The implementation of an electronic medical record (EMR) system is critical to enhancing the quality, safety, and efficiency of patient care. EMRs reduce the risk of human error, improve the accuracy and accessibility of clinical documentation, and enable seamless communication across departments and healthcare systems. For pediatric and adolescent psychiatric care in particular, timely and coordinated access to information is essential to ensuring continuity and effectiveness of treatment. Executive leadership plays a vital role in supporting this initiative by aligning resources, engaging stakeholders, and fostering a culture of change readiness. By setting a clear vision, guiding workflow development, and maintaining transparent communication with staff, leaders help ensure the EMR implementation is not only operationally successful but also embraced as a meaningful improvement in the care delivery model.
Hampstead Hospital, a pediatric and adolescent psychiatric facility in New Hampshire, transitioned from private ownership to state control in 2022. Major challenges include staff inefficiencies, poor time management, inconsistent medical documentation, and reliance on paper charts, all of which threaten care quality and safety. To address this, hospital leadership is working toward implementing an electronic medical records (EMR) system to improve documentation accuracy, care coordination, and overall efficiency. As part of this transition, the executive team is actively developing new workflows, aligning expectations with staff, and laying the groundwork for a successful go-live in the coming year.
Sense and shape opportunities for, and threats to, future growth and development through embedding scanning, creative, and learning processes into organizations, communities, or institutions.
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As an executive leadership team, it was known that when a hospital is acquired, one of the changes that comes with that is a change in medical record systems. Given that Hampstead Hospital is still using paper records, this change is not only needed but is highly regarded amongst staff in the organization. In my role as COO, I have taken on the planning phase of this project, and working with the other clinical leaders, I have started to understand the communication both internally and externally better. This change will impact both the clinical care for the patient and also the ability to share information and gather data to continue to increase the high level of care patients receive at the hospital.
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Doctor of Executive Leadership Program Outcomes #1 & #3
Assemble, align, and reconfigure tangible and intangible assets to sustain organizations’, communities’, or institutions’ viability for the future
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As the operational leader for the organization, there have been discussions for some time around upgrading the medical record system. This is a significant change in the hospital and will impact all staff members and patients. A workgroup needed to be initiated, and a project plan was needed to help organize and assemble all of the moving parts for implementing a new medical record. This is a significant project that involves key leadership at the hospital and key leaders within the Dartmouth Health system. Engaging key stakeholders both internally and externally has helped move this project into the planning phase. Most importantly, this change aligns with the overall mission and vision of the Dartmouth Health system, bringing high-tech and efficient care to the patients we serve.