2012 Corporate Goals

Napartet: Our Road To Excellence

Several years ago, YKHC developed five strategic pillars that align our company’s strategic vision by providing short and long range goals. YKHC’s short range goals are set yearly, and every year one goal is developed for each of the five pillars. While this process is sometimes called a strategic plan, we prefer to call it “Napartet” (na-bugh-dit).

Napartet is a Yupik word meaning a post or pillar or mast of a ship. What makes Napartet different from other strategic plans or company pillars is that it is a significant part of daily operations and not just a “plan.” This is accomplished by a multi-disciplinary team of managers, called the Napartet Goal Team, who are responsible for achieving each annual goal.

FY 2012 Corporate Goals

Patient Centered Excellence

Increase screening rates for colorectal, breast and cervical cancers to meet or exceed Healthy People 2020 goals

Employee Focus

Increase employee satisfaction with change management by 5%

Alaska Native Workforce Development

Increase Native managers by 5%

Community & Partner Satisfaction

5,000 employee community volunteer hours completed

Financial Viability

Collect $58 million from 3rd Party Payers

*Pending approval by full Board of Directors at November annual meeting.

FY 2011 Goals Report

Patient Centered Excellence

Increase screening rates for colorectal, breast and cervical cancers to meet or exceed Healthy People 2020 Goals

  • The average rate of colorectal cancer screening was 52.2%. The Healthy People 2020 goal is 70.5%.
  • The cervical cancer screening rate average was 84.5%. The Healthy People 2020 goal is 93%.
  • The breast cancer screening rate average was 66.6% The Healthy People 2020 goal is 81.1%

It should be noted that there has been a significant increase in mammography and colorectal screenings since FY2009. Breast cancer and mammography screening rates increased from 59% to 68.8% from 2009 to 2011 and colorectal screening rates jumped up from 46.3% to 57.8%.

Successes for Patient Centered Excellence:

  • Outreach to all five SRCs for Mammography
  • Outreach Clinics to three SRCs for colorectal cancer screening.
  • Colorectal and breast cancer screening travel covered by YKHC for those without other resources.
  • Exceeding the current IHS goals in all three areas: #1 in the State for Cervical Cancer Screening #1 in the State for Mammography.

Employee Focus

Increase employee satisfaction with our benefits package by 5%

Overall satisfaction with the benefits through the corporate wide employee survey resulted a 3.3% increase.

Improved the score from 3.54 to 3.59 (1.2%) but was short of the overall goal. The largest increase of 3.4% occurred in the survey question which asked employees if the “benefits plan provides adequate Medical Coverage.”

Successes included:

  • Deployment of enhancements to the benefit package
  • Overall improved satisfaction with benefits

Alaska Native Workforce Development

Increase retention of skilled employees by 5%

  • Without “real numbers” it was a challenge to see changes in retention of skilled workers. We did not make the goal of Increasing retention of skilled employees by 5%.
  • We maintained the current retention until Quarter 3 then it dropped.
  • We ended the year at 76%

Community & Partner Satisfaction

5,000 employee community volunteer hours completed

  • Achieved 50% success level of stated goal.

Successes:

  • Policy developed and published defining guidelines for voluntarism
  • Kronos modified to allow semi-automated capture of volunteer hours
  • Regular publication of project status in Napartet News has resulted in widespread recognition for project

Financial Viability

Collect $56.9 million from 3rd Party Payers

The collaborative efforts by our financial, clinical, and service employees allowed us to achieve the FY11 goal of collecting $56.9M from third party payers. Our organization concluded the fiscal year in excess of $59M with $6.6M acquired in September.

One of the major tactics which have upheld the fiscal integrity of our organization has been the challenge of increasing the Medicaid enrollment population for our service area to 51%. We finished the year with 53.5% of the population covered through Medicaid and Denali KidCare programs.

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