Experienced Resources provides health care organizations immediate leadership support to accomplish mission critical work. We achieve this by carefully matching the client’s needs to our team of experienced leaders and supporting the engagement from start to finish.

For more information contact:

Experienced Resources
600 Inwood Avenue North
Lake Elmo Bank Building, Suite 260 
Oakdale, MN 55128
952-888-4635
info@experiencedresources.net

Mary Christensen,
President & CEO, Co-Founder

Email: mchristensen@experiencedresources.net
Direct: 952.358.6143

Integrated Health System
Interim Chief Nursing Officer

Client Challenge

Positioned as an integrated health system, this large metropolitan hospital was experiencing performance gaps within its Nursing Department, primarily stemming from high salary costs and fragmented patient care processes.  Patient experience scores were the lowest in the market with misaligned staffing models and poor productivity management being the key contributors.   The executive leaders were concerned that, without focused leadership, the department would continue to underperform and create further drag on the organizational performance.  As recruitment of the next permanent CNO began, the leaders recognized an immediate need for a seasoned interim leader to step in and maintain the department’s focus, guide strategy execution, and lead to improved outcomes. The hospital president turned to Experienced Resources for a leader with financial acumen, expertise in change management, and the drive to lead teams in achieving measurable improvements.

Our Solution

Experienced Resources matched the Client to an executive nurse leader with 20+ years of experience in hospital and health system operations and demonstrated expertise in leading high impact initiatives.  This particular leader had the proven ability to establish leadership alignment, stakeholder engagement, effective communication, and change readiness. Within three weeks, this leader was actively engaged in the gap analysis, clarifying deliverables, and developing a work plan that would drive the desired improvements.

“Effective communication and coordination with me were keys to success—she [the interim leader] made sure we were always on the same page.”

- Hospital President

Results

The Interim CNO led a transformational change of the department’s culture. Working with the hospital President, this leader quickly identified the priorities, then engaged the department leaders in aligning their goals and activities.  Department leaders learned to articulate their shared goals and individual accountabilities.  After three months, discharge times improved by 150%, while ED to Patient Care Unit Admission Time improved by 67%.  Decreases in the number of patients leaving the ED without being seen improved, patient volumes increased, and patient satisfaction improved.  Recognizing that every .5 day reduction in length of stay represented a cost reduction of $7 million, the improvements made during this engagement directly benefited the hospital’s bottom line.  Changes in staffing and productivity contributed to a plan for reducing overall staffing expense by $2 million dollars, creating a positive hospital margin with promising sustainability.  The leaders gained new competencies in planning, process improvement and change leadership that helped ensure sustainability and developed valuable skills for new initiatives.  Accountability and continuous improvement became cultural norms.  Three months after the engagement ended, the outcomes achieved during the engagement had been sustained, with a trend toward continued improvement.