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Conference Day Two: Wednesday, 7 December 2016

08:30 AM - 09:00 AM Registration and Welcome Coffee



09:00 AM - 09:10 AM Opening Remarks from IQPC and Chairman

09:10 AM - 10:10 AM Implementing a cost-efficient and team based strategic workforce model at Cabrini Health

Cabrini Health is currently implementing a 3 stage strategic workforce model that focuses on a team-based model of care that caters to a changing skill mix in a safe and supportive way.
  • Outlining the three stages for the nursing strategic workforce model, and lessons learned
  • Illuminating challenges such as increasing costs incurred for RNs vs. ENs
  • Implementing systems and process to analyse live workforce data, and improve RN:EN ratio
  • Creating proactive measures, change management and governance practices

10:10 AM - 10:50 AM Paying a Premium to Grow: A Case Study Approach of Northern Health’s Journey to-Date

As the biggest growth corridor of the North (population has grown more than 100% in the past 5 years), this case study will outline why health services are forced to pay a premium for their clinical workforce, whilst trying to grow infrastructure and your workforce to keep up.
  • Demonstrating how to use workforce to address daily increasing clinical activity (patient presentations) due to rapid population growth
  • Utilisation of a premium paid clinical workforce (Nurse Agency relief and Medical Locum relief), whilst the Northern transitions and ‘GROWS’ our own clinical workforce
  • Providing examples of department’s progress and transformation i.e. Emergency Department progress

10:50 AM - 11:20 AM Morning Tea and Networking Break

11:20 AM - 12:00 PM CASE STUDY: New, Highly Robust Operating Cost Model and Workforce Planning Strategy

GeneralError, ,
The $1.2 billion Perth Children’s Hospital is being built to replace the Princess Margaret Hospital by October 2016. Given the current services at Princess Margaret was unaff ordable, a new and very robust operating cost model and workforce planning strategy was created.
  • The strategies to reduce FTE, case study from 198 FTE down to 168 FTE
  • How to benchmark project and operating cost model
  • How to create a lean workforce, whilst improving clinical framework
  • Lessons learned from project
  • Recounting how purchasing intentions were looked at, and how workforce was built based on it

GeneralError


12:00 PM - 12:40 PM Working Towards Achieving a Multidisciplinary Workforce and Greater Clinical Leadership

With emerging changes to clinical practice, how do you ensure that these changes are integrated into ongoing development and workforce planning?
  • Measuring success in multidisciplinary planning and clinical leadership requirements
  • Peer review supervision process to ensure there is appropriate oversight
  • Defining clinical leadership management and succession planning strategy
  • Optimising workforce requirements by creating visibility at all levels of the organisation, and specifying key decision makers to enforce those requirements

12:40 PM - 1:40 PM Lunch and Networking Break

1:40 PM - 2:20 PM How we employed 1,900 staff in a year without losing the plot

Scott Williams LI , ,
Epworth HealthCare is Victoria’s largest not for profit private health care group and has ambitious plans in place to support a strong growth agenda over the coming years.

Over a twelve month period in 2015/16 the first tranche of this growth strategy materialised, as Epworth finalised major redevelopments with the opening of a new 170 bed hospital in Geelong, the new 142 bed Lee Wing at Richmond and a new regional Cancer Centre in Warrnambool, whilst commencing a new Paediatric Inpatient Service inclusive of an inpatient ward and Emergency Service, insourcing its own medical imaging service and expanding services at Epworth Eastern, Freemasons and Mental Health.

These projects alongside business as usual requirements necessitated Epworth to source over 1900 staff in a very short period of time, with the majority being Nursing and some of which were for very difficult to fill roles.

We will share our journey of how we meet these growth targets and opened these new services, getting the right staff on board at the right time. Critical to our success was the development of our workforce planning strategy, which had very clear objectives regarding development of an Employee Value Proposition, establishment of a Talent pipeline, management of change fatigue, innovative recruitment and onboarding initiatives and establishment of key partnerships.

Maintaining the staff engagement of the existing workforce during a period change was imperative to the success of our workforce planning strategy. Without a strong, positive and engaged culture, bringing in so many additional people would have been very challenging and potentially had a long lasting negative impact. Investment in our people and focus on purpose and vision enabled us to develop pride, confidence and a desire for everyone to play their part in welcoming, teaching, supporting and mentoring all of our new team members.

Over the journey there have been some lessons we have learnt which we will share, along with the many highlights and outcomes.


Scott Williams LI


2:20 PM - 3:00 PM Strategies to Make Nurse Practitioner Models and Advance Practice Roles Sustainable

With a perpetual uncertainty of nurses and other workforce leaving at any point in time, how do you strategically keep a pool of staff that is ready to fi ll the gaps? In this session, we will discuss:
  • Evaluating current nurse practitioner models in ED, what works well and what could be improved
  • Improving sustainability of advanced practice roles

3:00 PM - 4:10 PM Afternoon Tea and Networking Break

4:10 PM - 4:50 PM Improving Management of Nurses and Creating a Motivated Workforce to Reduce Staff Turnover

A challenge currently high on the agenda is managing the motivation of nurses, with a high absentee due to issues such as complaints on salary etc.
  • Looking closely at workforce data, what to look for and how to utilise data better
  • Taking a better collaborative approach, and challenging managers to do staff reports
  • Raising issues regarding the era of the “generalist nurse” and how to focus on the most important components

4:50 PM - 5:00 PM Closing Remarks from Chair

5:00 PM - 11:59 PM End of Conference