lessons learned and share them with other people

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within our community, whether it's a customer, whether

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it's just networking with our peers,

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that's how we grow as a profession,

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and that's how we're able to continue to

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make a a positive impact

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with these health care implementations,

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with workflow optimization.

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And so

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any of those surprises

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really turn into nuggets of lessons learned.

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Absolutely. And I think that's a great way

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to end our podcast episode today with these

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nuggets learned. Jen and Ashley, thank you so

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much for your time and insights today. This

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was a fantastic conversation. Thanks for being here.

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Yeah. Thank you, Lucas.

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Yeah. Thanks. We appreciate the opportunity and and

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being a guest.

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Absolutely. We also want to thank our podcast

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sponsor, ConnexAll. You can tune in to more

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podcasts from Becker's Healthcare by visiting our podcast

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page at beckershospitalreview.com.