Webinar Recording: Where Did The Day Go?

Home health and hospice teams are working harder than ever, but still running out of time. In this webinar, we took a candid look at the invisible administrative burden slowing everyone down and what leading agencies are doing to get that time back.

What you’ll learn:

✅ What the “invisible burden” really looks like for clinicians and admin staff (hint: it’s costing hours a day) – Time stamp: 3:07
✅ How disconnected systems and paper-based work create burnout and billing delays – Time stamp: 8:59
✅ How Boston Home Health Aides cut order delays by 15 days using automation – Time stamp: 15:59
✅ Why culture, training, and process standardization matter just as much as tech – Time stamp: 31:11

Plus, hear practical advice from nurses, operators, and tech leaders on where to start—and how to make change that sticks. Time stamp: 39:21

WEBINAR TRANSCRIPT

Cortney Swartwood   0:02
Alrighty. Hi everyone and welcome.
I'm Courtney Swartwood, the senior marketing manager here at World view.
Thank you so much for joining today's lunch and learn session.
Where did the day go? Exploring where?
Admin time is lost and how to get it back while you're waiting on that Uber eats delivery. I do have a few tips that will help you have a great webinar.
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So now that we have housekeeping stuff handled, we're gonna go ahead and dive into a pretty candid discussion on what slowing teams down in post acute care and how to start getting that time back.
We'll talk about these five main topics, which are the invisible burden, the admin care connection, lessons directly from agencies, the human cost of inefficiency, and how to get started.
I'm joined today by three industry leaders who bring real world insight from both the operations and technology side.
As well as the nursing side of home health and Hospice, first up, we have John Hickey, Chief revenue officer at LIVTECH. John works directly with agencies to identify performance blind spots and drive smarter processes. And then from can time we have Greg Lotz, VP of Contracts and us.
Lead for integrations and chem. Spence, RN and Customer success Division leader Greg has deep experience connecting operational strategy to tech platforms that actually support care delivery.
And Kim has been an RN for over 35 years now, focusing more on helping agencies understand new regulatory changes and how can time can be configured to manage those needs a bit better.
We'll be keeping this conversation pretty casual, so think of this more as a working lunch between friends. And of course, we will have somebody responding to any incoming questions.
So please use that Q&A box at any time to ask away.
So let's get started at kind of a high level.
We talk a lot about staffing and burnout, but often what's underneath all of that is administrative burden and those kind of invisible tasks that keep piling up.
I'll start with John.
What do you see as the invisible work that's slowing teams down most right now?

John Hickey   3:07
Thanks Cordia, and thanks for inviting me on the webinar. I think invisible burden is a great way to talk about this one.
You know what that is? Is, if you're looking for a definition, I suppose is if you think about at the end of a busy day when you come home and you say flat out busy today.
But what did I actually do? That's what we mean by the invisible burden. I've been in software as a service companies for more than 25 years.
And in that time, I've sort of made it a mission to help customers claim valuable time back.
In homecare, what I've learned is so much of the work actually happens behind the scenes.
Phone calls.
The emails, you know, redundant data entry, all these little tasks that just eat up hours.
But don't necessarily show up at any time sheets.
There was a survey published by Homecare Hospice Network.
And it found that 57% of home care.
Teams spent as much as three hours each day just on admin tasks like data entry and records tracking and things like that.
That's three hours, and it's not all together.
It's sort of piece meal.
It's like 10 minutes chasing a document, 15 minutes trying to reenter data into a different system are sorting out schedules.
Individually, they don't look like much, but they add up to a lot and that's why we end up asking the question where did the time go?
In in my opinion.
What makes this even worse is a lot of the work is really invisible.
It kind of happens in the margins, you know, maybe a nurse has to stay late finishing notes or maybe a scheduler skips lunch just to call caregivers to make sure that they're set up for the schedules.
This research shows that 77% of healthcare workers say they work late or at home after hours because of excessive documentation, and that's real.
That's a draining piece of work.
Last week I talked to an agency I'm based up here in Illinois and I spoke with some clinicians who who kind of catch up on their laptops after they put the kids to sleep.
And that's when they have the time to catch up.
They don't necessarily complain about it, but it's a big burden.
And The thing is, it's every single day of the week, and it's not just clinical staff either. You know, office admin and home health and Hospice are equally stretched.
They're tracking down referrals.
They're looking for doctors orders. They're updating insurance. They're thinking about orderisations, and they're responding to emails, and they're doing it all at once.
You know, sometimes their real work starts at 5:00, when the phone stops ringing, and that's when they have time to get everything done that's hidden over time.
But it's needed to keep the wheels turning.
So when you think about, you know what we do at worldview and when we partner with great partners like Han Time, we talk about the invisible burden, what we're doing there is we're just trying to shine a light on all those countless tasks that nobody seems to realize.
Are happening outside the agency.
Until, of course, something falls through the cracks and there's an error.
An employee resigns or something like that, just based out of exhaustion.
That's why people in healthcare field often feel so tired.
Even if they only see a few patients a day, they could end up in a situation where they're exhausted just from the administrative burden.
We'd hope that leadership starts to see that because recognizing that's the first step to actually fixing it.
And you know, I don't think people got into home care to be a checkbox ticker or a paper chaser, but that's where a lot of the work ends up. And I think it's time to fix that.

Kim Spence   7:02
Yes, I definitely agree with you on that, John.
I mean that invisible work, it really typically.
I mean, there's a lot of tasks that are just mentally exhausting.
There's a lot of coordination and a lot of administrative processes which can really impact the efficiency of the agency and the well-being of the home care teams in, in the long run, the patients, the the clinicians and again, this is speaking from experience. I did this for.
Years and I worked in the field and in the office, so I've been on on all these sides of it.
But your clinicians often spend a significant amount of time on administrative tasks on their documentation.
EMR problems or just management in the EMR?
These are all things that are necessary, but at the same time they can detract from patient care and again interfere with work life balance like you just spoke about. I've been that clinician in the evening.
Working after everyone went to bed because I had to be done by morning to start over again. I mean, if you look at the tasks that are just basic to the clinicians world, they have to plan, organize, anticipate, the needs, manage the care, the schedules communicate with every.
Coordinate social resources. If they need additional things that are not provided with the agency.
Coordinate and communicate with different professionals.
Doctors, therapists and I'm speaking from a nurse's perspective.
Now it. Yeah, just even caregivers that are private caregivers and family members for the patient. And then on top of all of that, all these things can and do change with a moments notice. So you may have your day planned and you may have yourself organized and with.
One phone call, everything changes and it's just very time consuming, very exhausting. And it's something definitely that has to you have to stay on top of as an agency with your clinicians.
To make things work for everyone.

Cortney Swartwood   8:59
Yeah.

Greg Lotz   8:59
I think it's.
I think it's safe to say as well that you know the software platform you choose and how well it's integrated with other products impacts this as well.
This is not intended to be a salesy and won't be a salesy presentation, but you know there are some Ehrs that make it harder than it needs to be.

Kim Spence   9:17
Absolutely.

Cortney Swartwood   9:18
No. And on top of that I mean, so much of what we're talking about here are things that never do show up in reports.
And I know you guys are on, you know, a leadership level.
Do you think that if we aren't seeing this in reports, our leadership team's actually aware of how much hidden work is taking up all of the time of their staff?
John, I know you mentioned you know, we hope that leadership is aware, but.
Do you think that they actually are?

John Hickey   9:46
Well, the US Surgeon General noted publicly that nurses spent over 40% of their time in documentation.
So I think it's it's quite obvious for people to see it's maybe not so obvious for people to realize how to go and fix it.
And maybe we could spend some time on that too, because I think between the three of us, we've got a lot of experience doing that.
But the the data is there.
Retention. You know, there's a lot of attrition in home healthcare.
You look at that electrician, you think there's signals there that there's exhaustion and is exhaustion just because of administrative burden.
So I think leadership is aware in many of the conferences I've attended over the last two years, it's sort of front and center in what a lot of people are speaking about.
But you know, there's still more data to be collected to really hone in on a per agency level.

Cortney Swartwood   10:43
Gotcha. It makes sense.
So let's talk about how all of this effects care.
There is this gap, obviously, between the administrative side and the clinical side, but they're not really separate.
So Kim, I'm going to pass this one over to you as an RN.
How do these operational inefficiencies impact the actual care both for patients and for the clinicians?

Kim Spence   11:05
Well, I mean, I think it's a critical point, especially in home health where administrative and clinical sides, they're really, they're intertwined. But at the same time, they very often operate separately. You're going to have clinicians in the field that that may not be in the office for a.
Week or two weeks or three, it's all done via electronic communication or phone calls. At the same time in the administrative management side is trying to get everything handled from that perspective.
And and on the bottom line.
Again, this all comes down to the a patient up these administrative type things, you can have scheduling delays.
You can have authorization delays treatment.
You know, if you there are treatments that are needed or there are equipment that's needed and you don't have authorization, you don't have the insurance information taken care of. You don't have the right insurance information. The patient has changed insurance.
There's there's many pieces there that can make it more complex and effective.
Patient care or delay it.
Again, if your clinicians are completely overwhelmed with how much paperwork and all the administrative tests they have, they have less time to focus on direct patient care.
And that can potentially in the long run compromise that quality and even patient safety if it gets severe enough.
When all these things are going on, then what ultimately happens is patients and their families bear that burden.
You have frustration.
You have anxxiety.
Sometimes you have a situation where.
Someone ends up back in the hospital or or has an adverse event because there were administrative type of ways that kept them from receiving the care they need, so that that care coordination, the communication is crucial for the patient.
In addition, your clinicians are very often dealing not only with just the fact that they need to document their their visit.
What did they do?
And planning the care for the patients needs.
But they also have to coordinate.
Coordinate and schedule with insurances, again with other clinicians.
Do we need therapy?
Do we need any type of other referrals and and all of these other types of things can take away the time that the clinicians use to spend on direct patient care, direct planning of their care?
And it just oftentimes then you'll have because there's so many directions they have to go. And so many pieces involved that it can.
Again, when your effective patient but also affect that clinicians ability to give that patient the care they need.
Your clinicians staying up late at night to document spending all this other time because let's face it, regulatory changes come.
Frequently, often, and all the different pieces that are intermeshed that really can result in a burnout situation where you have clinicians that leave the agency.
Or even leave the field because they just don't feel like they can spend as much time as is being required for what they do.
And that's where things like world view and can time and all your integrations and the partnerships that are involved here can lighten that load and in turn, it helps both the patient and the clinician and the agency itself to manage and do a good job.

John Hickey   14:33
Yeah, I I completely agree with everything you said.
In fact, I was just thinking, you know, it's like that feeling.
You know, if you shake somebody's hand, but they don't look at you in the eye, it feels sort of disingenuous and it's not very real.

Kim Spence   14:44
Right.

John Hickey   14:47
It's it's kind of the same thing that somebody would feel if they're in a room with a clinician or the doctor, and that doctor is actually looking at their computer or fitting in documentation versus actually looking at the patient and understanding.
The the the sort of the hidden signals that are out there.
The quality of care will not be as good if people can't spend the time caring if they have to spend all their time with documentation. And let's be real like there's systems out there to help with this and people should maximize that so that their their frontline can.
Actually spend time giving care.

Kim Spence   15:19
They they definitely need to do that and and the same systems allow for getting that documentation taken care of quickly because it's been proven. The longer you wait to do that documentation, the less you're gonna document and the less accurate it's gonna be, which is not gonna help.
Your patient at all.

Cortney Swartwood   15:41
Yep.
So you guys all work with a pretty wide range of agencies?
John, can you start us off by sharing some practical examples that you've actually seen from organizations that are legitimately improving?
And what exactly it is that they're doing a little bit differently?

John Hickey   15:59
Yeah, sure. I I I'm one of the best parts of my job is is I get to see agencies that have, you know, cracked the code. If I talk about an example, we worked with Boston Home Health AIDS, which is in Massachusetts.
They're struggling greatly.
They were struggling greatly with physician orders.
As their patient census was growing, it was taking about 15 extra days on average just to get a doctor's order delivered and signed.
Obviously.
As Kim had mentioned before, that meant that care was delayed, orders were lost and the admin team was stuck in a sort of perpetual catch up catch up catch up mode.
But what do they do?
They chose to automate their process.
They connected their EMR with a document management and a knee sign solution.
So it kind of created this easy workflow.
Orders were auto tracked.
They're followed up, so it's not like a faxing solution. It's actually more than that.
It's it's an auto track solution where it's going to automatically going to follow up with.
To make sure things get signed and the results were kind of staggering, they went from 50% compliance to over 80% compliance, which is, you know, almost a 50% improvement.
And the manager at the time had said to us that.
This this is more than automation.
This is a gift of time because that now they could, instead of having to focus on all this monitoring of orders that they actually could turn and focus more time on improving patient care and staff workload.
I think the big lesson for people if I was to say, you know, anything that you should do is you should really stop tolerating a fragmented process. It breaks.
Everybody works harder when the process is fragmented.
You know, we've seen agencies that use one system for scheduling another system for clinical nodes, a system for billing, and then lots of these pay performs on the side that they're filling in for. Sometimes not very clear what the reasons are.
Agencies that really turn it around are the ones that just move to this integrated platform.
You know, one system that works for as much of the workflow as possible.
That means you know less duplication and obviously fewer mistakes.
These fragmented workflows, they they hinder progress.
And they definitely prevent proper care if you if you've ever looked at my profile of my master black belt in Lean 6 Sigma.
So I worked on continuous improvement pretty much my whole career.
The other thing that matters just as much as technology is really culture, and you have to have a culture of embracing improvement and even celebrating time saved when you improve an outcome.
We don't do enough of that.
And when you see agencies that are doing very well when they save time because they've improved.
Physician order, practice, they've improved.
They build a consolidated workflow.
They're actually celebrating the time.
The last thing I'd say there, Courtney, is probably the best. Agencies don't go it alone.
They reach out to partners like Katie to reach out to partners like World View to help them see what good looks like.
Because if you think about all of the customers that we've worked to support over the years, we've learned a lot about what is good and what is what is not.
Good enough.
And you know collectively we can fix orders, intake, quality assurance, wound care, attaching documents on the go so that people are not left working late at night to get that done.
So I suppose I'd integrate as much as possible.
I'd automate as much as possible.
I definitely standardize process and I'd spend time investing and rewarding people for saving the time too.

Greg Lotz   19:46
I'd like to just add a caveat to the back of your statement and that is again without waiving too much of the flag of our own product.
There's many Emrs out there that have dashboard based systems, and there's many that don't.
And you know, I cut my teeth at can time over 10 years ago in sales.
So I have an awareness of what some of those are, but really without a a dashboard presentation that is configured by role that allows administrator to look at.
The entirety of what's gotten done and what hasn't gotten done.
And allows those that are individualized in their area to focus on what it is they have to do.
It makes it very difficult for folks to be able to figure out and be efficient and for management to know what's getting done and what's not.

Kim Spence   20:32
So I'm gonna agree with both of you. Having worked in other softwares before, I came to work for can time and and again not making it big sales, but I definitely agree that there's a lot of inefficiencies if things are not streamlined and if you don't have trans.
You don't have an easy way to look like Greg was referencing at that dashboard and see what's happening and what's not really quickly and know where you need to focus your.
Your.
Attention for the day.
But at the same time, you need to make sure that along with using that EMR using predictive and analytics, if you have access to them and in other technologies for scheduling, hopefully within your whatever EMR you do use reminders, HIPAA compliant messaging and things of that nature. But.
You need to also be sure that you're investing in your staff.
Both administrative and clinical.
Train them and support them.
Let them know what changes you're looking at, what your plans are, what are your.
And then find out what are their pain points.
Because very often there may be problems clinically that are creating problems for the administrative side, but no one's aware that that's happening.
And so educate your clinicians to keep them informed.
Involve them in that process and also prioritize a patient centered approach so that it.
Covers the whole spectrum of what you need.
Dress because if you go fix a problem but you don't address it from all aspects, very often you're going to fix it on the administrative side and create a problem for clinical.
As you guys were talking about and you've worked in various stages this when I was in agencies much of my time was spent in coffee and quality and part of my responsibility was analyzing these things, finding the problem areas, whether they were from administrative to clinical clinical.
Administrative a patient issue, whatever.
And it's really, really crucial, I think, to look at all the pieces from all sides when you're making those changes.
So you're not creating additional issues in in agencies that I've seen that are really successful, make sure they involve everyone in, in the agency.

Cortney Swartwood   23:00
So Kim, would you say that usually this is like a tech change that needs to happen first or more of a people slash process change that needs to happen first?

Kim Spence   23:13
I think it's both.
I know you have to identify again being that QA person processes have to be identified that are needing change.
But if your staff doesn't recognize the need and they don't understand the benefits of the change, it's really difficult to institute a new process to get them to buy in and do what you want them to do.
So again, I think one, that's why it's really important, yes, from one side.
And you identify what you see as pain points and processes that need to be modified, but analyze how it's going to affect.
Others in the staff in other parts of the agency and do it in a combination manner.
So you really, in my opinion, you have to do both.
You both.

Greg Lotz   24:02
I really think the key is focusing on change management, right?
And you expressed this far more succinctly than I can.
But if you don't embrace the change and determine at all levels what changes need to be made and have that communication flow.
You're likely to fail.
I know our implementation department focuses on this at the get go that there has to be an agreement and engagement determination.
Who's going to do what in order for this to be successful?
And you're absolutely right.
I don't think it's one or the other.
I also think it may vary from agency to agency.

Kim Spence   24:37
Yeah, it's going to vary depending on what's going on, where the highest focus will be, but in the long run, nine times out of 10, unless what you're looking at is strictly administrative and doesn't flow down to clinical that you're going to have to look at both.

Cortney Swartwood   24:57
Right. It does sound like it tends to have a bit of a waterfall effects where you know you can notice that something is a little funky and it needs to be corrected, but it doesn't work if you don't get the people involved. And if you don't get the.
Processes involved and so it all kind of is a trickle down effect.

Kim Spence   25:11
Hi.

Greg Lotz   25:15
You're correct.

Cortney Swartwood   25:17
Alright, Kim, I'm gonna let you start with this next one.
So what would you consider to be the real cost of not fixing these invisible burdens?
Like beyond just productivity, what's at stake when we don't address these issues?

Kim Spence   25:32
Well, I think first and foremost has to be.
We have to look at the possibility of compromising our patient care and well-being because at the end of the day, although there are many pieces to look at in this business, the focus is patient care and the well-being and the safety of the people that we.
Entrusted to care for. So if we don't have these things addressed, our patients may not get the assistance they need with activities of just daily living or.
Medications.
They may have increased what we call an adverse event where they may have more falls or they may have more infections because an order didn't get taken care of, a medication order was missed.
They may not have monitoring.
They could have delayed care.
It can even have an impact on some of the end of life care if they don't, the palliative care referrals are not done as they need to be.
It can disrupt family structures because again.
Family members and their caregivers.
The patient caregivers are the ones that bear the burden, especially if the home health system does not meet the need it should, and it can be devastating.
There's also challenges in care coordination because, again, there may be other agencies that are outside of home health, maybe.
Meals on Wheels, maybe other things that need to be involved and all these.
Pieces can be affected, which ultimately affects the care, the health and the well-being of your patients.
Additionally, invariably you're going to see if those things go wrong in the long run. You're going to see increased healthcare costs because they're going to be unmet needs and unmet needs in a lot of the folks that we see in this industry can lead to more expensive hosp.
More frequent hospitalizations, more long term care needs.
And these are all much more expensive than homecare.
It can also cause problems with some disease processes where they don't get their needs met and they get worse, which again in some of these things can get worse and and the the longer they go untreated the the longer they go on addressed you're going to increase costs.
You're going to increase what goes on and then probably lastly on the list, even though it's very important is again what we talked about earlier, the strain and the burnout for your clinicians.
And if your clinicians are burnt out, they're not doing their best or they're leaving. Then the agency's ability to provide care for the patients that need it suffers.
Because if you don't have enough staff, you can't take those referrals and also that your your ROI and your cash flow is going to be negatively impacted because even if the clinicians are staying, if they're exhausted and these things aren't working, you're maybe not getting your notes down.
Again, what we talked about earlier, the orders not being processed.
And in turn, those things aren't done.

Greg Lotz   28:31
And then it.

Kim Spence   28:33
You can't bill, right?
So there's so many ways it can impact the agency and and all the people involved.

Greg Lotz   28:40
And isn't it true that most of your referral resources are going to be tracking that stuff, right?
So they're going to decide, you know, which agencies are efficiently getting the job done, which agencies are instead resulting in higher rehospitalization rates. And then?

Kim Spence   28:46
Oh yeah.
I've actually had that.
Yes, I've actually had a referral source that our marketing department at one agency I worked for marketing came to me as the quality assurance coordinator and said they want our rehospitalization numbers before they will refer to us.
Absolutely. And this was 10 years ago. So even and it's much more prevalent now.
So those things and in the order processing, I think like Jon was talking about earlier, some of the folks that can't get order signed, I've seen the same kind of situation with one doctor because it was a doctor that was.
A frequent referral source for the agency I worked for, we had over $100,000 that we could not bill because he had not signed his orders.
It's it's just, it goes on and on and on. I mean, this is just all this is so critical to making everything function.

John Hickey   29:50
And what?
What's interesting about everything?
You just said, which I completely agree with. We often in our world, when we're positioning software to a new agency and talking about the benefits, we always get asked, you know, what's the ROI going to be for us.
So we invest in the software S the ROI going to be.
It's when you listen to just what you said you you can pull out immediately.

Kim Spence   30:10
Oh.

John Hickey   30:15
Cost of care, right?
You put out the attrition, the cost.
Of attrition of staff that are leaving because they're exhausted.
The quality of care, which is important, particularly if you're in a managed care organization and you you have to report on numbers of high quality.
The delay in getting care, which is the physician orders and the cash flow that that costs the the agency can be pretty big.
So the the cost of this is huge and.
We we can spend a lot of time with anybody.
That's attending this webinar to help them understand.
That and visualize that cost, because that's a good use of people's time.

Kim Spence   30:57
Absolutely.

Cortney Swartwood   30:57
Yeah.
And John, for the agencies that are listening in today, who maybe do feel a bit overwhelmed by all of this, where should they start?
What would be a good first meaningful step for them?

John Hickey   31:11
Yeah. And and I picking it back a little bit on what Kim was saying earlier about, you know, you got a, you got a look everywhere for this one, you got to understand cause and effect.
But the first thing in continuous improvement is you always want to do is you want to talk to the team. The best ideas come from the frontline.
You have to validate them, but the best ideas come find out like where they're losing time.
Is it because they're chasing a signature?
Is it because they're duplicating data entry into multiple systems?
You could do very QuickTime studies on that.
You could start with top one or two main pain points.
So just go deep on understanding everything about that.
What I've seen in all of the customers we spoke it over the last few years is documentation tends to be a big biggest times, right?
There's a lot of work we could work forever fixing documentation because there is so much of it out there and the sort of the ecosystem that we're in drives a lot of documentation because of compliance.
So it's a good place to start.
If you're on paper, you really have to go electronic.
There's too many mistakes on paper. It's too hard to look things up if you're already electronic. You could probably ask the question like are we entering the same information twice?
Can we use some smart templates to maybe auto fill some of this care plan?
Is that something that's within our resource pool?
Real time charting on tablets during visits really saves hours a week for. For clinicians it's it's it's so effective.
Versus going home and having it on paper and trying to put the chart in together and remembering, you know, when you were rushing with that squiggle, what exactly did that mean?
This is more effective to have it right there at the point of care.
When you do select technology, it should be integrated.
Interoperable systems are far better than siloed ones, so whoever you choose, you want to look for somebody who is open to working in a in a broader ecosystem versus just in their own workflow.
That's why we love can time, and that's why can time loves World view is because the partnership is fully integrated and we help each other to improve the workflows for our customers.

Greg Lotz   33:17
Let me give an example of that.

John Hickey   33:18
If.

Greg Lotz   33:18
I'm going to ask you to pause for a second here, because I think it's kind of cool. You mentioned silos and processes. I mean, one of the things in can time is you're never going to have to document the same thing twice.

John Hickey   33:21
Sure.

Greg Lotz   33:28
It'll automatically take it for you already put it.
Put it where it needs to go next.
So some of that duplication at least, is reduced. But one of the really cool things about worldview and and why we chose to integrate so tightly with you is, you know, we built this positions portal thinking, hey, you know, we could give this to the agencies then they.
Just tell the physician. Hey.
Just log in here.
You can just sign all the orders and found out. No, they didn't want to do it that way.
They wanted to do it their way.
One of the many really cool things about world view is that as a document management product, they've developed ways to address that in in multiple ways.
Is for the physician.
Does the physician.
Will they accept a batch fact?
Do they want them individually faxed?
When do they want them faxed instead of faxing? If they want a warm body to come in there and bring a tablet for them to sign the order, if do they want it that way?
Do they want it by snail mail and the integration that we built as well allows agencies to configure that by physician within the software so that when it sends that order across from world to world view, worldview knows what to do with it. And hey, we make the.
Physician happy 'cause let's let's all agree to something. If that physician isn't happy, you're not gonna get the business.
And if you don't get that signed order, in many cases you can't build a claim.
So I just wanted to illustrate that as another example.

John Hickey   34:41
It's a great one.

Greg Lotz   34:42
Within what you're talking about already is the need to be tightly integrated.

John Hickey   34:45
I I really like I should have barely added in as as you know three-part A.
Make sure the system you choose is configurable because I think one size doesn't fit all in the case of that exact example, but I've seen like one person manage 1000 charts because automation did most of the heavy lifting. The. The other thing I'd say Courtney back to.
Your original question is where to start.
Agencies need to focus on training, too.
Tech alone won't fix it.
You have to really get.
Because, Kim, you were talking about that earlier.
You know the and and and Greg, you talked about as well the change management when you do, let's say you fix the intake process, so you automate intake.
So that's easy to attach to the patient chart. You want to make sure that everybody's off to the races doing that and that they all know how to use it before you go on to try and fix something else. And once everybody's doing that, you celebr.
The success you celebrate the win because it's gonna build momentum when, when, when, frontline agency.
Nicholas staff at admin see that the tech actually helps.
Then they embrace it. If it's just something that's come from the top, you have to use this and they don't see the benefit of it. Then obviously it's much harder to get that change management to stick.

Greg Lotz   35:58
You're correct.

John Hickey   35:59
In the end, I'd say it's really.
You know, having leadership focus on time back and the importance of that every hour that you take back from admin is an extra hour you could spend with the patient.
And myself, Greg and Kim and the whole team at Worldview and Kantime we we are really here to kind of give caregivers more time to care.
So if if you were if anybody on this call is looking to improve their workflows, what I would tell you is we would listen.
We'll share ideas and we would help you visualize, change and and we would do that before you would even spend a dollar because it's sort of the mission why we're here anyway, in the 1st place and and we love doing it.

Greg Lotz   36:42
Kim, anything I had?

Kim Spence   36:42
Completely agree with all of the above.
I think you really do have to to do any change and be effective. You have to understand that why, right?
Find out from your clinicians, from your back office staff. Talk to them.
Have those meetings ask very specific questions about day-to-day. What's redundant?
What do you feel like you're wasting time on?
How do you think we could help you?
What can we do?
And you have to analyze those things and get those questions. And when you are including them in that process, you're going to get buy in.
They're gonna see where it can help them, and they're gonna actively try to participate and help you. Once you've done that, you look at your feet and take do the feedback, look at the data again.
What is gonna best help us as an agency?
What are our highest priorities for action?
What are the most critical issues?
Right. Because very obviously you, you may have multiple things, but what are what's gonna have the biggest impact, positive impact on patient care and our?
Our staff, so as an example we gave earlier, if scheduling is your pain point because I have again falling back on mine. I've been in an agency where we had an EMR and we still did pay for scheduling because they didn't trust the scheduling in the system, so.
Literally every time you did a startup care, you did a resumption of care. You did a A you had to fill out a paper calendar and on it.
Plot all your nursing visits. All your therapy visits, all your lab work.
It was incredible, OK, but when this is with an EMR, it's like, why aren't we using this? So if that's a pain point?
Find either another way outside, or better yet, use an EMR that has scheduling that will work that you can see works.
That's that saves a huge amount of time, right?
And and make your decisions data-driven.
Listen to your staff.
Have reasons we're making these changes, not just hey.
It sounded good.
Or someone said we should. What's the best thing for your agency?
Do surveys do feedback again, if you have a way to look to, to look at some of the metrics, it's always better from an old QA nurse to use data to drive your decisions. Your process changes so some of that data needs to be just hard raw data.
From your system or your paper system or whatever that is, but also from your staff, and I think you have to.
You have to take all those pieces again and then look at.
Where can we start? That's going to make the most change where we're going to get more buy in from everybody involved and then you go from there.

Cortney Swartwood   39:21
Yeah, I think those are all really great.
And the first steps that people can kind of start talking about with their teams today.
So thank you guys. That's really helpful.

Greg Lotz   39:32
Well, I'd like to add one thing before you move forward. The the part that we always forget, it seems is recognition and you know we think that we have to recognize staff by paying them more.

Cortney Swartwood   39:34
Yeah, go for it.

Greg Lotz   39:44
I think you find that if we identify who's doing it right and just send an e-mail to everybody that says, hey, this person has embraced this, they're doing it well.
They're doing a great job, that kind of recognition goes a long way and it doesn't cost anything.
It takes 30 seconds to write the e-mail.
All right, think about ways to recognize folks as they adopt change instead of just grinding through it, which is often what management decides to do.
And then if you find somebody that's doing it well, approach that person and say, hey, would you be willing to be a resource, someone to go to?
Can we put your name out there? If you got questions?
Hey, she's figured out.
Or he's figured out. Well, in doing it.
It doesn't have to cost money.
It doesn't have to be a spiff.
That's money, people.
Are motivated by recognition.
Just something to think about.

John Hickey   40:30
And I I think I think it's really good.

Kim Spence   40:30
We've I've actually seen that work.
I've actually seen that work.
I've actually been in situations where when we were trying to institute document, let's just say documentation changes on certain ways that things needed to be documented.
So we didn't get in trouble with survey and we we had a couple of nurses that really got it, got good at it. I mean theirs were right.
We'd have case conference and we would pull their examples for everybody to look at.
This is the way you should be documenting. These are the components you should.
Include if you have questions.
These belong to XY and Z nurses.
Talk to them and acknowledge their their excellence in that area, in front of all the staff. And I'm telling you, you got a lot of smiles and it went a long way. And thank you. Just just for acknowledging that.
Hey I'm doing it well.

Greg Lotz   41:16
And just one more thing, I used to run career colleges in a Galaxy far, far away.
I used to be a president and we went to like HomeGoods and bought these little foil stars. And at our quarterly meetings we took a magic marker and wrote on it that, you know, you knocked it out of the park.
They cost like $0.25 each.

Kim Spence   41:36
Really.

Greg Lotz   41:36
Oh my God. They wanted those stars.
They wanted to do whatever they could to get one of those stars.
And again, it doesn't cost a lot.
It it, it really doesn't and recognition just.
Goes so far to help you be successful in these efforts.

Kim Spence   41:51
Yeah, we did the same challenge.

John Hickey   41:51
I I agree with that.
I've seen this done in so many companies over the years and it's it's it goes a long way. What I would also add there, just as a last thing kind of 'cause it's it's closely linked is when.
If if you're in an agency that wants to affect change here and you want to improve documentation administration, you wanna go after some technology to help you, and you're working with various different teams. You're sizing up different technology.
Ask the question about how will they help you adopt?
There's a lot of the time people will sell you a software, but that's not enough because you they have to help you with the whole adoption plan.
Adoption plan is critical because that's how you get effective and that's how you actually get your return on investment is if people are utilizing it properly.
So make sure that that's part of your questions as you're choosing the chosen vendor can time does a wonderful job of adoption worldview does a wonderful job of adoption.
That's why I speak highly about it.
But I know how important it is because.
It drives better customer satisfaction for us.

Greg Lotz   42:51
You're absolutely correct.

Cortney Swartwood   42:54
Great. Well, with the limited amount of time that we have left, I want to make sure that we're conscious and respectful of everybody's time here. Since we are doing this around lunchtime anyways, we're going to go ahead and skip the live Q&A portion if there.
Something that we didn't get a chance to answer in that Q&A window, we'll be sure to get an answer back to you within the next couple of days.
Thank you to John, Greg and Kim.
This has been a really great discussion. If you're watching and you're feeling the weight of that invisible burden that we keep talking about.
Know that you're not alone and you can take actionable steps to to help your team and to get that time back.
We do appreciate your feedback on today's session.
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And please feel free to reach out if you want to follow up.
Thanks again for joining us everybody and have a great afternoon.

Greg Lotz   44:10
Thanks.

John Hickey   44:10
Thank you.

Kim Spence   44:12
Thank you.