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Looking Forward…Effective People

Strategies for the Future of Healthcare

Presentation to HEABC ConferenceJune 23, 2008

Geoffrey Crampton

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Overview of Fraser Health

BurnabyNew Westminster

Tri-Cities

Delta

White Rock

Langley

Maple Ridge

Abbotsford

Chilliwack

Mission

Hope

Surrey

Agassiz

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2. Strategic Plan

Vision

Better Health. Best in Health CareBetter Health. Best in Health Care

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Strategic Plan

Purpose

Our purpose is to improve the health of the population and the quality of life of the people we serve.

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Strategic Plan

Our Values

Respect, caringand trustcharacterize ourrelationships.

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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

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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

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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

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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%)

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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

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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

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•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

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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

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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

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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: