For nurses at Lehigh Valley Health Network, part of Jefferson Health, innovation doesn’t always start with groundbreaking technology or complex new models of care. Sometimes, it starts with moving a printer.
In the past year, LVHN has redefined what transformation looks like through the creation of nursing innovation units, led by Annmarie Chavarria, DNP, MSN, RN, Senior Vice President of Patient Care Services & Chief Nursing Executive. Beginning on three med/surg units at the system’s largest hospitals, the program is designed to empower frontline nurses to identify and implement ideas that make everyday work easier and patient care more efficient.
The results? Hundreds of ideas, both small and large, have already transformed workflows, improved retention, and reinvigorated a culture of creativity among nursing teams.
Starting small: Removing the pebbles in nurses’ shoes
When the nursing innovation units first launched, the focus wasn’t on high-tech solutions or large-scale process changes. Instead, it was about addressing the small but significant frustrations that nurses face every day.
“An interesting piece of the process is that the first ideas were not huge technology concepts,” Chavarria explained. “They were trying to get the pebbles out of their shoes – like, ‘I can’t get a hold of the nursing assistant because they don’t have a phone,’ or ‘The printer is all the way down the hall.’”
By addressing these pain points early on, nurses saw immediate improvements in their workflow, freeing up mental and physical energy to focus on patient care. These small wins built momentum, encouraging teams to think bigger and bolder about what was possible.
Building the right support system
One of the critical success factors of the nursing innovation units was ensuring that nurses had the resources and support needed to bring their ideas to life. Each participating unit was paired with three key roles:
- A nurse informaticist to guide technology-related solutions
- A continuous improvement specialist to help structure the process and implement workflow changes
- An executive nurse leader to provide leadership support and advocacy
“You really need to wrap a team of people around these nursing units,” Chavarria said. “It’s not just about having good ideas, it’s about having the structure to take those ideas from concept to execution.”
Each unit also adopted a visual tracking system, using large whiteboards to map out innovation ideas and track their progress. Nurses could see, in real time, where each project stood, fostering transparency and engagement in the process.
Scaling innovation: From simple fixes to system-wide change
Once nurses saw their ideas making a tangible difference, they started dreaming bigger. What began with minor workflow improvements soon evolved into major system-wide innovations.
For example, one of the innovation units piloted a “tap and go” key system, allowing nurses to quickly log in and out of workstations with a simple tap instead of manually entering credentials each time. “It saves a few seconds every time,” Chavarria explained. “But over a shift, over a week, across the entire system, it’s a massive time savings.”
Another breakthrough came in the form of a redesigned nurse preceptor model to address preceptor burnout. With more new nurses entering the field, preceptors were stretched thin. The new model not only shortened orientation time but also improved safety and job satisfaction for both new nurses and their mentors. “The preceptors love it, the new nurses love it,” Chavarria said. “And now, it’s rolling out across our entire organization.”
Measuring impact: engagement, retention, and identity
Beyond process improvements, the nursing innovation unit program has had a profound impact on nurse engagement and retention. “Vacancy rates on all three units have dramatically improved,” Annemarie shared. “In fact, nurses now want to be part of the innovation units. They don’t see themselves as just a med/surg unit anymore—they see themselves as an innovation unit.”
By creating an environment where nurses feel empowered to shape their work, the program has not only improved job satisfaction but has also strengthened recruitment efforts. “People want to work in places where they feel heard and valued,” Chavarria said. “This program gives them that.”
What’s next? Expanding the innovation mindset
With the initial success of the program, LVHN is expanding the nursing innovation unit model into new areas, starting with pediatrics. But for Chavarria, emergency departments are a key goal.
“Emergency departments are a natural next step,” Chavarria said. “They already do a lot of creative problem-solving on the fly. Giving them a structured way to innovate could be a game-changer.”
The long-term vision is clear: By fostering a culture of continuous innovation, LVHN aims to empower nurses to not only solve problems but to reimagine what nursing can be. The nursing innovation units are proof that when nurses are given the space to lead change, they do more than just solve problems, they build a future where they can thrive – and that’s an idea worth scaling.
