Our Work

Alberta Health Services, AB, Canada

approximately 80,000 employees

Opportunity Assessment & Business Case – province wide review of current state staff scheduling practices and systems, from remote communities to urban centers. Development of provincial service and technology model for delivery of staff scheduling services and optimization of workforce deployment, and development of accompanying business case.
Sponsor – Executive Vice President, Corporate Services

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Provincial Staff Scheduling Transformation Phase I – development of optimized master rotations for 48 clinical units across the province, and development of leading practice business processes for schedule management.
Sponsor – Chief Nursing and Health Professions Officer and SVP Health Professions Strategy & Practice

Australian Resource Centre
for Healthcare Innovations

Rostering Workshop Series – developed and taught a series of nurse manager workshops, including The Roster Workshop and Proactive Leave Management, in cities across Australia and New Zealand. Trained approximately 300 nurse managers.

BC NurseLine, BC, Canada

approximately 150 employees

Staff Scheduling Transformation Project – collaborative design of new staff scheduling business processes, development of new master rotations for BCNU staff, development of a tool to assess baseline demand on a regular basis, and project management of implementation of all of the above.
Sponsor – Chief Operating Officer
Outcomes – successful on time, on budget completion of project. successful on time, on budget completion of project. Positive impacts on management data for decision making, streamlining all staffing policies and responsibilities, fair and equitable schedules impacting recruitment and retention. Overall service level metrics reached a 3 year high.

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Organization Development Project – development and delivery of leadership skills training program, facilitation of organizational Mission, Vision, Values development, development of organizational Balanced Scorecard.
Sponsor – Chief Operating Officer
Outcomes – successful completion of deliverables and clear progression towards desired cultural transformation.

Disability Accommodation Services,
Department of Human Services,
Victoria, Australia

approximately 5,500 employees

Rostering Best Practice Study – state-wide assessment of current rostering practices in Group Homes and Congregate Care facilities, and development of leading practice future state rostering model to better utilise the workforce and facilitate movement towards increased individualised services.
Sponsor – Director - Quality & Sector Development Branch, Disability Services Division
Outcomes – successful delivery of future state model and implementation recommendations on time and on budget.

Dr. Peter Centre - Vancouver, BC

Master Rotation Development - Development of new master rotations for RN's, LPN's, and Aides to improve staff health and satisfaction
Sponsor - Rosalind Baltzer Turje, Director of Operations
Outcomes - on time and on budget delivery of new rotations to client

Fraser Health Authority Home Health Services, BC, Canada

Master Rotation Development for Home Support Teams – development of master rotations for efficient use of home support teams across multiple communities in the lower mainland of BC.
Sponsor – Director of Home Support Services
Outcomes – approval of rotations for implementation, by management, staff, and related unions.

HCR ManorCare, USA

approximately 60,000 employees

Staff Scheduling Process Design and System Configuration – developed potential business processes for staff scheduling that could be effectively supported by the organization’s selected staff scheduling system. Facilitation of a group of facility representatives through review and approval of the processes.
Sponsor – Chief Information Officer
Outcomes –process revealed that the selected system would not meet needs of organization and deliver anticipated benefits; project was put on hold and the organization was able to reallocate the budget to other projects.

Hunter New England Health, NSW, Australia

approximately 15,000 employees

Rostering Discovery – high level review of Hunter Area Health Service rostering business practices.
Sponsor – Area Finance Director
Outcomes – current state presented to Area Executive Team, illustrating major problem areas, and leverage points for improvements. As a result of the Discovery, Hunter Area Health Service proceeded with re-designing rostering and time capture across the Area.

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Rostering Opportunity Assessment and Business Plan – full assessment of current state across Area, and development of new rostering business model.
Sponsor – Area Finance Director
Outcomes – full Opportunity Assessment of recommended business model delivered to Area Executive Team.

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Staffing Services Design – Area wide collaborative process design initiative to create new rostering and timekeeping business processes for implementation across all disciplines. Included convening a large stakeholder group design team with representatives from many disciplines and collective bargaining units, facilitating a series of intense design workshops, and facilitating a steering committee through review and approval of the new processes. Convened a sub-group of physicians and facilitated this group through a parallel process. Assisted with operational design of new business unit to provide staffing services, and developed a series of indicators to be included in the organization’s balanced scorecard.
Sponsor – Area Finance Director
Outcomes – Area wide approval of common rostering business processes for all disciplines including physicians, acquisition of new rostering system, and creation of a new business unit to provide rostering and staffing services to the Area.

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Roster Development – project management and change management. As well, this project includes rosters that provide consistent, safe staffing levels and skill mix on each shift, to support quality care.
Sponsor – Director Clinical Operations
Outcomes – project in process

Interior Health, BC, Canada

approximately 18,000 employees

Staff Scheduling Opportunity Assessment and Business Plan – assessment of current state, and development of a business plan for health authority wide approach to staff scheduling and workforce utilization, including a full organizational design and cost/benefit analysis.
Sponsor – Chief Financial Officer
Outcomes – Business Case for new, health authority wide “Staffing Services” approved by Senior Executive Team and Board of Directors.

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Staff Scheduling Process Design – health authority wide collaborative process design initiative to create new staff scheduling and timekeeping processes for implementation across 100% of the employee base. Included convening a large stakeholder group design team with representatives from many disciplines and collective bargaining units, facilitating a series of intense design workshops, facilitating a steering committee through review and approval of new processes, assisting with operational design of new business unit to provide staffing services, and development of a series of indicators to be included in the organization’s balanced scorecard.
Sponsor – Regional HR Director
Outcomes – consensus on new business processes achieved across all disciplines and geographic areas of health authority, as well as complete labour / management consensus.

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Staffing Service Implementation Pilot Project – project managed the implementation of the new Staffing Service business model in two major pilot areas within Interior Health (Vernon Armstrong Enderby, and Kootenay Boundary).
Sponsor – Regional HR Director
Outcomes – Successful on time, go live. This project has since been awarded the Top Innovator in Healthcare Award for BC.

Northern Health Authority, BC, Canada

approximately 7,000 employees

Staff Scheduling Discovery – high level review of staff scheduling and timekeeping practices and related opportunities.
Sponsor – Chief Information Officer
Outcomes – current state report presented to Executive Team, illustrating major problem areas, and leverage points for improvements and benefits realization. As a result, Northern Health proceeded with a detailed Opportunity Assessment and Business Plan for re-designing staff scheduling and timekeeping across the health authority.

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Staff Scheduling Opportunity Assessment and Business Plan – assessment of current state, and development of a business plan for health authority wide approach to staff scheduling and workforce utilization, including a full organizational design and cost/benefit analysis.
Sponsor – Chief Operating Officer, Northwest HSDA
Outcomes – Senior Executive Team approved recommendations to proceed with restructure of staff scheduling and casual workforce management.

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Staffing Model & Master Rotation Development for Home Support Teams – analysis of home support workload patterns in communities across the Health Authority, recommendations for workload smoothing, and development of master rotations for implementation of new home support model across Northern Health.
Sponsor – Director of Home Support Services
Outcomes – approval of rotations for implementation, by management, staff, and related unions.

New South Wales Health

approximately 107,000 employees

Rostering Business Case – development of a business case to secure funding for a state-wide rostering software to replace legacy systems. The project involves working with stakeholder groups from front line to executive levels across the state to assimilate key drivers and goals, strategic issues and risks, related initiatives, and dependencies. The business case will represent the interests of the Area Health Services across the state, as well as the Department of Health and the NSW Health Support Services organisation, and will be submitted to Treasury for review and approval.
Sponsor – Chief Information Officer
Outcomes – Business Case delivered on time and budget. Business Case approved and funding secured for state-wide rostering system project.

Prince Rupert General Hospital, BC, Canada

approximately 1,000 employees

Scheduling Office Diagnosis and Redevelopment Plan – operational review of existing Scheduling Office, presentation of findings and recommendations to Scheduling Office team and managers served by the Scheduling Office, and facilitation of a collaborative process to plan the implementation of the recommendations.
Sponsor – Scheduling Office Manager
Outcomes – successful implementation of the recommendations, improved satisfaction of Scheduling Office personnel, and vastly improved relationships between Scheduling Office and customers.

Providence Health Care,
Vancouver, BC, Canada

approximately 5,000 employees

Staff Scheduling & Timekeeping Opportunity Assessment – assessment of current state of staff scheduling and timekeeping systems and processes, and relief workforce utilization practices across the organization, and development of a business plan for acquiring a new software solution and implementing an organization wide approach to staff scheduling and workforce utilization, including a cost/benefit analysis.
Sponsor – VP of HR
Outcomes – recommendations have been adopted with implementation underway.

Provincial Health Services Authority,
BC, Canada

- approximately 10,000 employees

Staff Scheduling Implementation for PHSA Lab Services – implementation of organization’s current staff scheduling system in the newly formed Lab Services business unit, including configuration of system to meet user needs, facilitation of parallel payroll test runs, and go live.
Sponsor – Director of Finance
Outcomes – successful, on time go live.

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Staff Scheduling & Timekeeping Process Design, RFP, and Vendor selection – facilitated development and signoff of consistent staff scheduling and timekeeping processes across all PHSA agencies and corporate service areas, developed business requirements and RFP to evaluate systems based on their ability to support the approved cross agency business processes, oversaw RFP process, vendor selection, and contracting.
Sponsor – Chief Financial Officer and Chief HR Officer
Outcomes – agreed future state business processes for all agencies and departments, and contract with selected software vendor.

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Staff Scheduling & Timekeeping Software Implementation – project management of the rollout of the selected solution to PHSA’s agencies,
including configuration of the new system, development of training approaches and materials, and implementation of the system within the agencies.
Sponsor – Chief Financial Officer and Chief HR Officer
Outcomes – project in process

Queensland Health, Australia

approximately 60,000 employees

Rostering Practice Assessment – assessment of rostering and timekeeping work practices and related software utilisation in Hospitals across the state of Queensland.
Sponsor – Deputy Director General of Health.
Outcomes – delivery of a full report on current state with a series of recommendations for improving State-wide rostering business model and work practices, and rostering system utilization changes. Recommendations implemented.

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Strategic Rostering Transition Assessment – assessment of strategic issues and risks related to state-wide transition to new rostering system across all Queensland Health facilities; development of report containing specific organizational, technical, and project risks related to the transition between the existing and newly selected system.
Sponsor – Director of Shared Services
Outcomes – rework of risk management strategies, project plan, and timeline for state-wide project.

Royal Children’s Hospital,
Melbourne, Victoria, Australia

approximately 3,200 employees

Rostering Discovery – high level review of rostering practices and processes in 13 inpatient units.
Sponsor – Executive Director of Nursing
Outcomes – approval to proceed with a full nurse rostering transformation project.

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Rostering Transformation Project – development of new staffing model and pattern-based rosters for all inpatient nursing units, development of consensus-based standard rostering processes, and implementation of Roster Service Office.
Sponsor – Executive Director of Nursing
Outcomes – Project currently being internally implemented.

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Rostering for Health Medical Officers – high level review of rostering practices and processes in physician workforce.
Sponsor – Executive Medical Director
Outcomes – Discovery delivered on time and on budget.

Saskatoon Health Region

approximately 11,500 employees

Staffing Service Design – Health Region wide collaborative process design initiative to create new scheduling and timekeeping business processes for implementation across all disciplines. Included convening a large stakeholder group design team with representatives from many disciplines and collective bargaining units, facilitating a series of intense design workshops, and facilitating a steering committee through review and approval of the new processes including the development and delivery of operational toolkit. This engagement set the stage for achieving the expected, yet to be realized benefits from a previously implemented staff scheduling software solution.
Sponsor – Vice President Finance and Administration
Outcomes - consensus on new business processes achieved across all disciplines and geographic areas of the health region, as well as consensus between labour and management.

Sky Lakes Medical Centre,
Oregon, USA

approximately 2,000 employees

Staff Scheduling & Time and Attendance System Implementation – project management of the implementation of the organization’s selected staff scheduling and time & attendance systems, including integration of the two applications.
Sponsor – Chief Financial Officer, Chief Nursing Officer, and VP of HR
Outcomes – successful on time go live of both systems and higher than anticipated level of integration between the systems.

Vancouver Coastal Health Authority,
BC, Canada

approximately 20,000 employees

Staff Scheduling & Timekeeping Opportunity Assessment – assessment of current state of staff scheduling and timekeeping across a large and very diverse health authority, and development of a business plan for acquiring a new software solution and implementing a health authority wide approach to staff scheduling and workforce utilization, including a full organizational design and cost/benefit analysis.
Sponsor – Chief Financial Officer and VP of Employee Engagement
Outcomes – Business Case approved by Senior Executive Team and Board of Directors to proceed with the redesign, software acquisition, and implementation.

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Staff Scheduling and Timekeeping Process Design – health authority wide collaborative process design initiative to create new staff scheduling and timekeeping processes for implementation across all employees of both Vancouver Coastal and Providence Health Care. Included convening a 70 person design team with representatives from many disciplines and collective bargaining units, facilitating a series of design workshops, facilitating steering committee review and approval of new processes, assisting with operational design of new business unit to provide staffing services, and development of a series of indicators to be included in the organization’s balanced scorecard.
Sponsor – Chief Financial Officer, VP of Employee Engagement from each organization, and Chief Information Officer
Outcomes – project completed successfully, with new design signed off by Vancouver Coastal Health and Providence Health Care.

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Staff Scheduling & Timekeeping RFP, and Vendor selection – facilitated development and signoff of staff scheduling and timekeeping business requirements and supported the RFP process to evaluate systems based on their ability to support the approved health authority wide business processes.
Sponsor – VP of Employee Engagement , Chief Information Officer
Outcomes – project completed successfully, with requirements signed off by Project team.

Vancouver Island Health Authority

approximately 16,000 employees

Staff Scheduling Discovery - high level review of authority-wide scheduling practices and processes. This engagement followed the completion of a staff scheduling software rollout that did not include the design and implementation of consistent processes across the healthcare organization. The engagement was aimed at progressing towards consistent processes, building on the common technology platform, to address issues in increasing workforce costs, errors in payroll, and unfilled shifts.
Sponsor – Executive Vice President and Chief Operating Officer
Outcomes - approval to proceed with a full Staffing Service transformation project.

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Staff Scheduling & Timekeeping Transformation Project – this project began with a thorough qualitative and quantitative assessment of current
state of staff scheduling and timekeeping across a large and very geographically diverse health authority, and development of a business plan for implementing a health authority wide approach to staff scheduling and workforce utilization, including a full organizational design and cost/benefit analysis. Following the opportunity assessment and planning stage, is the highly participatory design phase, which involves stakeholders from all parts and levels within the organization. Upon the completion of design, Workforce Edge will be leading the implementation of the new design across Vancouver Island Health.
Sponsor – Executive Vice President and Chief Operating Officer, and Chief of Professional Practice and Nursing
Outcomes – project in process