TIME AND ATTENDANCE SYSTEM – A MUST HAVE Presentation to HFMA, 17 August 2017 Andrew Collins CFO and Executive Director Corporate Services, Bendigo Health
TIME AND ATTENDANCE SYSTEM – A MUST HAVE
Presentation to HFMA, 17 August 2017
Andrew CollinsCFO and Executive Director Corporate Services,
Bendigo Health
Presentation Overview• About Bendigo Health
• Why we needed a Time & Attendance and Rosteringsolution?
• Implementation approach
• Workforce considerations
• Benefits
• Return on investment
Site LocationsMildura
Barham
Maryborough
Ouyen
Swan Hill
Woodend
KyabramEchuca
Bendigo
Donald
Statistics• 50,033 emergency attendances (137 per day)
• 42,143 acute admissions
• 12,566 surgical procedures
• 1,372 babies
• Turnover $380m
• Personnel Expenses $276m
• Margin ~ last 3 years generally surplus 1% of turnover ~ $3m
Configuration of New Bendigo HospitalCurrent
Beds/CubiclesNew Hospital
Capacity
Medical/Surgical/Rehab 183 288
Maternity 16 25
Birthing Suites 4 7
SCBU 8 15
CAU 14 16
HDU 12 20
SSOU 8 12
Other IPU 62 0
Total IPU 245 383
Renal Chairs 12 16
Oncology Chairs 12 26
Psych Acute 24 35
Aged Acute 10 20
SECU 8 20
Pallative Care 18 18
Secure Gem 10 10
ED Cubicles 21 33
Total Aged Care & Other 304 309
Total 664 870
Public Private Partnership (PPP)model
Employee Statistics
• Bendigo’s and the Loddon Mallee largest employer
• Approximately 3,600 staff – full time, part time and casual
• 2,400 Full Time Equivalents
• Many long-serving staff members
• Multi-disciplinary staff• Medical, Nursing, Community and Dental, Allied Health and Medical
Sciences, Administration, Support Services, Trades/Building Services, and more…
• Affiliated teaching organisation• Agreements with 21 education providers
Payroll System
• SAP
• Shift Plan (Historic)• Electronic time sheet• Poor checks & balances• No responsibility on employee • Onus on manager to verify• Essentially an honour system
• Rostering generally by spreadsheet
Why did Bendigo Health need a Time & Attendance and Rostering solution?
To improve:• Time and attendance data collection
• Accuracy and verification of Payroll time data
• Offline adjustments
To introduce:• Certification and approval process for time data
• Information and reporting processes
• An integrated rostering system to meet the needs ofBendigo Health's multi-disciplinary workforce
• Best rostering practices.
Approach
• Identify deficiencies
• Develop business case• Bendigo Health investment $1m• Funded the Loddon Mallee region• Conservative ‘return on investment’ approach
• Executive approval
• Board of directors approval
ImplementationGovernance• Steering Committee consisting of the executive.
Executive sponsor CFO
• Appointed a Project Director
• Multi-disciplinary Project team including subject matter experts from various departments and Business Managers from pilot business units
• The executive sponsor chaired team meetings and provided strategic direction and guidance.
Implementation cont.
Process• Merged two fortnightly pay-runs Two part process
• Introduced time and attendance system (clocks)
• Implemented scheduling, excluding self-service
• Phased approach to development• System configuration and set-up, March - September 2012• 1st phase pilot business units (600 employees), parallel run -
September 2012• Roll out then undertaken over 7 phases, completed November
2013 (FY14) covering the whole organisation and all employees.
Implementation cont.
Change Management - most critical element of implementation
• Developed change management plan
• Invested significant time working with staff groups and individuals
• Change champions (business managers of the pilot units)
• Ensured pilot groups were a broad representation of the workforce
Extensive internal marketing• Ensured messaging was positive
• Presentations to management forums
• Workshops
• Newsletters
Ensure expertise was developed and remains within the organisation (train-the-trainer)
Workforce Considerations• Consultation
• Employee groups• Unions
• Employee Perceptions
• Employee resistance - minimal
• Policy Gaps
Benefits• More accurate Payroll time data
• Reduction in Payroll processing time
• Accurate employee attendance data
• Improved employee satisfaction
• Significant reduction in offline adjustments
• Significant reduction in service desk enquiries
• Realigned Payroll functions
• A single integrated rostering system
• Developed a model that other health services are adopting.
Return on Investment• Business case was a $1m investment (Loddon Mallee)
• Post implementation review identified payback within 12 months of full operation
• Year 1 personnel costs $1.5m (~0.5%) under budget • Improvement in capture of leave ~30%
• During planned seasonal “slow period” improved data capture led to an equivalent of 96 FTE “saved”
• Pay from balance sheet instead of profit and loss• Financial saving $1m+
• 80-90% reduction in payroll enquiries• No longer require full-time Payroll Service Desk officer
• Offline adjustments reduced from 360 to 30 per month.
Return on InvestmentImproved leave capture
-20
0
20
40
60
80
100
120
280
330
380
430
480
530
P14 P15 P16
cumulative
FY14
FY13
Return on InvestmentReduction in Offline Adjustments
*2016 annualised
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2012 2013 2014 2015 2016*
Return on Investment
*2016 annualised
Reduction in Service Desk Enquiries
0
200
400
600
800
1,000
1,200
1,400
2012 2013 2014 2015 2016*