In Canadian long-term care (LTC) environments, choosing the right workforce management platform isn’t just about ticking off a feature checklist. It’s also about selecting a true partner who understands your organization's unique challenges.
That was the central lesson of a recent OLTCA “Knowledge Break” webinar featuring Mark Coburn, Executive Director of Corporate Services at Tri-County Mennonite Homes. Attendees were given a behind-the-scenes look at what it really takes to select and implement a modern workforce management system across multiple long-term care sites.
With his background as a Fellow Chartered Accountant and deep experience in financial planning and technology implementation, Mark offered a wealth of practical advice to organizations navigating similar transitions.
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Mark recognized early on that while their previous system worked, it was holding them back. “There were definitely opportunities for improvement,” he shared. After joining TCHM three years ago, he began assessing internal operations and quickly saw that a more integrated, user-friendly system could streamline processes and improve staff satisfaction.
The transition wasn’t rushed. It took nearly two years of planning, evaluation, and stakeholder engagement before selecting a new system, highlighting the importance of taking the time to do things right.
Unlike industries with predictable, 9-to-5 schedules, healthcare is a 24/7 operation with layered complexities, ranging from shift differentials and union agreements to unexpected absences and strict compliance needs.
“There’s so much variability. Overtime, premiums, union and non-union rules, and we never stop running,” Mark explained. A reliable, responsive system is critical to maintaining operations and managing labor costs effectively, especially when your workforce is your number one expense.
Mark emphasized the importance of assessing current systems and defining a clear vision for the future. The process began by involving key stakeholders: scheduling staff, payroll professionals, finance team members, HR representatives, and senior leadership to gather feedback on needs, challenges, and goals.
Once internal alignment was achieved, the team explored available options through research, demos, and consultations. They prioritized systems with robust integration, cost transparency, and data residency in Canada, all factors that influenced their final decision.
The project team was intentionally cross-functional. In addition to finance and payroll, HR played a crucial role, especially since they had just transitioned from an outsourced model to an in-house team.
Mark highlighted the importance of involving HR earlier than most organizations typically do. “We identified early on that we needed a proper system in place for HR. Payroll and human resources go hand in hand,” he noted. The team also consulted with their CEO and other senior leaders to ensure strategic alignment and proper budgeting.
Coordinating across departments was no small feat. Each had its own needs: dietary, laundry, environmental, clinical, and admin staff all operated under different conditions. Adding to the complexity, half of the organization was unionized, while the other half was not.
The key was open communication. By bringing everyone to the table and validating their feedback, TCHM ensured that the chosen system would meet diverse operational requirements and gain widespread buy-in.
Some of the must-have features included:
These features were designed not just to simplify admin tasks, but to empower staff with better visibility into their hours, pay, and scheduling.
Very. Mark emphasized that dealing with one vendor for scheduling, payroll, and HR was a game-changer. “When you're just dealing with one organization that has everything all in one, it makes life a lot easier because it's very interconnected and you're not flipping around between different software programs,” he explained. This all-in-one approach eliminates silos and reduces the number of passwords and logins for users.
When complete, this fully integrated system will allow for seamless data flow between departments—particularly useful for reporting and strategic decision-making.
Time and resource allocation emerged as surprisingly large challenges. Mark found that successful implementation required more than just IT support—it demanded dedicated staffing.
“We actually hired an additional payroll staff member just to help with implementation,” he shared. This person split responsibilities between ongoing payroll duties and helping with system configuration. Without this added capacity, the transition would have placed too much strain on existing staff and risked costly delays.
LGI Workforce Pro, the solution offered by LGI Healthcare Solutions, stood out for several reasons:
“We had great feedback from everyone involved,” Mark said. “There was a sense of excitement and momentum during our weekly update meetings.”
TCHM’s goals weren’t just about solving today’s problems: they were preparing for the future.
Mark is focused on improving data-driven decision-making. With real-time reports on overtime, premiums, and sick leave, teams can address issues proactively. They’re also reviewing existing schedules to better standardize shift times and reduce burnout.
Mark also emphasized the importance of adaptability. “You never know what policy changes are coming from the ministry,” he said. Choosing a Canadian vendor with deep healthcare experience means the system can be regularly updated to keep pace with evolving regulations.
Here is a summary of Mark’s top tips for LTC organizations looking to optimize workforce operations:
Ultimately, the right platform can do more than just process payroll—it can transform how your organization works.
Discover how LGI Workforce Pro can support your long-term care team. Schedule a demo or watch the full webinar.