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System results for FY22 Q3

05/26/22 01:00:pm

To ensure we are accountable to our organizational priorities for Clinical Effectiveness, Patient Experience, Healthy Culture, Community Outreach, and Financial Sustainability, Rogers tracks key metrics and shares results on a quarterly basis.

QoL.pngClinical Effectiveness

Rogers is dedicated to enhancing our evidence-based system of care and publishing outcomes that demonstrate that our treatments are highly effective.

Measure of success

  • Quality of Life Enjoyment and Satisfaction Questionnaire self-assessment completed at discharge of each level of treatment by all patients, measuring the degree of enjoyment and satisfaction experienced in various areas of daily functioning. Goal: 0.74 effect size for all patients combined. Effect size is a statistical method of quantifying the improvement someone makes from admission to discharge.

Quality of Life effect size Q3 results

Adults: 1.06

Children and Adolescents: 0.71

The children and adolescent effect size decreased from 0.82 in Q2 likely due to higher acuity in this population across the System. Combining both patient groups, however, the Q3 effect size is 0.88, surpassing our goal.


Patient Experience

Rogers is committed to ensuring that our patients and their families are treated with the highest degree of compassion, guidance, and professionalism throughout their treatment experience.

Measures of success

  • Days of Care Delivered: 465,454
  • Patient satisfaction: 86% or more weighted average of giving a good or very good likelihood of recommending Rogers on the Press Ganey survey.

Days of Care Delivered

Days of care delivered through FY22 Q3 = 335,359

Q3 Target = 347,783 patient days

Same period FY21 = 329,530 patient days (up 1.8% this year)

PtExperienceV2.pngPatient satisfaction FY22 Q3 results

Inpatient: 1,574 surveys; 82.70% (good or very good) likelihood of recommending Rogers

Outpatient: 334 surveys; 82.34% (good or very good) likelihood of recommending Rogers

Combined: 1,908 surveys; 82.6% weighted average likelihood of recommending Rogers

Healthy Culture

Rogers is committed to building a healthy culture that motivates our employees to perform at a high level and in turn provide the best environment for our patients to recover.

Measure of success

  • 73% positive response on 7-question index (average of seven survey questions on satisfaction, pride, and commitment to the job and organization).

Rogers’ overall employee engagement was 74% in the 2020 survey. The next full survey will be offered in June. A new short “pulse survey” was conducted in late 2021, with 81% of employees responding. The percent of positive responses was 69% compared to 74% the year prior.

For more details, please read a full story in the April issue of Insight.

Community Outreach

Rogers is committed to developing relationships throughout the communities we serve to help build awareness and access to high quality behavioral health services.

Measure of success

  • Referring provider likelihood to recommend Rogers. Goal: At least 90% of survey respondents say they will continue to refer and/or recommend Rogers.

More than 600 referring providers from 25 states completed an annual survey earlier this year evaluating their satisfaction with Rogers. Overall, 90% of respondents said they are very likely (53.64%) or likely (35.92%) to refer or recommend Rogers for specialty behavioral health treatment.

For more details, please read a full story in the April issue of Insight.

Financial Sustainability

Rogers is committed to responsible growth and sound fiscal management to ensure that we have the needed resources to serve our patients.

Measures of success

  • EBIDA (Revenue minus expenses): $58 million
  • Charity Care: Percentage of net revenue at end of fiscal year. Goal: 2.3% (net revenue budget is $342,680,875)
  • Total Net Assets of Hospital and Foundation: $571 million

EBIDA through Q3 = $38.4 million

Target = $44.1 million

Compared to FY21 through Q3 = $56.2 million

Through April, our year-to-date financial performance is behind budget by 16% due to staff shortages and the need to place caps on patient care services, according to Pat Hammer, president and CEO, and Joanne Horvath, chief financial officer.

We are also experiencing a reduction in demand for our telehealth services as conditions related to the pandemic are showing signs of improvement.


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