After reducing redundant workflows in the admissions process, the staff at Rogers Behavioral Health could save up to 2.5 hours in their admission assessments process.
In 2016, the clinical staff at Rogers Behavioral Health dealt with a lengthy admissions process that had a negative impact on time spent on patient care.
In September 2016, the nursing admissions and social services assessments, both required by Rogers for the admissions process, took on average 404 minutes to complete, with nursing admissions taking 189 minutes and social services taking 215 minutes. Clinical staff and patients agreed that duplicate questions made the admissions process too long.
Through efforts led by Rogers’ optimization team, a year later, clinical staff reduced the time spent on the nursing admissions assessment by 80 minutes, from 189 minutes to 109 minutes. The social services assessment went down by 88 minutes from 215 minutes to 127. Total admission time was on average 236 minutes, which meant that Rogers’ clinical staff could save 168 minutes per patient.
“The optimization effort was really focused on increasing patient and staff satisfaction, and ultimately improving the quality of care we provide our patients,” said Nicole Klaus, RN, director of EHR optimization and strategy.
Rogers’ optimization staff redesigned the admissions process, bringing all necessary documentation to one screen and making patient information easily accessible to the care provider responsible for admitting the patient. Their goal was not to implement new software, but to optimize the technology already in place within their electronic health record (EHR), such as Dynamic Documentation™, PowerForms and mPages.
“As we learned more about how PowerForms worked, we leveraged our technology to reduce duplicate questions so we can get the right information to the right place at the right time,” said Klaus. “We also built smart templates within Dynamic Documentation that pull forward current and objective information about the level of care needed for each patient. We pull information key to providing safe care to a summary mPage to ensure clinical staff have information necessary to care for patients.”
With Rogers employing more than 70 psychiatrists, 300 nurses and 300 social workers, removing unnecessary work means the care team of nearly 700 spends less time asking questions and more time caring for patients.
“Every minute you save reducing redundant questions in the admissions process gives time back to all our clinicians to directly care for their patients,” said Klaus.
Using the Clinical Global Impressions Scale, a rating of illness severity, improvement, and response to treatment, Rogers can track if patients improve through various levels of behavioral health treatment. In a sample of 2,897 patients at Rogers, the patient charts reflect that nearly 74 percent improved with treatment.
“Through our work with Cerner every day and through optimization efforts that really focus on patient care, we do see that our patients get better,” said Brian Kay, director of quality and clinical effectiveness. “Having a fully functioning EHR and clear, robust and accurate data, we’ve got the ability to really understand how we deliver care and give the best care to our patients.”
In August 2015, Rogers staff completed the implementation of Cerner’s EHR across its entire system. In early 2016, it became the first standalone behavioral health hospital in the U.S. to achieve HIMSS Stage 6 in the acute space.