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The image appears to be a webpage or an app interface with a banner at the top that reads, "Rounding Because WeCARE." Below the banner are several blue buttons labeled:

Gemba (Leader Rounding)
EOC Inspections
Send Gratitude
Respond to Issues
WeCare
At the top, above the buttons, are three photos of healthcare professionals and patients in various interactions, possibly indicating real-life examples of care or teamwork.

Below the buttons, there is a large illustration of a diverse group of healthcare professionals, including doctors and nurses. They are wearing different colored medical scrubs and lab coats, representing various healthcare roles.

On the right side of the image, a smartphone displays a mockup of the same app interface, showing the "Rounding Because WeCARE" app on the screen, reflecting the same blue buttons and group of healthcare professionals.

In the background, there’s a faint image of what seems to be a medical center, with a building, trees, and an American flag.

Leadership Rounding App

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Our mission is to cultivate trust and foster engagement by revolutionizing communication between employees and leadership through our digital rounding app. By streamlining issue tracking and accelerating resolutions, we demonstrate that leadership is actively listening, which boosts employee satisfaction and enhances Veteran care. This innovative approach not only improves workplace culture but also reinforces our commitment to providing the best possible care to Veterans.

This innovation is scaling widely with the support of national stakeholders. See more scaling innovations.

Adoptions:

29 successful, 4 in-progress

Awards and Recognition:

Recognized by Under Secretary of VA and Coined, VEO best practice adoption for rounding, FY24 Shark Tank Semi-Finalist

Partners:

Patient Care Services

Email

Overview

The problem

Our innovation aimed to address the critical problem of ineffective communication between employees and leadership within Veterans Health Administration (VHA) facilities. This communication gap led to unresolved employee concerns, diminished trust in leadership, and negatively impacted both employee satisfaction and patient care. Traditional methods like lea ... See more

The solution

To address the communication gap between employees and leadership, we developed a Digital Application for Leadership/WeCARE Rounding. This innovative app serves as a centralized platform that streamlines the process of leadership rounding, enabling real-time logging, tracking, and resolution of employee concerns and commendations.

Key Features of the Solu
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The results

The implementation of the Digital Application for Leadership/WeCARE Rounding at our originating healthcare facility led to significant improvements in communication, trust, and operational efficiency. The following key impacts were observed:

1. Increased Leadership Engagement
Rounding Frequency:
Before Implementation: Averaged 28 leadership rounds per m
... See more

Metrics

  • Before Implementation: Average Rounds per Month: 28 After Implementation: Average Rounds per Month: 77 175% Increase in monthly rounding activities
  • Before Implementation: Average Resolution Time: 22 days After Implementation: Average Resolution Time: Half of all issues resolved within 7 days Goal Achievement: Aiming for resolutions within one week, depending on complexity Percentage Reduction: Up to 68% Reduction in average resolution time for many issues
  • After One Year of Implementation: Improved Trust Scores: Notable increase in employees' trust in leadership Enhanced Engagement Scores: Higher levels of employee engagement reported

Diffusion tracker

Does not include Clinical Resource Hubs (CRH)

Statuses

AL: Central Alabama VA Medical Center-Montgomery (Montgomery)
  • Started adoption on 11/2022.
AR: Fayetteville VA Medical Center (Fayetteville, Arkansas)
  • Started adoption on 12/2023.
AZ: Tucson VA Medical Center (Tucson)
  • Started adoption on 10/2022.
CA: West Los Angeles VA Medical Center (West Los Angeles)
  • Started adoption on 05/2022.
DE: Wilmington VA Medical Center (Wilmington, Delaware)
  • Started adoption on 06/2023.
FL: James A. Haley Veterans' Hospital (Tampa, Florida)
  • Started adoption on 10/2022.
GA: Charlie Norwood Department of Veterans Affairs Medical Center (Augusta Downtown)
  • Started adoption on 04/2022.
GA: Joseph Maxwell Cleland Atlanta VA Medical Center (Atlanta, Georgia)
  • Started adoption on 09/2024.
IL: Edward Hines Junior Hospital (Hines)
  • Started adoption on 11/2022.
IN: Marion VA Medical Center (Marion, Indiana)
  • Started adoption on 10/2022.
IN: Richard L. Roudebush Veterans' Administration Medical Center (Indianapolis, Indiana)
  • Started adoption on 01/2021.
MA: Edward P. Boland Department of Veterans Affairs Medical Center (Central Western Massachusetts)
  • Started adoption on 01/2024.
MI: Detroit VA Medical Center-Valor Center (Detroit Valor Center)
  • Started adoption on 10/2022.
MS: Biloxi VA Medical Center (Biloxi)
  • Started adoption on 02/2023.
NC: Durham VA Medical Center (Durham)
  • Started adoption on 11/2022.
NC: Greenville VA Clinic (Greenville, North Carolina)
  • Started adoption on 11/2022.
NJ: East Orange VA Medical Center (East Orange)
  • Started adoption on 02/2023.
NY: Franklin Delano Roosevelt Hospital (Montrose, New York)
  • Started adoption on 12/2022.
NY: Samuel S. Stratton Department of Veterans Affairs Medical Center (Albany, New York)
  • Started adoption on 12/2023.
OH: Dayton VA Medical Center (Dayton)
  • Started adoption on 05/2022.
PA: Coatesville VA Medical Center (Coatesville)
  • Started adoption on 03/2023.
PA: Wilkes-Barre VA Medical Center (Wilkes-Barre)
  • Started adoption on 02/2023.
TX: Dallas VA Medical Center (Dallas)
  • Started adoption on 10/2023.
TX: George H. O'Brien, Jr., Department of Veterans Affairs Medical Center (Big Spring)
  • Started adoption on 07/2024.
WY: Cheyenne VA Medical Center (Cheyenne)
  • Started adoption on 02/2023.
VISN 1 Clinical Resource Hub (Remote)
  • Started adoption on 11/2022.
VISN 4 Clinical Resource Hub (Remote)
  • Started adoption on 04/2023.
VISN 12 Clinical Resource Hub (Remote)
  • Started adoption on 11/2022.
VISN 16 Clinical Resource Hub (Remote)
  • Started adoption on 02/2023.

There are no unsuccessful adoptions for this innovation.

Implementation

Timeline

  • 5-10 min
    Create lists using directions from video on install site
  • 5-10 min
    Install Power App file using directions from video on install site
  • 30min-2hr
    Add organization mapping to SharePoint Locations, ELT Services lists. using directions from video on install site and examples from demo lists.

Departments

  • Veteran experience
  • Quality Management
  • Medical Informatics
  • Administration
  • Information technology
  • Information management

Core Resources

Resource type Resource description
PEOPLE
  • Anyone
PROCESSES
  • Standard Work as aid for employees on using app
TOOLS
  • SharePoint
  • Power Apps

Links

Support Resources

Resource type Resource description
PEOPLE
  • Gary Crull technical support for install to help troubleshoot any issue or questions.
PROCESSES
  • Office hours Fridays @ 130pm EDT
TOOLS
  • Teams

Links

Risks and mitigations

Risk Mitigation
The application relies on Microsoft Power Apps, SharePoint, Power Automate, and Power BI. Users may encounter difficulties with system compatibility or lack the necessary permissions to create or modify SharePoint sites and lists. Early IT Involvement: Engage the facility's IT department early to ensure all technical requirements are met.
Permission Audits: Conduct audits to verify that users have the necessary permissions on SharePoint and related platforms.
Support Resources: Utilize the provided detailed instructional videos and offer technical support sessions.
Staff may lack familiarity with Microsoft Power Platform tools such as Power Apps and Power Automate. Comprehensive Training: Offer training workshops and step-by-step guides to build user proficiency.
Technical Support: Provide access to experts who can assist with troubleshooting and questions.
Pilot Testing: Run a pilot program to identify and address technical issues before full-scale deployment.
Employees and leadership may resist adopting new technologies or altering established routines. Stakeholder Engagement: Involve employees and leadership in the planning process to gain buy-in.
Communication Plan: Clearly articulate the benefits and address concerns through regular communications.
Champions and Advocates: Identify and empower early adopters to promote the application.
The application's processes may not align seamlessly with existing workflows or organizational structures. Customization: Adjust the application settings and features to fit the facility's specific needs.
Workflow Mapping: Analyze current processes and plan how the application will integrate.
Training on Integration: Provide guidance on how to incorporate the application into existing workflows.
: Employees may hesitate to share concerns if they fear retribution or doubt confidentiality protections. Transparent Policies: Clearly communicate how data will be used and protected.
Anonymous Reporting: Allow for anonymous submissions to encourage openness.
Culture of Safety: Foster an environment where feedback is valued and employees feel safe to speak up.
As the facility grows or processes evolve, the application may need adjustments. Flexible Design: Utilize the app's customizable features to adapt to changing needs.
Future Planning: Anticipate growth and consider scalability during the initial implementation.
Continuous Improvement: Regularly assess the app's performance and make necessary adjustments.
The application generates extensive data that may be overwhelming to manage and analyze. Data Management Plan: Develop strategies for data organization and prioritization.
Training on Analytics: Educate staff on using Power BI tools for effective data interpretation.
Key Performance Indicators (KPIs): Establish clear KPIs to focus analysis on critical metrics.
Stakeholders may require evidence of the application's effectiveness to continue support. Baseline Measurements: Collect data on key metrics before implementation for comparison.
Regular Reporting: Provide stakeholders with updates on progress and impact.
Success Stories: Highlight qualitative benefits, such as improved morale or patient care examples.
Ensuring that leadership and staff consistently use the application as intended. Accountability Measures: Set expectations for use and incorporate into performance evaluations.
Incentives: Recognize and reward consistent use and engagement.
User Engagement: Solicit feedback to improve the application's usability and relevance.

Contact

Comment

Comments and replies are disabled for retired innovations and non-VA users.

VA User (Health Systems Specialist) posted

Hello - I will reach out by email re: the app.

2
VA User (Nurse Manager Intermittent Pool) Innovation adopter posted

Hello, I'm a new Nurse Manger to the VA system. I've used rounding apps before in other organizations with much success. I saw this innovation being shared here and I'd like to start trialing it here, focusing on my department which is the float pool and NOD team. I don't see my department on the service area for documentation.

1

Email

Email with questions about this innovation.

About

Origin story

The development of the Digital Application for Leadership/WeCARE Rounding began while I was working at the VA facility in Indianapolis. I was invited to collaborate with Dr. Christie Artuso, our Associate Director for Patient Care Services, along with Tim Spaulding and Cameron Villecco. Having previously worked with Cameron on an "Ask the Director" app while ... The development of the Digital Application for Leadership/WeCARE Rounding began while I was working at the VA facility in Indianapolis. I was invited to collaborate with Dr. Christie Artuso, our Associate Director for Patient Care Services, along with Tim Spaulding and Cameron Villecco. Having previously worked with Cameron on an "Ask the Director" app while part of the Experience Office—which was one of the reasons I joined their team—I was excited to contribute to this new project aimed at improving leadership rounding practices. They wanted a better way to conduct and track rounding, and the idea intrigued me. I developed an initial app that integrated WeCARE and leadership rounding with employees. Over about a year, as I learned more about Microsoft Power Apps, the app evolved significantly based on feedback from various facilities and individuals. It became a comprehensive tool for identifying areas of concern, logging issues, and recognizing employee achievements. We began presenting the app to national organizations like the Veterans Experience Office (VEO) national Patient Experience calls, the High Reliability Organization (HRO) office, and several Veterans Integrated Service Networks (VISNs). It was also recognized and received a coin from the Deputy Under Secretary of the VA. Since its inception, the app has been adopted by dozens of facilities and organizations. My journey to disseminate the app started with Augusta, Georgia, the first adopter outside Indianapolis. Collaborating with Dr. Cary West and Analyst Austin Fleming in Augusta was instrumental. Their encouragement to adopt and adapt the app helped us develop new and improved ways to share the product with others. By the time we finalized the app's design, I was working for Augusta, which allowed me to continue refining the app and supporting its implementation in new settings. Throughout this journey, the app has strengthened connections between employees and leadership, fostering a culture of transparency and trust, and ultimately improving care for the Veterans we serve. Thank You I would like to extend my heartfelt gratitude to: Dr. Christie Artuso for her visionary leadership. Tim Spaulding for his valuable collaboration. Cameron Villecco for our initial partnership and ongoing support. Dr. Cary West and Analyst Austin Fleming from Augusta, Georgia, for their indispensable feedback and assistance in refining the app. Your contributions have been instrumental in transforming an idea into a powerful tool that continues to make a positive impact across the VA network. Thank you for your dedication to improving the lives of our employees and the Veterans we serve.

Original team

Gary Crull

Management and Program Analyst -

Dr. Christie Artuso

ASSOCIATE DIRECTOR PATIENT CARE SERVICES • OFFICE OF ASSOCIATE DIRECTOR PATIENT CARE