Managing Data for
Organizational Performance
2016 Baldrige Regional Conference – Chicago
Sharon Fenn | Senior Improvement Advisor
Janet Sweeney | Improvement Advisor
65,000 voices
©2016. Southcentral Foundation. All rights reserved.
Southcentral Foundation At-a-Glance
• Incorporated in 1982
• Serving 65,000
customer-owners
• 55,000 (Anchorage &
Valley)
• 10,000 (55+ rural
villages)
• Employees
• 1987: 24 employees
• 2016: 2,000 employees
We provide primary care
services and 80+ programs
such as:
•
•
•
•
•
•
•
•
Dental
Behavioral Health
Optometry
Complementary Medicine
Traditional Healing
RAISE Internship Program
Administrative Support Training
Family Wellness Warriors Initiative
©2016. Southcentral Foundation. All rights reserved.
591,000 square miles
Alaska
San Francisco
Charleston
Alaska is larger than Texas, California and Montana combined
©2016. Southcentral Foundation. All rights reserved.
1
©2016. Southcentral Foundation. All rights reserved.
Vision
A Native Community that enjoys physical,
mental, emotional and spiritual wellness
Mission
Working together with the Native Community to
achieve wellness through health and related services
Goals
Shared Responsibility
Commitment to Quality
Family Wellness
©2016. Southcentral Foundation. All rights reserved.
2
Customer Ownership
Objectives
 Review Category 4 in the Baldrige Excellence Builder
 Explore how Southcentral Foundation manages &
uses data to measure, analyze, & improve the Nuka
System of Care
 Identify opportunities to apply learnings from today’s
session within your organization
©2016. Southcentral Foundation. All rights reserved.
Category 4: Measurement, Analysis, &
Knowledge Management
 4.1 Measurement, Analysis, and Improvement of Organizational
Performance: How do you measure, analyze, and then improve
organizational performance? Focus on questions 1 & 8.
 4.2 Knowledge Management, Information, and Information
Technology: How do you manage your organizational
knowledge assets, information, and information technology
infrastructure? Focus on questions 3 & 5.
©2016. Southcentral Foundation. All rights reserved.
3
Nuka System of Care Approach
 Focus on whole person - Not just physical / medical
condition or disease
 Integrated work units that collaborate
 Architecturally redesigned to reflect reorganization
 The office visit no longer the only means to interact
 Integration of improvement approach and
employees
 Data organized and segmented to provide
meaningful feedback and accountability
©2016. Southcentral Foundation. All rights reserved.
Hitting The Target: Rock vs. Bird
“Rx: The Quiet Revolution”
PBS. WTTW, Chicago & David Grubin Productions
http://rxfilm.org/ (5 min 12 sec), 2015.
©2016. Southcentral Foundation. All rights reserved.
The Reality Is…
 Healthcare is a longitudinal journey
 Across decades
 In social, religious, family context
 Highly influenced by values, beliefs, habits, many ‘voices’ outside
healthcare
 Office visits are brief, reactive stop-gaps, “episodic”
 Hospitalizations are brief, intense interruptions
 Must fix basic, underlying primary care platform first
or nothing else will work well.
©2016. Southcentral Foundation. All rights reserved.
4
Data Management
©2016. Southcentral Foundation. All rights reserved.
Data Services Approach
©2016. Southcentral Foundation. All rights reserved.
Data Services
 Centralization, integration, & transparency of data
 Data collection / analysis tied to strategic objectives & process improvement
 Communication (Data Stewards)
 Highly trained analysts (Integrated Info Teams  “IITs”)
 Track, evaluate, & prioritize data requests (Data / Info Request Tool  “DIRT”)
 Defined methodologies and registry building
 Segmentation of data with ability for longitudinal analysis and benchmarking
 Data is standardized, actionable, easy to use, & secure
©2016. Southcentral Foundation. All rights reserved.
5
DIRT
Data/Information Request Process – Requests to SCF
Data Analysis and Tracking Committee
Data Services
SCF Employee
conveys data need
to identified
relevant staff in
Strategic Area
SCF Employee
has a need for
data/information
· Discusses data
need with
relevant
employees
such as
Strategic Area
or Dept. Data
Steward,
Manager of the
area / dept.
where the data
is generated,
process /
subject matter
expert(s)
· Has a data
need that
cannot be
addressed
without Data
Services’
assistance
SCF Employee
conveys data need
to appropriate Data
Steward
Data Steward
prioritizes the data
requests from
assigned area
Data Stewards
collectively prioritize
data requests in Key
Work System (KWS)
Integrated
Information Team
(IIT)
addresses data need
· Data request
is entered into
the Data and
Information
Request Tool
(DIRT)
· Data Steward
works with
the requester
to clearly
define data
need
· Data request is
loaded on the
DIRT located
on the SCF Data
Mall
· Data Steward
works with
team /
committee, &
SMEs to assign
prioritization at
the Strategic
Area level
· Works with
other Data
Steward(s)
within their Key
Work System to
prioritize
requests in the
· Uses info from
DIRT & Data
Steward to begin
understanding
request
· Works with Data
Steward &
requester on any
clarification
· Completes data
request
· Loads data / info
to appropriate
location
· Notifies Data
Steward request
is complete
DIRT
· Data steward
works with
requester and
IIT to clearly
define data
need
©2016. Southcentral Foundation. All rights reserved.
Systems Perspective - 6 Key Work Systems
©2016. Southcentral Foundation. All rights reserved.
Learning & Improving
Southcentral Foundation IT Kronos Sign-On Related Helpdesk Calls
90.0
UCL
80.0
PDSA-Change Tested Kronos user name and system
sign on name made the same
79.7
BETTER
70.0
60.0
40.0
CL
38.8
30.0
24.5
20.0
13.9
10.0
80% Reduction
7.8
Lower Control Limit (LCL) defaults to 0
1.6
/20
12
08
/21
/20
12
08
/28
/20
08
8
8
8
8
8
9/2
8/2
00
10
8
/5/
20
10
08
/12
/20
10
08
/19
/20
10
08
/26
/20
08
11
/2/
20
08
11
/9/
20
11
08
/16
/20
11
08
/23
/20
11
08
/30
/20
08
12
/7/
20
12
08
/14
00
1/2
8
08
00
00
00
00
00
/20
4/2
1/2
4/2
0/2
7/2
9/7
9/1
9/2
8/3
8/2
8/1
8/1
8
8
8
08
08
00
00
00
00
/20
/20
7/2
3/2
0/2
9/2
8/3
7/6
7/2
7/1
7/2
8
0.0
6/2
Count
52.0
50.0
WEEK
©2016. Southcentral Foundation. All rights reserved.
6
Data Mall
©2016. Southcentral Foundation. All rights reserved.
Data Mall
©2016. Southcentral Foundation. All rights reserved.
Data Mall
©2016. Southcentral Foundation. All rights reserved.
7
Data Mall
©2016. Southcentral Foundation. All rights reserved.
System Integration
Vision, Mission
Balanced Scorecard (BSC)
Corporate Goals
BSC
Corporate Objectives
BSC
Corporate Initiatives
Functional Committees, Improvement
Projects, Surveys / Focus Groups
Annual Plans
Department Measures & Dashboards,
PDSAs
Employee Performance Development
Plans
Team Dashboards, PDSAs
©2016. Southcentral Foundation. All rights reserved.
Lesson Learned
 Data may help inform decision making but ultimately the
Customer-Owner has control
 Centralized, accessible data is required
 Data is linked to Corporate Strategic Plan and helps
employees take action on the plan
 Your relationships and how you share data with people
influences how they learn
©2016. Southcentral Foundation. All rights reserved.
8
Why is this all this important?
©2016. Southcentral Foundation. All rights reserved.
Questions?
©2016. Southcentral Foundation. All rights reserved.
Thank You!
Qaĝaasakung
Aleut
Quyanaa
Quyanaq ‘Awa'ahdah
Alutiiq
Eyak
Inupiaq
Mahsi'
Igamsiqanaghhalek
Háw'aa
Gwich’in Athabascan
Siberian Yupik
Haida
Quyana
Yup’ik
T’oyaxsm
Gunalchéesh
Tsimshian
Tlingit
Tsin'aen
Chin’an
Ahtna Athabascan
Dena’ina Athabascan
©2016. Southcentral Foundation. All rights reserved.
9
For More Information
Please contact:
Nuka Learning Institute
Southcentral Foundation
907-729-NUKA (6852)
[email protected]
https://www.southcentralfoundation.com/nuka/
©2016. Southcentral Foundation. All rights reserved.
Copyright © 2011 Southcentral Foundation. All Rights Reserved.
10