INTEGRATED PROJECT MANAGEMENT (IPM) DOCUMENT SECTION 1

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1 PMO QA/Approval: September 11, 2015 Project Title/Subject: INTEGRATED PROJECT MANAGEMENT (IPM) DOCUMENT SECTION 1 Back Office Collaboration and Integration Project GENERAL INFORMATION [this section completed by LHIN] Project Number: Funding Letter Number: Funding Source: IPM 0196 LHIN16_008C22 LHIN Urgent Priorities Fund South West LHIN Portfolio: South West LHIN Program: Project Class (1, 2, or 3): All Portfolios n/a 1 Project Reporting Frequency: Due Date of First Status Report: Due Date of Closeout Report: Closeout only n/a Phase 1: April 30, 2016 (LHSC/HMMS) Phase 2: April 30, 2019 (TBD) South West LHIN Lead: Date Approved by the BOD: Reporting Requirements: Kelly Simpson, Kristy McQueen, Josh Clark, Rebecca McKee Name of Primary HSP: October 21, 2014 Name and Title of Manager at Primary HSP: Project Reporting Template Supplementary Performance Report Other: HSP Project Manager/Lead: LHSC HMMS TBD Consultant to be procured Planned Start Date: Planned End Date: October 1, 2015 March 31, 2019 LIST OF ADDITIONAL TOOLS [this section completed by LHIN] Will the following documents be completed for this project? ( Yes, No, N/A ) Health Equity Impact Assessment n/a n/a Evaluation & Control Plan n/a n/a Driver Diagram n/a n/a Improvement Charter TBD TBD NHS Sustainability Model n/a n/a Communications Snapshot n/a n/a Expected Timeline for completion 1

2 IMPACTED OUTCOMES IHSP Strategic Direction: Increase the Value of Our Health Care System for the People We Serve Does the Project align to any LHIN Scorecard Indicators? If so, please list below: Scorecard Indicator #1: Scorecard Indicator #2: Scorecard Indicator #3: n/a n/a n/a Name any Outcome Indicators that would demonstrate the success of the Project. These Indicators do not have to be connected to the Scorecard Indicators, and show intermediate term outcomes expected at the project level. Objective #1: Objective #2: Objective #3: To optimize utilization of resources To improve service efficiency To improve cost efficiency for service delivery Name any Process Indicators that would demonstrate the success of the Project. These Indicators do not have to be connected to the Scorecard Indicators, and show what (not how) the project is doing. Process Indicator #1: Process Indicator #2: Process Indicator #3: 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) PROJECT FUNDING Estimate the Funding Requirements. When the funding is approved, these estimates will be updated. HSP Fiscal Year One Time Base Fiscal Base Annual Total LHSC HMMS 2015/16 $100,000 Up to $100,000 Phase 2: TBD if funding required 2016/ / /19 Grand Total: PROJECT STATEMENT Provide one sentence to capture description of project. It must be able to finish the following phrase: This allocation from the South West LHIN [Funding Source] is for Phase 1: 2015/16 London Health Sciences Centre (LHSC), on behalf of the South West LHIN, to contract Healthcare Materials Management Services (HMMS) for procurement documentation and process to secure a 3 rd party representative define best practices and minimum standards for back office integration, providing a starting point for the South West LHIN Back Office Collaboration and Integration Project (BOCIP) Phase 2: 2016/ /19 TBD 2

3 PROJECT SHORT DESCRIPTION Brief paragraph describing the issue the project will address, benefit to patient/client/resident, value for money, project approach, and sustainability plan 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 3

4 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 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) KEY DELIVERABLES The project will be considered successful if the following deliverables are met: 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) Leverage expert resources to define industry best practices and minimum standards in each of the 7 identified administrative areas that will assist health service providers to achieve: o Improved accuracy and reduced errors related to reporting requirements. o Improved trust, transparency and effective communication between and amongst health service providers o Ability to meet or exceed established best practices within their organization and across sectors o Increase business intelligence and decision making at the HSP level o Streamline processes and eliminate/reduce duplication The seven identified administrative service areas include: 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 Best practice and minimum standards should include consideration of: o Variances that may exist in different sectors of health care including: Hospitals Long Term Care Homes Home and Community Care (including Community Support Services, Mental Health and Addiction agencies and Community Care Access Centre) Community Health Centres Recommendations for moving health care organizations to the minimum standard and ultimately best practice Identification of risk and/or barriers to implementing minimum standards/best practice (e.g. financial, rural versus urban realities, containment of health information within Canadian servers) Progress updates on development of report to be delivered to South West LHIN team and/or BOCIP Steering Committee on a regular basis Delivery of a draft report outlining the defined best practice and minimum standards in the 7 administrative areas to Steering Committee in January, 2016 (Presentation and consultation on draft report to occur with BOCIP Steering Committee prior to finalization of the report) Delivery of final report by end of February 2016 Completion of a project close out report (using the South West LHIN template attached) submitted by April 30, 2016 (consultant via HMMS and LHSC) Phase 2:

5 2016/17 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 noncompliance/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 noncompliance/those struggling against implementation) Health service providers to provide a final report on implementation status at year end 2018/19 Project closeout report completed (LHIN) PROJECT SCOPE General pieces of a project that will be completed [In Scope] or won t be completed [Out of Scope] "In" Scope Phase 1: 2015/16 1. Financial Management (accounting, bookkeeping, payroll, 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 "Out of" Scope Phase 1: 2015/16 Direct Client Services and program delivery Clinical risk management Phase 2: 2016/ /19 Work will align to the South West LHINs integration toolkit and will leverage key components such as the organizational assessment tool Development of strategy and identified change management approaches Phase 2: 2016/ /19 PERFORMANCE TARGETS Goals for service improvement as a result of funding 5

6 Quality Improvement Initiative (data quality expected to improve; adherence to financial reporting standards; statistical reporting (MIS, LHIN/Ministry of Health and Long Term Care) and other reporting requirements (human resources and payroll) Develop best practices and minimum standards in each of the 7 administrative areas that will assist health service providers to achieve: o Improved accuracy and reduced errors related to reporting requirements. o Improved trust, transparency and effective communication between and amongst HSPs o Increase in cross sector relationships o To meet or exceed established best practices within their organization o Increase business intelligence and decision making at the HSP level o o Streamline processes and eliminate/reduce duplication A LHIN wide current state survey which helps us to understand where all South West LHIN funded health service providers are against the best practices and minimum standards in the 7 administrative areas ASSUMPTIONS AND CONSTRAINTS Assumptions Empowers providers to work within best practice and optimal state Constraints Rural versus urban realities Containment of health information within Canadian servers 6

7 PARTNER ROLE AND SERVICES HSP/Partner Only include HSP/Partners that are receiving funding from the LHIN Letter CCs (Name, position, org, ) Project Role/Position OHRS Service Code* Unit (e.g., attendance days, hours of service) Individuals Served Total Funding LHSC / HMMS Toby HMMS Consultant Resource(s) n/a n/a n/a Up to $100,000 *provide Description of Services if no applicable Service Code is available 7

8 HIGH LEVEL PROJECT PLAN SECTION 2 Milestone Category Plan Procurement process Major Milestone Activity Name Each milestone is a collection of actions that need to be completed in order for the deliverables to be achieved Procurement of resource(s) to undertake a LHIN wide review of the current state within the South West LHIN (LHSC) Expected Start Date Sept 2015 Issue RFP Sept 2015 Vendor Questions due back Oct 2015 Written response to Vendor Questions Oct 2015 Closing Date Oct 2015 Evaluate Proposals & Short List Evaluations due end of day Thursday, May 14 Short List Tuesday, May 19 Oct 2015 Proponent Presentations Nov 2015 Selection of Preferred Proponent Nov 2015 Negotiation and Award Nov 2015 Delivery, Installation, and In servicing Nov 2015 Plan Official Project Start Date (LHIN and HMMS) Dec 2015 Plan Plan Project Manager/Consultant to develop BOCIP work plan with LHIN endorsement (Consultant with LHIN support) First BOCIP Steering Committee meeting (Consultant with LHIN support) Dec 2015 Dec 2015 Plan Draft Report presented to Steering Committee January 2016 Plan Final report submitted End of Feb 2016 Closeout Closeout report submitted April 30, 2016 Phase 2: Plan TBD following completion of phase 1 report Expected End Date End Closeout Report completed April 30, 2016

9 SECTION 3 GOVERNANCE STRUCTURE Description of Committee(s) that oversees the project Back Office Collaboration and Integration Project (BOCIP) Steering Committee with representation from 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 Council Project Lead/Consultant LHIN BOCIP Staff Lead (2) A Terms of Reference to support the scope of the BOCIP and the role of the Steering Committee has been developed in the initial stages of the project shared with membership prior to the first meeting. PROJECT TEAM Team Member Title Organization Role Mark Brintnell Kristy McQueen Kelly Simpson Josh Clark Rebecca McKee Senior Director, Performance & Accountability System Design & Integration Lead System Design & Integration Lead Financial Analyst System Design & Integration Specialist South West LHIN South West LHIN LHIN Project Sponsor Project management and support from LHIN Toby O Hara LHSC Procurement TBD TBD TBD Consultant PROJECT STAKEHOLDERS Any organization involved in/effected by the project, but not receiving funding Stakeholder Interest/Need Management Strategy All sectors (LHIN funded) support in advancing back office collaboration and integration within the South West LHIN Various communications and involvement in Steering Committee to ensure engagement and input 9

10 COMMUNICATION PLAN Audience Information Needs Format & Timing Owner of Action All South West LHIN HSPs Background and development of SC info Written memo from LHIN Area Provider Tables Written update LHIN Team Broad Sector Tables RISK MANAGEMENT Written and verbal update LHIN Team including Senior Leadership Risk Description Segments of stakeholders will be resistant to change and will not be fully engaged in the project. Limited interest in participation on the BOCIP Steering Committee Impact (High, Medium, Low) Likelihood of Occurrence (High, Med, Low) Mitigation Strategy High High Engage the appropriate representatives from all of the sectors that will positively influence the stakeholders from the beginning of the project Develop an effective communications and engagement plan Medium High Develop strategy to recruit representation from the beginning using examples of lessons learned from other LHINs that have been engaged in Back Office Integration activities High High Develop Request For Services using the lessons learned from other LHINs that have been engaged in Back Office Integration activities Leveraging lead HSP with experience in broad scale integration (bench strength) 10

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