1. Southcentral Foundation: Award -Winning Approach to Quality Healthcare Presented by CDR Fred Lief, DPT, OCS

2. The 2011 Baldrige Award Recipients for Health Care  Henry Ford Health System, Detroit, Mich.  Schneck Medical Center, Seymour, Ind.  Southcentral Foundation, Anchorage, AK

3. What is the Malcolm Baldrige Award?  Named after Malcolm Baldrige, the 26 th 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

4. 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

5. 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

6. Baldrige Criteria: 7 Elements 4 Measurements, Analysis, and Knowledge Management

7. Out with the Old, In with the New

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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)

16. Southcentral Foundation Receiving Baldrige Award 2012

17. King of the Hill

18. Thank You!

19. Questions?