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Budget 2013 and Results-Based Budgeting Calgary Chamber of Voluntary Organizations May 28, 2013. Presentation Overview. A Government of Alberta and Human Services Budget 2013 Overview The Results-based Budgeting (RBB) approach Disability Services Budget 2013 Overview
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Budget 2013 andResults-Based BudgetingCalgary Chamber of Voluntary OrganizationsMay 28, 2013
Presentation Overview • A Government of Alberta and Human Services Budget 2013 Overview • The Results-based Budgeting (RBB) approach • Disability Services Budget 2013 Overview • The RBB approach with Disability Services
Budget 2013 – Government of Alberta • Budget 2013 - a tough budget (‘bitumen bubble’) • Revenue: $6.2B lower than forecast in Budget 2012. • Operating spending: flat year-on-year
Budget 2013 – Government of Alberta Source Budget 2013 Fiscal Plan Tables (Page 131). Note: Operational Expense includes operating expense, disaster/emergency assistance, amortization expense, inventory consumption expense, losses on disposal of capital assets, and general debt servicing costs. Figures above may not add due to rounding. Operational Expense does not include Capital Grants.
Budget 2013 – Human Services • Human Services Budget $4.3B • Operating spending: basically flat year-on-year
Results-based Budgeting (RBB) RBB is about: • Ensuring government programs and investments are achieving the outcomes Albertans want. • Ensuring that government programs and services are being delivered in the most efficient and effective way possible.
RBB Review Approach Results-Based Budgeting Program Reviews Alignment with Social Policy Framework Vision, Outcomes, Principles and Policy Considerations Programs that support better outcomes for Albertans Relevant Effective Efficient
Challenge Panels Challenge panels consist of a Treasury Board Committee member, two MLAs as well as public members. Support to Albertans in Need (Supports for Disabilities) Chair: Len Webber, MLA Calgary-Foothills MLA: Jason Luan, MLA Calgary-Hawkwood MLA: Alana DeLong, MLA Calgary-Bow Public Members: • Sol Rolingher, Barrister and Solicitor, Partner with Duncan & Craig LLP • Robert Rosen, President, City Lumber • Corey Keith, President, Corey Keith & Associates Inc. • Carla Gregor, President & CEO, Good Samaritan Society • Neil Cameron, President, Alberta Pharmacy Association
Budget 2013 - Persons with Disabilities • $5.5 million increase from 2012/13 forecast • Transforming to outcomes based service delivery system to support independence and community involvement • ImplementingService Planning Approach based on need • Improved employment support • Streamlined contracting and accountability mechanisms
Budget 2013 - Children with Disabilities • $5.9 million increase from 2012/13 forecast • Supports a wide spectrum of supports and services for families with children with disabilities
Results Based Budgeting Supports for Disabilities In-Scope Programs ($ millions) $14.0 $147.7 $18.4 $657.3 $6.7 $3.0 $0.8 $14.0 $0.8 Total $862.7 22
Results Based BudgetingFraming the Context • In 2006, there were approximately 436,000 Albertans with disabilities of which 31,000 are children • Majority need support to participate in society and maintain independence • Nature and level of support varies widely (mild, moderate, severe) • Types of supports are influenced by living environment and connection to family and community 23
Results Based BudgetingFraming the Context • The Government of Alberta funds disability supports which are most often delivered by community agencies • Supports for disabilities includes personal supports, life skills training, caregiver supports and information • Alberta’s disability policies, supports and services reflected common beliefs, best practices and leading delivery models of the day • The philosophy of meeting the needs of persons with disabilities has changed significantly over time 24
Results Based BudgetingFraming the Context • The current system is comprised of discrete programs that were developed over time to meet different needs • This results in a disproportion of supports being received by some clients vs. others • Significant improvements to the efficiency and effectiveness of the PDD program have already been made • Work is underway to introduce performance-based contracts with CBOs and implement common services access for social based programs • This review will leverage current work and consider linkages with programs not part of this review to create a cohesive disabilities system 25
Results Based BudgetingMoving to the Desired State – Strategic Shifts 28
Albertans with Disabilities - Programs Across Lifespan 31,000 Children with disabilities 405,000 Adults with disabilities FASD 1,900 clients FSCD8,600 clients Brain Injury / Other Disability Supports 4,050 clients Other gov’t funded programs (e.g. AADL) RAMP 675 clients UnmetNeeds PDD 9,700 clients Family, community, and other non-government supports Age 18 Programs by diagnosis 29
PDD Current State • A complex governance model (Community Boards / Ministry relationships) • Increasing caseloads – especially extraordinarily complex cases – are driving program growth that is unsustainable (see following chart) • Difficulty transitioning individuals from FSCD to adult programs • Many adults with disabilities (FASD, Autism, Brain Injury) who do not meet PDD’s eligibility criteria for IQ, but have unmet support needs
PDD Current State • A complex service delivery system focused on activities rather than outcomes - individuals leading meaningful lives in communities • Front-line staff wages are low, resulting high staff turnover, and leading to negative impacts on clients and negative impacts on staff Individuals, families, guardians, service providers and staff have told PDD, “It is time to do better.”
Impetus for Change • Several studies and consultations were undertaken, and Ministerial direction was given to undertake the PDD Change Initiatives; consultations included: • What We Heard: Increasing Flexibility for Families • What We Heard: Increasing Flexibility in the Contracting Process • KPMG Report to the Minister: Administrative Review of the Persons with Developmental Disabilities (PDD) Program (September 2010) • MLA Genia Leskiw’s Contracting Consultations
Results-based BudgetingVision for Future System of Disability Supports • One disability program • Albertans with disabilities and their families are actively involved and supported by one Disability Program across their lifespan that respects the uniqueness of each individual. • Needs and strengths guide the provision of support • Albertans with disabilities and the Disability Program work together to make certain their functional needs and strengths are well understood and are the foundation of supports. This means that more Albertans with disabilities receive support, and that support is more equitably and appropriately distributed. • Services are consistent and accessible • Disability supports are readily accessible to any Albertan, in-person, by phone (through a contact centre) or through the web. Common processes across the province ensure consistency, and support the provision of the right services at the right time. 33
Results-based BudgetingThe Future System of Disability Supports • Services achieve results • Disability supports are structured and funded to help Albertans with disabilities to meet their goals for enhanced health and wellbeing, safe and stable housing, community inclusion and independence – ultimately allowing them to achieve their full potential. • Navigation is simple • Disability supports are well-integrated with the network of government and community supports required for holistic support. Common points of access, client coordinator positions and enhanced awareness of disabilities all facilitate improved navigation. • Services are integrated with other systems and the community. • The Disability Program promotes awareness of Albertans with disabilities to include them in their communities and works to address system and community barriers that impede outcomes from being achieved. 34
Next Steps • Implement budget decisions • Implement RBB policy shifts • Implement Quality of Life measures • Close Michener North and South side facilities • Implement new funding and contracting processes • Develop housing options to better support people with complex service needs
Questions/Discussion Thank you. Questions?