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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.
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Southcentral Foundation: Award -Winning Approach to Quality HealthcarePresented 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
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 anti-biotic 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 BaldrigeAward-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)
