Southcentral - IHIapp.ihi.org/FacultyDocuments/Events/Event-2206/Presentation-7787/... · nonprofit...

1

Copyright © 2011 Southcentral Foundation. All Rights Reserved.NOTICE: Unless otherwise indicated, this work represents copyrighted material protected by United States and international law.This work may not be used, reproduced, downloaded, disseminated, published, transferred or transmitted, in whole or in part, in any form or by any means, electronic or mechanical, including photocopying, recording or information storage and retrieval, except with the express written permission of the publisher. This work may not be edited, altered, or otherwise modified, in whole or in part, except with the express written permission of the publisher.

Southcentral Foundation

Michelle Tierney

Vice President of Organizational Development & Innovation Division

Barbara Sappah

Improvement Advisor

These presenters have nothing to disclose

Nuka Sys tem of Care

A10 /B10 :The Key to Improved Outcomes :

Workforce Development

Copyright © 2011 Southcentral Foundation. All Rights Reserved.

2

Describe SCF’s innovative approach to comprehensive WFD

Identify how SCF aligns individual employee performance with organizational goals and objectives

Evaluate a variety of WFD methodologies in terms of how they could be synthesized into their organization

Objectives

Check‐In


3

Tangible, easy‐to‐use, practical tool—at work and home

Encourages full presence and real self

Engages employees in authentic relationships

Increasing productivity

Taught, modeled, and practiced in Core Concepts

• 3‐day training taught by President and CEO to ENTIRE workforce

Check‐In—What’s That?!


Describe SCF’s innovative approach to comprehensive workforce development

Identify how SCF aligns individual employee performance with organizational goals and objectives

Evaluate a variety of WFD methodologies in terms of how they could be synthesized into their organization

Learning Objectives


4

Utilization• 75% decrease in hospital admissions since 1999

• 71% decrease in hospital days per 1000 since 1999

• 36% decrease in outpatient visits per 1000 customer‐owners

Clinical quality• Level 3 NCQA Patient Centered Medical Home

• 75 or 90 percentile for HEDIS outcome measures Diabetes

Cancer

Cardiovascular disease

Measures of Success


Customer‐owner satisfaction• Overall 93%

Employee satisfaction• Overall 94%

• Response rate 83.2%

Employee Turnover • 10.8%

Baldrige National Quality Award ‐ 2011

Measures of Success


5


1982 ‐ SCF established as a 501c(3) nonprofit under the tribal authority of CIRI

1985 ‐ SCF entered into its first self‐management contract (dental and optometry), as authorized by the Indian Self‐Determination Act

1987 ‐ Assumed more of dental and optometry, and added behavioral health

1994 ‐Opened the first orthodontic clinic in Alaska for Native children; assumed psychiatric care and family medicine

1998 ‐ Assumed management of the entire primary care system for the region

1999 ‐ Assumed ownership and co‐management of services for the Alaska Native Medical Center

Today – 64,000 customer‐owners; 1,400 employees; 65+ programs


6

Vision A Native Community that enjoys physical, mental, emotional and spiritual wellness

MissionWorking together with the Native Community to achieve wellness through health and related services


Key Points

Shared Responsibility

We value working together with the individual, the family,

and the community.

We strive to honor the dignity of every individual.

We see the journey to wellness being traveled in shared

responsibility and partnership with those for whom we

provide services.

Commitment to Quality

We strive to provide the best services for the Native community.

We employ fully qualified staff in all positions and we commit ourselves to recruiting and training Native staff to meet

this need.

We structure our organization to optimize the skills and

contributions of our staff.

Family Wellness

We value the family as the heart of the Native community.

We work to promote wellness that goes beyond absence of

illness and prevention of disease.

We encourage physical, mental, social, spiritual, and economic wellness in the individual, the family, the

community, and the world in which we live.


7

Relationships between customer‐owner, family and provider must be fostered and supportedEmphasis on wellness of the whole person, family and community (physical, mental, emotional and spiritual wellness)

Locations convenient for customer‐owners with minimal stops to get all their needs addressedAccess optimized and waiting times limitedTogetherwith the customer‐owner as an active partnerI ntentionalwhole‐system design to maximize coordination and minimize duplicationOutcome and process measures continuously evaluated and improvedNot complicated but simple and easy to useServices financially sustainable and viable Hub of the system is the familyI nterests of customer‐owners drive the system to determine what we do and how we do itPopulation‐based systems and servicesServices and systems build on the strengths of Alaska Native cultures

Operational Principles


Intentional design of teams and work within programs and clinics

Roles of team members, partnerships with customer‐owner and coworkers are unique

Success is based largely on hiring the right people

This is not the right job for everyone

Who ‘runs’ the practice?

Culture of change and improvement

We’ve got to find the right people

Design of Work


8

If you were looking for a job, would you want to work for a company like SCF?


Would you like to live in Alaska?


9

Are you sure?


Focus on lifestyle first• Who wants to live in Alaska?

Anchorage as a fit for the whole family

Fit with SCF’s Nuka system second• You can love Nuka but if you don’t love Anchorage it will

not work

Recruiting


10

Behavioral Based interviewing• Hiring based on behaviors, not skills

• Learning from past experiences rather than a candidates ‘opinion of themselves’

Proactive group interviewing• Shift away from the old ‘vacancy’ based model

Improving cycle time • Find the right one, hire now

Selecting Based on ‘Fit’


Self‐Activity: Reflect on the following…

How does Human Resources work in your organization?

• Who determines what needs to be accomplished?

• How does work get accomplished?

• Who manages the department?

Human Resources


11


It’s all about RELATIONSHIPS


HR divided into teams• Multidisciplinary teams

• Each team has a customer group to maximize relationships

• Same day action on most things

Who should decide how HR runs? HR Director or the customer?

Role of the HR Committee

Relationship Based Model in HR


12

Functional Committee Structure


Functional Committee Structure


13

Planning Linkages


Evaluations tied to the corporate strategic plan• Cascading through annual plans

• Linkage to individual Performance Development Plans

Workforce competencies• Customer Care and Relationships

• Communication and Teamwork

• Improvement and Innovation

• Skills and Abilities

Merit increases tied to performance

Motivating the Right Behaviors


14

Supports our goals of Native PreferenceRetains talent within the organization

Aligns with behavioral hiring approach • Find the right behaviors, teach the skills

Job progressions• Allows us to hire entry level and train

Career ladders• Admin support to CEO

• Ladders though management and improvement

Creating Career Paths


Self‐Activity: Reflect on the following…

How does Learning & Development work in your organization?

• Who requests?

• How do requests come in?

• How do you know it’s an actual need?

• How do you know it’s a priority?

• How do you know it was (or wasn’t) effective?

Learning & Development


15

It’s all about RELATIONSHIPS



Then (2002 – 2008):

• Good intent, but resulted in reactive approaches

• Trainer‐heavy (delivery)—no designers (developers)

• Operational foundation and support lacked

• Training focused

• No consistent alignment with strategic goals and objectives

• Little was measured

Development Center


16

Now (2009 – present)

• Strategic approaches (always asking “Why?”) Alignment with Mission, Vision, Key Points, Operational Principles,

Objectives and Initiatives

• 3 FTE instructional designers

• Entire Operations Team to support L&D

• Comprehensive L&D‐focus

• Did it work? How do we know?

• Went from 3 FTEs in FY03 to near‐20 in FY13

Development Center


New Hire Orientation

Departmental Orientation

New Manager Orientation

Annual Reorientation

Corporate Module Live

Onboarding via Orientation Programs


17

Administrative Support Training Program Certified Medical Assistant/Licensed Practical Nurse Training ProgramDental Assistant Training Program Behavioral Services Department of Learning (in development) Core Concepts: reaches all employees; led by President/CEO

Onboarding viaLearning & Development Programs


Work together in relationship to learn and grow

Encourage understanding

L istenwith an open mind

Laugh and enjoy humor throughout the day

Notice the dignity and value of ourselves and others

Engage others with compassion

Share our stories and our hearts

Strive to honor and respect ourselves and others

Core Concepts


18

Accreditation

Clinical

Compliance

Computers & Technology

Customer Service

Human Resources

Professional & Technical Writing

Quality Improvement Through the Nuka Institute

Alaska Pacific University

Safety

Wellness

Departments of Learning11 Departments of Learning, Comprised of 125+ courses :


Instructional Designers

Subject Matter Experts (SMEs)

Adjunct Faculty Model

DC & Employees: In Relationship


19


SCF‐customization

Specialty of offerings

Diversity of instructors

Reduce contracting cost

Employees own their own learning

Underscores L&D as a Shared Responsibility

Aligns with Adult Learning Theory & Principles


Reduces “just training” focus—instead, L&D becomes business partner

“A to Z” comprehensive approach



20

Learning Management System (LMS)

Annual Learning Event

On‐line, blended, technology‐assisted learning

Leadership Development System

Mentoring

Continuing to re‐think and challenge how we are organized, how we think, and how we do our work in support of the workforce’s continuous L&D!

Key Learning & Development Priorities


Redesign job descriptions and job progressions

Improve data management including:

• Employee access to personal HRIS data

• Scheduling employees with nontraditional work hours

• Applicant tracking tools

Key Human Resources Priorities


21

Questions?


Thank You

QaĝaasakungAleut

QuyanaqInupiaq

Háw'aa Haida

‘Awa'ahdahEyak

IgamsiqanaghhalekSiberian Yupik

Tsin'aenAhtna Athabascan

Way DankooTsimshian

GunalchéeshTlingit

QuyanaYup’ik

Chin’anDena’ina Athabascan

QuyanaaAlutiiq


Southcentral - IHIapp.ihi.org/FacultyDocuments/Events/Event-2206/Presentation-7787/... · nonprofit...

Documents

Transcript of Southcentral - IHIapp.ihi.org/FacultyDocuments/Events/Event-2206/Presentation-7787/... · nonprofit...