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*