1 / 7

15-16 September - Auckland

The “Royal Bank” Solution Presenter: Bobbie Carroll Hospital: The Royal Women’s Hospital Bobbie Carroll bobbie.carroll@rwh.org.au (03) 9344 2155. 15-16 September - Auckland. KEY PROBLEMS.

irma-sharpe
Download Presentation

15-16 September - Auckland

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The “Royal Bank” SolutionPresenter: Bobbie CarrollHospital: The Royal Women’s HospitalBobbie Carrollbobbie.carroll@rwh.org.au(03) 9344 2155 15-16 September - Auckland

  2. KEY PROBLEMS • 2000-2002 Steady movement of permanent and in-house casual nursing/midwifery staff to agencies – higher wages; greater control over work:life balance • Skyrocketing nursing/midwifery agency usage and costs (near $2 million pa) • Inability of agencies to meet increasing needs (competition from other hospitals seeking specialist staff) • Internal dissatisfaction with ‘foreigners’

  3. INNOVATIONS IMPLEMENTED • Conceptualisation, development and introduction of Royal Bank Health Recruiting • Shift in focus from the organisation to member (ie casual staff) • Intensive marketing as a nurse bank with all the positive attributes of an agency – plus more! “Priority, choice and the benefit of belonging” “We will never cancel a shift”

  4. OUTCOMES SO FAR • Procurement of >4000 shifts per month • Bank : Agency ratio >80:20 • Fill rate > 90% • Cost per shift (after award wages) approx $15 (compared to $115 for agency) • Expansion to include non-nurse workforce • Variation from casual to permanent > 5 staff members per month • Solid reporting and much greater understanding of our casual staff usage

  5. Impact on patient or staff safety • Better trained staff – competency program in place for casual staff • Greater continuity of care provider – coordinated approach to allocation • Growing acceptance of bank staff as “our staff”

  6. LESSONS LEARNT What we recommend to other hospitals on this topic • Invest in in-house casual staff • Find a point of differentiation and exploit it • Consider using RWH’s Royal Bank to manage your casual staff service!

  7. What we would do differently? • Get better IT advice! • Pay greater attention to people’s resistance to change • Appoint a “ Lead Site Champion” who is truly committed to the project – but who is firmly entrenched in the organisation (so that STRANGER DANGER alerts don’t jeopardise the project)

More Related