Integration of Quality and Operations Nicole Meyer, MBA Chief Compliance and Quality Officer

Indiana Health Centers Began operations in 1977 Currently have 9 locations in communities throughout Indiana Services provided Primary Care Pediatrics OB/GYN Dental Behavioral Health $28 Million budget; 300 employees; 35,000 unique patients; 120,000 billable visits

History 2012 IHC was recipient of a grant to help in the pursuit of PCMH recognition by 2014 The problem…..There was no formalized process for communication. Sites were unaware of PCMH other than having heard the term in passing. The person leading the charge was going to sites and looking at current process, however nothing was being done to change or improve the functionality in the sites to move them toward the goal of recognition. There was no regular communication between quality and operations to move the process forward in a meaningful way.

2013 Forward progress was not being made Sites felt like they were failing, but didn’t know why or how to fix it Frustration was growing There was talking of giving up and returning the grant funds An experience I had that has stuck with me moving forward in my career. I worked for a hospital that was undergoing a major renovation including the redesign of their emergency department……

Breaking Down Silos and Building the IHC Team Early 2013 leadership changes Cultural shift Building relationships Listening Working together for the good of the organization Bringing the sites together to share ideas and standardize processes New CEO March 2013, CCQO Sept. 2013, COO January 2014; Leadership continuously travels to sites to meet formally and informally with staff to build and maintain relationships Developed the PCMH work group that met weekly to work through the requirements of PCMH. Stardardized processes throughout the practices.

Where to Start Buy-In Entire Executive Leadership Team is involved in quality initiatives Attending and participating in both Quality and Process Improvement meetings. CCQO regularly visits sites and meets with staff to discuss work flows and staff needs. Staff feel empowered to speak up and provide leadership with their ideas for quality improvement.

Transparency Information freely and regularly shared across the organization Executive Leadership Team Minutes Board Meeting Minutes All Manager Meeting Minutes Local Meeting Minutes are Shared Among all Sites

Collaboration CCQO and COO work closely on all projects. Culture reflects that Quality and Operations are one within the organization.

The Result IHC received PCMH recognition in 2014!!! Improvements continue to be made as a result of the collaboration of Quality and Operations Process Improvement Committee was developed Effective communication is at an all time high Employee satisfaction is well above the national average in all categories