Health Human Resources: Planning for the future

1
Health Human Resources Planning for the future

• Wendy Hill, Executive Nursing Officer
• Chief Operating Officer
• Capital Health, Edmonton
• June 22, 2005

2
Capital Health - Core Businesses
All decisions - from selecting landfill sites to
financing islet cell transplantation
3
Capital Health Metrics

• Referral pop. - 1.6 M
• 2.2 B budget
• 29,000 staff
• 2,300 physicians
• 13 hospitals
• 2,260 beds (1.7/1,000 residents
• 400 bed psychiatric hospital
• 5,700 continuing care beds/spaces
• 23 public health centres/ 4 clinics
• 9 community mental health clinics
• 2 primary care centres
• Home care (gt9,400 clients/mo)
• Capital Health Link (gt31,000 calls/mo)
• Critical Care Line (3,300 calls/mo)

4
Where we were in 2000

• Regional nursing vacancy rate 8.15
• Other health disciplines similar
• Average age of nursing workforce was 44 years
• Retirement rate anticipated to accelerate over
  next decade
• The gap between education and practice growing as
  result of changes in patient/client acuity, needs
  and care settings

5
Where We Are in 2005

• Recruitment
• Workforce planning tool
• New Grad Initiative
• Undergraduate Nurse Employee

6
Where We Are in 2005

• Retention
• Regional nursing position descriptions
• Advanced Nursing Practice Framework and regional
  position description
• Post graduate certificate in medical-surgical and
  cardiac nursing (U of A)
• National recognition of medical-surgical nurses
  on horizon (Canadian Nurses Association)

7
Where We Are in 2005

• Leadership Development
• Partners in Care staff development
• Leaders in Care front line managers
• Grant MacEwan (1996)
• Senior Leadership Mentoring Program
• U of A School of Business (2005)

8
Workforce Planning Accurate Forecasting

• Offers ability to analyze supply and demand
  imbalances
• Provides basis to develop strategic action plans
  to meet future health human resources needs
• Can be drilled down to program or unit level or
  used for site or region projections

9
Workforce Planning Forecasting

• Supply/Demand Analysis (example)

10
Workforce Planning Forecasting

• Supply/Demand Example (cont.)

11
Example

• Projected RN Forecast/Gap Analysis to 2010

12
Defining the Strategy

• Stakeholder collaboration essential
• Tripartite approach - key to success

13
Strategy Translated to Action

• Future Planning
• Tripartite Approach - meeting with key players to
  influence supply
• Alberta Advanced Education Feb 2004
• Alberta Health and Wellness to
• Deans, Faculties of Nursing present
• AARN, CLPNA RPNAA
• Meet with met with Minister of Advanced Education
  January 2005
• Presentation to Health Sciences Council May 2005

14
Strategy Translated to Action

• Future Planning Contd
• The impact of new legislation (Access to the
  Future Act (Bill 1))on the supply of health
  sciences graduates in our region is still to be
  determined
• Meet with the faculties in the fall to determine
  the number of new graduates anticipated over the
  next 10 years (2015)
• Information factored into Capital Health
  supply/demand analysis

15
Results

• 1538 new graduates recruited since May 2001
• 653 3rd year students hired to date (since 2002)
  as Undergraduate Nursing Employees
• 63 UNEs also successfully employed for 2004/05
  flu campaign
• Average age 40 years versus 45 years for
  Canada (CIHI, 2003)

16
Outcomes

• Nursing Vacancy Rate
• RN, RPN, LPN

7.96
3.73
4.20
4.30
2001/02
2003/04
2002/03
To 2010
2004/05

• anticipate vacancy rate will remain _at_4

17
Outcomes

• Health Sciences Professional/Technical
• OT, PT, RT, Pharmacist, SLP, DI, Lab etc.

8.42
4.60
3.89
2003/04
2002/03
2004/05
To 2010

• anticipate vacancy rate will remain 4-5

18
Future Planning

• Improve and refine approach to mentoring and
  development of new grads and other staff
• identify opportunities to apply principles to
  other health sciences professional groups
• Address reasons for turnover beyond pressures
  created by high vacancy rates
• Continue to build upon collaborative relationship
  with education and government partners

19
Next Initiatives

• Expert resource nurse project
• Leadership development

20
Summary

• Accurate workforce planning and forecasting is an
  essential component of strategic planning
• Stakeholder collaboration is essential
• Tripartite approach is important to success in
  recruitment and ensuring supply of qualified
  health care workers

21
Questions?

• For additional information contact
• nursingaffairs_at_cha.ab.ca