STAFFING SERVICES REDESIGN PROJECT

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STAFFING SERVICES REDESIGN PROJECT

• Presented by
• Gentil Mateus
• Regional Director Human Resources
• Lee VanMeter
• Project Lead, Staffing Services Redesign
• June 23rd, 2008

2
Interior Health Facts

• Area Population 693,000
• Budget 1.2 Billion
• 35 Acute Care Sites
• 4,427 Residential Beds
• 19,500 Employees
• 1,200 Physicians
• Communities served 54
• Regional Districts 10
• Number of Regional Hospital
• Districts 7
• First Nation Communities 55

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The Burning Issues

• Growing shortage of health care professionals,
  and increasing demand for services
• Within IH the demand for services is projected to
  increase 1-2 per year for the next several years
• During the next five years, we will lose
  approximately 2500 employees to retirement
• Largest operating cost is our workforce (850m)
• The need to control workforce costs, improve
  retention and staff morale

4

• HISTORY
• 1 Payroll system
• 12 Scheduling Offices
• 10 Databases
• Incompatible ESP versions
• Inconsistent Practices

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Project History
TALKED individually with Mgrs
Looked at Casual retention
Interviewed 550 CASUALS by telephone
Analysed a full year of PAYROLL DATA
Mgmt Workshops 53 people
ANALYSED COSTS of Existing Scheduling Offices
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Business Planning Gathering the Data

• Business Planning Methodology
• Site visits and interviews with managers across
  all HSAs
• Survey of Casual Workforce
• Facilitated workshops across region to gather
  group input
• Consultation with unions
• Analysis of one year of staff utilization data
  (2003)

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Business Planning Gathering the Data

• The Evidence showed
• High levels of overtime use, but casuals claiming
  they were not being offered work
• Casuals not actively managed and with high
  turnover
• Staffing levels and skill mix in similar
  departments varied significantly and troubling
  increase in Workload hours
• Service levels in existing scheduling offices
  varied tremendously

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Casual Labour Used Inappropriately
RN Demand
How demand was being filled
3
Productive time used
Unplanned wkld
Type of labour being used
End of Shift Otime
2
Short Notice Leave Relief
Full Shift Otime
5
Casual Labour
Advance Notice Leave Relief
19
10
Regular shifts from rotation lines
Permanent Staff paid straight time
82
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Business Planning Developing the Strategy

• Created an Achievable Vision for the Future
• Create a cost neutral solution by establishing a
  Staffing Service with service centres in each
  HSA
• Create HSA wide certifications to offer staff
  more options and remove barriers to the effective
  deployment of staff
• Offer enhanced range of services including
• 24/7 service
• Rotation Specialist team to look at more flexible
  rotation options
• Workforce Consultants (WIC) to help manage the
  relief workforce
• Corporate management of new service to create
  consistency and accountability
• Dual reporting relationship to HSA management to
  ensure strong local partnerships
• Adoption of a Balanced Scorecard approach to
  measure outcomes

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Business Planning Developing the Strategy

• Projected Benefits of Future State Vision
• Improved staff retention in the face of a
  critical workforce shortage
• Commitment from front line management to a better
  work place and a development of a partnership
  between staff, union and management
• Reduction in Sick Time and Overtime due to better
  scheduling less burnout
• Enhanced ability to respond to workforce trends
• Greater visibility into staff utilization across
  the organization and better information for
  managers and executive team

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Vision Goals

• Vision wasTo standardize the staff scheduling
  and utilization processes throughout Interior
  Health
• Goals were
• Better end user service for managers, casuals
  and staff
• Improved staff satisfaction and retention
• Automated processes
• Reduced labour costs

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Our Mission Statement

• To deliver extraordinary service to
• Interior Health by providing highly
• responsive staffing solutions and
• workforce planning, in order to
• contribute to the delivery of safe,
• quality healthcare by Interior
• Health now and into the future.

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Staffing Services Redesign
Builds upon the ESP Scheduling System to make it
a better all round scheduling process Creates
tools to save managers time, improve staff
retention and provide a better service to all who
use it
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Process Design
Collaboration and Participation were at the heart
of the design methodology!

• Design Process divided into six modules
• Rotation and Position Management
• Planned Leave Management
• Short Notice Leave Daily Staffing
• Scheduling Relief
• Relief Staff Management
• Timekeeping

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Process Design

• Design Team of approximately 40 people reporting
  to Steering Committee of 12 senior executives
  that regularly reviewed the work of the Design
  Team. The Design Team was comprised of
• Staff, including casuals
• Managers
• Regional union representatives
• Schedulers
• Payroll and HR staff
• It takes time!
• A strawman approach is used to save time
• 12 full day workshops over 16 weeks

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Design Team
Design Team process was a great success. Group
created 22 work flows and came to a consensus on
all but one of them.
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Design Team
Overall, the group was amazed that people from
all walks of life came together, with own
agendas, own history and cynicism yet, through
the process, realized that we are all working
towards the same goal.
These were the most productive meetings of my
career If everybody in my workplace could feel
a little of what went well here, it would be a
better place to work. I came with a lot of
cynicism and little hope. Im leaving with a lot
of hope and little cynicism.
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Design Team
Feedback from the Design Process was extremely
positive!

• Sample comments from evaluations at the end of
  the process were
• Awesome, outstanding impressed that IH put
  funding behind it
• I feel this process has unified management,
  staff, and unions around a set of common
  objectives
• Ground breaking
• The indiscretions of the group was critical to
  the successful outcome and allowed discussion to
  be sufficiently well rounded
• Very inclusive, positive. IH participants were
  not confident that the decisions made by the
  Design Team would be honored by those "above"
  with power to over rule. I hope this is not the
  case. Small breakout sessions allowed quieter
  people to have a voice, which was great.

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Key to Success

• Single ESP database (Version 3.6)
• Decision-making must remain with operational
  management
• Development of a Balance Scorecard
• Strong customer service focus Managers and
  Employees.
• Ability to provide data to assist managers with
  day to day staff management and planning.
• Service must be adequately resourced in both
  pilot offices, additional staff were hired (ratio
  1190)
•    

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Key to Success

• Service Level Agreement (SLA) between each
  manager and the Staffing Service Centre.
  Includes
• Workflow processes
• Performance Measurements
• Clear delineation of roles responsibilities
• Issue Resolution process
• Standardization of Operating Procedures. Standard
  Interpretation Guideline (SIG) and Staffing
  Services Administration Manual (SSAM)
• Staff Union involvement is key

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Key to Success Transition Teams

• Prior to implementation ("go live") of the new
  processes Transition Teams were created.
• These Teams included front line employees,
  managers and union representatives, to
  continuously bring forward concerns from staff to
  the Project Team and communicate changes back to
  staff.
• During project rollout the Transition Teams met
  on a weekly, then bi-weekly and finally monthly
  basis, as the issues were resolved and fewer
  meetings were necessary.  

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The Role of the WIC

• The Workforce Innovation Consultant plays a
  pivotal role within the Staffing Service
  Centre. They hold a dual responsibility for
  supporting managers in identifying and
  addressing the root cause problems for overtime,
  sick time and staff retention. In addition,
  they support relief staff to improve their work
  experience and job satisfaction.
• Role with local management includes
• Project demand for relief staffing and identify
  needs by area, specialty, seasonal
  fluctuations, etc.
• Develop strategies to meet the demand, e.g. by
  working with external recruitment, developing
  relief staff skills, etc.
• Determine the optimal mix of casual and
  permanent relief positions including the
  introduction of Regional Relief Pools.

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The Role of the Rotation Specialist

• The Rotation Specialists work with managers and
  staff in an inclusive collaborative process to
  determine requirements and provide creative
  solutions. Their goal is to improve employee
  satisfaction while meeting operational needs.
• Provide services for all Collective Agreements
• Collaborate with the BCNU/MOH Responsive Shift
  Scheduling initiative
• Maintain a Central Database of Rotations

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Staff Utilization Unit
Regional Director, Employee Labour Relations
Regional Dir, Staff Utilization
Rotation Team
Local Structure in each HSA
Info Analyst
COO
Business Consultant
HSA Management Team
HR Director
Front Line Managers Face to face
time plus Regular Service Scorecard results
reported to customers
Workforce Innovation Consultant
Scheduling Manager
Consolidated demand / consolidated customer base
more effective service
External Recruitment Services
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Balanced Scorecard

• To measure, evaluate and improve the Staffing
  Service Centres performance
• Factors for success originally identified by
  Steering Committee
• Available on-line

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18 Month Progress Report

• Staffing data being provided monthly to assist
  Senior Management Teams with short/ medium term
  planning
• Decrease in Overtime. Pilot Sites Nursing
  Overtime is lower in 2007/08 then in 2006/07 and
  1.35 lower than the Health Authority average.
• Reductions in paid meal breaks and end of shift
  overtime
• Clean up of Casual Registries and savings
  reduction in ESP licenses
• High demand for Rotations Specialist services.
  Team of 3 have created a total of 350 responsive
  schedules to date (197 BCNU, 109 HEU, 19 HSP 25
  Community

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18 Month Progress Report

• 92 compliance with Advance Booking Guidelines
  (12 weeks)
• Changes to the labour landscape through the
  amalgamation of union certifications the
  creation of Regional Float Pools
• Partnering with Okanagan University College to
  develop a certificate course for scheduling
  clerks.
• Implementation of a single Vacation Policy for
  contract staff (excluding Community
• Formal Evaluation is currently being done by
  Canadian Management Systems and our Internal
  Auditor team

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• QUESTIONS
• ???