STAFFING SERVICES
REDESIGN PROJECT
Presented by:
Gentil Mateus
Regional Director Human Resources
Lee VanMeter
Project Lead, Staffing Services Redesign
June 23rd, 2008
1
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
2
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
HISTORY
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•
•
•
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1 Payroll system
12 Scheduling Offices
10 Databases
Incompatible ESP versions
Inconsistent Practices
Project
History
ANALYSED COSTS
of Existing
Scheduling Offices
Business Planning – Gathering the Data
Business Planning Methodology
 Site visits and interviews with managers across all
HSA’s
 Survey of Casual Workforce
 Facilitated workshops across region to gather
group input
 Consultation with unions
 Analysis of one year of staff utilization data (2003)
6
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
7
Casual Labour – Used Inappropriately
How demand was being filled
Unplanned wkld
3%
Short Notice
Leave Relief
5%
Advance Notice
Leave Relief
10%
Regular shifts
from rotation
lines
82%
End of Shift O’time
Full Shift O’time
Type of labour being used
Productive time used
RN Demand
Casual Labour
2%
19%
79%
Permanent Staff
paid straight time
8
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
9
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
10
Vision & Goals
Vision was:
To 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
11
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
13
Process Design
Collaboration and Participation were at the heart
of the design methodology!
Design Process divided into six modules
1. Rotation and Position Management
2. Planned Leave Management
3. Short Notice Leave & Daily Staffing
4. Scheduling Relief
5. Relief Staff Management
6. Timekeeping
14
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:
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•
•
•
•
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
15
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. I’m leaving with a lot
of hope and little cynicism.”
17
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 1:190)
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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
20
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.
21
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”.
22
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
Rotation
Team
Regional Dir, Staff Utilization
Local Structure in each HSA
Info
Analyst
COO
Business
Consultant
HR Director
HSA
Management
Team
Front
Line
Managers
Relief
Relief
Pool
Relief
Pool
Relief
Pool
Relief
Pool
Pool
Consolidated demand /
consolidated customer base
more effective service
Workforce Innovation
Consultant
Scheduling Manager
Skilled
Skilled
Skilled
Scheduler
Skilled
Scheduler
Skilled
Scheduler
Scheduler
Scheduler
External Recruitment Services
Face to face time
plus
Regular Service
Scorecard results
reported to
customers
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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”
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
???
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