South West Local Health Integration Network. Back Office Collaboration and Integration Project Steering Committee

Transcription

1 South West Local Health Integration Network Terms of Reference Back Office Collaboration and Integration Project Steering Committee

2 TOR FINAL Version: 1.0 Table of Contents 1. Background/Context Purpose Accountability Roles & Responsibilities of the BOCIP Steering Committee Membership & Roles of Individual Committee Members Membership Co-Chair Model Duration of Service Individual Roles of Committee Members Logistics and Processes Role of the Co-Chairs Frequency of Meetings Decision-Making Process Linkages & Partnerships Quorum Requirements Delegates Meeting Agenda and Minutes Acceptance & Sign-Off Appendix Consensus Model for Decision Making... 8 Back Office Collaboration and Integration Steering Committee Page 2 of 8

3 1. Background/Context As we continue to work together to improve the experience of care of people who use health care services and ensure the sustainability of those services, the South West continues to advance a number of integration strategies. One of those strategies is the Back Office Collaboration and Integration Project (BOCIP). The Back Office Collaboration and Integration Project (BOCIP) will focus on enabling effective and efficient use of system resources to achieve the highest quality back office services making the best use of public resources to create readiness for future health system transformation. South West LHIN-funded Health Service Providers (HSPs) may experience: Challenges related to competence, capacity or regulatory compliance (e.g.: recruitment issues; budgeting and reporting issues); Data quality issues, Turnaround time issues Duplication of similar business functions Lack of business expertise Administrative burdens such as increasing administrative expenditures and reporting requirement BOCIP solutions will provide an opportunity to: Ensure resources are being used efficiently and effectively Increase business intelligence and decision making at the HSP level Streamline processes, achieve consistency, eliminate/reduce duplication Cost avoidance Make best use of the public s investment Establish a minimum standard/best practice for back office functions Access resources on best practices in the identified back office functions Project approach Phase 1: 2015/16 Third party consultant will be engaged to leverage expert resources and define best practices and minimum standards in the seven (7) identified administrative service areas: 1. Financial Management [accounting, bookkeeping, payroll, management information system (MIS)] 2. Information Technology and Support 3. Materials Management (purchasing, contract management, logistics support) 4. Human Resources (recruitment, hiring, benefits management, training/learning management systems and labour relations) 5. Legal services 6. Risk Management and Privacy 7. Facilities Management A BOCIP Steering Committee has been created and will provide oversight to the project, guide and lead change efforts, foster collaboration both at the system-wide level and within targeted implementation initiatives, in order to inform and operationalize the recommendations related to BOCIP. Phase 2: 2016/ /19 Conduct a current state assessment/survey to gain an understanding of where all South West LHIN funded agencies currently stand against the identified (phase 1) best practices and minimum standards in each of the 7 administrative areas Leveraging the report that defines the best practices and minimum standards in the 7 administrative areas and the current state information, the South West LHIN will define the expectations for LHIN funded agencies to move towards minimum standards and/or best practices Back Office Collaboration and Integration Steering Committee Page 3 of 8

4 LHIN funded health service providers will have to move towards defined expectations by end of the Integrated Health Service Plan period (by March 31, 2019) 1.1. Purpose The BOCIP Steering Committee (the Committee) will provide oversight to the project, guide and lead change efforts, foster collaboration both at the system-wide level and within targeted implementation initiatives, in order to inform and operationalize the recommendations related to BOCIP Accountability The Committee will be accountable to the South West LHIN CEO, who in turn will be accountable to the LHIN Board of Directors. The Committee will ensure guidance, monitoring and oversight of the BOCIP. 2. Roles & Responsibilities of the BOCIP Steering Committee Although a formal communication plan will be developed and implemented, all members will be expected to seek input from, and relay information to, their respective sectors, network tables and local/regional partners. The Committee will guide the BOCIP processes and results to be achieved related to the following phases of the project: Phase 1: 2015/16 Procurement of third party resource(s) to define best practices and minimum standards in the 7 identified administrative service areas completed (HMMS) Delivery of a report outlining the defined best practice and minimum standards in the 7 administrative areas (consultant) Complete and submit project closeout report to LHIN (consultant and HMMS) Phase 2: /17 - Implementation: Completion of current state assessment/survey (LHIN) BOCIP Steering Committee continues to provide oversight to the project, guide and lead change efforts, foster collaboration both at the system-wide level and within targeted implementation initiatives, in order to inform and operationalize the recommendations related to BOCIP. Identification of Champions to assist with implementation strategies Development of an implementation plan for all providers to move to minimum standards/best practices Inclusion of SAA obligations regarding expectations for all providers to move towards minimum standards and/or best practices 2017/18 Implementation and Monitoring: Health service providers to report quarterly on status of progress as move to minimum standards/best practices (i.e. quarterly survey) LHIN to assess status and identify and address any action/change requirements that are needed (e.g. if non-compliance/those struggling against implementation) 2018/19 Implementation, Monitoring and Closeout: Health service providers to report quarterly on status of progress as move to minimum standards/best practices (i.e. quarterly survey) LHIN to assess status and identify and address any action/change requirements that are needed (e.g. if non-compliance/those struggling against implementation) Back Office Collaboration and Integration Steering Committee Page 4 of 8

5 Health service providers to provide a final report on implementation status at year end 2018/19 Project closeout report completed (LHIN) Specifically, the Committee will provide advice and/or oversight regarding: Direction setting and implementation including the: o Movement toward the future state o Input into the development of a work plan o Monitoring of work plan activities and timeframes o Strategies for acquiring project and initiative resources Championing and informing stakeholders through: o Communication and community engagement o Input into the development of a communication plan including a strategy for the dissemination of information and education to health service providers o Monitoring the activities of the communication plan Monitoring of project progress reports 3. Membership & Roles of Individual Committee Members 3.1. Membership The BOCIP Steering Committee will consist of a project lead (procured by the lead agency), LHIN Liaison and representatives from each of the following sector tables: Community Support Services (CSS): CSS Support and Development Council Hospital: South West LHIN/Hospital/CCAC CEO Leadership Forum Mental Health and Addictions: Addictions and Mental Health Coalition Community Care Access Centre (CCAC): CCAC Senior Leadership Community Health Centres: Executive Directors Long-Term Care (LTC) Homes: LTC Home Network Council The LHIN Liaison may bring LHIN staff members as needed to support discussion/decision making. It is important that the membership have representation from all geographic areas and identified sectors in the South West LHIN, so an overall lens of geography and complete cross section of sectors will be applied prior to membership being finalized. Additional representatives may be invited to join the Steering Committee or attend specific meetings as an expert resource, as required, The Steering Committee may establish other sub-groups as necessary Co-Chair Model The Committee will select 2 individuals from the Committee membership to serve as co-chairs of the Steering Committee. The Co-chairs must be from different sectors Duration of Service The members of the Committee will serve for an initial term of two years and, before that term is over, the Committee will review and propose any appropriate amendments in its mandate and membership. Committee membership terms may be extended for up to an additional two, one year terms. Efforts will be made to ensure ongoing continuity of Committee membership into the future. Back Office Collaboration and Integration Steering Committee Page 5 of 8

6 3.4. Individual Roles of Committee Members Committee members will bring their knowledge and experience from their sector or geography as opposed to representing their respective organizations. Individual Committee members will: Regularly attend Steering Committee meetings Participate fully in the exchange of information and identification of issues of relevance to participants Consider ideas and issues raised and provide strategic guidance and input Consider system level and organizational implications and impacts of issues under consideration Understand the strategic implications and outcomes of initiatives being pursued through project outputs Provide resources to the work of the group as necessary and appropriate (i.e., time, expertise, and information) Seek input from, and relay information to, respective sectors and geographic partners Be genuinely interested in the initiative and the outcomes being pursued in the project The success of the Steering Committee in achieving the noted objectives will be through partnership and collaboration. The LHIN will provide the Steering Committee support through its project/planning resources (staff time, information, etc.) and will look to extend expertise to assist with the advancement of the work. 4. Logistics and Processes 4.1. Role of the Co-Chairs The Co-Chairs will be responsible for coordinating meeting dates, times, location of meeting and development of the meeting agenda. The Co-Chairs will also be responsible for leading the meeting in a way that ensures advancement of the agenda within the timelines allocated for specific agenda items. The Co-Chairs will ensure that input is solicited from Committee members when establishing meeting agendas and will ensure that a Committee work plan is developed and monitored by the Committee Frequency of Meetings To support the BOCIP, it is anticipated that the Committee will meet monthly, alternating between short, touch base teleconference and longer meetings. Additional meetings will be at the call of the Co-Chairs. Teleconferencing and/or videoconferencing will be used as a means to convene Committee meetings Decision-Making Process Every effort will be made to make consensus based decisions. See attached Consensus Model for Decision- Making. If consensus is not achievable, a vote will be required to confirm decisions of the Committee. A majority vote by members in attendance will be required for decisions regarding acceptance of minutes and other Committee business items. For decisions regarding system design changes, a two-thirds majority vote of full membership will be required. All decisions reached by the Committee will be reflected in the minutes. The LHIN members will not be voting members. Back Office Collaboration and Integration Steering Committee Page 6 of 8

7 4.4. Linkages & Partnerships The Committee will make it a priority to consult widely with stakeholders, including but not limited to CSS Support & Development Council, CEO Leadership Forum, Addictions & Mental Health Coalition, LTC Home Network Council, Reference Groups and Health Service Providers across the South West LHIN Quorum Requirements To constitute a formal meeting and conduct business, two-thirds of the Committee members including at least one of the co-chairs must be present. LHIN Liaisons will also be present at the meetings as required. Decisions or actions taken in the absence of a quorum are not binding on the Steering Committee Delegates It is expected that members will regularly attend Committee meetings, however, it is recognized that on occasion individual members may need to send a delegate to the meeting due to unavoidable scheduling conflicts. Members will appoint delegates when joining the Committee. It will be the responsibility of members to ensure that delegates are appropriately educated and briefed on the status of the Committee s work. In addition, based on the focus of individual agenda items, there may be times when additional individuals will be invited to participate in meeting discussions. Permission should be sought from the co-chairs in advance of the meeting if additional guests are to be included in the meeting Meeting Agenda and Minutes Efforts will be made to ensure that Meeting Agendas and related materials are prepared and distributed one week in advance of Committee meetings. Agendas are to be approved in advance by the co-chairs. Minutes will be prepared and distributed by within 5 business days of the meeting. 5. Acceptance & Sign-Off Steering Committee members are not representing their respective organizations as individuals are being chosen based on their skill set, experiences, perspective and geography. However, it is expected that individuals employed by or affiliated with a Health Service Provider (HSP) organization will inform and seek support from his or her organization prior to agreeing to become a member of the Steering Committee. Individual Committee members are asked to sign-off on the Terms of Reference. This sign-off indicates that the terms of reference are understood and that the leadership of the individual s organization is aware of the commitment. Independent practitioners and members of the public associated with an organization may advise their organization but it is recognized that those members are acting as an independent practitioner/member of the public. The following signatures represent acceptance of these Terms of Reference. Name Signature Date Judi Fisher (CSS) Signature Date Brian Dunne (CSS) Signature Date Catherine Hardman (MH&A) Signature Date Heather DeBruyn (MH&A) Signature Date Andy Kroeker (CHC) Signature Date Michelle Hurtubise (CHC) Signature Date Hilary Anderson (CCAC) Signature Date Back Office Collaboration and Integration Steering Committee Page 7 of 8

8 Lance Thurston (Hospital) Signature Date Richard Bedard (Hospital) Signature Date Lee Griffi (LTC Homes) Signature Date Steve Crawford (LTC Homes) Signature Date Mark Brintnell (LHIN) Signature Date Josh Clark (LHIN) Signature Date Kristy McQueen (LHIN) Signature Date Kelly Simpson (LHIN) Rebecca McKee (LHIN) Signature Signature Date Date 6. Appendix Consensus Model for Decision Making The simplest and most basic definition of consensus is, general agreement about something (Soannes, C. and Hawker, S., ed., The Compact Oxford English Dictionary of Current English. 3 rd ed. Oxford University Press, 2005). In this approach, people are not simply for or against a decision, but have the option to situate themselves on a scale that lets them express their individual option more clearly. This model is usually used with a round, so that everyone in the meeting is given the opportunity to state where they are according to the following six levels: 1. Full support 2. Acceptable 3. Support with reservations 4. I am not thrilled with it, but I can live with it and will not block it 5. Need more information or more discussion 6. Cannot support it and cannot accept it If everyone is at level #4 or above (3, 2 or 1), then by definition, consensus has been reached. If someone is at level, 2, 3or 4, they have the option of explaining their reservations. These can be addressed by the meeting, if the group wishes to. This is not absolutely necessary for achieving consensus if everyone is already at 4 or higher, but it usually improves the recommendation or suggestions being discussed. If someone is at level 5, they have the obligation to explain what information or discussion they require from the group. If someone is at level 6, it is important for them to try and offer a solution that can accommodate their needs and the needs of the rest of the group. In addressing someone s reservation, it is important to: a) Ask everyone for possible solutions (the person expressing the concern and the rest of the group have the responsibility to find solutions) b) Ask people to suggest improvements as alternatives that meet the objectives of the entire group. Back Office Collaboration and Integration Steering Committee Page 8 of 8