1. Improving Client Engagement and Retention in Treatment: An Introduction UCLA ISAP/PSATTC LACES Training Series 2008

2. Overview of the Presentation Process Improvement (PI) Defined NIATx Aims and Principles Measuring the Impact of Change PI Planning Guide Case Study Sample PI Strategies Sustaining Change Lessons Learned

3. What is Process Improvement? An evidence-based framework that when applied to client access and retention processes can get clients in the door quickly and keep them there long enough to make a difference A systematic problem-solving approach that can be used to understand client needs, restructure processes, and make the most efficient use of available resources

4. An Example of a PI Model: The Network for the Improvement of Addiction Treatment (NIATx) Strategies to Improve Client Access and Engagement

5. What is NIATx? A partnership between: –RWJF’s Paths to Recovery program –CSAT’s Strengthening Treatment Access and Retention (STAR) program, and –A number of single state authorities and independent addiction treatment organizations. NIATx works with addiction treatment providers to make more efficient use of their capacity and shares strategies for improving treatment access and retention.

6. What is NIATx?, continued NIATx members create a culture of process improvement in which treatment center staff: – Use existing resources to improve services –Learn innovative strategies through peer networking, and –Model organizational improvements in addiction treatment

7. Three Fundamental Questions 1.What are we trying to accomplish? (AIM) 2.How will we know that a change is an improvement? (MEASURE) 3.What changes can we test that may result in an improvement? (CHANGE)

8. The Four Aims Increase Admissions Reduce Waiting Times Increase Continuation Rates Reduce No-Shows

9. The Key Principles 1.Understand and involve the customer when making decisions about change 2.Focus on problems of most concern to and supported by management 3.Select an influential change leader to lead the process 4.Seek ideas from outside the agency 5.Pilot test improvement ideas quickly

10. Most important of all the Principles What is it like to be a customer? Clients, payers, and staff are all customers How do you do it? Walk-through, focus groups… 1. Understand the Customer

11. How to Conduct a Walk-through Role play a “client” and “family member” –Call for an appointment: What happens? –Arrive for the appointment: How are you greeted? Were directions clear and accurate? –Complete an intake process: How long does it take? How redundant are the questions? –What did you learn? What will you change?

12. See services from a new perspective Challenge assumptions about how services are being delivered that may not reflect what actually happens Identify low-cost opportunities for improvement that can make a big difference in engaging and retaining clients Value of the Walk-Through

13. 2. Focus on Key Problems What is keeping the executive director awake at night? What processes have staff and customers identified as barriers to excellent service?

14. 3. Select a Powerful Change Leader Who has: Influence, respect and authority across levels of the organization A direct line to the CEO Empathy for the staff Time available to lead change projects No fear of data

15. 4. Seek Ideas from Outside Provides a new way to look at the problem Real creativity in problem solving comes from looking outside the familiar

16. 5. Do Rapid Cycle Testing Start by asking 3 questions: –What are we trying to accomplish? (AIM) –How will we know the change is an improvement? (MEASURE) –What changes can we test that will result in an improvement? (CHANGE) Langley, Nolan, Nolan, Norman, & Provost. The Improvement Guide, San Francisco, Jossey-Bass Publishers, 1996

17. Using a Quick Start Road Map To Plan Change Projects 1.Identify problem important to management 2.Target objective (measurable/specific) 3.How will you measure the change? 4.Who will be on the change team? 5.Instructions for change team

18. Using a Quick Start Road Map To Plan Change Projects, continued 6.What contributes to the problem? 7.What possible changes might help? 8.What is the implementation process? 9.What data will be gathered? 10.How will progress be studied? 11.What is the next step?

19. Rapid-Cycle Testing Rapid-Cycle changes  Are quick; do-able in 2 weeks PDSA cycles  Plan the change  Do the plan  Study the results  Act on the new knowledge

20. How Do You Measure the Impact of Change? Define your measures Collect baseline data Establish a clear aim Consistently collect data Chart your progress Ask questions

23. Case Study Mid-Columbia Center for Living Hood River, Oregon NIATx Member Organization

24. Lessons from Hood River Before they started… Staff were working hard There were lots of ideas No clear picture of what was really happening No data

25. Baseline Data Wait time between first request for service and appointment was 18 days on average Admissions averaged 18 clients a month Continuation (4 sessions in 30 days) rate was 34%

26. But why was continuation so poor? Continuation was an obvious aim

27. What to do? 1.Staff wanted to try an incentive 2.How to track continuation? a.Have clients be responsible for monitoring their participation b.Create a tool to help clients do it c.Old appointment cards often got confused with current ones d.Make a 4-session appointment card

28. How did it work? Clients used 4-session card for both individual and group appointments When the card was full, the client presented it to their counselor The counselor then offered the client an assortment of gift certificates to choose from

29. Results

30. What about group attendance? Group attendance averaged about 65% What could be done? –100% attendance of all members for 4 weeks –On the 5th week, group would get a “Pizza Party” Rationale –Group might work as a team –Peer pressure would increase attendance –Recognition would be rewarding

31. Results

32. Impact of the Change The English speaking groups had a low of 62% attendance in December 2004 After the change, the English speaking groups had a high of 93% attendance in March 8 pizza parties have been earned by the groups so far

33. Sample Ideas for Improvement from the NIATx Network

34. Reduce Waiting-Time Revise telephone system so live person answers phone to eliminate call-backs Offer walk-in assessments Train backup staff to answer phones and do assessments to remove bottlenecks Eliminate redundant paperwork at telephone screening and intake

35. Reduce No-Shows Call clients who no-show to re-engage in treatment Ask clients about barriers to coming to next appointment and help them find solutions, e.g. transportation, child care, work Call clients to confirm appointment 1 or 2 days prior

36. Increase Retention Have peers help orient and connect with new clients Offer more welcoming environment, assess client needs frequently Contingency management – rewards for continuing in treatment Utilize motivational interviewing and enhancement strategies

37. Increase Admissions Offer outpatient orientation, pre- contemplation, and/or skill training groups Eliminate required length of stay; individualize and negotiate treatment plan; move to next level of care when ready Build special relationships with referral sources

38. Sustaining Service Improvements

39. Why Sustain an Improvement? 1. Improves efficiency or ease of work 2. Payoffs are obvious and credible 3. Adoption is easily done 4. Progress can be monitored 5. Staff are involved or can be trained 6. Staff believe in the change 7. Management supports the change 8. Clinical leaders value the change 9. Fits with strategic plan and culture 10. Infrastructure can support the change

40. How to Sustain an Improvement One key: gathering and reviewing data 1.How will data continue to be collected? 2.Who will review the data? 3.How often will the review occur? 4.What will trigger action to restore the improvement?

41. How to Sustain an Improvement Another key: Have a sustainability leader to… 1.Clarify staff duties and responsibilities 2.Communicate progress data with staff 3.Plan with staff how to restore gains if data falls below an agreed level 4.Implement actions to restore gains 5.Advise management about infrastructure changes needed to sustain the improvement

42. The NIATx Website www.niatx.net

48. Seven Lessons Learned 1.Seeing things from the client’s perspective can be helpful 2.Multiple improvements can be made in a short period of time 3.Process improvement can motivate staff and clients – they get excited when good things happen 4.The results surpassed the initial objectives/expectations

49. Lessons Learned, continued 5.Simple improvements yield big dividends 6.Using data can actually be helpful 7.There is a huge value to “sticking with it” (sustaining effort and keeping communication flowing)

50. The NIATx PI model offers a format for learning and applying process improvement methods through the use of a peer learning collaborative

51. The End…Thank you!