PDD Program. Change Initiative #1: One Program, One Organization Approach. Phase 1 Report: Common Organization Approach

Transcription

1 PDD Program Change Initiative #1: One Program, One Organization Approach Phase 1 Report: Common Organization Approach January 2012

2 1. Overview In May 2011, the Persons with Developmental Disabilities (PDD) Community Board Chairs were directed to work together as a Council, and with the Department, to lead the implementation of 11 strategic directions for program improvement. The overall vision for these strategic directions is: To have a PDD program that achieves excellent results for the people it supports, operates the same way across the province, and uses its funding efficiently to help individuals be independent and included in their communities. Key to achieving this vision is shifting the PDD system away from regional variation and toward a more common approach focused on meeting the needs of clients in a coordinated and efficient way. Change Initiative #1 is intended to shift the organization by designing and implementing a One Program, One Organization approach for the structure and delivery of the PDD program. Community Boards will retain some flexibility in operational matters to ensure the way they deliver services meets the needs of their communities; however, consistent processes and organizational structure, particularly as it relates to functions that impact clients, will help ensure a one organization approach for the PDD program. This document outlines a preliminary analysis and recommendations to achieve a common organization approach, focusing on identification of common functions, processes and mechanisms to achieve consistency in client facing activities; changes to the Program Branch role to better support a common organization approach; and next steps to begin implementing a common organization approach. 2. Focus of Work The following purpose statement and objectives were identified for this Change Initiative. The overall purpose of Change Initiative #1 is to establish a One Program, One Organization approach for the structure and delivery of the PDD program that supports quality and excellence in service The following objectives were identified for this work. The common organization approach is to: 1. Create a consistent experience across the province for clients, in response to their needs. 2. Bring PDD staff closer to the client through an increased client centred approach. 3. Reduce overlap and duplication. 4. Identify general efficiencies in processes by using best practices. 5. Optimize accountability and quality of services. These objectives for a one organization approach will contribute to improvements in the relationship that PDD has with its clients through a consistent client experience across the province, transparency, enhanced information sharing, and ultimately by achieving better client outcomes. 2

3 A different organizational structure alone cannot achieve the objectives set out above to become one program, one organization. A common organizational approach for the PDD program involves: 1. Having common functions 2. Having common processes (particularly processes that impact client experience, are consistent with Alberta Supports, and can lead to greater efficiency) 3. Having a common organizational structure (one that supports effectiveness in achieving our core functions/processes) 4. Having appropriate policies, standards and monitoring to ensure compliance As a result, the first phase of the Change Initiative work was divided into two streams: Common Functions and Processes preliminary work was completed by PDD leadership to define the common domains, functions and high level processes for the PDD program. Subsequent to this, working sessions with PDD staff were held in November 2011 to discuss in more detail potential common processes. Organizational Structure/Design each function was assessed against different organizational approaches. Assessment questions and design criteria were developed to assist with the analysis and determine which organizational option(s) was most appropriate for the function. Based on the assessment, a number of recommendations are outlined to help achieve a common organization approach. The current phase of work included the identification of common functions, then discussion with staff (through focus groups), to discuss current processes. It became apparent there is significant variation in key processes across regions. Staff were asked to provide input into potential common processes that could be applied This phase of work also included a thorough assessment of all functions against different organizational approaches. This was done under the guidance of consultants specializing in organizational design, and ensured an objective and credible process was used to develop recommendations. This report provides preliminary consideration of organization design options at both the regional and Program Branch levels. While impacts to the way staff currently operate are implicit in moving to a one organization approach, the phase 1 work was based on the understanding that the organizational approach would not result in significant job losses. The next phase of work will involve developing a plan to implement the following recommendations, beginning April 2012 with full implementation by April It will be necessary to develop an understanding of the specific staff impacts related to changes in roles and responsibilities, competencies, number of resources required and location, and training requirements resulting from new processes and changes to the program s organizational structure. 3. Recommendations Eleven recommendations are provided. They relate to client facing functions, meaning those that impact clients directly, and roles and responsibility of the PDD Program Branch in supporting a oneorganization approach. The recommendations address the need for common processes, and changes 3

4 to organizational structure to ensure effective implementation of those processes. Recommendations regarding policies, standards and monitoring will be developed as part of implementation planning. For client facing functions, the fundamental intent is to reinforce and enhance the role of regional Community Board staff to achieve excellence in the planning and delivery of supports. The following approaches have been identified along with the resulting client impact. Function Recommended Approach Client Impact 1. Registration A common registration process is currently being piloted by Alberta Supports. Consideration of any potential organizational structure changes should be deferred pending further work by Alberta Supports. 2. Eligibility Key processes will be consistent Accountability remains with the Regional Community Boards. A team of experts (including psychologists) at the Program Branch will provide regions with advice on complex eligibility decisions. Basic information will be collected from the client once and used by more than just the PDD program in the provision and delivery of services. Reduction in the time spent providing client information will improve the quality of interactions with clients, families and guardians, and PDD staff. All clients will have equitable access to the PDD program and there will be trust fostered by stakeholders regarding the robustness and consistency applied to this function. All clients will be treated in the same manner regardless of which region they reside or apply in. 3. Assessment (Supports Intensity Scale) Assessment processes will be consistent A common approach could be enabled through a Centre of Excellence model where one or two regions provide staff to complete SIS assessments on behalf of the others. Realizing that few SIS assessments will be required in future, this would reduce the need to have trained SIS assessors in each region. The PDD program will provide a consistent assessment process and experience for individuals. The program will provide a consistent level of support for all clients, based on their needs. The assessment process will be transparent, understandable and encourage trust between PDD, families, guardians and clients. 4. Planning Planning processes will be consistent Accountability for individual planning and for determining PDD funding should remain with the Regional Community Boards. Because a consistent planning process will be new, Regional staff should have access to a team of experts to assist with planning as required. A better relationship will be developed with the client, thereby increasing the knowledge of the individual, building trust and achieving better outcomes. Clients are put at the forefront of service planning and there is an enhanced emphasis on what does the client need versus what do we offer. 4

5 Function Recommended Approach Client Impact 5. Case Coordination 6. Integrated Case Management Key processes will be consistent Accountability for case coordination should remain with the Regional Community Boards. Regional staff should also have access to a team of experts to assist staff with case coordination as required. Key processes will be consistent Accountability for integrated case management should remain with the Regional Community Boards. Regional staff should have access to a provincial team of experts to assist with integrated case management as required. Everyone that participates in service delivery (families, guardians, service providers, PDD, external community supports, other GoA programs, etc.) will have access to information and be able to coordinate services. Information will be portable between service providers, PDD regions and other partners, and there will be a common understanding of what outcomes are to be achieved. A holistic view of clients considers a what do they need perspective. For clients with complex needs, greater stability will be achieved, risk managed appropriately, and the individual will experience a better quality of life. Shared understanding and joint accountability will be fostered between what the PDD program provides and what others provide. This will improve trust and transparency. Just as the role of Regional Community Boards and their staff will be enhanced for client facing functions, the PDD Program Branch s role will also change to support the one organization approach for the program. The following five recommendations apply to the PDD Program Branch: 7. Consolidate or centralize certain finance functions. Transactional elements and possibly other elements of finance could be centralized to the Program Branch and/or to a Centre of Excellence where specific capacity and expertise exists. 8. Consolidate the business planning function for the PDD program. A greater role is envisioned for the Program Branch in developing a single Business Plan for the PDD program. Business plans would be developed through collaboration and input from each region, similar to the development of the consolidated annual report that is signed off by each Community Board. 9. Outsource certain activities that support monitoring and oversight, and evaluation and continuous improvement. This could include surveys, data analysis, risk management, and performance management framework monitoring and reporting. 10. Improve issues management communication and information sharing with the Program Branch. Accountability for issues management should remain with the Regional Community Boards; however, a mechanism should be established to advise the Program Branch of issues as they arise, and the response, so any subsequent changes to program policy, guidelines or approach can be addressed provincially. 11. Establish a role for the Program Branch related to presentations at appeal hearings. Regional staff will remain an active participant in the process, with the accountability for the overall process (including timing, tracking of results, standardization of documentation and presentation processes) shifting from the Regional Community Boards to the Program Branch. 5

6 4. Next Steps January to March 2012 Development of an Implementation Plan Engage PDD leadership and staff to facilitate understanding and support for the work being done. Develop a staged approach to implementation. This includes scoping out implementation of the 11 recommendations noted above. Focus will be on early implementation of changes in three key areas: o consistency of client facing functions (eligibility, assessment, planning, case coordination, integrated case management); o consolidation of finance functions; and, o changes to the Program Branch. This will include finalizing processes, policies and organizational structure for these three priority areas, and establishing an understanding of potential changes to staff roles and responsibilities needed to fully support the key client facing functions. April 2012 to April 2013 Staged Implementation April 2012 October 2012 will focus on: implementing common processes and organizational changes that support client facing functions; and, consolidating and/or centralizating of some of the program s finance functions. April 2012 April 2013 will focus on: identifying and implementing common processes for other key program functions (non client facing); and, implementing organizational changes for non client facing functions (e.g. business planning, contract management, organizational linking/communication mechanisms etc). 6