While not diagnosing a medical condition, the automation uses patient data from medical evaluations performed by registered nurses (RN). Applying rules to medical codes entered by the RN, it sets the patient’s status as “normal” or “SIA”, and, as applicable, sends SIA alerts to the individual members of the patient’s direct care team advising that they need to immediately get to their patient. It results in improved patient care, services for their families, and revenues for the organization in support of its mission.
Process Cycle Time Improvement
Automation enables immediate action on referral. Using simplified data-entry screen, intake team and referring physician work together to load the patient’s medical data into the system (e.g., diagnoses, demographics, insurance coverage, circumstances). Using rules and workflows, automation (1) identifies follow-up admission tasks and required face-to-face visits, (2) assigns the direct care service team by location, (3) prepares electronic medical record and (4) provides draft clinical notes to care team for review and submission.
Automation retrieves payroll and timesheet information from ADP and health information systems for each of its staff. It applies business rules based upon worker’s location, schedule, discipline, and assigned patients to calculate the necessary direct and indirect cost center allocations and then loads the results into the financial systems for reporting. A secondary impact, the improved reporting accuracy increased care team utilization.
Built as a report package within WonderBotz ReportBotz-Plus, this automation eliminates inefficient data gathering while streamlining and preloading financial analyses into report templates. Based upon user-defined business rules, the final analysis is loaded into PowerPoint templates that were designed to enable the team to easily add narrative based upon the monthly happenings. Finished reports are distributed and saved to secure shared drive locations.
Read how a large US Destination Resort Company was able to; push cutoff date, giving more time to the resorts, reduce employee setup errors since they were caught before payroll period began, dramatically reduce manual payroll entry, and enabled overtime reporting for employees working for multiple managers across multiple departments (e.g., restaurant and store)