Download Integration of Quality and Operations

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
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Primary Care
Pediatrics
OB/GYN
Dental
Behavioral Health
History 2012
• IHC was recipient of a grant to help in the pursuit of PCMH recognition by
2014
2013
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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
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
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