Workforce Optimization for Healthcare The Optimé Group Inc. All rights reserved June 19,

Transcription

1 Workforce Optimization for Healthcare 2015 The Optimé Group Inc. All rights reserved June 19,

2 Why Workforce Optimization Total Hospital Operating Expense 60% of hospital expense is labor 80% of the labor spend is variable 25% Supplies 15% Other 60% Labor Hospital margins are very tight: 3% Hospitals will have to cut 15% of their operating expense with Healthcare reform 2015 The Optimé Group Inc. All rights reserved June 19,

3 Workforce Optimization is Complex! There are too many variables to evaluate. Patient Volumes Hourly Wage Rates Staff Availability Staff Skill Mix Federal, State Rules Census Fluctuations Overtime Rates Staff Preferences Staff Capabilities Organization Rules Model of Care Contingent Rates Staff Non-Productive Staff Turnover Regulatory Constraints 2015 The Optimé Group Inc. All rights reserved June 19,

4 Workforce Optimization is Complex! There are multiple conflicting objectives. Match staffing with patient volumes Increase staff satisfaction Reduce costs Minimize managers time Reduce operational chaos Flex up / flex down efficiently 2015 The Optimé Group Inc. All rights reserved June 19,

5 Workforce Optimization is Complex! Need to plan in an uncertain environment Changing reimbursement Changing patient volumes Changing economy Changing labor markets Changing demographics Changing regulations but execute with certainty and in great detail The Optimé Group Inc. All rights reserved June 19,

6 Workforce Optimization is Complex! Department managers are not trained in Workforce Optimization approaches. Do not have the right tools and never enough time to think strategically or execute effectively The Optimé Group Inc. All rights reserved June 19,

7 Challenge: Demand Variability 25% 15% 2015 The Optimé Group Inc. All rights reserved June 19,

8 Challenge: Demand and Supply Variability Non-Productive utilization is higher when patient volumes are high The Optimé Group Inc. All rights reserved June 19,

9 Result of Demand and Supply Variability: Misalignment! 2015 The Optimé Group Inc. All rights reserved June 19,

10 Workforce Optimization is Very Complex! 2015 The Optimé Group Inc. All rights reserved June 19,

11 Conventional Thinking: Good Budgets Lead to Optimal Staffing Budget is not a strategy! Budgets are a financial measure of cost to take care of an expected number of patients. Traditional approaches to Budgeting do not consider Demand and Supply variability. Budgets are created once a year based on average daily census Every manager is assigned their $$ and schedules and staff their units There is huge variability in the quality of schedules based on managers skill, interest, and time Managers negotiate with staff on daily basis to fill holes the daily deals Supplemental office, staffed with clerical resources, sources contingent labor to fill holes. Budgets should be based on an optimized, executable strategy The Optimé Group Inc. All rights reserved June 19,

12 Conventional Thinking: Scheduling software will solve all our problems! Workforce Optimization: Is a lot more than Scheduling: Scheduling is just one piece of the overall solution. Scheduling software or other point solutions may in fact lead to worse outcomes The right scheduling app needs to be integrated into a holistic approach to workforce optimization Requires a complete Big Data, Analytical, and Operational toolset Along with Logistical, Analytical, and HR expertise Combined with exceptional People relationship skills And an unparalleled attention to Detail 2015 The Optimé Group Inc. All rights reserved June 19,

13 The Optimé Approach 2015 The Optimé Group Inc. All rights reserved June 19,

14 What we do WHAT PATIENTS WHAT PLACE WHAT STAFFING RIGHT SIZE RIGHT MIX RIGHT POSITIONING RIGHT PEOPLE RIGHT PLACE RIGHT TIME 2015 The Optimé Group Inc. All rights reserved June 19,

15 How we do it PEOPLE PROCESS PLATFORM 2015 The Optimé Group Inc. All rights reserved June 19,

16 Results We Deliver COVERAGE Enhance Coverage Align staffing with demand 99% of time Decrease Misalignment from +/-10% to +/-2% COST Reduce Costs Reduce staffing cost per unit of service by 5%-8% CONTENTMENT Increase Staff Contentment 90%+ of assignments to staff s Most Preferred shifts Complete transparency in scheduling and staffing increases staff satisfaction COMPLIANCE Decrease Risk, Improve Compliance Lower patient safety risks due to short staffing Meet state required nurse: patient ratios CHOAS Reduce Management Time and Chaos Reduce Managers time on staffing by 80%, increase focus on patient care Enable senior management to focus on strategic initiatives instead of firefighting 2015 The Optimé Group Inc. All rights reserved June 19,

17 Demand Planning Enables Optimized Strategy and Deployment! Historical Analysis Annual Demand Plan Patient Volume Analytics Patient Volume Forecasting Staff Requirements Planning Rolling Monthly Projections Weekly & Day of Week Forecasts Hour of Day Projections DESCRIPTIVE ANALYTICS DASHBOARDS PREDICTIVE MODELS COLLABORATION 2015 The Optimé Group Inc. All rights reserved June 19,

18 Advanced Analytics and Mathematical Models power all key decisions! Optimal Staff Size Optimal Staff Mix Optimal Staff Positioning Workforce Strategy Budgeting Position Configuration Workforce (Supply) Analytics Non-Productive Utilization Turnover Analysis Recruitment Forecasting Model of Care Analytics Scenario Modeling: Staffing strategies based on alternative demand scenarios Scenario Modeling: Staffing strategies based on budgetary and operational constraints Scenario Modeling: Staffing strategies based on model of care alternatives DESCRIPTIVE ANALYTICS DASHBOARDS ADVANCE MATHEMATICAL OPTIMIZATION MODELS 2015 The Optimé Group Inc. All rights reserved June 19,

19 Deployment Functions are Managed Holistically, Not Piecemeal. RESOURCE MANAGEMENT SCHEDULING & STAFFING VENDOR MANAGEMENT Credentials Management Demand / Requirements Planning Contingent Labor Planning Position Control Scheduling Contract Negotiation Credentials Management Scheduling + Staffing Supplemental Labor Vacancy Management Preferences & Availability Recruitment Support Daily Staffing Hourly Change Management Contingency Planning Open Shift Fulfillment Staff Sourcing Contingent Labor Staffing PORTAL MOBILE APPLICATIONS CLOUD APPLICATIONS PERFORMANCE MONITORING DASHBOARDS 2015 The Optimé Group Inc. All rights reserved June 19,

20 Our People Manage All Processes with Six Sigma Discipline PEOPLE PROCESS PLATFORM Demand Planning Experts Strategy Consultants Optimization Modeling Experts Onsite Staffing Managers Onsite Staffing Coordinators Implementation Specialists Yearly & Quarterly: Monthly: Demand Planning Workforce Strategy Budgeting Position Configuration Recruitment Planning Contingent Planning Scheduling Comprehensive Technology Platform Staff Portal & Mobile Apps Functional Applications Advanced Analytics Development Framework Cloud Infrastructure Software & Database Engineers Weekly: Daily: Contingency Planning Daily Staffing Changes 2015 The Optimé Group Inc. All rights reserved June 19,

21 Multi-Objective, Multi-Variable Mathematical Models drive Workforce Strategies! Millions of alternatives are analyzed with each set of inputs to recommend the best solution Demand Plans Optimal Strategies! Hourly Wage Rates Model of Care Mathematical Optimization Models & Solvers Optimal Cost Overtime Rates Demand Coverage Contingent Rates Workforce Size Staff Availability Workforce Mix Staff Turnover Workforce Positioning Staff Non-Productive Work Rules Impact Analyses Regulatory Limits 2015 The Optimé Group Inc. All rights reserved June 19,

22 Multi-Objective, Multi-Variable Mathematical Models drive Optimal Schedules! Millions of alternatives are analyzed with each set of inputs to recommend the best solution Contingency plans are devised when demand fluctuates significantly from plans Hourly Wage Rates Demand Plans Optimal Schedules! Overtime Rates Model of Care Mathematical Optimization Models & Solvers Coverage Maximized Contingent Rates Lowest Cost Staff Availability Very High Preferences Staff Preferences Balanced Rotations Staff Non-Productive Balanced Weekends Staff Skill Mix Work Rules Work Rules Followed Staff Capabilities Regulatory Limits 2015 The Optimé Group Inc. All rights reserved June 19,

23 Scheduling Model: Scenario Comparison Scenario 1: Historical Staffing Stress 54 Units Consistency 43 Units Productivity 6.8 RVU/Hr Avg Wait Time 1.9 Hrs Weekly Cost $46,900 Misalignment Heat Map Sun Mon Tue Wed Thu Fri Sat (0.7) (0.7) (0.3) (3.6) (1.9) (2.2) (1.7) (1.4) (4.6) (3.0) (1.7) (1.1) (1.9) (1.7) (7.0) (4.1) (2.3) (5.0) (2.0) (0.7) (2.2) (0.4) (0.9) (0.3) (0.0) (0.9) (0.9) (0.2) (0.8) (0.2) Scenario 2: Minimal Stress Stress 0 Units Consistency 27 Units Productivity 6.4 RVU/Hr Avg Wait Time 1.7 Hrs Weekly Cost $48,570 (+4%) Misalignment Heat Map Sun Mon Tue Wed Thu Fri Sat Scenario 3: Balance Cost & Stress Stress 49 Units Consistency 35 Units Productivity 7.2 RVU/Hr Avg Wait Time 1.9 Hrs Weekly Cost $43,320 (-8%) Misalignment Heat Map Sun Mon Tue Wed Thu Fri Sat 0 (2.4) (1.4) (2.0) (0.5) (2.0) (0.7) (0.5) (2.2) (2.8) (0.6) 0.0 (0.5) (1.4) (0.7) (0.3) (3.6) 0.1 (2.2) 0.3 (1.4) (1.0) (1.1) 4.1 (1.5) (1.9) (1.6) (0.4) (0.3) (2.0) 0.4 (0.1) (1.0) 1.0 (1.3) (0.3) (1.2) (0.9) (0.5) (0.2) (0.3) (0.8) (0.2) (3.3) (4.2) The Optimé Group Inc. All rights reserved June 19,

24 Healthcare Integrated Delivery Model Optimé can help devise and execute an Integrated Workforce Strategy! Acute Care Inpatient Care Primary Care Convenient Care Urgent or Retail Care Procedural Care Day Surgery Endoscopy and Outpatient Procedures Speciality Care Chronic Disease Management Self Care Home Monitoring Medical Home Self Care Mobile/ Electronic Access Mobile Care Home Care Travelling Nurse Diagnostic Care Imaging and Other Tests Virtual Care Remote Diagnosis and Procedures 2015 The Optimé Group Inc. All rights reserved June 19,

25 Case Study 2015 The Optimé Group Inc. All rights reserved June 19,

26 UMMC Results to Date MISALIGNMENT EXPERIENCE LEVEL STAFF SATISFACTION SCHEDULE DESIRABILITY MANAGERS TIME COST +/- 3% down from +/- 10% From +/- 10% 100% Desired Experience Level of Staff for each Shift 92% Staff feel schedules are good and fair 94% Assignments to Most Preferred Shifts 80% Reduction in time spent on scheduling and staffing task 5.1% per UOS 2015 The Optimé Group Inc. All rights reserved June 19,

27 Staff Satisfaction STAFF SATISFACTION SURVEY RESULTS 92% feel schedules are good and fair 94% feel the Optimé staff deliver quality and prompt service to questions. 96% feel Optimé communication is helpful and easy to understand 80% feel the coverage has improved or were unsure 92% like the software 2015 The Optimé Group Inc. All rights reserved June 19,

28 Staff and Manager Comments STAFF COMMENTS 100% better. I hope we never return to our previous system (ANSOS). I have had no issues. This system is a lot better. I feel as though it is done fairly... In the past, "favorities" of the schedulers got their wishlist as others suffered. I feel as though there is more effort to make ALL staff happy and not just a select few. Optime is definitely trying to make this scheduling process easy and accommodating by establishing good communication through s and the presence of Jamie on the unit. They display patience and understanding and are making scheduling changes per requests. Daily staffing has improved immensely. Clone Jamie because she is fantastic / Jamie is a great resource to have on the unit / Jamie is wonderful and works on the unit to help accommodate everyone's needs. MANAGER SATISFACTION Definitely feels we are better staffed now than before and we took a burden off of her. Sees reduction in chaos due to fewer obligations associated with scheduling The Optimé Group Inc. All rights reserved June 19,

29 Workforce Optimization for Healthcare Shoaib Abbasi 2015 The Optimé Group Inc. All rights reserved June 19,