USING WORKFORCE

MANAGEMENT TO PROVIDE

HIGHER QUALITY CAREA webinar discussing how health and human services agencies can harness the power of effective workforce management to provide higher quality care and achieve better outcomes.

SPEAKERS

In his leadership role with DATIS, Erik's focus has been

delivering value, productivity and efficiencies for organizations

through Human Capital Management software. Erik graduated

from Indiana University, Bloomington with a B.S. in Finance

and Minor in German. After graduation, Erik worked 5 years in

various financial roles before joining Oracle, where he worked

for 15 years. With over 20 years of experience with finance

and software, Erik combines this knowledge to help

organizations become leading Talent Management

organizations.

Erik Marsh, DATIS

AGENDA

Terminology

Rising Challenges in Human Services Industry

Evaluating and Improving Quality of Care

Key Benefits and the Future of WFM for Human

Services

LEARNING OBJECTIVES

Understanding value based care delivery focused on costs,

quality, and outcomes

Using automation to more efficiently manage your workforce

Increasing organizational visibility to see problem areas and

opportunities

Maximizing the potential of your workforce

SOURCES

Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value http://www-

03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf

Agenda Overview for Healthcare by Gartner (2014) https://www.gartner.com/doc/2644019?srcId=1-3132930171

Building a Leadership Team for the Health Organization of the Future by American Hospital Association (2014)

http://www.hpoe.org/resources/hpoehretaha-guides/1613

Hospital and Healthcare Systems of the Future by the American Hospital Association (2011)

http://www.hpoe.org/resources/hpoehretaha-guides/812

Quality of Care Report by World Health Organization http://www.who.int/management/quality/assurance/QualityCare_B.Def.pdf

Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value http://www-

03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf

WORKFORCE MANAGEMENT

Workforce management (WFM) in today’s health and human

services organizations means managing employee productivity in

a multi-dimensional environment including:

Programs

Cost Centers / RU

Funding Sources

Locations

Line of Businesses

HUMAN SERVICES INDUSTRY

• Acute Care

• Addiction and Recovery

• Alcohol

• Methadone

• Adoption

• Adults

• Case Management

• Child & Family

• Domestic Violence

• Education

• Employment

• Extended Care

• Foster Care

• FQHC

• Group home

• HIV/Disease prevention

• Homeless

• Housing

• Juvenile Justice / Diversion

• Mental Health

• Mobile Crisis Unit

• Outpatient Services

• Outreach and Intervention

• Residential Housing / Treatment

programs

• Senior Care

• Social Services

• Specialty Hospital / Inpatient Services

• Crisis Stabilization Unit

• Detoxification Unit

• Suicide Prevention

• Transitional Housing

• Veterans Services

STATE OF HUMAN SERVICES INDUSTRY

Shifting landscape

Healthcare reform presenting new challenges and

opportunities (Employer, Employee, Consumer, Provider)

Transition from traditional fee-for-service toward value based

reimbursement and outcome based reimbursement

Increased focus on improving the quality, safety, and

efficiency of patient care

Demographic Shifts: Aging population and aging workforce

Constant recruiting for diverse candidates needed to meet

new demands

Employee retention

STATE OF HUMAN SERVICES INDUSTRY

SOURCE: GARTNER JANUARY 2014

HUMAN SERVICES INDUSTRY

CHALLENGES

EVALUATING QUALITY OF CARE

WFM RELATED ISSUES AFFECTING THE

QUALITY OF CARE

Inefficient planning and staffing

Balancing organizational staffing needs with

costs

Lack of visibility into labor costing and

analysis

Programs with highest overtime costs

Employees near or approaching overtime

Most productive programs vs. least productive

Risk of non-compliance Negligence of essential credentials and courses

Tech-savvy human service professionals lack the opportunity to leverage modern software tools Relying on time-consuming, error-prone manual

processes

IMPROVING QUALITY OF CARE

Examine and Revisit Policies and Procedures (Hint: Less is More; Fewer are Better)

Questions to Ask: Are we driving the right behavior?

Are our policies and procedures designed to handle exceptions while driving 90% of the effort?

Are we staffing to meet consumers needs? What does the parking lot look like at 3pm on Friday afternoon?

Do you use weekly supervisions? Are you checking past, current and future productivity?

Can you measure productivity?

Do you have an automated system to track trends?

Can you match labor costs to revenue?

IMPROVING QUALITY OF CARE

Re-Examine Your Compensation Strategy

How can incent my people to do what I want?

Questions to Ask: Are we paying for performance or tenure? Are we paying for productivity or vacation? Base (Performance based: Are my case notes turned on the

same day?) + Variable Component (productivity)= Total Compensation

Consider consumer satisfaction surveys Link incentive programs across departments: Scheduling+Therapists+Billing

Result: Higher Productivity + Higher Billing

Embark on a Technology Transformation

Is my infrastructure in-house? Do you have a server room and IT

personnel?

If you answered yes:

Go to the Cloud!

What is your disaster recovery strategy?

What if Bob gets sick? What about when he retires?

Accounting, Human Resources, Payroll, EHR, Email

Send them to the cloud!

IMPROVING QUALITY OF CARE

THE IMPORTANCE OF WFM IN HUMAN

SERVICES

“Your HCM strategy cannot run parallel to the business. Rather, a

well-defined HCM strategy distinguishes actions to guarantee

your workforce consists of the right people with the right skills

in the right roles at that right time and are supported with the

right tools to achieve your business priorities.”

- Nancy Heet, President of Workforce Management Strategies, LLC

THE IMPORTANCE OF WFM IN HUMAN SERVICES

• CEO’s revealed that “improving efficiency through productivity

and financial management” was the most common goal

among all leaders in AHA Survey.

THE ROLE OF WFM IN HUMAN SERVICES

Optimize operational efficiencies with process management

Create operational excellence by standardizing and streamlining end-to-end

administrative and clinical processes

Implement enabling information technology

Example: Deploy data enabled phones to field case managers to allow them to clock-in and

clock-out

Outcome: Increased compliance, increased productivity, decreased costs

Break down functional silos to improve collaboration and information sharing

Example: Implementation Teams: SLT/EMT, HR, Payroll, Accounting, Billing and

Clinical Operations

Drive implementation of best practices

Examples:

Supervision, recruiting, talent management

Hire smart people who can learn and develop them for culture fit

THE ROLE OF WFM IN HUMAN SERVICES

KEY BENEFITS OF WFM FOR HUMAN SERVICES

Find the right person with the right qualifications in the right position at the right time quickly and easily Credential Management

Time and Attendance

Recruiting and New Hire Onboarding

Talent Management / Talent Development

Control payroll costs without compromising quality of care

Free staff from administrative tasks to focus on improving Quality of Care

Automate complex labor distribution and allocations

Proactively monitor staffing levels

KEY BENEFITS OF WFM FOR HUMAN SERVICES

Analyze budget performance

Improve efficiency and productivity of workforce overall

Develop talent to deal with new, diverse challenges in the

industry

Mitigate risk

Ensure compliance with regulations and reforms

Streamline information and analytics

Facilitate flow of communication

Automate workflow processes

THE FUTURE OF HUMAN SERVICES AND

WFM

“… early conversations often include the CFO, where the

opportunity exists to begin ‘thinking like an economist’.“

SOURCE: Deloitte, Human Capital Trends 2013

THE FUTURE OF HUMAN SERVICES AND WFM

Transition to value-based model / outcome-based models

Invest in and deploy modern, cloud-based technologies

Integrated applications allow organizations to be more agile and adapt more rapidly to the dynamic marketplace

Organizations will work more collaboratively to achieve new milestones in defining, measuring, and delivering value even with growing resource constraints and other challenges

The ability to interpret data and apply it to the most important issues will be a growing expectation for health care executives

32% of healthcare CEOs say integrating information systems will be a top strategic priority in the next three years

QUESTIONS?