From Impact Analysis to Retention CASPR April 2016

1. From Impact Analysis to Retention CASPR April 2016 Approve Identify Retain Assess Recruit

2. Central Zone at a Glance

3. Central Zone at a Glance • 95,000 square Km ( similar in size to the country of Portugal) • Population 453,469 • 1 Regional Hospital (Red Deer Regional Hospital) 300+ beds • 29 Rural Hospitals • 39 Community Health Centers • 24 Community Mental Health Centers • 1 Stand-alone Psychiatric Facility • 42 Long Term Care Facilities in 38 Communities • 31 Designated Supportive Living (Levels 3/4) Facilities in 22 Communities • 1000 + physicians

4. Alberta Health Service AIW What is the AHS Improvement Way (AIW) Method? Four steps to help solve problems and improve the services we provide Two parallel activities to support each step Multiple paths to address different types of opportunities using the best approach

5. Managing Change

6. Impact Analysis – Why? Medical Staff Rules.Section 3.2.2 Identify Retain Assess Approve Recruit The Clinical Department/ Facility Leaders establish a need to fill a current or upcoming vacancy in a clinic, or community of AHS site, or to expand a current program to meet identified needs. 3-5 year workforce plan is taken into consideration. Accountable leader(s) fill out the Impact Analysis form that identifies the required resources, operational impact and the impact on other Zone Clinical Departments. Must include all budget requirements and funding sources. The IA should be reviewed by both Medical Staff and Operational Leaders. Medical Affairs obtains the required signatures. Signatures indicate an acknowledgement, due diligence and awareness of intent to recruit. If approved, the position is entered into the Central Zone Vacancy Summary for the Physician Resource Planner to initiate job posting and formally begin recruitment. Candidates are carefully vetted to ensure “a good fit”, not “a fill”. • What’s “A Good Fit”? • Quality of care • Collegiality • Sense of Belonging • Physician Morale • Staff & patient satisfaction • Reduced costs • LONG TERM RETENTION The impact analysis is NOT a rubber stamp, but rather an enhancement to bring about success

7. The Big Picture Impact Analysis Workforce Planning Recruitment Quality and Patient Safety Credentialing Retention Privileging Regulation

8. The Impact Analysis Trip • The Central Zone undertook the Impact Analysis Quality Improvement in 2012 • The goal was to improve on many levels: • quality of recruitment • engagement of stakeholders • overall retention • Where do we start, well first we had to understand where we were.

9. Defining the Opportunity • Original IA- a single page form that identified a need for a physician • and required the ZMD signature • The opportunity existed to improve an administrative function into something that provided value add at many levels • What kind of physician – rurally trained, urban trained, specialist, etc • What skills did we need- obstetrics, anesthesia, other • What other resources were required to support the recruitment • What services would the recruitment enhance or support • Workforce Planning- looking to the future

10. Consultation • Impact Analysis processes from other healthcare systems were reviewed • Physician Leaders and operational leaders were consulted • A new form and process emerged • We were ready to start the new Journey

11. Change Management Change Management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization. • Did the stakeholders want the change • Did they see the benefits • What was in it for them

12. Positive Outcomes Aligning the system to the VISION!

13. How it works.. Impact Analysis Recruitment Credentialing Retention Privileging

14. Evidence of Change • Buy in by stakeholders • IA is used throughout the recruitment cycle and in other Medical Affairs functions: • Appointment and Privileging • Review of ongoing service i.e. sponsorship • Supports ongoing workforce planning

15. Back to square one? -Physician retention begins at the Impact Analysis level as part of strategic planning: “where are we going and how we will get there?” -Impact Analysis should not be a bureaucratic necessity, but rather a tool that aids in finding the type of provider who will “FIT”, rather than “FILL” the position.

16. ..happily ever after =

17. Marlene Young Director of Operations Central Zone Marlene.young@ahs.ca 403-356-5420