Advanced Management Systems (AMS) partners with Waikato DHB for workforce management technology & transformation
Waikato District Health Board has partnered with Advanced Management Systems (AMS), New Zealand’s leading Software as a Service (SaaS) provider of workforce management solutions to the health care sector, to deliver an end-to-end Cloud solution that serves its workforce management, payroll and HR functions.
Waikato DHB has chosen AMS’ innovative new Workforce as a Service (WaaS) platform for health, designed to serve the complexities of New Zealand’s public healthcare sector.
The integrated WaaS platform replaces Waikato DHB’s multiple systems and will deliver greater service efficiencies bringing benefits to healthcare staff and patients.
AMS CEO Joseph Yip says the new contract cements Cloud technology’s role in creating a more vibrant national health community where system efficiencies are maximised.
“AMS is thrilled to launch our Workforce as a Service offering, designed to serve New Zealand healthcare providers needing innovative technology solutions to allow our health workforce to work smarter, ultimately improving health outcomes for all New Zealanders. Our partnership with Waikato DHB means these benefits will filter through to our other DHB customers across a significant portion of the country.”
To deliver WaaS, AMS has partnered with Revera, part of Spark Health, to meet the complex requirements of workforce planning, rostering, payroll processing, workforce data collection and monitoring to enable significant digital transformation for Waikato DHB.
Yip says while the contract will initially bring benefits for patients and staff within the Waikato region, AMS has a national vision for improvements that support a stronger health workforce.
“This partnership symbolises an important step towards our vision for improving health outcomes for all New Zealanders through effective, integrated health workforce management tools delivered through clever technology.
“AMS has a vision to deliver the benefits across all DHBs in New Zealand, to ultimately achieve greater health outcomes for the whole country.”
Waikato DHB says the new approach to its health service systems centres around putting its people at the heart to help empower staff.
“This is great news for our organisation as our previous systems were complex and not easy to use. This means we can reduce people’s frustration and provide up-to-date systems that are easy to use, allowing people to focus on what’s really important in healthcare,” says Gil Sewell, Waikato DHB Executive Director HR & Organisational Development.
“We pay a staff of more than 7,000 and there are many different union agreements and individual employment agreements. The new AMS system will manage this unavoidable complexity more smoothly, whilst significantly reducing the cost and complexity of processing pay,” says Andrew McCurdie, Waikato DHB Chief Financial Officer.
The latest Treasury BASS publication and how do NZ compare with our Australian counterparts?
The latest Treasury Benchmarking Administrative and Support Services (BASS) report “which provides findings of the cost, efficiency and effectiveness of administrative and support (A&S) services across the State sector” has been published in July 2016.
This year again, AMS continue in the top spot providing the most productive and best value for money solutions to its clients in New Zealand.
Since the start of the BASS report, the Government agencies that use the AMS solutions have the lowest payroll and HR costs* and the highest payroll and HR productivity** on average over the 6 years.
The results have been independently verified by Cranleigh:
We put together the table below as a comparison with our Australian counterparts. The Australian figures are from the latest Australian Payroll Association 2016 Payroll Benchmarking Study. We have used the fortnightly pay frequency and the 2,000 – 10,000 employee band. Though not necessarily comparing like for like NZ and Australia appear to be broadly similar.
Labour Inspectorate shares an update on Holidays Act compliance, as part of the Payroll System Functionality (PSF) group.
Work is underway at the Ministry of Business, Innovation and Employment (MBIE) and across the payroll industry to address problems related to compliance with the Holidays Act 2003 (the Act) by New Zealand employers. This work includes developing guidance intended to help employers and employees in applying aspects of the Act.
AMS is a member of the Payroll System Functionality (PSF) group, an industry-government group working to develop the guidance.
The group was established by MBIE, which, through its Labour Inspectorate, is responsible for workplaces meeting at least the minimum standards and requirements of employment law.
The group comprises MBIE; payroll system providers; professional service providers; and the New Zealand Payroll Practitioners’ Association. The guidance is expected to be released for consultation in 2017.
MBIE Payroll Lead Tania Donaldson says areas of focus explored so far include defining “what is a week” for annual leave purposes, and gross earnings.
"The guidance will be just that; guidance only and not legal advice, but it will aim to provide a range of scenarios to make sure it is useful for as many people and situations as possible.
"The PSF group has been integral to identifying areas of concern and creating the scenarios that will help people to comply with the Act. We have also invited the Council of Trade Unions, Business New Zealand and the State Services Commission to one of our meetings to hear their views,” says Ms Donaldson.
MYOB Strategic Program Manager and Chair of the PSF workgroup Scott Gardiner says the group is pleased to support MBIE in addressing Holidays Act compliance and will continue to support them in developing the guidance.
"It’s well known that Holidays Act compliance is difficult for many businesses. There are differing interpretations of the Act that affect how organisations calculate leave balances and payments.
“Members of the PSF hope that the guidance will provide more certainty to employers.
“The guidance should help clear up ambiguity about what should be included when holiday entitlements and payments are calculated. Feedback from those likely to be using it will be the key to ensuring the right areas are addressed.
The ultimate goal is to make sure New Zealand organisations can confidently run their payroll and employees can be assured that they are getting their correct Holidays Act entitlements,” says Mr Gardiner.
The guidance is expected to be finalised in 2017.
If you have any feedback or questions about the working group, or would like to offer any insights or comments about compliance with the Holidays Act, please email email@example.com.
For more information on MBIE and the Holidays Act 2003 go to
Have you experienced Payroll No-Man’s Land?
Our first “AMS Insights on Payroll” video series starts with what we term “Payroll No-Man’s Land”.
In this video segment, Andrew Tunnicliffe, GM Services describes the tension and balance between Payroll activities ranging from simple to complex versus how frequent these payroll transactions are transacted.
How these payroll activities are typically resourced and what happens when cost pressure is applied leading to emergence of the so called “Payroll No-Man’s Land”.
You will hear from various AMS team members sharing their expertise for your benefit as we roll out further video segments.
Treasury is now requiring banks to provide same-day payment clearances from inter-bank transactions. This came into effect 28th November 2016. Learn more about this change and its possible impact on your cashflow.
LEADER release 2016.0.2 has introduced changes to our Pay Run Banking Due Date edit checks.
These changes have been introduced as a result of the Treasury requiring banks to provide same-day payment clearances from inter-bank transactions. This processing is known as intra-day banking.
Currently many of the major banks already provide this service. This means that when you send your direct credit schedule to your bank with a due date of tomorrow, most, if not all, of your employees will have cleared funds in their bank account within 2 hours of the bank receiving the direct credit schedule. i.e. The employees receive cleared funds in their account today, instead of tomorrow.
Previously banks would process employee payments by way of overnight batch processing so employees would have cleared funds around midnight. These improved bank processing times have potential flow on effects for the due date of PAYE, Child Support, KiwiSaver and ESCT payments to the IRD.
For more information on this change please refer to the LEADER 2016.0.2 release notes. If you have any further questions please contact firstname.lastname@example.org
Smart-phones have become the nation’s most popular device providing the primary interface into the Internet.
AMS have recognised that the trend towards smart-phones directly and significantly impacts the manner in which our customers would like to access their workforce information. To this end, we have embarked on an aggressive programme to make our Web Kiosk mobile friendly. As part of this programme, we are also evaluating our product look and feel with a view to standardising the appearance of the Kiosk across all modules and devices utilising a mobile first design.
In our recent Kiosk release, we introduced phase 1 of this programme delivering mobile friendly implementations of a number of our key functions.
In order to deliver the next phase, AMS have engaged a User Experience specialist to help us design and deliver a more cohesive and appropriate user experience across the whole Web Kiosk accessed across all devices.
As part of this journey we will be looking for input from across our client community. If you’d like to be part of this journey or would like to understand more please contact email@example.com.
Along with our usual Kiosk and LEADER amendments; we also delivered the following new Kiosk components:
> Mobility in the Kiosk
> New Authorisation Server
> AMS Web Portal
> AMS BPM Workflow
> AMS Workforce Analytics Infrastructure
AMS is now mobile!
The October Kiosk release has delivered simple and effective 'mobile versions' of the following Kiosk pages:
> Leave pages (including requests and approvals)
> Personal Details
> Personal Contacts
These pages are now available to view via mobile phone or tablet.
Over future releases we will be delivering more and more mobile self-service pages, we will also be updating the look and feel of our desktop and mobile Kiosk pages as this transformation project progresses. In fact you will notice some cosmetic improvements to some desktop Kiosk pages in this release!
The new Kiosk is a significant step forward from our previous versions and requires a complete re-installation with additional steps you will not be familiar with.
We are keen for you to engage early with our technical team so we can assist you with your planning to ensure a smooth and successful transition. Please let us know when you are planning to leverage the benefits from the new Kiosk release.
Please contact firstname.lastname@example.org to discuss further.
At the recently held Managing a 24/7 workforce conference, there was a strong focus on risk management with the new Health and Safety legislation defining directors and managers holding a higher level of accountability. One of the obvious place to mitigate these risks is within the rostering system where fatigue and policy violations can be identified. The tricky part is to identify and define the policies so they form part of Best Practice and can be configured in a roster system.
This should not only cover personal fatigue but shift fatigue as well, where combined, small, amounts of fatigue affect operational performance across the board. The risk of fatigue and policy violation increases when shift changes occur, particularly changes closer to the shift start time.
Please contact AMS Professional Services team if you are interested in discussing ACTOR Best Practice Rostering.
Everyone in the 24/7 rostering world has problems finding staff on short notice. Getting a person to fill the gap is often difficult and organisations are forced to use someone that shouldn’t really be working.
The complexities are finding a person:
> With the right skill for the required work
> To ensure the right skill mix is maintained across the shift (e.g. 1 Senior staff member for every two Junior staff
> That won’t violate fatigue policies (minimum break between shifts, two consecutive days off every 7 days etc)
> That won’t violate policy (a single person earns substantially more than everyone else)
> That ensures Annual Leave is taken by everyone (Holidays Act)
> That ensures a safe working environment
> That is available
An Open Shift Management product needs to identify gaps, contact targeted staff and recommend the best person. The rules engine needs to be very smart. AMS are currently developing a significant product to provide this capability.
Please contact AMS Product team if you are interested in understanding more about “Open Shift Management” or read our article.
Tobin Blathwayt – Chief Financial Officer
Tobin is a finance and management professional with 25 years' experience mainly with PricewaterhouseCoopers and General Electric in New Zealand, England and the United States in a number of senior general management, finance, quality and performance improvement roles.
A Chartered Accountant, Tobin also has extensive experience as a Chief Financial Officer, and more recently as Chief Operating Officer in listed and unlisted companies.
With an MBA specialising in strategy, Tobin has a deep understanding of business drivers in mature businesses; and recently completed a Masters in Commerce and Entrepreneurship at Auckland University, which is providing a similar insight into earlier stage businesses.
Julie Halpin – Account Director – Government
Based in Wellington, Julie joins AMS from her extensive roles in management, sales, channels and operations, while working with clients and partners during many years at both IBM and Oracle.
In recent years, she has focused on Central Government and enjoyed collaborating with agencies on transformational and digital initiatives to both grow NZ and drive efficiencies and productivity in the public sector.
In the role of Account Director, Julie will work together with AMS's government clients and partners to help deliver business efficiencies and a better employee and customer experience.
Joseph Yip, AMS Chief Executive, says “Julie’s impressive track record of collaboration and delivering within Central Government will be valued by our clients seeking trusted partners to help deliver business outcomes”
Angela Halliday - Services Coordinator
Angela Halliday has joined AMS as Services Resource Co-ordinator based in the Auckland office. Angela’s role is to help co-ordinate and improve delivery of consultancy to our customers.
She has come from a similar role as Resource Manager in a larger organisation and is familiar with challenges of matching customer workloads and expectation and is looking forward to building a strong relationship with our customers.
Nazmul Bhuiyan - Business Intelligence Lead
Nazmul joins the AMS product team as Business Intelligence lead. He brings many years ICT and business intelligence solution experience having performed in different roles for different organisations across a number of business sectors including Professional Services, retail, gambling , local government, utilities and Automobile
Nazmul is looking forward to providing actionable insights from AMS solutions for all AMS customers to increase their business and operational efficiency.
Gavin Cochius, Software Test Lead
Gavin joins AMS as Software Test Lead. Gavin is an experienced QA/test lead with many years experience in software testing, primarily in the financial services/payments sector in South Africa, New Zealand and England.
He is an accredited ISTQB tester and Certified Scrum Master with about 15 years experience in software testing and 25 years experience in the international financial services sector. More recently, he moved back into the testing field after just over 5 years in an operational management role.