The key to improving shared services capacity
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Simplifying processes for the customers of BC Clinical and Support Service (BCCSS) team was a focal point of their value proposition. Starting with a foundation of consistent, well-documented Standard Operating Procedures (SOP) and complimenting it with sound process governance the BCCSS team set out on a province-wide service mission to reduce risk, control cost and increase predictability. In the highly regulated healthcare industry, one that is experiencing significant business environment change, the need for efficiently managing and maintaining SOPs and process details is not only mission critical but also helps to drive process improvement and build employee engagement
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The key to improving shared services capacity
- 1. The key to improving shared services capacity. Camille Reid, VP Financial and Employee Services, BC Clinical and Support Services
- 2. Shared Services and Outsourcing Summit Canada Camille Reid,VP Financial and Employee Services, BC Clinical and Support Services
- 3. • About BCCSS • Our SOP Development Journey • Business Problems Encountered • Business Solution (Promapp) • Business Results • Future Plans AGENDA
- 4. Established 2015 Mandate: promote health in the province through coordinating, managing, and/or providing clinical, diagnostic and support services to BC’s health care system for the benefit of all users. BC Clinical and Support Service (BCCSS) WHO WE ARE
- 5. BC HEALTH AUTHORITIES Provincial Health Authority Provincial Health Services Regional Health Authorities Fraser Health Interior Health Northern Health Vancouver Coastal Health Vancouver Island Health
- 6. DEC 2007 SEPT 2010 APRIL 2016 THE EVOLUTION OF BCCSS BC Health Authority Shared Services Org (SSO) established as legal entity SSO becomes a division of the Provincial Health Services Authority as Health Shared Services BC (HSSBC) BC Gov’t establishes BC Clinical and Support Services Society (BCCSS) as a standalone organization
- 7. SUPPORT SERVICES WE PROVIDE Financial and Employee Services Supply Chain (Accounts Payable) Technology Services Working collaboratively
- 8. INTERESTING FACTS ABOUT BCCSS • Procures over $2B in materials annually* • Delivers over120M units of products annually • Processes 1.24M POs and invoices annually • Manages over 65,000 workstations/71 sites • Supports and pays up to 51,000 employees – gross value $98M bi-weekly • Generates over 3.5M patient invoices - processes 4M charges – $735M annually *Cumulative procurement savings to date $467M
- 9. SUPPORT SERVICES VALUE PROPOSITION
- 10. INDUSTRY BEST PRACTICE “SOPs reduce system variation, facilitates cross- training, provides consistency as a platform for high performance.” “Clever application of standard work allows you to have both efficiency and the flexibility to offer unique solutions to each customer.”
- 11. Not only is it an industry best practice to have well documented and maintained SOPs, but it’s good for our business. . .
- 12. BC Clinical and Support Services Clinical Services Support Services Financial Employee Services Employee Records and Benefits Payroll Revenue Services Supply Chain Technology Services
- 13. 2011 2012 2015 OUR JOURNEY SOP DEVELOPMENT EMPLOYEE RECORDS & BENEFITS (ERB) Hundreds of processes across three clients that were not documented • No standardized processes existed • No common place to find SOPs once developed SOP Documentation Project initiated • Intended to increase efficiency, quality, accuracy & standardization (some funding provided) • Created through Microsoft Word/Visio • Housed on SharePoint 120 SOPs finalized • No formalized sustainment program
- 14. BUSINESS PROBLEMS ENCOUNTERED 1. Diminishing returns on initial investment 2. Difficult to search and navigate 3. Unable to provide version control/document edits 4. Lack of defined Process Governance Structure 5. Technology restrictions 6. Storage platform did not allow for collaboration 7. No way of measuring if SOPs were being used 8. Turnover was high – experienced staff were leaving (learning was inconsistent)
- 15. • Lack of process clarity/shared knowledge • Processes sitting in silos • Staff too busy to focus on the way things are done • Frequent blame put on systems • Ambiguity on who is responsible – leads to lack of accountability NEED TO INVEST IN PROCESSES
- 16. Insanity: doing the same thing over and over again and expecting different results. —Albert Einstein
- 18. Negated our business problems • Easier search capability • Built-in version control • Established governance structure • Accessible on all computer platforms • Social Media allows for collaboration and feedback • Dashboard reports view counts and usage • Enhances the employee training experience WHY PROMAPP?
- 19. Five SOPs samples within one functional team were selected to assess product effectiveness, feasibility and fit on the basis of: PROMAPP PILOT – JANUARY 2017 1 User Experience & Adoption 2 Technology Integration 3 Program Governance 4 Sustainment
- 20. OLD PROCESS MAP USING VISIO
- 21. NEW PROCESS MAP USING PROMAPP
- 22. OLD PROCEDURES USING WORD
- 23. NEW PROCEDURES USING PROMAPP
- 25. SOCIAL MEDIA FEEDBACK LOOP
- 26. TARGETED KEY PERFORMANCE INDICATORS 1 2 3 4 5 100% ability to access new technology & locate 5 Piloted SOPs for all Pilot Participants 10% increase in quality of documented SOPs 20% increase in usability of the 5 pilot SOPs 10% decrease in effort to create SOPs 10% reduction in training time on 5 pilot SOPs
- 27. • Participants receive pre and post implementation survey • 13 questions: SOP usability, training, access, quality • Survey focus Reduction in OrientationTime Reduction in Cross-training Time Productivity Increase (streamlined processes) Labour Savings (rework) MEASUREMENT METHODOLOGY
- 28. KPI Target Actual Ability to access new technology and locate 5 piloted SOPs for all Pilot Participants (achieved through UAT) 100% 100% Increase in usability 20% ↑ 39% ↑ Reduction in training time 10% ↓ 28% ↓ Increase in quality of documented SOP 10% ↑ 28% ↑ Reduction in effort to create SOP 10% ↓ 28% ↓ MEASUREMENT FROM SURVEY FEEDBACK
- 29. • Ensure sponsorship & prioritization – have clarity of vision and scope • Plan for set-up • Designate key roles • Ensure continued engagement & communication • Train – make it simple, repeatable • Introduce network of champions to support, train, & engage • Celebrate and have fun! LESSONS LEARNED
- 30. NEXT STEPS 1 Move all existing ERB SOPs into Promapp1 Provide demo/lessons learned and roll out to other service lines within BCSS 2