Our client, a behavioral health and foster care organization, provides services to traumatized and neglected children; youth with serious emotional problems; teens and young adults without families; and families coping with poverty, homelessness, domestic violence, substance abuse and mental illness.
The organization implemented a leading electronic health record system over a decade ago. Changes to the EHR were made over the years but in departmental silos; much of the EHR’s new and rich functionality was not leveraged or organized for optimal impact of care delivery.
The client has continued to struggle across multiple divisions to access information as well as capture the information needed to meet industry standards with their funders and governing bodies. Because of this, they considered seeking a new EHR solution, but then learned their current system was likely not leveraged to its full capabilities. The organization, however, was unclear on how to optimize the solution and desperately needed guidance on appropriate next steps. It also lacked the internal methods to integrate system changes alongside their evolving organization and health care ecosystem.
Their processes required an abundance of manual tasks and duplicative efforts, and provided inadequate reporting and analytic capabilities. Additionally, the improper use of applications and use of external systems (including paper documentation) created inefficiencies, a lack of data integrity and a lack of visibility across the entire organization as there was no defined central view of the individuals served.