Review of payroll and rostering solutions Queensland Health September 2010 In March, 2010, Queensland Health went live with a new payroll and rostering solution for all staff in every location across the state. Queensland Health engaged Ernst & Young in August 2010 to conduct a review of the payroll and rostering systems. Contents Executive summary Introduction and scope Current state assessment Vendor analysis Peer analysis overview Solution options assessment Findings Conclusion Appendix A: Detailed solution options assessment 2 7 10 15 19 21 28 32 34 Our report may be relied upon by Queensland Health for the purpose of the review on its rostering and payroll solution only pursuant to the terms of our engagement letter …show more content…
There is no clear market leader of rostering products used in the Australian or international health care sector. Rather, there are several “like” products currently being used. Further, there is no dominant payroll and rostering solution which is specifically designed to work together for the health care sector, although some product owners certify their products operate successfully together Whilst recognising and understanding the current issues in the existing rostering system, Workbrain, the analysis indicates that these problems should be able to be fixed and the solution improved to adequately meet the needs of Queensland Health’s rostering requirements The replacement of the Workbrain system component of the solution with an alternative software product would place additional burden on staff and require significant effort and investment from Queensland Health. For example, this effort would include additional reconfiguring, testing and staff training over and above fixing the Workbrain solution. This would result in additional burden to staff on top of their daily duties, potential further delay in resolving award interpretation for staff and risking a continued loss of confidence in Queensland Health’s ability to resolve the situation 3. 4. Central to the findings of this report is the need for comprehensive support for any subsequent project activities conducted by Queensland Health. This support will be required in the form of change
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These team leaders ensure adequate and efficient services are being provided to the local residence of Central West. Scott McLeod the Chief Executive Officer who has “over 25 years of health care management and planning experience in a variety of health-care settings, including hospitals and regional health authorities in Alberta, Manitoba and Ontario.” David Colgan the Senior Director, Health System Integration who “has held positions as Executive Director with the Simcoe York District Health Council; Administrator, Corporate and Clinical Services, Faculty of Health Sciences, McMaster University; Administrator and Vice President, Administration & Finance with the Clarke Institute of Psychiatry; and Assistant Executive Director, York County Hospital (now Southlake Regional Health Centre).” Brock Hovey the Senior Director, Health System Performance who “has worked in the Ontario Health Care System since 1988. He has held various positions throughout his career: Vice President of Clinical Support Services and Chief Planning Officer at Lakeridge Health; Chief Executive Officer, Whitby General Hospital; Director, Accounting and Information Systems, Cornwall General Hospital; and Manager of Ambulatory Care Services at the Dr. Everett Chalmers Hospital in Fredericton, NB.” Shellean Alman the Administrative Assistant, Health System Performance. Lynn Baughan the Director, Health System Integration. Patrick Boily the
As a HNC Health Care student I am required to provide evidence of the following principal aims and objectives: to integrate knowledge, theory and practice, to develop and apply a broad knowledge and skills and to have an individual patient/client focus in my practice. To achieve all of the above I am required to complete project in a form of Graded Unit which consists of three stages: planning, development and evaluation.
Key reforms Power to commission services will be devolved to GPs working in consortia. National and regional specialised services will be the responsibility of the new NHS Commissioning Board, not GP consortia. GP consortia will have a duty to work in partnership with local authorities, for example in relation to linking up health and social care. The new NHS Commissioning Board will take over current CQC responsibility for assessing NHS commissioners and will hold GP consortia to account. Role of CQC will be strengthened as the quality inspectorate for health and social care. Monitor will become the economic regulator for health and social care from April 2012.
Difficulty in managing and recording of information on work schedule, hours worked units of pay, deductions and leave of absences, distribution of exact amount of wages and salaries in manual payroll
This report is made available to the applicant and the Medical Board of Australia (the Board) and the Australian Health Practitioner Regulation Agency (AHPRA).
Patient Accounting and Practice Management systems are designed to help health care medical practices are to improve the quality of care, cut cost, reduce risk, and increase revenues. When it comes to the size of a medical practice from small, or to a large medical practice, multi-location group this will feather the system to allow in creating and maintaining a patient billing information much faster and more efficiently then it was ever before. Medical Assistants are able to enter a patient information and post any changes much faster and more accurately with the use of a simplified medical billing software that promotes physician acceptance and much greater investment protection that provides faster insurance reimbursement and to improve
In order to insure each staff member was obtaining their individual and team goals, each member was given their own business (Souza). The tools in which the PFS were given provided them with the tools to prioritize and automate account work lists, sort accounts in various ways and see at a glance their ranking with their work group and office-wide. Managers were given their own dashboard and tools which able them to use query all aspects of receivables for trending purposes and identify problem areas, drill down to the patient account level, monitor revenue, payments, adjustments, receivables, and days for periods from the previous day and week to the previous 18 months, calculate average daily revenue by day and 30-day period, assess their performance for the month to date, and estimate likely results at the month end, view all receivables or select any segment for quick analysis, and generate timely reports on demand, including aging analysis, A/R stratification, discharged not final billed (DNFB) analysis, credit balance analysis, and analysis of problem payers. Finally, a denials management component was implemented in late summer, which will allow registration staff to go online at the end of the year (Souza).
Healthcare funding approaches differ from country to country with regular debate over health reform and healthcare for the future. As additional funding is not always a feasible option, health resource allocation and health finance need to be well managed to achieve efficient outputs. Health resource allocation is the allocation and management of healthcare resources or healthcare rationing (Encyclopedia Britannica, 2014). Health finance refers to ‘function of a health system concerned with the mobilization, accumulation and allocation of money to cover the health needs of people in the health system’ (Health Systems Financing, 2008). This essay will discuss the Australian healthcare reform
NSW MINISTRY OF HEALTH 73 Miller Street NORTH SYDNEY NSW 2060 Tel. (02) 9391 9000 Fax. (02) 9391 9101 TTY. (02) 9391 9900 www.health.nsw.gov.au This work is copyright. It may be reproduced in whole or in part for study or training purposes subject to the inclusion of an acknowledgement of the source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written permission from the NSW Ministry of Health. © NSW Ministry of Health 2012 SHPN (HSPI) 120204 Further copies of this document can be downloaded from the NSW Health website www.health.nsw.gov.au or Emergency Care Institute NSW website www.ecinsw.com.au August 2012
I am currently working within a joint health and social care team to support service user with hospital discharge and this team consist of occupational therapist, physiotherapist, dietician, speech and language therapist, doctor and consultants. I am aware that the Health and Social Care Act 2012 promotes joint working between health and social care and these principles have been further embedded in the new Care Act 2014. Cameron et al (2012) argue the Government intention is to enable joint working between the NHS and local authorities in order to make it easier for commissioners and providers to adopt partnership arrangements to provide joint local services. The authors argue that joint working ethos have been further embedded in current policies due to the rising demand for services from an ageing population joined with the need to reduce public spending. Moreover, the integration of health and social care services offers further resources to support service users with complex needs to live independently in the community (Cameron et al 2012:3).
The Report itself is based on a detailed scrutiny of the relevant scientific literature including four reviews commissioned by the Department of Health in 19981 as well as an update commissioned by the Home Office and completed in November 2001.2
Ensuring that the software is compatible with the systems that are in place today is also a critical step to making the transition smoother. The high score in the architecture compatibility area shows that this provider took that into consideration as well. Provider1 was also able to customize the off-the-shelf package to meet the requirements that Harley Davidson has developed when the “best practices” fell short.
Human resource management’s (HRM) role is changing in business. In the past, HR was a nothing but an administrative support function, now it is a key player in a business’s strategic planning. Today HR must have the ability to manage employees in way that contributes directly to a organization’s strategic goals. This sudden paradigm shift in purpose now feeds HR manager’s need for integrated systems that also include business intelligence. As companies look for more responsive and effective systems, outdated HR systems fall to the wayside as new modern and agile systems evolve.