How Mission Health Was Able to Optimize Cost, save over $500,000, by Empowering Staff by Standardizing Workforce Management Processes and Policies

Transcription

1 How Mission Health Was Able to Optimize Cost, save over $500,000, by Empowering Staff by Standardizing Workforce Management Processes and Policies 1 May 2018 Susanne Mowry RN, BS Administrative Supervisor, Team Leader Nursing Administration

2 Presenter Information Susanne Mowry, BS RN Team Leader, Nursing Administration, Mission Health Asheville, NC 2

3 Objectives Understand the importance of transparent and consistent pay policies Discuss the importance of staff education and awareness in managing labor costs Examine how data from workforce management solution supports both employee engagement and controls labor costs 3

4 4 Mission Health Eight Hospital System serving 18 counties in WNC and surrounding areas Mission Hospital, Asheville Mission Children s Hospital, Asheville Angel Medical Center, Franklin Blue Ridge Regional Hospital, Spruce Pine Care Partners Home Health and Rehab Hospital, Asheville Highlands-Cashiers Hospital, Highlands McDowell Hospital, Marion Transylvania Regional Hospital, Brevard Mission Medical Associates Physician practices, both primary care and specialists

5 Where We Started Mission began using Kronos for timekeeping and payroll in 2004 Implemented Kronos Scheduling and Attendance for Nursing staff in 2010 CNO directive to Optimize Kronos in

6 Identified Issues New leadership in Kronos Support team Assess current use of software Identify functions used in each department Requested technical assessment from Kronos team Review materials from Kronos to identify additional features not in use Features of system not utilized Online self-scheduling Shift Swap Open Shift Sign-Up Requesting Time off Mobile App 6

7 Identified Issues & Steps Taken Review Policies associated with timekeeping and payroll for all member facilities Timekeeping policy PTO policy Attendance Policy Established collaborative group with HR and Finance representatives for policy review Created System Policies to apply to all Member Facilities Engaged other team members from Nursing and Information Technology 7

8 Identified Issues & Steps Taken Identify specific department issues Overall Lack of Education Provide individual education Drop-in sessions for education Developed on-line education module Created web-page with educational resources Identify barriers to improve system utilization Lack of trust Refusal to use software Investigated reports of system failures Focus on improving communication and follow up Establish Expectations with Senior Leadership Support 8

9 Identified Issues & Steps Taken Data Analysis Data interface between systems masked some details New look at primary source Lack of understanding of available data Staff and Leadership Education of data analysis Ongoing systematic reinforcement 9

10 10 Kronos Reconcile Time Card View

11 Oct 2016 Nov 2016 Dec 2016 Jan 2017 Feb 2017 Mar 2017 Apr 2017 May 2017 Jun 2017 Jul 2017 Aug 2017 Sep ,000 3,500 3,000 2,500 2,000 1,500 1, First Steps of Data Review Initial Step: Review data for specific departments Kronos Report for Exceptions Details All department report obtained and analyzed Focus on Nursing Departments 3,600 2,994 2,765 KRONOS Number of Early, Very Early Exceptions 3,272 2,229 2,166 2,120 1,904 1,284 1,221 1,296 1,201 NURSING SERVICES 11

12 Admin Critical Care Women & Child Quality & Spec. Teams Behav. Health Ortho/ Trauma Heart OP Heart IP Med- Surg CVD Pre-op ED Department Reports Monthly Presented by Senior Leadership to Nursing Directors for their areas of responsibility 12

13 Scheduling Early and Late punches are identified by the system from the scheduled shift Increased use of schedule by other departments Focus on schedule accuracy in Kronos by Nursing departments 13

14 Summary Cost savings of $500K focused on one hospital only, now rolling out the project to all departments and member hospitals Build trust with leaders One on one education Follow up Results cost savings, saved jobs Next Steps Continue with implementation of electronic scheduling for all hourly employees Centralized Timekeeping and Scheduling 14