Data-driven management reduced the use of coercion and medicine consumption

From 2013 to 2014, Ballerup Mental Health Centre (Psykiatrisk Center Ballerup) reduced the number of belt fixations and medicine consumption based on a data-driven management tool from SAS Institute. Thus in 2014, the centre had already met the Danish government’s 2020 goal of halving the use of coercion in mental health services. Martin Lund, Director of Mental Health Services of the Capital Region of Denmark, points to Ballerup Mental Health Centre as an example of how data-driven management can be used to achieve the government’s goal.

In Denmark we have an ambition of reducing the use of coercion in mental health services. Ballerup Mental Health Centre has successfully reduced its use of coercion, and now only uses it in very rare cases – thus benefiting the patients and the staff alike. In Ballerup they have shown that the goal can be achieved – and long before the deadline.
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Martin Lund, Director of Mental Health Services of the Capital Region of Denmark

In 2013, Denmark’s mental health centres faced major challenges relating to the use of belt fixation. A broad consensus among politicians and professionals found it to be an area in need of major improvement. The Danish Finance Act of 2014 introduced a goal of halving the use of coercion in mental health services before 2020. Ballerup Mental Health Centre became the first in the nation to reach this goal. Within a year and a half of taking the post of Head of Ballerup Mental Health Centre in 2013, René Priess and his staff had reduced the use of belt fixation from a monthly average of 27 to 7, while also reducing the use of medicine. 

Martin Lund, Director of Mental Health Services of the Capital Region of Denmark, views the results of Ballerup Mental Health Centre as promising for achieving the Danish government’s 2020 goal. 

“In Denmark, we have an ambition of reducing the use of coercion in mental health services. Ballerup Mental Health Centre has successfully reduced its use of coercion and now only uses it in very rare cases – thus benefiting the patients and the staff alike. In Ballerup, they have shown that the goal can be achieved – and long before the deadline,” says Martin Lund.

From data-free nation to data-driven management

When René Priess took the position of Head of Ballerup Mental Health Centre, it was impossible to identify where to focus his efforts to improve conditions for both patients and staff. Therefore, René Priess implemented a management tool from SAS Institute to measure everything from activities to sickness absences. The management tool could extract data on coercion at the unit level as well as data on sickness absences and productivity down to the individual employee level.

“Data has come to stay, and it’s important for individuals and all mental health centres. That is why, since I came to the centre, I have worked to implement a culture of improvement where it is legitimate to examine data. And when the figures showed that we were facing a major challenge regarding the frequency of belt fixations, I decided that Ballerup Mental Health Centre needed to right the ship and become the best in this very area,” says René Priess. 

René Priess began conducting a weekly meeting with the centre’s managers, presenting graphs and statistics as the basis for all discussion and prioritisation. These meetings gave René Priess and his employees precise knowledge about where they needed to focus their efforts. Meanwhile, René Priess found an excellent partner in the collaboration with SAS Institute.

“SAS Institute’s strong understanding of our organisation, combined with an understanding of the results I was seeking, proved to be a crucial factor,” says René Priess.

Data-driven management creates results

Using data-driven management has done more than just deliver results for Ballerup Mental Health Centre in the reduction of coercion. When René Priess took the top post, Ballerup Mental Health Centre’s sickness absence rate was 6.4 percent; just 18 months later in 2014, it had fallen to 5.2 percent. Ballerup Mental Health Centre provided 56,000 outpatient services in 2013 and expected to provide 60,000 outpatient services in 2014 – but the actual figure in 2014 totalled more than 80,000. 

“We are performing far beyond the minimum required. Our sickness absences are steadily decreasing and I expect that they will decrease further. We have gone from wasting 32 FTEs to just 24 FTEs. This means that we have six to eight more people at work every single day. At the same time, we have provided 35 percent more outpatient services from one year to the next, using virtually the same resources. So I can confidently recommend that others – including private companies – follow our lead,” says René Priess. 

The efforts and ambitions of Ballerup Mental Health Centre do not stop here. René Priess is already exploring a new project with SAS Institute that aims to reduce the number of readmissions.

For more information, contact Morten Krogh Danielsen from SAS Institute on +45 7028 2648.

 

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Challenge

  • The increasing use of coercion and increased use of medicines in mental health services. The mental health centres also lacked an overview of where to focus their efforts to reduce coercion and medicine consumption.

    Solution

    • Data-driven management based on a new management tool from SAS Institute that provides an overview of everything from activities to sickness absences, down to the level of the individual employee.
    • A culture where it is legitimate to use data as the basis for all discussion and prioritisation, and thus for the ongoing optimisation of targeted areas.

        Results

        • Belt fixation: From a monthly average of 27.3 belt fixations in 2013 to 7 in 2014.
        • Medicine consumption: From 28 percent in combination therapy in 2013 to 19 percent in 2014.
        • Sickness absences: From 6.4 percent sickness absence in 2013 to 5.2 percent in 2014.
        • Services: From 60,000 outpatient services in 2013 to 80,000 in 2014.
            The results illustrated in this article are specific to the particular situations, business models, data input, and computing environments described herein. Each SAS customer’s experience is unique based on business and technical variables and all statements must be considered non-typical. Actual savings, results, and performance characteristics will vary depending on individual customer configurations and conditions. SAS does not guarantee or represent that every customer will achieve similar results. The only warranties for SAS products and services are those that are set forth in the express warranty statements in the written agreement for such products and services. Nothing herein should be construed as constituting an additional warranty. Customers have shared their successes with SAS as part of an agreed-upon contractual exchange or project success summarization following a successful implementation of SAS software. Brand and product names are trademarks of their respective companies.

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