38. CASE: Managing Human Resources

The Bluenose Villa is a long-term care facility licensed under the Nova Scotia Homes for Special Care Act. It is owned and operated by a rural, non-profit health organization. At a recent meeting of the senior management team and Board of Directors to establish next year’s annual budget, the CEO, Ms. Seahead, shares her concerns about the long term, sustainability of the Villa to recruit and retain qualified, motivated employees. She cites the relevant shifting demographics including an urbanization trend, an aging population and workforce, the upcoming retirement of large cohorts of ‘baby boomer’ workers, and the likelihood of intensified recruitment of personal care workers by acute care hospitals that are able to offer higher salaries.

The Villa devotes as many of its resources as possible to the delivery of a broad range of programs and services for its residents including comprehensive recreational/ social programs and the offering of high quality and varied food choices. The non-profit organization needs to invest on a regular basis in the maintenance and improvement of its aging physical facilities. While the CEO believes that the Villa has been fair in the terms and conditions of employment of its staff, she is worried that the Villa is falling behind other health employers in the District in its ability to attract and retain good staff.

Most of the Villa’s residential placements are government subsidized and the CEO has just been informed that the per diem care rate paid by the Department of Health will remain unchanged for the next year.

The decision-making group, consisting of the senior management team and Board, decide to use the health priority-setting decision-making framework developed by the Nova Scotia Health Ethics Network to assist them in their annual budgeting process.

  • Using A Decision-Making Framework for Health Priority Setting found on NSHEN’s website (http://www.nshen.ca/docs/nshen_healthpriority.pdf) to work through this case, what key budget-related concerns do you identify?
  • What are your fiscal priorities?
  • How do your priorities relate to your employee-retention plan?
  • How will you justify the priorities you determine after using the decision-making framework?

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