Agenda

CONFERENCE DAY ONE
Monday 24th May 2010

DAY ONE | DAY TWO

8:30 Registration and Coffee

9:00 Opening Remarks from the Chair

Guidelines for Best Practice

9:10 Managing Wards Under Activity Based Funding

• GL Structures and Management - cost centres, account codes, reporting and forecasting
• Patient Activity Systems - patient information and its uses, ward transfers, patient flows
• Activity Based Costing - Queensland Health costing template, patient costing systems and variance reporting
• Activity Based Funding - impact at the ward level

Bill Stomfay, Team Leader, Budget Systems Support, Budget Services, Finance, Queensland Health
Colin McCrow, Senior Applications Specialist, Decision Support & Analysis Team InfoOperations, Information Division, Queensland Health

9:50 "I Didn't Sign up to be a Number Cruncher..."

• Delivering quality clinical services and the bottom line
• How to take your team with you
• Survival tactics for a world full of cost weights, DRGs, ALOS, NPAs, NHPPDs and KPIs

Robyn Cahill, Director Systems Performance, Acute Care Division, NT Department of Health & Families

10:30 Morning Tea

11:00 'The (financial) tail that wags the dog (patient treatment)' - Ensuring Patient Treatment takes Priority Regardless of Cost - if everyone is doing their job right, including the patient!

The complementary roles of;

1. Clinical Director (Clinician engagement in managing finance is critical as this drives the understanding and commitment of all clinicians)
2. Nurse Manager (Getting staff establishment right, efficient rostering, managing patient flow)
3. Business Manager (Developing the annual ward budget, managing expenditure rather than just monitoring finance reports, analysing expenditure, ensuring financial balance and delivering savings programmes, process re-engineering for efficiency, writing submissions/business cases, identify alternate sources of funding, maximise revenue opportunities, correct patient financial election)

Malcolm Mackie, Director Performance & Chair WAHIMG, South Metropolitan Area Health Service, Western Australia

Managing Ward Finances & Budgets in Practice

11:40 Budget Management - More Than Just the Dollars Good budget outcomes are more a function of effective service planning, clinical engagement and governance than simply tracking and managing expenditure. This presentation will look at:

• How integrated planning processes support effective budget management
• The tools available to improve budget performance in an increasingly challenging environment
• What engagement strategies can be used to better influence positive budget performance
• How to use governance mechanisms at all levels of the organisation to implement and monitor budget strategies

Luke Baxby, Associate Director, Corporate Finance (Health), Deloitte Touche Tohmatsu

12:20 Lunch

1:20 How to manage IR to achieve cost control in Nurse rostering

Linking patient outcomes with cost effective rostering whilst maintaining staff engagement is the desire of all NUM’s. Being able to achieve this given award constraints and the current industrial environment is the challenge of all NUM’s. During this presentation will look at:

• What are the rostering options to achieving cost effectiveness
• The framework for managing operational change
• Negating the industrial mine field
• Case study

Darren Gibson, Partner, Ernst & Young
Blair Hopkins, Senior Manager, Ernst & Young

2:00 Business Planning Framework: A Tool for Nursing Workload Management

This presentation will explore how an old concept, when applied in a new context has the potential to improve quality and cost effectiveness of care in the ever changing and complex world of nursing through;

• Identifying and understanding what nursing business actually is within the context of the service
• Exploring new flexibility offered to meet demand placed on the workforce and the service
• The ability to monitor and evaluate strategies and negotiate suitable outcomes

Jeffrey Souter, Nurse Manager, Nursing Clinical Support Systems, Nursing Administration, Townsville Hospital

2:40 Afternoon Tea

3:10 CASE STUDY : Efficient Management of Non Labour Resources
> Identifying a problem (prosthetic and clinical supplies over expenditure in the operating theatres)
> Identifying potential solutions (prosthetic programmes, dedicated resource, central coordinated ordering etc)
> Change management - engaging clinicians
> Successes and obstacles
> Future plans
Anthony Williams, Operations Director, Nursing Director Perioperative Services, Institute of Surgery, Townsville Hospital

3:50 The Creative use of Agency Staff to Save Time, Money and Staff Turnover (Dollars and Sense)

• Efficient selection process/payroll service and employer obligations
• Managing fluctuations/flexibility in staffing needs (both seasonal and sessional), budget keeping
• Managing fatigue relief/burnout, flexible opportunities for an adequate skills mix
• Ensuring mandatory/competency requirements/registration/ background checks etc are met

Peter Hill, Chairman, Oxley Nursing Service

4:30 Closing Remarks from the Chair

4:40 IIR invites all speakers and delegates to discuss the day’s presentations at the informal networking and drinks reception

CONFERENCE DAY TWO
Tuesday 25th May 2010

DAY ONE | DAY TWO

8:30 Morning Coffee

9:00 Opening Remarks from the Chair

9:10 CASE STUDY : Developing Evidence Based Budgets
> Providing the evidence/justification for your next budget
> Justifying under/over expenditure
> Access to reliable data and knowing the components of that data
Carol McMullen, Nurse Manager, Nurse Informatics, Bundaberg Base Hospital

9:50 Clinical Support Officers: Are They the Answer to the NUM Workload Burden?

• In 2008 NSW Health appointed Peter Garling SC to lead the Special Commission of Inquiry: Acute Care Services in NSW Public Hospitals. This was the most rigorous review of acute health services ever undertaken in NSW. In November 2008 the Final Report of the Special Commission of Inquiry was released
• The Final Report of Commissioner Garling noted that Nurse Unit Managers were overburdened with administrative staff as a result of a reduction in support staff in NSW hospitals since 2003. Commissioner Garling was advised that up to 70% of a Nurse Unit Manager’s time was spent attending to administrative roles
• Commissioner Garling recommended in his Final Report that Clinical Support Officers be appointed to wards to relieve the Nurse Unit Manager of administrative tasks and free them up to focus on the coordination, supervision and communication of safe clinical care
• North Coast Area Health Services has appointed 39 Clinical Support Officers across our hospitals and already Nurse Unit Managers are experiencing a reduction in administrative tasks and the time released is allowing them to focus on ensuring the safe delivery of high quality clinical care

Wayne Jones, Director of Clinical Streams, North Coast Area Health Service, NSW

10:30 Morning Tea

11:00 CASE STUDY : Using an Acuity Scoring System as
Evidence to Support Business Planning
Jeff Dippel, Nurse Manager, Informatics, Queensland Health

11:40 Taking a step beyond the budget

• Staff profiles baseline staff requirements for managing your units
• Risk management starts at here - why are your base rosters the first significant step?
• Balancing the scorecards, and linking the events for reporting
• Cost impacts what happens when you get it wrong and how do you monitor your staffing?

Leslie Bell, Human Resource Management Project, Human Resources, Austin Health

12:20 Lunch

PRACTICA L INTERACTIVE WORKSHOP
1:20PM - 5:00PM

Developing and Setting Budgets in a Contemporary Health Context: Practical Tips and Advice

All conference attendees are invited to participate in this interactive workshop which is part of the conference program.

This practical session will help you to:

> Understand the link between outputs and inputs

It’s difficult to set and manage a budget without understanding how the activities or outputs of the service impact on service’s budget performance. Is your budgeted cost base realistic given the expected output? We will look at how to interrogate the activity and cost relationship and set an aligned cost and activity budget

> Understand the drivers of cost in the health sector

Health is a people business and as such labour costs represent a significant portion of the health budget. For labour costs we will look at what tools are being used to better manage and understand the impact of labour costs on budget performance. We will also look at trends in non-labour costs and the hidden impact of technology advances on the consumption of health budgets

> Optimise revenue

It's not always about cost management in health. Revenue doesn’t have to be a fixed parameter there are many options to grow and optimise the service’s revenue base. Let's look at the sources of revenue and how to optimise revenue from traditional and non-traditional sources

> Understand how your end of year budget position impact on budget setting in a new period

Before you know where you are going you need have a very clear understanding of where you have been. How does end of year budget performance impact on how budgets should be set and managed in the new year. In this component we will look at budget recovery, the hidden impact of prior year part year costs and managing new funding

> Plan your annual budget

After you have a clear idea of the planned activity, budgeted expenditure and revenue you are well placed to develop a budget plan. In this section we will work through a simple budget plan that will look at the key drivers of cost and revenue and develop initiatives to manage your service back to financial health

Facilitated by: Luke Baxby, Associate Director, Corporate Finance (Health), Deloitte Touche Tohmatsu

The Deloitte health group in Australia has been providing consultancy to the health sector for the past 20 years. They work extensively with a range of organisations in both the public and private sectors to support the key challenges the health industry face.

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