Voluntary Integration

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Presentation transcript:

Voluntary Integration

Integration Internet Definition: In other words: merging or take-over? formed into a whole or introduced into another entity make into a whole or make part of a whole the act of combining or adding parts to make a unified whole (the process of fitting into a community) In other words: merging or take-over?

Integration Continuum Central LHIN’s Definition: Collaboration: A mutually beneficial well-defined relationship entered into by two or more organizations to achieve common goals. Collaboration is the process of various individuals, groups, or systems working together but at a significantly higher degree than through co-ordination or co-operation. Collaboration typically involves joint planning, shared resources and joint resource management. Collaboration occurs through shared understanding of the issues, open communication, mutual trust and tolerance of differing points of view. Reference: Governance Toolkit.

PACE’s Integration Continuum Information Sharing with Common Goals Coordination by Localized Services Working Together Service Collaborations Partnerships Voluntary or Involuntary Merge/ Integration Back-Office Efficiencies Performance Measurement Consumer & Staff Safety Provincial Attendant Services Business Case Staff Safety – Training 1993: Voluntary Integration Bathurst Prince Charles/AO 2007: Voluntary Integration McLeod House 2010: Voluntary Integration Arts Carousel OAILSP OCSA OHA Central LHIN CSS Network Central LHIN Attendant Services Network (CLASN) CLASN: Service coordination, best practices, waitlist management, common assessments CCSSN: CBI Initiatives in HR, IT, Common Assessment Tools, MIS, Health Equity Abuse Prevention: knowledge exchange, best practices, training Unique Huntington’s Disease (HD) Program Women’s Shelters ABI Services Post Secondary Education AAC Support Accreditation Canada 4

So, why listen to me?

Voluntary Integration/Merge Arts Carousel McLeod House Bathurst/ Prince Charles Year 2010 2007 1993 Services Attendant Outreach (AO) ABI Supportive Housing (SH) SH and AO Funding Transferred $1.2 million $170,000 $1.4 million Response to: Agency approached PACE Response to an RFP MOH or LHIN Central LHIN Program Consultant/ MOH-LTC Clients 48 clients 6 clients 40 SH & AO clients Staffing Non-union staff Staff applied for jobs Undertook interview process Conditional offers made No staff moved over Unionized with SEIU All staff moved over 2nd union acquired Finances Controlled, tight, one-times provided Neutral Enhancements provided, moved $ around easily

Process Steps: Preliminary work Support for the Integration Initiative (PACE and Arts) Speak to LHIN HSIP to LHIN outlining changes, “wins”, addressing issues, community engagement, changes to financials, answering questions, deliverables etc. Formal Intent to Integrate Letter Briefing Note to LHIN Formal notice to Staff and Consumers Transitioning services Closing down

Voluntary Integration Timelines June 2008 November 2008 March 2009 May August 2009 September October PACE Board makes decision to move forward with Arts in Integration Initiative Arts and PACE seek Central LHIN approval of Integration Initiative PACE assumes Interim Management of Arts PACE begins negotiating with union re: transition of Arts staff Arts Board completes Organizational Gap Analysis and Environmental Scan Arts identifies four potential Integration partners Arts and PACE submit joint HSIP to Central LHIN Arts chooses PACE as Agency of Choice for Integration Initiative Arts and PACE announce their Intent to Integrate (pending Central LHIN approval) Arts Board Retreat: unanimous decision to investigate Integration Opportunities 8

Voluntary Integration Timelines - continued November 2009 December January 2010 February 2010 March 2010 April 2.5 days orientation given to all new staff PACE and Arts submits Joint Letter of Intent to Central LHIN Arts Staff apply and are interviewed for employment with PACE Conditional Letters of Employment made to majority of Arts Staff 90 Days Notice given to Arts Clients PACE takes over funding and operational responsibilities from Arts New staff begin working at PACE Arts continues to operate with 4 staff who are working out their notice periods All Arts clients assessed and new Service Agreements signed with PACE Arts officially closes its doors and ceases operations Central LHIN Board Supports Integration Initiative Working Notice given to Arts staff 9

How did it start? In 2008, Arts Board undertook an organizational review to identify gaps and challenges in the long-term viability of the organization Gaps identified included: Need for an enhanced continuum of services for clients Lack of in-house competencies in the areas of financial management, human resources and quality improvement Need to make significant investments in infrastructure to meet and manage Accreditation and MSAA requirements led to Art’s making the decision to explore opportunities to integrate its operations with another Central LHIN organization providing the same or similar services

Meeting the Central LHIN’s Criteria The proposed voluntary integration meets the CLHIN’s criteria for voluntary integration: Access: the proposal provides an opportunity to improve access to services and expand the continuum of services for Arts Carousel clients in the areas of community escorts, case management, referrals, and system navigation Coordination: assessments being completed on a common tool improves interagency referral/coordination and increases the availability of programs and services to meet client needs Quality: Arts’ clients will benefit from PACE’s investment in accreditation and the implementation of Community Support Services Ontario Health Care Reporting Standards (CSS OHRS) which has become standard practice across the province Efficiency: Service Administration will benefit from PACE’s more robust infrastructure (finances, HR, admin, leadership)

Alignment with IHSP Consistent with the IHSP for Central LHIN: Emergency Department/Alternative Level of Care (ALC) Priority: Assists in supporting people in their homes longer and out of long-term care and acute care Provides an opportunity to improve access to services and expand the continuum of services Health Equity Priority: Clients will be assessed using the standardized assessment form which will help improve interagency referral and coordination, and increase the availability of programs and services to meet client needs Coordination of services by one organization provides better continuity in services, case management support, and improves access/referrals to the continuum of services

Deliverables (how to measure) Transfer of funds will result in increased service delivery and PACE’s infrastructure will support the expansion of services in a timely/efficient manner. The following indicators will be monitored to determine the impact of the integration activity: Increased volume of Director Service Hours by 1,040 hours/year (MSAA) Improved interagency referral and coordination (Rai-CHA through PACE’s Key Performance Indicators) Improved client satisfaction of services delivered (client satisfaction surveys) Reduced long-term care and acute care use by assisting clients to stay in their homes longer (client satisfaction surveys) Improved access to services and expanded continuum of services for Arts clients (MSAA)

Emphasis on: What was the CLHIN most interested in? Community engagement How much more is going into front-line services? Quality Finances Transparency CLHIN goals (IHSP)

Lessons Learned Timelines – control them! (decision, HSIP, letter of intent, approval, notice, etc) Process was much longer than expected Finances – unexpected expenses Communications – how much is too much, when to send things out, confidentiality Interim management – wearing 2 hats

Questions?