A manual ordering process typically involves a nurse identifying a need, calling or faxing a prescriber, waiting for a signature, then calling or faxing the pharmacy to confirm the order was received. Each handoff adds time, and each added minute matters more in hospice than in almost any other care setting.
Operations leaders tend to notice this pattern first, because it shows up as inconsistent turnaround times across locations, repeated phone calls from frustrated nurses, and difficulty tracing exactly where a delay happened after the fact.
The cost of that friction isn't only measured in minutes. Every extra phone call and fax is a moment a nurse spends away from a patient's bedside, and every unclear handoff is a chance for a request to get lost between one system and the next.
BetterRX's Voice of the Customer survey across six consecutive years found 91.2% satisfaction for "More nurse-patient time by reducing delays," the kind of outcome hospices see when ordering stops being the bottleneck.
That kind of gain compounds. A few minutes saved on each order, multiplied across every nurse and every patient in a hospice's caseload, adds up to hours that can go toward the parts of the job that actually require a nurse's presence rather than a nurse's patience with a phone line.
For teams coming from a heavily manual process, the contrast between phone-and-fax ordering and a centralized queue is often the first thing they notice, and a workflow improvement they experience every shift from then on.
It also helps to talk to a reference hospice that switched from a similar manual process, rather than one that had already used a different digital system beforehand. A hospice coming from phone-and-fax ordering can speak directly to the exact kind of change your organization is about to make, including what surprised them and what they wish they'd asked before signing.
A concern operations leaders raise often is timing: how does a hospice switch ordering systems without creating a gap in care during the transition. The answer usually comes down to sequencing rather than avoiding the switch altogether. Running the new system alongside the old process for a short overlap period, starting with one location or one team, gives staff a chance to build confidence before the old process is retired entirely.
The nurses closest to the ordering process are also the best source of early feedback. A hospice that asks its nursing staff what's confusing or slow in the first two weeks, and adjusts training or configuration in response, tends to reach full adoption faster than one that treats the initial rollout plan as fixed and unchangeable.
Avoiding these mistakes matters because they connect directly to nurse satisfaction. A system that works well on paper but still leaves nurses making the same phone calls they always did won't earn their trust, and a rollout that ignores their day-to-day habits rarely reaches the adoption it needs to succeed.