peterborough community health services integration final …/media/... · 2014-07-23 ·...

Peterborough Community Health Services Integration

FINAL Integration Plan Presentation to the

IPT ORGANIZATION NAME Board of Directors

May 22, 2014

Strategic Aims for Community Health Services Integration

Design and implement a cluster-based service delivery model through integration of front-line services, back office functions, leadership and/or governance to:

- improve client access to high-quality services: - create readiness for future health system transformation, and; - make the best use of the public’s investment

Peterborough City and County IPT Organizations

• Community Care Peterborough

• Community Counselling & Resource Centre

• Hospice Peterborough

• Lovesick Lake Native Women's Association

• St. John's Retirement Homes Inc.

• Victorian Order of Nurses for Canada, Ontario Branch

Facilitated Integration Planning Process for Scarborough & Peterborough

Governance Check-Ins

Governance Check-Ins

Facilitator Recruitment

Communications & Stakeholder Engagement

Evaluation Criteria

established

Governors Engagement

Current State initiated

LHIN Team Formation

Kick Off Meetings IPT

Governance Strategy Sessions

1 &2

July – Dec 2013 Directional

Plan

Transition Planning June 2014 – Mar 2015

Implementation

Communications & Stakeholder Engagement

Options Analysis

Options Selection Jan – March 2014

Preferred Integrated Service Delivery

Model

Communications & Stakeholder Engagement Governance Check-Ins

April – May 2014 HSP Boards Review/ Decision

LHIN Board Review/ Decision

Integration Plan

Communications & Stakeholder Engagement Governance Check-Ins

HSP/LHIN Board

Approvals

Stakeholder Engagement Synopsis

• In total 76 surveys were completed by staff, clients and their caregivers, and other health services partners

• The following common themes emerged from the stakeholder engagement sessions: – Ongoing collaboration on current and future partnerships – Staff development – Change management/communications – Building positive awareness of Aboriginal Culture – Maintaining local identity

FINAL Integration Plan: Key Elements

• The IPT team is now ready to put forward the FINAL Integration Plan

• The FINAL Plan addresses the following 3 key areas: – A. Peterborough City and County Community

Health Service (CHS) Leadership Council – B. Front-Line Services Integration and Support

– C. Back-Office Services Integration

Leadership Council (A) (HP, CCP, SJC, CCRC, VON, LLNWA)

Benefits • Provides an avenue for community-based health service providers to collaborate on shared priorities and funding opportunities

• Provides a shared mechanism to implement front line and/or back office integration opportunities

Strategic AIMs Improve client access to high quality services

Med - Increases awareness and knowledge of the services available for shared clients/residents

Create readiness for future health system transformation

High - implementing integration initiatives that better support people to live in their own homes and in their own communities.

Make the best use of the public’s investment

High - Retains the identity of the individual organizations while increasing collective capacity/clout

Timeline Agreement In Principle to Terms of Reference for LC by May 31st

2014

Risks - need Governance commitment from each organization to shared goals and objectives and functions of Leadership Council

Likelihood: Med

Mitigation Strategies

- very clearly defined terms of Reference for Leadership Council to which all six IPTs are agreeable and formally sign-off on

Other Comments:

The IPT identified the need for a experienced project manager for the transition period. Establishing the Leadership Council will require transition funding of up to $45,000 to secure part-time project management resources to support the EDs/Senior Leadership as the Leadership Council is formed.

Intake and Assessment (B1) (HP, CCP, SJC, CCRC, VON, LLNWA) Benefits • Decreased client frustration in having to provide similar information to

multiple providers • Fully leverage the common assessment tools being used by the organizations to decrease the duplication of similar services or processes


High - front line staff would be better able to facilitate access for clients to a complete basket of services


High - As the Inter RAI-CHA becomes more common place – the team will review and standardize current intake processes and tools – to support smoother transitions


High - Increased referrals between partnering agencies - Common training would increase capacity

Timeline Leadership Council to prepare a Master Transition Plan (Sept - Dec 2014) for phased implementation of all key elements.

Risks Likelihood: TBD High/Med/Low


Other Comments: There is the potential to have the existing Supported Referral Coordinator to identify key common questions to initiate this process. The development of a common IPT referral form was deferred to the Transition planning under the Leadership Council.

Supported Referral Co-ordinators (SRCs) (B2) (CCP) Benefits • Potential to support increased referrals to all IPT agencies

• Training would augment the Coordinator knowledge of the six IPT organizations

Strategic AIMs improve client access to high quality services

High - Potential to support increased referrals to all IPT agencies - Streamline connections and communications between CCAC and IPT agencies to support smoother referrals/easier access for clients

create readiness for future health system transformation

High - Consistent collection of standardized data about community-based health service referrals to support strategic planning for future services

make the best use of the public’s investment

High - Would create efficiencies, and is seen as a capacity building step


Risks - coordinated intake may risk a loss of expertise in the specifics of each service provided

Likelihood: Low

Mitigation Strategies - Ensure that the SRC is well educated in the scope and level of expertise available in each of the respective service organizations

Other Comments: The Leadership Council will determine the workload impact on the Coordinator position as this key element of the Integrated Service Delivery Model moves from transition to implementation. An investment of approximately $30,000 may be required on an annual basis to support the expansion of the Supported Referral Co-ordinators (SRCs) role as this integration is fully implemented.

PSW (Personal Support Workers) Education and Training (B3) (CCP, VON, SJC, HP)

Benefits • Shared education and training would ensure all PSWs have development opportunities grounded in best practice specific to their particular roles and scope of practice


Med - Opportunity to provide consistent, standardized training


Med - Would create efficiencies, and is seen as a capacity building step


Potential to look at the development of a collaborative budget for PSW training – may allow for some re-investment of funding.




Other Comments: Through a partnership, Community Care Peterborough, VON, St. John’s Retirement Homes, and Hospice Peterborough would provide consistent education and training to the PSWs who work in their programs.

In-Home Respite Services (B4) (CCP, VON) Benefits • Caregivers receive the support and relief needed to allow them to

support their family/friends to age in place/remain at home. Strategic AIMs Improve client access to high quality

services High - An opportunity to explore use of CCAC In home respite PSW services to CCP


Med - This is an opportunity to partner with agencies that provide special support services – e.g. Alzheimers Society


Med - Opportunity for IPT agencies to look and see whether there are resources that could be collectively redirected


Risks Likelihood: TBD High/Med/Low Mitigation Strategies Other Comments: At the present time the IPT has not identified any immediate transition costs

related to this key element. However, as it moves from transition to implementation, the Leadership Council will conduct a further analysis on gaps, demands and future financial requirements. It was also noted that this could be a significant area for re-investment, from the whole community perspective.

VON Seniors Maintaining Active Roles Together (SMART) Program / CCP Falls Prevention & Exercise (B5) (VON, CCP) Benefits • Expanded access to the continuum (range) of exercise and falls prevention

services ensuring right care, right place, right time. Strategic AIMs Improve client access to

high quality services High - Expanded access to the continuum (range) of exercise and falls prevention services ensuring right care, right place, right time.


Med - Committment to provide consistent education and training


High - Provides a foundation for future coordination with the ongoing expansion of physiotherapy clinics




Other Comments: A natural opportunity has emerged between VON and CCP to form a partnership to ensure appropriate alignment between VON SMART Program and CCP Falls Prevention Program

Caregivers’ Integrated Support Services (B6) (HP, CCRC)

Benefits •Improving the system of supports for Caregivers to prevent burnout and enable clients to continue to live at home


High – Coordinated programming and marketing will ensure clients have access to appropriate services


High - Enhance the quality of services by developing training capacity related to caregivers services


High - Streamline caregiver support, avoid duplication and increase capacity




Other Comments: A joint planning process would be needed and could likely be found within resources. Further delve deep and planning to occur under the functions of the Leadership Council.

Volunteer Support Services (B7) (HP, CCP) Benefits • Improved access to volunteers for the clients supported by IPT organizations

• Improving the skill set of the volunteers


High - Opportunity to streamline to ensure clients are getting to the right services


High - Expand the reach of HP through CCP network/offices in the County areas


Med - Saving resources by educating volunteers collaboratively




Other Comments: With all six organizations benefiting from the support of committed volunteers, a staged approach could be taken, with a broader partnership established for community-based health service volunteer recruitment, training and co-ordination.

Aboriginal Cultural Awareness (LLNWA for all IPT) (B8) Benefits • Provision of aboriginal cultural training, awareness and appreciation across

organizations • LLNWA would be central contact for IPT agencies and lead engagement with other Aboriginal organizations on behalf of IPT agencies


High - Enhancing the experience of aboriginal clients in all agencies


High - * see comments section below


High - * see comments section below


Risks Likelihood: TBD High/Med/Low Mitigation Strategies Other Comments: This is identified as an area for investment of new resources. The level of

investment needed and the implementation strategy (including training outline) will be discussed by the Leadership Council in consultation the Central East LHIN First Nations Health Advisory Circle and the Métis, Non-Status and Inuit Health Advisory Circle and the Central East LHIN. Requirements include engagement of aboriginal leaders, development and delivery of training and materials and guidance/support for HSPs to implement training and embed awareness of Aboriginal culture into service delivery and business practices.

Death, Dying and Grief Awareness (B9) (HP) Benefits • Provision of hospice palliative care training and awareness across organizations


High - Enhancing the experience of families living with serious illness and grief served by all agencies


High - Strengthening wellness, strengthening the capacity of other organizations that HP works with


High - Increase awareness and competency with advanced care planning




Other Comments: At the present time the IPT has not identified any immediate transition costs related to this key element. Any additional implementation costs, including an investment in staffing at Hospice Peterborough to deliver this education, would be identified by the Leadership Council if the integration was expanded beyond the core six IPT organizations.

Human Resources (HR) Support (C1) (HP, CCP, SJC, CCRC, VON, LLNWA) Benefits • Expands the collective capacity of the community-based health service

providers


Med - Promotes a standardized approach


High - Expands the collective capacity of the community-based health service providers


High - Increases capacity to improve compliance with quality assurance




Other Comments: The IPT has identified that, based on a review of comparative practices, approximately $50,000 in transition costs will be required to secure the external expertise to assess/analyze the current state of HR in their six organizations, identify gaps and provide advice to the Leadership Council regarding recommended HR tools and approaches, including the need for any additional operational funding

LHIN-Related and M-SAA Reporting Support (C2) (HP, CCP, SJC, CCRC, VON, LLNWA) Benefits • Organizations would benefit from shared M-SAA reporting training /expertise


Med - Opportunity for the agencies to come together to share best practices


High - individual organizations could improve their reporting capacity to enhance their M-SAA reporting expertise.


High - Collective ability to respond to funding opportunities (HSP pre-proposal development)




Other Comments: While this is a mandated requirement for each of the HSPs, many express challenges keeping up with the changing reporting requirements. A partnership approach to M-SAA reporting would be established with the involvement of all six IPTs.

Information Technology (IT) (C3) (HP, CCP, SJC, CCRC, VON, LLNWA) Benefits • Centralized support for joint learning and the implementation of IT best

practices


High - Promotes a standardized approach


High - Expands the collective capacity of the community-based health service providers that could be shared across the organizations


High - Sharing and joint - planned expenditure of annual IT needs and at end of year with one-time funding




Other Comments: The IPT has identified that, based on a review of comparative practices, that approximately $35,000 in transition costs will be required to secure the external expertise to assist the Leadership Council with the development of a joint strategic plan for IT in order to implement this key element of the Integrated Service Delivery Model.

Marketing and Communications (C4) (HP, CCP, SJC, CCRC, VON, LLNWA)

Benefits •Opportunity for joint promotion of programs and services


High - client will be able to see breadth of services available in our communities


High - Joint communications plan will ensure all relevant information is shared appropriately and in a timely manner


Med - Possible efficiencies with development and distribution of materials




Other Comments: The IPT has identified that, based on a review of comparative practices, up to $20,000 in transition costs will be required to secure the external expertise to assist the Leadership Council in conducting an overview of agency needs, tools and current capacity in order to implement this key element.

Transition Costs

Item One-Time Transition Costs Potential Ongoing Funding**

A) CHS Leadership Council

Project Management/ Facilitation Support $35,000 to $45,000 to support Project Management for 12-18 months.

B2) Supported Referral Co-Ordinators

Expand position by 0.5 FTE $30,000 per year (0.5 FTE)

B4) In-Home Respite Services

Expand capacity for In-home respite *To be identified by CCP and VON during Transition Planning

B8) Aboriginal Cultural Awareness

Provision of aboriginal cultural training, awareness and appreciation

*To be identified by Leadership Council in partnership with Aboriginal partners and LHIN

B9) Death, Dying, and Grief Awareness

Augment Hospice Peterborough Training capacity

*To be identified by Hospice Peterborough during Transition Planning

C1) Human Resources Support

External Expertise to assess/analyze the current state of HR, identify gaps and provide advice regarding recommended HR tools and approaches to standardize HR

$50,000

C3) Information Technology (IT)

External Expertise to assist in development of a joint strategic plan for IT.

$35,000

C4) Marketing and Communication

External Expertise to conduct overview of agency tools and current capacity and develop joint marketing tools and plan

$15,000 to $20,000

Total: $135,000 to $150,000 $30,000 per year

peterborough community health services integration final …/media/... · 2014-07-23 ·...

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