1. Overview Advocates Inc. Hilary Curtis Ph.D. Kerin Raymond LADCI A business case example of using NIATx principles to increase revenue and decrease wait time for services: Expanding DAE services as a result of process improvement

2. Process Problem Results of Walkthrough exercise Jan. 2010. Identified “front door problems” = calls for intakes going to voicemail leading to a delay in services: –phone system needed upgrade –Vacant admin staff position –Under-utilization of centralized scheduling system –Clinicians with low productivity –Missed opportunity to increase business which could help sustain grant funded drug court

3. AIM (Plan) Increase DAE intakes –Location : Acton and Ayer satellite clinic sites Reduce wait time for intake –Improve process to allow clients to book intakes the same day of call, at the time of the call for services.

4. CHANGE (Do) Centralized scheduling of intakes – Clinicians use existing scheduler to mark hours available for intakes each week. –Admin staff book intake appointment at time of call to enroll using scheduler.

5. RESULTS: Change project implemented Aug. 2010

6. RESULTS CONT. Wait time for appointment went from 7+ days to same day!

7. NEXT STEPS (Act) Adopted practice of centralized scheduling. Monitoring billing to see if increase is maintained – factor in staff absences and seasonal changes. Added a DAE class to manage additional referrals for Fall of 2010. Hired additional DAE Clinicians to allow for fluctuations in enrollment.

8. IMPACT (Business Case, Lessons Learned) Clinicians more aware of productivity– better access for clients, better revenue, better incentive for clinicians (can earn bonus). ALL types of intakes increased. Better use of clinician open hours. Small changes can make revenue impact: – On average 6 extra DAE intakes / month = $3,500 –Add in “other intakes” = $6,000 a month! Next projects can make additional impact: –Confirm Intake appointments –Market enhanced services for DAE