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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
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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
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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?!
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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
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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
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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
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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
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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
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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.
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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
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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
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If you were looking for a job, would you want to work for a company like SCF?
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Would you like to live in Alaska?
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Are you sure?
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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
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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’
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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
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Operational Principles
It’s all about RELATIONSHIPS
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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
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Functional Committee Structure
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Functional Committee Structure
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Planning Linkages
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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
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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
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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
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It’s all about RELATIONSHIPS
Operational Principles
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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
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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
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New Hire Orientation
Departmental Orientation
New Manager Orientation
Annual Reorientation
Corporate Module Live
Onboarding via Orientation Programs
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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
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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
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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 :
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Instructional Designers
Subject Matter Experts (SMEs)
Adjunct Faculty Model
DC & Employees: In Relationship
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DC & Employees: In Relationship
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
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Reduces “just training” focus—instead, L&D becomes business partner
“A to Z” comprehensive approach
DC & Employees: In Relationship
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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
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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
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Questions?
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Thank You
QaĝaasakungAleut
QuyanaqInupiaq
Háw'aa Haida
‘Awa'ahdahEyak
IgamsiqanaghhalekSiberian Yupik
Tsin'aenAhtna Athabascan
Way DankooTsimshian
GunalchéeshTlingit
QuyanaYup’ik
Chin’anDena’ina Athabascan
QuyanaaAlutiiq
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