1. 1 Looking Forward… Effective People Strategies for the Future of Healthcare Presentation to HEABC Conference June 23, 2008 Geoffrey Crampton

2. 2 2 Overview of Fraser Health Burnaby New Westminster Tri-Cities Delta White Rock Langley Maple Ridge Abbotsford Chilliwack Mission Hope Surrey Agassiz

3. 3 3 2.Strategic Plan Vision Better Health. Best in Health Care

4. 4 4 Strategic Plan Purpose Our purpose is to improve the health of the population and the quality of life of the people we serve.

5. 5 5 Strategic Plan Our Values Respect, caring and trust characterize our relationships.

6. 6 6 Employee Demographics and Retirements 3828 people today (17%) 3378 people by 2012 (15%) 3603 people by 2017 (16%)

7. 7 7 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

8. 8 8 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

9. 9 9 Projected Retirements by 2013 * Employee GroupRetirements% of Current Staffing Level Registered Nurses 149519% Allied Health Professionals 43513% Licensed Practical Nurses 15012% Care Aides (ECU and Acute) 38015% Management, Professional 27221% * Includes casuals and regulars

10. 10 Allied Health Professionals - Projected Retirements by 2013 OccupationRetirements by 2013 (% of current staff) Physiotherapist61 (21%) Laboratory108 (19%) Social Worker85 (19%) Health Records13 (14%) Imaging49 (11%) Pharmacist22 (11%)

11. 11 Staffing Growth – All Occupations Expansion ProjectOpening Year # of New Positions New Abbotsford Hospital2008375 Surrey Memorial HospitalUp to 2011460 Ridge Meadows Hospital200860 Chilliwack General Hospital200835 Peace Arch Hospital200854 Langley Memorial Hospital200835 +700 Residential Beds2008575 Total1594

12. 12 The Challenge The 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

13. 13 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

14. 14 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 professionals  Support staff  Physicians  Administrative leadership HR Sustainability Planning & Reporting  Demand/supply projections  Gap analysis  Strategies to maximize number of qualified, available people Financial Planning & Reporting  Capital budget  Operating budget HR Budgets HR Funding Needs

15. 15 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

16. 16 Fraser Health’s People Strategies StrategyKey Initiatives Leadership and Personal Development Develop 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 Experiences Create 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 work  Foster a culture of lifelong learning to improve skills, performance and retention  Introduce career profiles so people find desired jobs within Fraser Health  Develop career ladders so people develop and progress in their careers within the FH workforce Recruitment Broaden 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 job  Hire people first and place second; introduce one cost centre to hire people when they are available  Introduce, maintain and expand programs to provide undergraduate practice placements in allied health and nursing and transition to employment in FH Planning and Business Decision Support Use 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 indicated  Provide leaders with the data and tools to make good decisions  Leverage strategic advisory capabilities of People and Organization Development  Promote implementation of best practices and evidence-informed care

17. 17 Key Outcomes  Increased engagement  Reduced vacancies  Increased retention  Enhanced leadership capacity  Reduced workplace absences Quality Care Outcomes for Patients/Clients/Residents through: