Using NIATx to improve Using NIATx to improve the Engagement and the Engagement and Admission ProcessAdmission Process

Chemical Abuse Services Agency, Inc.

Multicultural Ambulatory Addiction Services (MAAS)

New Haven, CT

Change Team:

Executive Sponsor – Asher Delerme Executive Director

Team Leader – Kristin Bonilla

Team Members- Jennifer Charles, Robin Rigney, John Torres & Madeline Vargas

Improving clinician and client Improving clinician and client engagement during initial engagement during initial

assessmentassessment

37 Admission Forms completedby Clinician during intake process

Client completes 15 AdmissionForms in waiting area

Eliminated duplicated forms, reducing total number of Admission Forms to 31

Clinician completes 16 Admission Forms during the

Intake Process

Average Time SavingsAverage Time Savings

Baseline: 74 MinutesBaseline: 74 Minutes

Change: 51 MinutesChange: 51 Minutes

74

51

0

10

20

30

40

50

60

70

80

Intake avg. mins. Pre change Intake avg. mins. Post change

Average intake time

30% reduction in time!!!

SPECIFIC IMPACTSPECIFIC IMPACT

30% Reduction in time!!!30% Reduction in time!!!

45% savings in manpower 45% savings in manpower costcost

$17,285 Annual Payroll $17,285 Annual Payroll SavingsSavings

Additional Projected Additional Projected Revenue Revenue

$338,048*$338,048*

*calculation on different slide

• Continue to track average time per admission - Continue to track average time per admission - MonthlyMonthly

• Present results to Quality Council – Bi-MonthlyPresent results to Quality Council – Bi-Monthly• Conduct Satisfaction Survey with Client and Conduct Satisfaction Survey with Client and

Clinician feedback – 1/31Clinician feedback – 1/31• Monitor for any unintended consequences to be Monitor for any unintended consequences to be

discussed – Ongoingdiscussed – Ongoing• Sustain NIATx as a way of “Doing Business”Sustain NIATx as a way of “Doing Business”

• Improved intake process resulted in high client Improved intake process resulted in high client and clinician satisfaction and clinician satisfaction

• Reduction in paperwork burden & negative Reduction in paperwork burden & negative perception regarding intakesperception regarding intakes

• Improved staff’s ability to engage clients during Improved staff’s ability to engage clients during admission processadmission process

Client #2:Client #2: ““I am pleased with the new I am pleased with the new change and would like for change and would like for the process to stay as it is the process to stay as it is now.”now.”

Client #1Client #1 “The new process “The new process is faster, more comfortable, is faster, more comfortable, and gave me the and gave me the opportunity to talk more in opportunity to talk more in depth with the clinician depth with the clinician doing the intake.”doing the intake.”

Supporting Supporting SlidesSlides

*Calculations for Projected *Calculations for Projected Additional RevenueAdditional Revenue

220220 ClientsClients x 74x 74 MinutesMinutes

1628016280

Total Minutes utilized for Total Minutes utilized for client client

assessmentassessment

1628016280

Total Minutes utilized for Total Minutes utilized for client client

assessmentassessment51.451.4 Minutes after changeMinutes after change

=317=317 Projected ClientsProjected Clients

317317 Projected ClientsProjected Clients- 220- 220 Current ClientsCurrent Clients

9797 ClientsClients

7676

79% Retention Rate 79% Retention Rate (97x79%)(97x79%)

7676 New ClientsNew Clientsx $4,448x $4,448 Annual Revenue by ClientAnnual Revenue by Client$338,04$338,04

88 Projected Additional Projected Additional RevenueRevenue