Transcript Slide 1

Redesign of VCH Allied Health
Professional Leadership
Staff Forums
Aug 8 - 12, 2011
Susan Wannamaker
Jo Clark
Judith Bowen
Agenda
• Role of Professional Practice Leadership
• Driving Forces for Redesign
• Why a Regional Structure for Allied Leadership
– Vision
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Overview of Current State
Characteristics of Redesign
Project Leadership, Proposed Timelines
Next Steps
Role of
Professional Practice Leadership
Clinical innovation, patient safety and
quality
• Ensure all clinicians are licensed
and qualified
• Ensure compliance with legislation and
regulatory body standards, limits and
conditions
• Support ongoing clinical competency
• Support advanced practice competency
• Support implementation of evolving
evidence based practice
• Development and implementation of
practice guidelines, protocols and alerts
• Ensure safe roll out and use of
changing clinical equipment and supplies
• Input to staffing models, workforce
forecasting and planning
Driving Forces for Redesign
• The current allied health practice leadership structure is patched
together from resourced (acute care facilities) to unresourced areas
(community and rural health)
• No regional structure for allied health leadership
• Allied health professional leadership structure has not been
reviewed or restructured since the development of the health
authority in 2002
• The historical leadership structure has been driven by dated
language in the collective agreement
• It functions on consultation and consensus, with ‘committees’ that do
not have full jurisdiction for all practitioners across the health
authority
• Patients, clients and residents do not receive consistent and
equitable services across the health authority
Why a Regional Structure for Allied
Health Leadership
A Regional Allied Health Structure will provide:
• Equitable access to the highest level of quality and care across VCH
• Accountability, consistent standards of care
• Alignment of local, regional, provincial and academic strategies and
plans and human resource planning
• Education capacity as well as academic and leadership
development
• Innovation and people focus
• Smoothing of practice resources across primary, home and
community, acute, rehabilitation and residential care settings across
urban to rural and remote
• Cost efficiency
Vision for Allied Leadership
• Regional allied health leadership framework will provide for access
to equitable care, standardized, safe, evidence-based interventions,
innovation and quality
• Construction of an overall model of service that is based on a VCHwide framework of leadership for all the allied health professions
• Achieve HSPBA Association engagement
Allied Health Professions
(Excluding Lab, Pharmacy and DI)
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Occupational Therapy (284 Fte)
Physiotherapy (249 Fte)
Social Work (172 Fte)
Respiratory Therapy (123 Fte)
Dietetics (89 Fte)
• Speech-Language
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Pathology (62 Fte)
Recreation Therapy (26 Fte)
Psychology (18 Fte)
Audiology (15 Fte)
Spiritual Care (6 Fte)
Music Therapy (5 Fte)
All clinical and practice leadership positions
are included in contract
CURRENT STATE - Allied Health Practice Support
Variation Across the Health Authority
Characteristics of Redesign
Process
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Early union engagement
Transparent with frequent communication
Data and discussion inform decision-making
Includes standard ways of working together
Is an inclusive process that engages all levels of the organization and
stakeholders
Outcome
• People focused: a) Patient – safety, quality and equity in consistent,
standardized and evidence based allied health services; b) Staff –
practice support, competency development and education
• Redistribution of practice support positions to provide representation and
clinical guidance across the continuum of care (home and community
care, acute, rehabilitation, residential, rural)
• Promotes active participation and contribution in design
• Cost effective
Process Steps
Stakeholder
Involvement
to include
the union
Gather information
about patient,
client, resident
access to services:
Gather information
about current
positions & practice
support needs:
Comparison of
Priority 1 and 2
interventions
(access, timeframes,
competencies)
• # of practice
support positions
in HSDA’s
• Role of practice
support positions
• Clinical operations
practice support
needs
Ideal Practice
Journey
Review together:
• Review the
information
together to identify
common issues,
develop
recommendations
Implement
recommendations
Tools:
• Surveys – incumbents & cost center managers
• Focus Groups - clinician reps
Working Group
Session 1
Working Group
Session 2
Working Group
Session 3
Review vision and purpose, changes in
practice environments, patient priority
interventions, equity and access to service
Information, Identify themes and areas for
improvement
Review staff information,
Identify themes and areas for
improvement
Review alternatives for
regional model and identify a
preferred model to submit to
the Executive Leadership
Committee
Allied Health Redesign Leadership
and Project Teams
Executive Leadership Team
CNO and Executive lead for Professional Practice,
VP HR, Regional Allied Health Practice Director,
Director - Employee Relations, Director, Recruitment
& Compensation/Classification Services
Project Team - Steering Committee
Project Manager, Regional Allied Health Practice
Director, Director - Employee Relations, Director,
Recruitment & Compensation/Classification
Services, HR Advisor, Compensation &
Classification Lead, Finance, Business Support
Lead – HR Data
Working Group
Project Team, Operations Directors and Managers,
Practice Leader Reps, Union
Leadership and infrastructure support to
overall initiative. Final decisions related to
regional allied health model.
Working with Project Manager, plan and
lead data collection, facilitate Project and
Working Group sessions, analyze data,
provide leadership during Working Group
sessions, coach and mentor, summarize
recommendations, draft model to go to
Executive Leadership Team, develop
implementation and communication plan
Identify themes and areas of improvement
based on data, make recommendations to
inform future model, review draft model and
provide input, champion change
Proposed Timeline – Phase 1 & 2
PHASE 1 – Set Up
June 2011
Achieve HSPBA Association engagement and agreement to participate
Formulate Project Team
Hire project manager
Formulate Working Group
Confirm data collection sources and strategies
Sept 2011
PHASE 2- Occupational Therapy and Physiotherapy
Working Group Session 1 – review vision, patient information, ideal practice journey & identify themes and areas for
July – Sept 2011
improvement
Project
data collection
WorkingTeam
Group- Session
2 - review information from surveys and focus groups & identify themes and areas for
improvement
Project Team - summarize recommendations and draft potential models
Union and management meet to review draft models
October 2011
Working Group Session3 - Review draft models and provide recommendatyios
Project Team - draft model to go to Executive Leadership Team
Executive Leadership Team – Confirms final decision regarding model
Union and management meet to review final model
Working Group – Final model communicated, implementation and communication discussed
Nov 2011
Project Team - develops implementation and communication plan
Project Team – determines implementation with the union
Communication plan rolls out
Dec 2011 – Jan 2012
Implementation and Communication
Timeline – Phase 3 & 4
PHASE 3- Respiratory Therapy and Social Work
Timeline to Be Determined
Data collection, analysis, leadership model development
within existing framework, communication and implementation
PHASE 4- All Remaining Allied Professions
Timeline to Be Determined
Data collection, analysis, leadership model development
within existing framework, communication and
implementation
Benefit of Redesign
• Patient, staff, practice and operations-centered approach to provide:
– equity in nature/position and quality of allied health services across VCH
– equity in access to practice support and education for all allied health
clinicians
• Establishment of lean, consistent practice leadership structure
through collaboration and engagement of HAS, BCGEU and CUPE
with practice and clinical operations
• Redistribution of practice support positions to support all sectors and
jurisdictions (acute, community, residential, rural)
• Reinvestment in front line clinical services addressing known gaps
in access to care through redesign
• Retainment of our staff as valued members of VCH team; FTEs will
not be reduced; plan to:
– reassign to regional responsibilities
– maintain clinical positions intact with decrease to appropriate grade
level
Next Steps
• Allied Health Staff Forums (August)
• Surveys - Grade 3 – 6 PT and OT and
managers of those cost centers (AugSept)
• Focus Groups – Clinician Reps (AugSept)
• Working Group sessions – stakeholder
input (Sept – Oct)