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

2. 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

3. 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.

4. 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……

5. 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.

6. 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.

7. 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

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

9. 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