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Expression of Interest

​Project management to support the one nursing regulator (ONR) p​roject in B.C​.​
Submissions due Fe​​b. 27, 2017
updated Feb. 17, 2017​
posted Feb. 6, 2017

Expression of Interes​​t 

​Project management to support the one nursing regulator (ONR) p​roject in B.C​.​

Submissions due Fe​​b. 27​, 2017​

Purpose

To identify qualified project management resources to support BC's three nursing regulatory colleges (College of Licensed Practical Nurses of BC, College of Registered Psychiatric Nurses of BC and College of Registered Nurses of BC) as they work together to create a new single regulatory college to regulate BC's nursing professionals.  The project management resources required are:

  1. A Senior Project Manager who can provide project management for the overall portfolio of ONR projects.
  2. An IT Project Manager who manages the IT integration project.​
Background
​The College of Licensed Practical Nurses of B.C. (CLPNBC), the College of Registered Nurses of B.C. (CRNBC) and the College of Registered Psychiatric Nurses of B.C. (CRPNBC) (the Colleges) are working to co-create a new nursing regulatory body that will replace the existing colleges. This new body will regulate all nurses in B.C. (LPNs, NPs, RNs and RPNs).

All three regulators have the same governing legislation, the Health Professions Act, which requires them to regulate in the public interest. Combined, the Colleges regulate approximately 55,000 nurses in British Columbia, comprising more than half of the regulated professional work force in health care. In fulfilling their regulatory duties, the Colleges have identical requirements to register (or license) nurses, investigate and resolve complaints about individual nurses, establish standards for the profession and require nurses to complete continuing competency or quality assurance requirements.

The boards of the three Colleges have acknowledged that, over time, the work of the organizations has, through collaborative efforts, become more integrated and aligned and that there is significant value in bringing the three organizations into a single, well-structured entity. The boards have established a project to create a new regulatory college to replace the existing three colleges (the One Nursing Regulator or ONR Project).

Prior to the creation of the ONR project, the Colleges were already working together on a variety of initiatives. In addition, CRNBC and CLPNBC partnered in the creation of an IT consortium for health profession regulators whereby the regulators develop and manage a shared information system. Most processes between CRNBC and CLPNBC are consistent within the shared IT platform. CRPNBC is not in this same platform but uses the same enterprise system (MS Dynamics CRM). As part of the IT consortium the current IT team regularly brings in other regulators into the environment and so this process is fairly well understood. However, the work to enable ONR will bring more complexity and coordination, in addition to managing the typical work of the IT team. The IT team is currently working with the College of Nurses of Ontario (CNO) to begin using the same platform, and to support joint development going forward.

In early 2016 a business case was developed to outline the advantages, risks and benefits of forming a single regulatory body (Business Case Link).  Subsequent to the development of the business case, the three colleges engaged in the initial planning phase for the ONR project. The planning phase focused on the creation of a blueprint for all aspects of integration required to create and implement the new organization.

In the planning phase, a comprehensive analysis of all of the business functions (listed below) of the Colleges was conducted.

  • Inquiry and Discipline
  • Policy and Practice
  • Quality Assurance
  • Registration
  • Education Program Recognition
  • Finance and Accounting
  • Governance
  • Human Resources
  • Information Management/Information Technology
  • Facilities
  • Communications
  • Regulatory/Legal

Staff from the Colleges worked together in business function based teams to:

  • Identify the current state within each of the three organizations and make recommendations for how each function should operate in the future (this included recommendations for business processes, committee structures, bylaws, etc.).
  • Identify changes to systems needed to support the new organization (e.g. information systems, HR systems, etc.); and
  • Identify future organizational structure needs to achieve identified synergies and efficiencies.

During the planning phase, some initial change management and governance work was also undertaken and a survey aimed at registrants and other stakeholders was conducted in order to communicate project objectives and solicit stakeholder feedback.

The main deliverable coming out of this planning phase was a high level consolidated plan and budget for the next project phase (Build Phase).

The focus of the Build Phase will be (1) the further refinement of the build plan into more detailed and executable project plans and (2) the execution of those plans.

The scope for this next phase of the project may include elements such as:

  • System changes (bringing all three colleges into the same technology environment).
  • Business process and policy changes (some of which will be reflected in the IT system and others which will be outside of the IT system).
  • Changes to bylaws.
  • Changes to organization structure, roles and reporting relationships.
  • Development of a brand for the new organization.
  • Physical move to a new location.

Creating a new regulator requires changes to the Health Professions Act and supporting regulations, as well as a new set of bylaws – all the responsibility of the Government of British Columbia (Government). The timing of when the new legal organization can be created is driven by the timing of when Government makes these changes. Notwithstanding this uncertainty we are working towards a "go live" date (i.e. a new legal entity is created with a board, bylaws, budget, brand, CEO, etc. in place) of April 1, 2018.

This project is different from a typical merger/acquisition scenario in that there is not a sole organization or individual driving this effort – all three organizations (and all three CEOs) have a role to play in ensuring that this project is successfully executed.  The three organizations and their CEOs need to continue to work together collaboratively to move the project forward.

​The project structure is anticipated to be as follows:​​​

ONR org chart

For the ONR Project work, the CEOs report to a Transition Steering Committee which is made up of representatives (current and past board members) appointed by the three boards (the CEOs will continue to report to their respective Boards for​ their regular operational roles). The ONR Leadership Team is comprised of the senior leaders from the Colleges and includes a Change Management Consultant. The Change Management Consultant and CRNBC's Acting Director of Strategy report to the CEOs directly, are mostly dedicated to the ONR project and provide senior level guidance to the project. The Senior Project Manager will work collaboratively with them.

The total number of project teams has not been finalized (the chart above is for illustrative purposes and does not represent the final project structure which the CEOs will finalize in consultation with the ONR Leadership Team and the Senior Project Manager).​

Overview of needs

​The Colleges are looking to engage qualified project managers for the next phase of the amalgamation efforts associated with creating a new nursing regulatory body from the three existing colleges. These are critical and highly-dynamic roles for the integration of the three nursing regulators within BC.

Working collaboratively with other senior project resources, the ONR Leadership Team, and each other, the people in these roles will work with project team members to achieve project milestones and overall strategic objectives of the ONR Project. These roles are based in the Lower Mainland with frequent travel between the Colleges' locations (Burnaby, Vancouver and Port Moody).

The successful execution ​of these roles will result in:

  • Achievement of the ONR objectives and goals.
  • Continued ability of the three individual organizations to effectively regulate nursing professionals through the course of the project.
  • Effective coordination of ONR initiatives with other relevant strategic initiatives.
  • Retained knowledge within the organization to support ONR being successful post implementation.
  • A positive, engaging organizational culture being fostered through project activities and interactions.

We require two project managers ​at this time:

  1. Senior Project Manager — responsible for the oversight of the entire portfolio of ONR projects.
  2. IT Project Manager — responsible for the IT system integration project.

​Senior Project Manager​

​​​The Senior Projec​​t M​​anag​​​er will:

  • Report to all three CEOs until the new organizational entity is established and a single CEO for that new organization is appointed.
  • Lead the planning and implementation of the next phase of the project.
  • ​Create an overarching project charter (e.g. outlining scope, goals and deliverables) for the next phase of the project.
  • Work with the CEOs, leadership team members and other staff resources as necessary to prioritize the recommendations brought forward by the business function teams (specify the details of what should be accomplished prior to "go live", what can be started but not completed prior to "go live" and what should be deferred until after "go live").
  • Using the Build Plan as a starting point, create more detailed/integrated project work plans with clear milestones, tasks, timeline and resource requirements (e.g. staffing, etc.) identified to address the project scope.
  • Finalize and manage the detailed project budget.
  • Work with the CEOs to finalize the project team makeup/structure (e.g. identify more detailed resource requirements for the next phase of the work).
  • Manage the overall project work plan (e.g. track/manage the production and quality of project deliverables; monitor and report on project progress; manage project scope/change requests).
  • Ensure high quality, on-time and within-budget delivery of the ONR portfolio of projects that achieve project objectives.
  • Ensure all functional project plans are properly developed and managed (this includes ensuring that dependencies are addressed and project team plans facilitate change management and communication efforts).
  • ​Provide direction and support to project team members and other project managers on the application of tools, methodologies and processes to ensure success.
  • Create an overall project risk register; identify and manage overall risks and issues, assessing the impact of changes, introducing remedial action and/or escalating risks as required.
  • Build and support an agile, highly engaged and effective cross-functional team within a matrix structure. Manage the overall project (e.g. provide direction and support to the project team resources; be aware of stresses on staff from resource limitations and help to manage that).
  • Facilitate cross-functional collaboration to ensure alignment; facilitate critical meetings and act as a neutral third party to help resolve conflicts.
  • Conduct regular assessments of project lessons learned and incorporate learning into the management of the project.

​ IT Project Manager​​

​​​The IT Project Manag​​er will:​

  • Focus on ONR, while also retaining alignment or furthering our longer-term collaborative objectives.
  • Report to the Senior Project Manager and the IT Team Lead.
  • Create, manage and communicate the overall plan for the IT integration work, in collaboration with other IT project managers.
  • Create and manage a risk register for the IT integration work; identify and manage overall risks and issues, assessing the impact of changes, introducing remedial action and/or escalating risks as required.
  • Provide regular reporting to leadership.
  • Escalate risks and issues.
  • Support recruitment and resourcing where additional capacity/support is requested.
  • Foster team engagement both in the British Columbia IT team and with the CNO IT team.
  • Liaise with CNO to assist with harmonization.
  • On a limited/temporary basis, assist with other IT projects where this supports meeting our ONR objectives.
  • ​The Colleges are looking for individuals that can be dedicated to this project, embedded into the team and working collaboratively with all three nursing colleges. We anticipate that these roles are full time for the duration of the project. 

Selection Criteria/Project Manager Qual​ifications​

The Colleges wish to engage with a consultants or a consultancy that have relevant proven expertise and an interest in this project. Respondents are invited to apply to any or all of the roles described in this EOI. Specifically, the colleges will consider proposals from individuals and organizations who meet the following criteria:​
Selection Criteria/PM Qualific​​ation

Senior Project Manager

IT Project Man​ager
1. Proven experience leading large-scale programs with multiple demands and complex change management and communication needs. Required Beneficial
2. Recent, relevant project management experience with projects of a similar scope/complexity

10+ years of experience with complex projects involving technology, business process, and organizational structure changes.

Preference for experience providing in-depth project management support for organizations undergoing merger/acquisition

7-10 years of experience leading IT projects.

Familiarity with Microsoft Dynamics CRM is an asset.

Familiarity with Scrum and agile development is an asset
3. Demonstrated skills in relationship building, management and stakeholder engagement. Strong team player able to work with and through others. Highly organized with the proven ability to work collaboratively and cross functionally at all levels of the organization and deliver results. A minimum 10 years’ experience in a leadership role is required. Required
4. Critical thinking and problem solving skills. Required Required
5. Excellent communication, conflict resolution and facilitation skills. Required Required
6. Excellent active listening skills, ability to empathize with people going through a period of change. Required Required
7. Skills in influencing and leading others at all levels and leading teams towards a common vision or goal. Required Required
8. Ability to work effectively in teams with a wide variety of stakeholders. Required Required
9. An understanding of change management (people side of change) theory and applicability Required Beneficial
10. Experience in the public, non-profit or regulatory sector and an understanding of the legislative and regulatory structures impacting professional regulation and/or the non-profit sector in British Columbia will be considered a significant asset. Beneficial Beneficial
11. Demonstrated ability to be adaptable and effectively manage the uncertainties/ambiguity/complexity inherent in this type of change project. Required Required
12. Education/professional credentials related to Project Management (For example please note education/ professional qualifications that could be relevant to these roles such as a university degree in Business or other relevant education; PMP designation or other relevant professional qualifications; knowledge of Prosci or other change management methodologies, etc.). Required Required

The successful vendor(s) will ensure the availability of the project management resource(s) proposed.

Response format

Please submit the following package of materials for each resource being proposed in the form of a PDF attachment via an email addressed to the Contact Person:

  1. A cover page that includes the name and contact information for the resource being proposed along with an indication of which position(s) the individual is being proposed for.
  2. A resume of experience and qualifications that highlights how the proposed resource meets the selection criteria/qualifications noted above.
  3. A brief outline of the approach to the provision of project management services, including any methodologies and/or tools used.
  4. Two references (contact name, title, telephone number, e-mail address) from senior business leads/sponsors for work of a similar scope/complexity that can directly comment on the project manager being proposed.
  5. Pricing. Please indicate both a maximum price per month for the resource being proposed (in anticipation of the roles being full time) and an hourly rate. (Please note that as a not-for-profit self-funding organization, projected costs are a key issue for the Colleges.) All prices are to be quoted in Canadian dollars. Please quote GST separately.

All costs associated with the preparation and submission of the Proposal, including any costs incurred by the consultant after the closing time, will be borne solely by the consultant.

This Expression of Interest is not an agreement to purchase services. The Colleges are not bound to enter into a Contract with any Qualified Respondent. Responses will be assessed in light of the qualification review criteria, The Colleges will be under no obligation to receive further information, whether written or oral, from any Respondent.

EOI timeline

Proposals will be accepted until Feb. 27​, 2017 and the successful vendor will be advised by the close of business (4 p.m.) March 3, 2017.
Activity Timeline
EOI Issue Date Feb. 6, 2017
EOI Closing Date Feb. 27, 2017
Shortlisting/Vendor Interviews Feb. 28 – March 3, 2017
Selecting Vendor/Vendor Negotiations March 3, 2017
Work Commences March 6, 2017


Conta​​​​​ct Information

CONTACT PERSON: Katherine Graham: graham@crnbc.ca

** Please submit any questions by email.


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