In April, a small post-acute facility in a large Southeast city began to feel the harsh impact of COVID-19. As patient health deteriorated the Department of Health, assisted by the National Guard, tested all 204 residents and staff—104 residents and 21 staff members tested positive for COVID-19. At this point, one resident and one staff member had passed away as a result of the virus.
Since the onset of the COVID-19 pandemic in the U.S., Healthcare Workforce Logistics (HWL) has doubled down on what it does best - mobilizing healthcare professionals where they’re needed most, at competitive rates - in the nation’s hot spots, including a pivotal role in our home state of Georgia.
Access to the right data at the right time is essential to containing agency spend and meeting increased healthcare demands. Accurate or ‘clean’ data ensures health systems don’t fly blind—providing leverage for vendor negotiations, rapid staffing fulfillment, and additional cost management activities. For every expense category in the hospital, you rely on data. Data drives most decisions about spending and yet when it comes to contingent labor costs, often organizations don’t have a clear picture. Wouldn’t you like the same level of control and insight into agency spending that you have with other operational expenditures?
Locum tenens, nursing, and allied health professionals are essential components in the battle against coronavirus (COVID-19) and all of its variants, including the highly contagious Delta variant that has caused recent spikes in cases. Healthcare Workforce Logistics (HWL) is offering healthcare delivery organizations a rapid response staffing program designed to meet urgent staffing needs driven by increased demand for healthcare professionals and shortages of core staff due to the COVID-19 pandemic.
Even as health systems are breathing a sigh of relief in the home stretch of the first wave of COVID-19 patients, they are facing staggering financial disruptions of key service lines. Some health systems continue to have surge staff needs and others are furloughing employees. In either case, all organizations should take this opportunity to thoroughly assess all aspects of staffing needs and processes and evaluate how best to progress forward.
State of Georgia Calls on Jackson Healthcare to Fulfill Healthcare Staffing Needs in Fight Against COVID-19.
During a work year, organizations lose 6,500 hours dealing with manual processes related to managing staffing suppliers.
100% FILL RATE AND SIGNIFICANT COST SAVINGS IN CONTINGENT STAFFING: HOW A 330+ BED HOSPITAL SAVED TIME AND MONEY WHILE INCREASING QUALITY (CASE STUDY)
Front line managers at SwedishAmerican Hospital reported that their antiquated systems and inconsistent process for securing temporary staff was “a nightmare.” Since partnering with HWL, leadership reports that “the change in process is like night and day.”
Originally published May 2018. Updated on November 17, 2020.
The U.S. health sector has seen tremendous growth over the last century. Demand for medical providers is outpacing the supply so organizations are turning to provider staffing firms to fill the gaps. In fact, the healthcare staffing market is expected to hit $43.5 billion by 2025.
More and more healthcare provider organizations are turning to locum, or locum tenens to keep up with the increasing demands.
HWL launches partnership for locums management for Healthcare Council of the National Capital Area and National Capital Area Shared Services
Healthcare Workforce logistics (HWL) has been engaged to manage a Locums Managed Service Program (MSP) for Healthcare Council of the National Capital Area (HCNCA) and National Capital Area Shared Services (NCASS) including HWL proprietary Locums VMS.
Join us on the ASPR Innovation Stage
Monday, April 8th 3:45 PM - Exhibition Hall
Come and hear how HWL featured client Acadia Healthcare leveraged HWL Locums VMS and MSP to streamline processes, eliminate billing errors, generate real time reports, and lower costs.
Definition: Vendor Neutrality...
...is a business and design approach that seeks to ensure broad compatibility and interchangeability of vendors and technologies. The model encompasses standardization, non-proprietary design principles, and unbiased business practices.
When my colleagues and I formed HWL, there were a lot of spirited discussions around what constitutes a great VMS/MSP program. And yes, there were lots of different perspectives and opinions regarding the existing models in the marketplace, and about the functionality gaps that existed in available VMS systems. However, there was one area where there was universal agreement. Treat agencies with respect, listen, and be hyper-focused on what is important to them. This may sound simple and obvious but having been in this business for over 20 years I constantly hear from agencies that are frustrated with this or that MSP provider or VMS system because they feel like concerns aren’t heard and they are treated as second class citizens. Having spent the first part of my career on the agency side, I personally experienced this and remember that feeling. Not great.
A couple of weeks from now in beautiful Pittsburgh, PA (yes I mean that... have you been lately?) healthcare HR leaders from around the country will gather to discuss topics like compensation, labor law, benefits communication, recruiting and depression in the workplace (yes, sadly it exists).
As a leading healthcare managed services provider we at Healthcare Workforce Logistics, recognize that one size does not fit all. That is why we take a consultative approach to each client and customize a solution tailored to meet the unique needs of your organization. We offer a wide range of managed services including:
Eighty nine 89% of hospitals that have adopted MSPs or VMSs stated that cost savings were the primary goal for these partnerships. Unfortunately, over the past five years, Agency-based MSP programs have proven ineffective at controlling both unit costs and utilization.