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Kings County Hospital Center

Kings County Hospital Center. MATP III NIATX PROCESS IMPROVEMENT PROJECT APR – NOV 2011. Our Change Team Executive Sponsor : Janet Aiyeku (Sr. Executive Director) Change Leader: Dominique Michel (Addiction Counselor)

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Kings County Hospital Center

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  1. Kings County Hospital Center MATP III NIATX PROCESS IMPROVEMENT PROJECT APR – NOV 2011 Our Change Team Executive Sponsor : Janet Aiyeku (Sr. Executive Director) Change Leader: Dominique Michel (Addiction Counselor) Team Members, Donna Crummell, Clinic Administrator, Deidre Diamond, Clerical Associate, Nidia Miller, Coordinating Manager, Gloria Neblett, Counselor, Marie Charles, Nursing

  2. Goal To Sustain 90% Retention In Each 30 day period

  3. Change • Alert Team and Courtesy Teams are created. • Newly admitted patients are engaged by Alert & Courtesy Teams daily • No computer holds or messages; all interactions done face to face. • Team Leader given daily data on admissions and introduced to all new admissions • Courtesy Team welcome patients to clinic, brief patients on services that are available, conduct a mini courtesy session to assure pleasant experience over the course of the first month in treatment. • All issues that are identified as barriers or will negatively impact patient attendance and retention are addressed by supervisor, counselor and courtesy team intervene where necessary. • NIATx Project update added to interdisciplinary team agenda. • Weekly update of new patient whereabouts in team meetings • Five Question Survey developed to identify five specific areas for improvement and other patient concerned

  4. Results • Project started with 45 patients admitted between April & June 2011. • One patient was discharged from the baseline (45) during the 1st Qtr period. • During the Sustainability period; 28 patients were admitted (July – Sept, 2011). No patients were discharged from that quarter’s admissions. Total of 73 patients are engaged and monitored for this project, 1 was discharged. 72 remains in treatment • Overall, the project has had a monthly average of 100% retention and 1% discharge rate for the cycle duration. • The sustainability remains at 100% retention

  5. Total Patients Admitted & Discharged for Quarters 1 & 2

  6. Impact • Met and sustained the State required standard of 85% for (30 days retention) the project duration • Increase in retention = increase in services rendered and revenue • Approximately 1752 billable sessions sustained. A revenue $1051.20

  7. Next Steps • Referral to community Based support services, including Housing connections, • To assure vocational engagement, beginning with comprehensive vocational assessment and evaluate for specific vocational targets, including, education, employment, training and internships • Refer for in-house services, including nutritional assessment and follow-up. • Ensure that all medical and health related needs are addressed and monitored by medical staff • Weekly Project Meeting to monitor and implement new interventions for sustaining the project outcome where necessary

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