Debbie Wells LaTescha Allen Robin McCormick Charmaine Webb Jean Rhodes PCI CHANGE PROCESS

To increase the number of clients entering treatment For the first 6 months of 2011, 51.4% clients scheduled did not complete the screening process, 25.9% were not screened due to not having completed a TB test. Estimated loss of revenue was $156,720 Project Aim

The Change Team recommended conducting the screening and administering the TB test the same day if needed Despite initial resistance the test cycle was conducted for two weeks and at the end of the two week test cycle the percentage of clients screened increased by 13.4%. This change was adopted by PCI and continues in practice today. This change resulted in the admission of 15 new clients the first 30 days with an increase in revenue of $ the first month. Change Cycle 1

The second change was tested only in the Residential Department for a one month period. This change was to conduct walk in screenings instead of scheduled appointments. This change was abandoned because of several factors. The primary obstacle was the required centralized assessment process imposed by the county. This caused a back up in the process of waiting for the assessment to be available. This did not decrease the no show rate. Change Cycle 2

Change Cycle 3 is in the planning stage. The proposed change is to implement a pre-admission group in order to engage clients in the intake process more quickly. It will also reduce staff time spent on admissions activities. The goal is to reduce wait time and no show rates by engaging clients sooner, expediting the intake process and utilizing staff time more efficiently. PCI will continue to use the Niatx Process Improvement system of rapid change cycles and the PDSA model. This has allowed successful change to occur and even more importantly has caused staff to become less resistant to the change process overall. Conclusion