1 looking forward… effective people strategies for the future of healthcare presentation to heabc...
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1
Looking Forward…Effective People
Strategies for the Future of Healthcare
Presentation to HEABC ConferenceJune 23, 2008
Geoffrey Crampton
22
Overview of Fraser Health
BurnabyNew Westminster
Tri-Cities
Delta
White Rock
Langley
Maple Ridge
Abbotsford
Chilliwack
Mission
Hope
Surrey
Agassiz
33
2. Strategic Plan
Vision
Better Health. Best in Health CareBetter Health. Best in Health Care
44
Strategic Plan
Purpose
Our purpose is to improve the health of the population and the quality of life of the people we serve.
55
Strategic Plan
Our Values
Respect, caringand trustcharacterize ourrelationships.
66
Fraser Health Demographics
0
100
200
300
400
500
600
700
800
19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67
Part Time
Full Time
Casual
On Leave
Employee Demographics and Retirements
3828 people today (17%)
3378 people by 2012 (15%)
3603 people by 2017
(16%)
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Fraser Health Physician Demographics
0
10
20
30
40
50
60
70
80
90
100
28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 81 84
Age
# o
f A
cu
te C
are
Ph
ys
icia
ns
Specialists
General Practitioners
Age Distribution of FHA Physicians
* Based on Fraser Health Authority survey data of 72% where physician’s age is known. Source: Fraser Health – 2008/2009 Physician HR Plan (DRAFT)
442 Physicians (21%)
Age 60 and older
631 Physicians (27%)
Age 50 - 59
88
Current Situation
There are 2,330 physicians with privileges in FHA facilities; 1,328 specialists 1,002 general practitioners Many more physicians have their own practice
in our communities, but do not work in our hospitals
April 2008 – 80 physician vacancies 442 physicians age 60 and older are
nearing retirement FHA is experiencing significant population
growth and increasing demand for health services
99
Projected Retirements by 2013*
Employee Group
Retirements % of Current Staffing Level
Registered Nurses
1495 19%
Allied Health Professionals
435 13%
Licensed Practical Nurses
150 12%
Care Aides (ECU and Acute)
380 15%
Management,Professional
272 21%* Includes casuals and regulars
1010
Allied Health Professionals - Projected Retirements by 2013
Occupation Retirements by 2013
(% of current staff)Physiotherapist 61 (21%)
Laboratory 108 (19%)
Social Worker 85 (19%)
Health Records 13 (14%)
Imaging 49 (11%)
Pharmacist 22 (11%)
1111
Staffing Growth – All Occupations
Expansion Project Opening Year
# of New Positions
New Abbotsford Hospital 2008 375
Surrey Memorial Hospital
Up to 2011
460
Ridge Meadows Hospital 2008 60
Chilliwack General Hospital
2008 35
Peace Arch Hospital 2008 54
Langley Memorial Hospital
2008 35
+700 Residential Beds 2008 575
Total 1594
1212
The ChallengeThe perfect storm is forming
Human resources are under pressure in key areas: World-wide shortages of health professionals Vacancies Overtime costs Work-life balance New and evolving skills required Responding to organizational change and growth Aging healthcare professionals Increasing demands for services from aging population
Without change, the success and sustainability of the health care system is at risk Risks to patient safety Difficulty attracting and retaining qualified staff Lost productivity Sick Leave/LTD cost escalation Overtime/burnout
1313
•Trust, fairness, commitment
•Resources
•Autonomy & input
•Effective supervision & communication
•Challenging but not overworked
•Rewards and recognition
Great Workplaces
Better Health; Best in Healthcare
Employee & Physician
Capabilities
•Healthy
•Engaged
•Skilled
•Adaptable
Results
•Innovation
•Performance
•Quality
Great Workplaces
1414
HHR From A Systems Perspective
HR Supply Constraints
Operational Planning & Reporting
•Major Initiatives (ACCI, ARHCC, SHSCI)•Health System Re-alignment•Health Services Plan
Capital/Operating Budgets
Staffing RequirementsFunding Needs
Health professionalsSupport staffPhysiciansAdministrative leadership
HR Sustainability Planning& Reporting
Demand/supply projectionsGap analysisStrategies to maximize number of qualified, available people
Financial Planning & Reporting
Capital budgetOperating budget
HR Budgets
HR Funding Needs
1515
Closing the Gap – Effective People Strategies
Strategies to increase supply: • HR Forecasting• Increase New Grad Hires• Increase Out of Province Hires• Healthy Workplaces• Retain Employees• Increase regular positions and reduce
overtime• Career Development
Strategies that influence demand: • Practice Innovation• Continuous Workflow Process Improvement• Appropriate Staffing• Innovative Technologies and Enabling Systems• Employee Engagement
1616
Fraser Health’s People StrategiesStrategy Key Initiatives
Leadership and Personal DevelopmentDevelop and sustain a highly effective leadership team who maintains smooth operations and inspires employees to contribute their best work
Create manageable spans of authority to facilitate manager effectiveness.Develop leaders and provide the tools to create great workplaces.Mentor employees to move up in the organization and replace retiring employees.
Innovation & Business Process Redesign Align how work is structured and delivered to maximize shifting demographics and education opportunities
Introduce scheduling practices and job designs that maximize employee choice and accommodate individual circumstances as far as possible without jeopardizing operations.Leverage the skills of trained professionals operating at their full scope of practice.Introduce new models of care delivery and new practice roles for professionals
Workplace ExperiencesCreate great workplace that values people; foster quality care through an emphasis on health, safety, quality and a commitment to success
Create healthy workplaces to keep people safe and at workFoster a culture of lifelong learning to improve skills, performance and retentionIntroduce career profiles so people find desired jobs within Fraser HealthDevelop career ladders so people develop and progress in their careers within the FH workforce
RecruitmentBroaden recruitment strategies to include hiring people in advance of defined needs, and building on employee and external partner relationships to attract new hires
Recruit internally to optimize the fit between employee and jobHire people first and place second; introduce one cost centre to hire people when they are availableIntroduce, maintain and expand programs to provide undergraduate practice placements in allied health and nursing and transition to employment in FH
Planning and Business Decision SupportUse research, technology and business tools to facilitate effective recruitment and retention practices
Build time into the work schedule to analyze the data and respond as indicatedProvide leaders with the data and tools to make good decisionsLeverage strategic advisory capabilities of People and Organization Development Promote implementation of best practices and evidence-informed care
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Key Outcomes
Increased engagement Reduced vacancies Increased retention Enhanced leadership capacity Reduced workplace absences
Quality Care Outcomes for Patients/Clients/Residents through:
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