4Can we realize change in such a large and complex system? What ability do you as an “organizational actor” have… to make system level change happen… relative to the role of other players in the organizational context… and the interaction between multiple structural elements (organizational structures, hierarchies, mandate letters, budgets, agreements etc)?
6Assessing commitment to change Status quo commitment of key dominant groups to prevailing institutional template in useIndifferent commitment with key dominant groups neither committed nor opposedCompetitive commitment by key dominant groups to different templatesReformative commitment in which key dominant groups are against current template in use and prefer an articulated alternative (situation required for “radical” change)
7Constraints to enablers - collaboration as critical enabler for change Assessing and the working with organizational culture – working with the dominant organizational ideologies, discourses and interpretive schemes – to make collaboration workAssessing and then working with power and status to make collaboration workWorking with emergent change embedded at practice level supported by organizational and provincial levels to make collaboration work
8Supporting continuous improvement at the local level while driving cross sector change in a few key areas
9So how have we situated our game plan? Directional policy papers for discussion on a few key areas (an articulated possible alternative for discussion) but allowed for local and regional continuous improvement activities and initiativesLeadership Council and its Standing Committees as the engine for collaborative operational and strategic management (internal collaboration and consensus building around an alternative)Reaching out to engage key service partners (“dominant groups”) to become part of this process (external collaboration and consensus building around an alternative)Establishing a Health Sector Strategic Project Coordination Secretariat (coordination across levels focused on practice level at SDA/LHA – denominator, numerator targets, measurement and evaluation)Establishing cross sector project teams linked to the key cross sector areas (collaborative effort, iterative learning emergent/prescribed)
10What do you think? Have we hit the mark? Have we hit the mark in assessing the population needs?Have we hit the mark in focusing our efforts on those health services - primary and community care, surgical services, and rural services – which are critical to the sustainability of the publicly funded health system in B.C.?Are there key pieces of information we have missed?Are there gaps in our analysis, and if so, what are they?Do you agree with the recommendations in the policy papers?What would be the top three recommendations you would see as a priority for each paper?Are there other cross system actions that you believe would provide better system wide results?If you could do anything in the current system to improve it, what would it be?
14Policy Discussion Papers Delivering a Patient-centred, High Performing and Sustainable Health System - Strategic OverviewThe British Columbia Patient-Centered Care FrameworkPrimary and Community Care in B.C.Future Directions for Surgical Services in B.C.Rural Health Services in B.C.A Provincial Strategy for Health Human ResourcesA Provincial Strategy for IM/IT (early March)A Provincial Strategy for Health Sector Funding (early March)
15Areas Requiring Substantive Repositioning and Results as First Priority… Over the coming two years the health sector needs to make substantive measurable progress on the three cross sector areas of focus:Improving the effectiveness of primary, community (including residential care), medical specialist and diagnostic and pharmacy services for patients with moderate to high complex chronic conditions, patients with cancer, patients with moderate to severe mental illness such as to significantly reduce demand on emergency departments, medical in patient bed utilization, and residential care.Significantly improving timely access to appropriate surgical treatments and procedures.Establishing a coherent and sustainable approach to delivering rural health services
17Primary and Community Care … significantly reduce demand on emergency departments, medical in patient bed utilization, and residential care… 95% occupancy rate for large hospitals
18Practice Level - Service Delivery Support the continued development of full service family practices that support patients across their life spans but incrementally plan for and support the establishment of team-based family practices as full service sole practitioners retire.Systematically and opportunistically establish Linked Community and Residential Care Service Practices for Older Adults with Moderate to Complex Chronic ConditionsMultidisciplinary Practices – Responsive Community Based Primary and Community CareLinked to Modified Assisted LivingLinked to Residential Medical Short Term StayLinked to Proactive Residential Care Placements.
19Systematically and opportunistically establish Community and Residential Care Services Practices For Patients with Moderate to Severe Mental Illnesses and/or Substance Use IssuesMultidisciplinary Practices – Responsive Community Based Primary and Community CareLinked to Modified Assisted LivingLinked to Residential Medical Short Term StayLinked to Proactive Residential Care PlacementsSupport full service practice teams with appropriate medical specialist shared care and consultations and redesigned approaches to consultant services for older people, those with chronic conditions and patients with moderate to severe mental illnesses
20Organizational Level – Operationally Based Enabling Supports Regional Health Authorities in collaboration with Divisions of Family Practice will create the enabling organizational structures and processes in support of the practice directions set out above.Increase Practice Support Change ManagementIncrease Appropriate Access to Specialist Consultation and Support
21Provincial Level – System Based Enabling Supports Governance and Strategic Leadership ReviewImprove Coordination, Accountability and ImplementationComplete Legislative, Regulatory and Policy ReviewPolicy to support practice level actionsClarify The Role Of Walk In ClinicsAssess and review Patient Attachment (the GP for Me) initiativeAssess and review In-Patient GP Care in Metro and Urban AreasAssess and review Maternity CareIncrease Appropriate Use of TelemedicineAlign Home and Community Care and Residential Regulation/PolicyAlign Mental Health and Substance Use Regulation/PolicySignificantly Strengthen Human Resources Planning and Management for the Primary and Community Care SectorImprove Data and Analytics to Support the Strategic DirectionStrengthen Enabling Information Technology
23Practice Level - Service Delivery Implementing a Patient and Family Centred Approach to Surgical CareImplement Practice Guidelines for Consulting with Patients on Treatment OptionsEncourage, Support and Implement Alternative Practice Models
24Organizational Level – Operationally Based Enabling Supports Optimize Surgical Infrastructure, Eliminating Backlogs, Ensuring Flow Based on Appropriate TimelinesOptimizing Surgical Input and Supply CostsImprove Quality Monitoring and Reporting
25Provincial Level – System Based Enabling Supports Governance and Strategic Leadership ReviewImprove Coordination, Accountability and Implementation - PSACComplete Legislative, Regulatory and Policy ReviewOptimize Wait List ManagementDevelop and Implement a Comprehensive Performance Measurement, Reporting, and Accountability Framework for Surgical ServicesImplement a Surgical Health Human Resource StrategyImplement a Provincial Surgical IM/IT and Technology StrategyAlign Funding and Costing Strategies to Support Policy Directions
27Practice Level - Service Delivery Population Health, Health Prevention and WellnessPrimary and Community CareOrganizational Level – Enabling Supports to Rural HealthPractice Support TeamsHome Support and Residential Care in Rural CommunitiesAccess to Specialist Consultation and SupportEmergency Health Services and Access to Higher Levels of Emergency Health Care:Rural Hospitals
28ProvincialHealth Human Resources Planning and ManagementThe Ministry through the Health Service Policy and Quality Assurance Division will establish public reporting, monitoring and impact/outcome assessment mechanisms for deployment starting April 2015.
29A Provincial Strategy for Health Human Resources
30Establishing a Coherent Policy Framework The Ministry of Health in collaboration with Health Authorities, Colleges, the Doctors of BC and Health Unions will establish a single provincial Health Human Resource Framework that will be used to plan, link and coordinate go-forward actions and initiatives.
32Enabling Effective Cross Sector Health Human Resource Management – Range of Actions Leadership Council will establish a Standing Committee on Health Human Resources (SCHHR) as BC’s senior level HHR governance structure, reporting into Leadership Council.By September Health Authorities will complete an organizational change management assessment of their organization’s current capacity, approaches and infrastructureBy September Health Authorities will complete an HHRM (including physician human resource management) assessment of the organization’s current capacity, approaches and infrastructure.
33The Ministry of Health and the Health Employers Association of BC (HEABC) will complete the development of a new Integrated Health Human Resource Planning (IHHRP) tool to improve the province’s HHR planning ability.Inventory of public and private post-secondary education and training programs, including clinical placement capacity.Patient-centred, culturally sensitive and inter-professional learning opportunities.
34Enable effective transition to practice in the BC health system The SCHHR will lead the development and implementation of a leadership and management development framework for both the senior management and senior executive management of the BC health system.The SCHHR in collaboration with the Doctors of BC and health unions will round out and ensure the implementation of an inter-professional multilevel engagement strategy that builds from existing agreements and processes to support the creation of inclusive, vibrant and healthy workplaces across the health sector.
35Specific Action Challenge – Developing and Implementing a HR Deployment Methodology Linked to an Effective, Thoughtful Workplace Redesign MethodologyThere are difficulties with developing optimal HHR deployment strategies for models of providing care due to the scarcity and inconclusiveness of relevant research.Existing evidence on skill mix has several limitations:difficult to tease out the effect of staffing models on patient outcomes from the effect of the care intervention itselfinconsistency with which the terms “staff-mix” and “skill-mix” have been conceptualized and measured.
36Proposed HHR approach to deployment Staff MixThere is no clear guidance from the literature on what the ideal mix of health professionals might be.The most common approaches for optimizing staff mix are:adjusting the number of personnel, mixing qualifications (i.e., basic versus advanced credentials)balancing junior and senior staff members (i.e., experience), andmixing disciplines (i.e., interprofessional care teams).Skill ManagementRole enhancement involves expanding an individual’s skills within their scope of practice through new, non-traditional roles Role enlargement involves expanding the scope (breadth) and diversity of the worker’s skills like expanded skills that support chronic disease care
37Professional/Inter-professional Culture Health professions have distinct cultures, including differing beliefs, language, values, customs and knowledge which impact the direction and success of patient-centred health system change.Motivation/EngagementMotivation exists when there is alignment between the health service provider’s individual goals and the organization’s goals:perceived alignment between goals leads to support for changeperceived misalignment between goals leads to provider resistance to change.Physician Engagementengaging physicians in health system decision-making is seen as critical to successfully executing on health system strategies
38Enabling Strategic Policy Paper Directions The SCHHR in collaboration with Health Professional Colleges, the Doctors of BC, health unions and other relevant provincial stakeholder groups, will undertake specific planning to take coordinated HR actions across different levels (practice, regional/organizational, and provincial), across the scope of service delivery (public health, community, diagnostics and pharmacy, and hospital), and across delivery settings (metro, urban, rural, remote) in support of the directions set out in the Primary and Community Care, Surgical Care and Rural Health policy papers.
39Questions? We want now to see what you think: Have we hit the mark? Have we hit the mark in assessing the population needs, and as a result focus our efforts on those health services critical to the sustainability of the publicly funded health system:primary and community caresurgical servicesrural services?Are there key pieces of information we have missed?Are there gaps in our analysis, and if so, what are they?Do you agree with the recommendations in the papers?What would be the top three recommendations you would see as a priority?Are there other actions that you believe would provide better system wide results?If you could do anything in the current system to improve it, what would it be?