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Southcentral Foundation: Award -Winning Approach to Quality Healthcare
Presented by CDR Fred Lief, DPT, OCS
The 2011 Baldrige Award
Recipients for Health Care
Henry Ford Health System, Detroit, Mich.
Schneck Medical Center, Seymour, Ind.
Southcentral Foundation, Anchorage, AK
What is the Malcolm Baldrige
Award?
Named after Malcolm Baldrige, the 26th Secretary of
Commerce. Run by the Commerce Department’s National
Institute of Standards and Technology (NIST)
Established in 1987 to enhance the performance and
competitiveness of U.S. businesses in Manufacturing,
Service companies, and Small Business
Scope expanded in 1999 to include Education and Health
Care and again in 2007 to include Nonprofit organizations
Baldrige Performance Excellence
Program
Mission: To improve the competitiveness and performance of U.S.
organizations
Vision: To be a partner in choice for excellence in every sector of the
economy
Core Values:
•
Deliver a consistently positive customer experience
•
Value and empower our workforce
Think and act ethically
Think and act strategically
•
•
Mission continued
To Improve the competitiveness and performance of U.S.
organizations
Provides global leadership in the learning and sharing of
successful strategies and performance practice, principles,
and methodologies
Baldrige Criteria:
7 Elements
4 Measurements, Analysis, and Knowledge Management
Out with the Old, In with the New
Customer Focus
Nuka Modal of Care: Nuka is a Native American word that
describes strong giant structures and living things.
Native American patients referred to as “customer-owners”
Nuka emphasizes the notion of understanding the
uniqueness of each customer-owner and developing flexible
strategies that fit individual needs
Wellness= social, physical, emotional well-being
Clinical Staff
Work in small teams of MD and RN Case Manager
RN’s clerical duties shifted to Case Management Support (CMS)
and some of their clinical duties shifted to CMA’s (blood draws,
routine EKG’s etc.)
Subject Matter Experts (SME’s) from all disciplines and time off is
granted to develop didactic and practical training at Development
Center
Same day appointments for customer-owners
Clinical Team
Family Practice consists of 6 clinics with each clinic having
6 teams
Team: MD, RN Case Manager, 2 CMA/LPN, 1 Case
Management Support (CMS) person who splits time
between 2 teams, and a behavioral health consultant
RN works behind the scene as Case Managers for
prevention and chronic disease management. Manage panel
and referrals, take patient calls as needed, do triage
Reliance on CMA’s
CMA greets customer, weight/height, escorts to room, takes
vitals, administers questionnaires as needed
Blood draws, blood cultures, throat swabs, wound cultures,
EKG’s, administer medications, immunizations and antibiotic injections, assist with minor surgical procedures
(colonoscopies, toenail, cyst, tag removal), IUD
insertion/removal, apply fluoride to children’s teeth,
schedule mammograms, radiology exams
Training is Key
SCF began a job training program to prepare high school
graduates to become dental assistants
SCF began a 6-8 week Administrative Support Training
Program (ASTP) for clerical staff based on a Baldrige
Award-winning employee training program, PAL’s Sudden
Service
SCF created the Development Center which now has 20
employees
Training, continued
Certified Medical Assistants (CMA’s) undergo 3.5 days of new hire
orientation, followed by 5-6 days of the CMA/LPN Clinical Training
Program
Trainees attend courses and receive feedback in a simulated clinic in the
Development Center. Emphasis on the importance of relationships,
empathy, wellness, and cultures.
Structured Departmental Training in respective departments for 2-6
weeks by a senior CMA
Mandatory 3 day workshop for all new employees: Core Concepts
Career Ladder
CMA I, CMA II, CMA Supervisor
Administrative staff: Frontline staff, Manager I (small
program), Manager II (PCC), Administrative I and II
(multiple departments)
Process Improvement Track: Supervisor, Program
Coordinator, Improvement Specialist, Improvement Advisor
Outcomes
Customer-Owner satisfaction of 91% (2010)
50% decrease in ER visits
65 % decrease in specialty care visits
20% decrease in primary care visits
53% decrease in hospital admissions
Decrease in staff turnover from 37% (2008) to 17% (2011)
Southcentral Foundation Receiving
Baldrige Award 2012
King of the Hill
Thank You!
Questions?