This presentation discusses the best strategies for delivering value-based care through efficient workforce management. Topics covered include: -Value-based care delivery focused on costs, quality, and outcomes -Using automation to more efficiently manage your workforce -Increasing organizational visibility to see problem areas and opportunities -Maximizing the potential of your workforce to produce more positive outcomes

1. USING WORKFORCE
MANAGEMENT TO PROVIDE
HIGHER QUALITY CARE
A webinar discussing how health and human
services agencies can harness the power of
effective workforce management to provide
higher quality care and achieve better
outcomes.

2. SPEAKERS
 In his leadership role with DATIS, Erik's focus has been
delivering value, productivity and efficiencies for organizations
through Human Capital Management software. Erik graduated
from Indiana University, Bloomington with a B.S. in Finance
and Minor in German. After graduation, Erik worked 5 years in
various financial roles before joining Oracle, where he worked
for 15 years. With over 20 years of experience with finance
and software, Erik combines this knowledge to help
organizations become leading Talent Management
organizations.
Erik Marsh, DATIS

3. AGENDA
 Terminology
 Rising Challenges in Human Services Industry
 Evaluating and Improving Quality of Care
 Key Benefits and the Future of WFM for Human
Services

4. LEARNING OBJECTIVES
 Understanding value based care delivery focused on costs,
quality, and outcomes
 Using automation to more efficiently manage your workforce
 Increasing organizational visibility to see problem areas and
opportunities
 Maximizing the potential of your workforce

5. SOURCES
 Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value
 http://www-
03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf
 Agenda Overview for Healthcare by Gartner (2014)
 https://www.gartner.com/doc/2644019?srcId=1-3132930171
 Building a Leadership Team for the Health Organization of the Future by
American Hospital Association (2014)
 http://www.hpoe.org/resources/hpoehretaha-guides/1613
 Hospital and Healthcare Systems of the Future by the American Hospital
Association (2011)
 http://www.hpoe.org/resources/hpoehretaha-guides/812
 Quality of Care Report by World Health Organization
 http://www.who.int/management/quality/assurance/QualityCare_B.Def.pdf
 Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value
 http://www-
03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf

6. WORKFORCE MANAGEMENT
Workforce management (WFM) in today’s health and human
services organizations means managing employee productivity in
a multi-dimensional environment including:
 Programs
 Cost Centers / RU
 Funding Sources
 Locations
 Line of Businesses

7. HUMAN SERVICES INDUSTRY
• Acute Care
• Addiction and Recovery
• Alcohol
• Methadone
• Adoption
• Adults
• Case Management
• Child & Family
• Domestic Violence
• Education
• Employment
• Extended Care
• Foster Care
• FQHC
• Group home
• HIV/Disease prevention
• Homeless
• Housing
• Juvenile Justice / Diversion
• Mental Health
• Mobile Crisis Unit
• Outpatient Services
• Outreach and Intervention
• Residential Housing / Treatment
programs
• Senior Care
• Social Services
• Specialty Hospital / Inpatient Services
• Crisis Stabilization Unit
• Detoxification Unit
• Suicide Prevention
• Transitional Housing
• Veterans Services

8. STATE OF HUMAN SERVICES INDUSTRY
 Shifting landscape
 Healthcare reform presenting new challenges and
opportunities (Employer, Employee, Consumer, Provider)
 Transition from traditional fee-for-service toward value based
reimbursement and outcome based reimbursement
 Increased focus on improving the quality, safety, and
efficiency of patient care
 Demographic Shifts: Aging population and aging workforce
 Constant recruiting for diverse candidates needed to meet
new demands
 Employee retention

9. STATE OF HUMAN SERVICES INDUSTRY
SOURCE: GARTNER JANUARY 2014

10. HUMAN SERVICES INDUSTRY
CHALLENGES

11. EVALUATING QUALITY OF CARE

12. WFM RELATED ISSUES AFFECTING THE
QUALITY OF CARE
 Inefficient planning and staffing
 Balancing organizational staffing needs with
costs
 Lack of visibility into labor costing and
analysis
 Programs with highest overtime costs
 Employees near or approaching overtime
 Most productive programs vs. least productive
 Risk of non-compliance
 Negligence of essential credentials and courses
 Tech-savvy human service professionals lack the
opportunity to leverage modern software tools
 Relying on time-consuming, error-prone manual
processes

13. IMPROVING QUALITY OF CARE
 Examine and Revisit Policies and Procedures
 (Hint: Less is More; Fewer are Better)
 Questions to Ask:
 Are we driving the right behavior?
 Are our policies and procedures designed to handle
exceptions while driving 90% of the effort?
 Are we staffing to meet consumers needs?
 What does the parking lot look like at 3pm on Friday afternoon?
 Do you use weekly supervisions?
 Are you checking past, current and future productivity?
 Can you measure productivity?
 Do you have an automated system to track trends?
 Can you match labor costs to revenue?

14. IMPROVING QUALITY OF CARE
Re-Examine Your Compensation Strategy
 How can incent my people to do what I want?
 Questions to Ask:
 Are we paying for performance or tenure?
 Are we paying for productivity or vacation?
 Base (Performance based: Are my case notes turned on the
same day?)
+
 Variable Component (productivity)
=
 Total Compensation
 Consider consumer satisfaction surveys
 Link incentive programs across departments:
 Scheduling+Therapists+Billing
 Result: Higher Productivity + Higher Billing

15.  Embark on a Technology Transformation
 Is my infrastructure in-house? Do you have a server room and IT
personnel?
 If you answered yes:
 Go to the Cloud!
 What is your disaster recovery strategy?
 What if Bob gets sick? What about when he retires?
 Accounting, Human Resources, Payroll, EHR, Email
 Send them to the cloud!
IMPROVING QUALITY OF CARE

16. THE IMPORTANCE OF WFM IN HUMAN
SERVICES
“Your HCM strategy cannot run parallel to the business. Rather, a
well-defined HCM strategy distinguishes actions to guarantee
your workforce consists of the right people with the right skills
in the right roles at that right time and are supported with the
right tools to achieve your business priorities.”
- Nancy Heet, President of Workforce Management Strategies, LLC

17. THE IMPORTANCE OF WFM IN HUMAN SERVICES
• CEO’s revealed that “improving efficiency through productivity
and financial management” was the most common goal
among all leaders in AHA Survey.

18. THE ROLE OF WFM IN HUMAN SERVICES
 Optimize operational efficiencies with process management
 Create operational excellence by standardizing and streamlining end-to-end
administrative and clinical processes
 Implement enabling information technology
 Example: Deploy data enabled phones to field case managers to allow them to clock-in and
clock-out
 Outcome: Increased compliance, increased productivity, decreased costs
 Break down functional silos to improve collaboration and information sharing
 Example: Implementation Teams: SLT/EMT, HR, Payroll, Accounting, Billing and
Clinical Operations
 Drive implementation of best practices
 Examples:
 Supervision, recruiting, talent management
 Hire smart people who can learn and develop them for culture fit

19. THE ROLE OF WFM IN HUMAN SERVICES

20. KEY BENEFITS OF WFM FOR HUMAN SERVICES
 Find the right person with the right qualifications in the
right position at the right time quickly and easily
 Credential Management
 Time and Attendance
 Recruiting and New Hire Onboarding
 Talent Management / Talent Development
 Control payroll costs without compromising quality of
care
 Free staff from administrative tasks to focus on
improving Quality of Care
 Automate complex labor distribution and allocations
 Proactively monitor staffing levels

21. KEY BENEFITS OF WFM FOR HUMAN SERVICES
 Analyze budget performance
 Improve efficiency and productivity of workforce overall
 Develop talent to deal with new, diverse challenges in the
industry
 Mitigate risk
 Ensure compliance with regulations and reforms
 Streamline information and analytics
 Facilitate flow of communication
 Automate workflow processes

22. THE FUTURE OF HUMAN SERVICES AND
WFM
“… early conversations often include the CFO, where the
opportunity exists to begin ‘thinking like an economist’.“
SOURCE: Deloitte, Human Capital Trends 2013

23. THE FUTURE OF HUMAN SERVICES AND WFM
 Transition to value-based model / outcome-based models
 Invest in and deploy modern, cloud-based technologies
 Integrated applications allow organizations to be more
agile and adapt more rapidly to the dynamic marketplace
 Organizations will work more collaboratively to achieve
new milestones in defining, measuring, and delivering
value even with growing resource constraints and other
challenges
 The ability to interpret data and apply it to the most
important issues will be a growing expectation for health
care executives
 32% of healthcare CEOs say integrating information
systems will be a top strategic priority in the next three
years

24. QUESTIONS?