2016/ /19 SERVICE PLAN

Transcription

1 BC Clinical and Support Services Society 2016/ /19 SERVICE PLAN August 2016 BCCSS

2 For more information on the BC Clinical and Support Services Society see Contact Information on Page 14 or contact: BC Clinical and Support Services Society 1795 Willingdon Avenue Burnaby, BC V5C 6E3 or visit our website at

3 Page 3 of 14 Accountability Statement The BC Clinical and Support Services Society (BCCSS) 2016/ /19 Service Plan was prepared under the Board s direction in accordance with the Society Act and the Performance Reporting Principles for the British Columbia Public Sector. The plan is consistent with government s strategic priorities and fiscal plan. The Board is accountable for the contents of the plan, including what has been included in the plan and how it has been reported. The performance measures presented are consistent with the Ministry of Health s mandate and goals and focus on aspects critical to the delivery of BCCSS mandate and the organization s performance. This 2016/ /19 Service Plan recognizes that BCCSS is a new organization that is still in its infancy. The targets in this plan have been determined based on an assessment of BCCSS operating environment, forecast conditions, and risk assessment. Rick Roger Chair, BCCSS Board August 31, 2016

4 Page 4 of 14 Table of Contents Accountability Statement... 3 Organizational Overview... 5 Strategic Direction and Context... 6 Goals, Objectives, Strategies and Performance Measures... 7 Resource Summary Resource Summary Table Major Capital Projects Appendices Appendix A: BCCSS Contact Information Appendix B: Hyperlinks to Additional Information... 14

5 Page 5 of 14 Organizational Overview The Ministry of Health created BC Clinical and Support Services (BCCSS) in September 2015 to provide clinical and support services to the British Columbia health system. Although still in its infancy, as BCCSS continues to develop it will contribute to the achievement of the Ministry of Health s strategic priorities and goals to improve the health system and outcomes for the population and patients across British Columbia. On April 1 st, 2016, BCCSS assumed accountability for the Agency for Pathology and Laboratory Medicine (the Agency), the Provincial Blood Coordinating Office (PBCO), and specific Support Services that are provided to B.C. s six health authorities, including Supply Chain, Accounts Payable, Accounts Receivable, Payroll, Employee Records and Benefits, and Technology Services. These accountabilities are managed through two Divisions Clinical Services and Support Services. In addition to delivering on its operational accountabilities, BCCSS will focus on the planning and transition activities required to create a mature, steady-state organization that makes a measurable contribution to the health system. BCCSS will assist government to effectively move forward with its long term direction to support quality health care services through a planned and purposeful process for consolidation and integration of services. Within the Clinical Services Division, the Agency currently has a planning and coordination role for laboratory services. The Support Services Division has taken over provision of the services previously provided to health authorities through Health Shared Services BC (HSSBC). HSSBC was created to enhance value to the health system through effective and efficient delivery of specified support services through increased process efficiency, standardization, capital avoidance and leveraging of buying power. BCCSS operates under The Society Act and is accountable to the Ministry of Health through its Board of Directors appointed by the Minister of Health. The Governance policies and practices of BCCSS are compliant with the Governance and Disclosure Guidelines for Governing Boards of British Columbia Public Sector Organizations (Best Practice Guidelines) issued by the Board Resourcing and Development Office, Office of the Premier of British Columbia. These guidelines define how the Board carries out its duties of stewardship and accountability and are available on our website

6 Page 6 of 14 Strategic Direction and Context Strategic Direction In Setting Priorities for the B.C. Health System (February 2014), the Ministry of Health outlined the strategic and operational priorities for delivery of health services across the province. Since then, the Ministry of Health has developed a series of policy papers that explicitly detail next steps towards implementation of health system strategic and operational priorities. The creation of BCCSS is designed to support the Ministry s strategic and operational goals and priorities. BCCSS receives its strategic direction from clearly identified government priorities set forth in the Ministry of Health s Service Plan and BCCSS Mandate Letter from the Minister of Health. Successfully achieving the Ministry s strategic vision will require close collaboration with a wide range of stakeholders, including health authorities, physicians and health care providers, vendors and government. The engagement and collaboration between stakeholders must align with the Taxpayer Accountability Principles, which promotes cost control, outlines accountabilities and strengthens two-way communication between government and provincial public sector entities. Recognizing that public sector organizations have both an ethical and fiduciary accountability to the taxpayer, enhanced performance management will ensure that each health care dollar is invested wisely in order to deliver patient-centred health services while promoting quality and containing costs. It is critical that BCCSS operate as efficiently as possible in order to ensure that British Columbians receive services at the lowest cost possible. Strategic Context The health system in B.C. is a complex network of skilled professionals, organizations and groups that work together to provide value for patients, the public and taxpayers. The key challenge facing the health system is to deliver a high performing sustainable health system (from prevention to end-of-life care) in the context of significant growth in demand. The pressure is compounded by the need for new care delivery models by health professionals and health care workers, and the need to maintain and improve the health system s physical infrastructure (i.e. buildings and equipment). In the current economic climate, it is even more important for the health system to find new and creative ways to ensure the resources available for health care services are used effectively and in ways that most benefit the people of B.C. For more detailed information on the B.C. health system, priority populations and key service areas, please see Setting Priorities for the B.C. Health System.

7 Page 7 of 14 Goals, Objectives, Strategies and Performance Measures BCCSS has a province-wide mandate that is dedicated to clinical and support services. Its creation is designed to enable: o The provision of services in a way that uses unique or innovative approaches to generate value and improve outcomes. o Transformational, rather than incremental, change within the health system. o Operational effectiveness using a structured performance management framework with clear accountabilities for service performance. o Financial sustainability of the system through, leveraging buying power, efficiencies, effective management of provincial investments, and improved utilization of assets. o An opportunistic and entrepreneurial culture. BCCSS opportunities and potential include the ability to: o Accommodate a variety of services that require a new business model to achieve transformational change and drive innovation. o Create capacity, reduce redundancy, and lower costs. o Improve quality and safety. The BC Clinical and Support Services 2016/ /19 Service Plan reflects the strategic priorities contained in Setting Priorities for the B.C. Health System and alignment with the Taxpayer Accountability Principles. Goals BCCSS operates in alignment with the Ministry s goals, objectives, strategic initiatives, priority areas, and has developed its service plan for 2016/ /19 to be consistent with these three broad goals articulated for B.C. s health care system: 1. Support the health and wellbeing of British Columbians. 2. Deliver a system of responsive and effective health care services across British Columbia. 3. Ensure value for money.

8 Page 8 of 14 Goal 1: Support the health and wellbeing of British Columbians. The Laboratory Services Act, which took effect as of October 1, 2015, enables a governance structure and funding model that reduces the previously fragmented legislative and accountability frameworks for laboratory services within British Columbia. As part of the BCCSS Clinical Services Division, BC s Agency for Pathology and Laboratory Medicine was created to to help the Ministry of Health manage the provisions of the Act and lead laboratory reform in the province. Objective 1.1:Design a strategic service delivery plan for the provision of laboratory services in the province to drive optimization and innovation within clinical and diagnostic laboratory services to improve access, capacity, and reflect the best cost quality within available resources. Strategies - Undertake the work required to ensure completion of a strategic service delivery plan by November 2017 that will define the overall provincial model for laboratory services. - Develop a provincial strategic human resources plan to support recruitment and retention of laboratory professionals needed to support the delivery of laboratory services. - Establish a workable contingency plan for laboratory services across the province in the event of a catastrophe or disruption in services. - Expand the role for the Provincial Blood Coordinating Office with Plasma Protein Products (PPPs) to include development and implementing of a provincial strategy and policy framework for utilization management of PPPs. Performance Measure 1: Progress against Strategic Service Delivery Model plan 2016/17 Baseline 2016/2017 Target 2017/18 Target 2018/19 Target 0% 70% 100% NA Objective 1.2: Improve the efficiency and effectiveness of clinical laboratory and pathology service delivery areas that are critical to both quality and sustainability.

9 Page 9 of 14 Strategies - Continue to review laboratory test menus and consider applications to add or remove tests as well as review provincial laboratory test utilization as it relates to patient outcome, and recommend reform or changes. - Recommend evidence-based clinical guidelines and set standards for laboratory medicine consultation and diagnostics. - Complete a comprehensive provincial quality framework and reporting process for laboratory diagnostics that is publicly monitored and meets key quality and safety goals. - Develop and implement a provincial plan for Laboratory Information System data exchange. Performance Measure 2: Number of performance indicators on clinical laboratory and pathology services reported provincially. 2016/17 Baseline 2016/2017 Target 2017/18 Target 2018/19 Target x 8 15 Goal 2: Deliver a system of responsive and effective health care services across British Columbia. Working together with the Ministry of Health, the health authorities, and other service providers, BCCSS is a unique part of the health service delivery system across BC. By providing Clinical and Support services in innovative, cost-effective ways, BCCSS is an important part of the service continuum whether it is designing a new strategic service delivery model for Laboratory Services or ensuring the best value for money for goods and services that support the health authorities in their delivery of patient care. Objective 2.1: Collaborate in the enabling areas of support services and technology infrastructure.

10 Page 10 of 14 Strategies - Establish agreements with the health authorities required for BCCSS Support Services Division to fulfil its obligations as outlined in the Mandate Letter. - Work with the Ministry of Health and health authorities to develop a strategic service delivery plan that defines the overall provincial model for the provision of support services. - Develop, at a high level, a new funding model and an implementation plan to support changes in the support services delivery model. Performance Measure 4: Number of support services provided by BCCSS 2016/17 Baseline 2016/2017 Target 2017/18 Target 2018/19 Target 6 6 TBD TBD Goal 3: Ensure value for money. In order to ensure a sustainable healthcare system, both the demand curve and the cost curve need to be addressed. It is also important to ensure that the most value is achieved for every dollar spent. Increased value can be extracted by applying a business model that creates integrated services through the consolidation, streamlining and standardization of functions from a variety of organizations. The value this business model can derive in both service improvement and cost reduction is proportional to the number of organizations served and the level of complexity reduction achieved. Over the last few years, as part of the Ministry of Health s Innovation and Change agenda, consolidation of certain services was managed through two initiatives - Health Shared Services BC (HSSBC) and Lower Mainland Consolidation (LMC). Setting Priorities for the BC Health System is designed to continue implementation of the Innovation and Change agenda. Specifically, Strategy 7 Budget Management and Efficiency states: #5 - Continued consolidation of back-office functions and shared business services through a renewed approach for provincial health shared service delivery and the expansion of the Lower Mainland consolidation project to a provincial model. (p. 38)

11 Page 11 of 14 In the Ministry of Health Service Plan 2016/ /19 (February 2016), Goal 3: Ensure Value for Money, reiterates that to achieve value for money in health care, the Ministry must ensure health system resources are used in the most efficient and effective way possible. On a strategic level, this includes not only what services and initiatives are focused on, but also how they are implemented and managed. Objective 3.1: Efficient and effective use of resources. Strategies - Deliver the existing scope of support services in a cost-effective and efficient manner to achieve value-for-money by creating capacity, reducing redundancy, increasing transparency, and improving quality and safety. - Support the Ministry s engagement in the Council of the Federation s Pan-Canadian Pricing Alliance for brand and generic drugs. - Generate savings that can be reinvested into patient care. Performance Measure 4: Percent of projected savings plan target achieved 2016/17 Baseline 2016/2017 Target 2017/18 Target 2018/19 Target 100% 100% 100% 100%

12 Page 12 of 14 Resource Summary BCCSS operational effective April 1, Resource Summary Table ($ millions) 2016/17 Budget 2017/18 Plan 2018/19 Plan OPERATING SUMMARY Provincial Government Sources Non-Provincial Government Sources Total Revenue: Clinical Division: BC Agency for Pathology and Laboratory Medicine Provincial Blood Coordinating Office Support Services Division Corporate Total Expenditures: Surplus (Deficit) CAPITAL SUMMARY Funded by Provincial Government 2.1 Other Non-Government Sources Total Capital Spending Inventory sales from the shared warehouse and recoveries for specific support services provided to the Health Authorities are included as revenue from Provincial Government Sources. 2 Costs of inventory sales and expenses incurred in providing specific support services to the Health Authorities are included in Support Services Division expenditures.

13 Page 13 of 14 Major Capital Projects This section includes approved capital projects that are over $2 million in total capital cost regardless of funding source. Targeted Completion Date (Year) Approved Anticipated Total Cost of Project ($ millions) Actual Project Cost to Dec 31, 2015 Kamloops Data Centre (KDC) Expansion Storage and Data Centre expansion to address capacity issues. This work is scheduled for completion in FY16/

14 Page 14 of 14 Appendices Appendix A: BCCSS Contact Information BC Clinical and Support Services 1795 Willingdon Avenue, Burnaby, BC V5C 6E3 Phone: Facsimile: Web site: Appendix B: Hyperlinks to Additional Information BC Ministry of Health BCCSS Support Services Division BC s Agency for Pathology and Laboratory Medicine Provincial Blood Coordinating Office