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Chris Dooley, Co-ChairChris FruggieroBob Pacheco Beth Taub, Co-ChairPaul HeffernanRonnie Rodrigues Anna BaileyPetrina BabcockDonna Lee Segal Jessica CroteauLisa.

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Presentation on theme: "Chris Dooley, Co-ChairChris FruggieroBob Pacheco Beth Taub, Co-ChairPaul HeffernanRonnie Rodrigues Anna BaileyPetrina BabcockDonna Lee Segal Jessica CroteauLisa."— Presentation transcript:

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2 Chris Dooley, Co-ChairChris FruggieroBob Pacheco Beth Taub, Co-ChairPaul HeffernanRonnie Rodrigues Anna BaileyPetrina BabcockDonna Lee Segal Jessica CroteauLisa LavinKrista Francis Ann DanielsJeannie MonteiroHelen Turcotte Leslie Nuey (Lean Leader)Amanda Goldstein

3  Monitor staffing benchmarking process  Identify & recommend opportunities for improvement  Develop reports and tools for managers to lower overtime costs Reduce overtime as a % of total salary $ ○ From: > 6% ○ To: < 4%

4  FY’13: Budgeted OT = 110 FTE 110 FTE is composed of: ○ 25 FTE Holiday Premium ○ 85 FTE Controllable Overtime  FY ‘13: Budgeted $ = $10.1 million (10/1/12)  1% reduction in OT = $800K annualized W&I level of OT FTE is the highest among OUs

5  Controllable OT consists of:  Incidental OT:  Extra minutes clocked in prior to or at the end of work shifts  Regular OT:  Clock out after normal 8, 10 or 12 hour shifts  Clock out more than 40 hours per week  Skip-a-meal  Holiday agreements + summer agreements

6  In PCS, it is estimated that for LOA coverage:  65% of the time, backfill coverage is required  60% of that time = ST  40% of that time = OT

7  Overtime is an expensive form of coverage flexibility  Some employees manipulate their availability leading to overtime  Culture of “ownership” of hours and “forever schedules”

8  Financial reports detail overtime but a monthly frequency is not timely for managers to address  Timekeeping procedures:  Not followed consistently  Inconsistent interpretation and application  Many inflexible work rules

9  Scheduling  Timekeeping  Information Access  Staffing Mix

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12  New contract language provides for scheduling changes:  Schedule Re-sets: Adjusting schedules of existing staff (starting with LDR) to better align with schedules/workload of patients  Periodically refine shift/changes to changes in workload  Scheduling templates: Implemented as of the first week in Feb ’13  Reduces last minute staff call offs/cancelations  Requires more attention to optimizing scheduling with patient volume projections  Provides managers more control in staffing

13  Kronos technology reviewed:  Functionality and rules design  Ease of use as a manager tool  Team reached out to Kronos experts  Customized reports to be developed

14  Tracking of LOA coverage and switches/swaps being developed  Training sessions being developed for managers and timekeepers

15  Rounding rules  Eliminating “minute-to-minute” recording  Skip-A-Meal to require manager pre-approval  Remove employee selection of Skip-a-Meal so only manager/timekeeper can record in Kronos  Re-program Kronos swiping machines to designated working area  Discussions with union as appropriate  Timekeepers edit, Managers approve

16  Workshops on Kronos to be scheduled:  For managers and timekeepers  Update on modifications  Highest top 10 overtime areas to be monitored, dashboards for Ops, as well as justification review with VP relative to position control  Weekly reports on overtime by cost center now available

17  Per Diem positions and Float-type positions to be first considered when vacancies occur and provided to Ops for review  New contract language provides per diem “req up” type process, so spread shifts across all per diems, not just a few  Intent is to reduce overtime through straight time usage and better deployment/mix of staff

18  Posting temporary LOA coverage “on the unit only”  Current staff can apply for the whole coverage  Or several staff can split the coverage  Full shifts allowed over partial shifts  Must be accurately recorded in Kronos to track and avoid “req ups”  If no one from the unit takes the hours, post in-house and only staff oriented to unit can accept

19  Overtime is to be pre-approved by the manager  Unapproved overtime:  To be addressed by the manager with the employee  Daily or at minimum weekly monitoring  Repeated situations or patterns will subject the employee to discipline

20  “Rounding” with the 9 minute rule:  Clock in 9 minutes prior to the shift causes OT at the quarter hour  Clock out 9 minutes past the shift causes OT at the quarter hour  Tardiness: Any time past the start of the shift is considered late and should result in counseling/disciplinary action

21  Skip-a-Meal: Meal period time must be uninterrupted. If interrupted or skipped, manager approval is necessary as it causes OT  Enhanced reports, info access, and work rule changes are now added to the manager’s tool box  It is the responsibility of each manager to manage overtime

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