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Development and Application of a Workforce Planning Model in Egypt
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Development and Application of a Workforce Planning Model in Egypt

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  • 1. WORKFORCE PLANNING June 2011 Amr Fouad Training & Research Sector Ministry of Health & Population
  • 2. Presentation Outlines
    • Introduction
    • Overview on Workforce Planning Model
    • Model Applications: Examples for Model Results
    • Conclusions and next steps
  • 3. Human Resource in Egypt
  • 4. Why Egypt?
  • 5. Human Resource Challenges in Egypt
    • Egypt’s Health reforms in hospitals and the Family Health Model require changes in staff skills and mix .
    • Workforce distribution poorly allocated:
        • Between urban and rural areas
        • Between primary, secondary, and tertiary care
        • Among different specialties
    • New management skills due to increasing complexity of health systems.
    • The need for linking training programs to actual staffing needs.
  • 6. Development and Application of Workforce Planning Model in Egypt
  • 7. Objectives of our Work
    • Identify a good methodology to plan the number and type of staff needed
    • Build MOHP capacity in workforce planning
    • Develop Egyptian standards for Health Workforce
    • Develop a strategy report on long-term MOHP workforce plan
  • 8. What is the Workload Indicators of Staffing Need (WISN) Model?
    • The Health Systems 20/20 adapted the World Health Organization’s “ Workload Indicators of Staffing Need (WISN) methodology to the Egyptian context.
    • The method uses expert-generated activity standards and the observed volume of services at a hospital to estimate numbers of workers needed.
  • 9. Why the WISN Model?
  • 10. Traditional Methods vs. WISN Model
  • 11. WISN Results in two Fifty-bed Hospitals Source: S. Ozcan et al. 1998. Determining hospital workforce requirements: a case study. Human Resources for Health Development Journal (HRDJ) Vol. 3 No. 3
  • 12. Workforce Planning Model
    • Determines staff requirements based on actual
    • Workload or Service Volume
  • 13. Expert Opinion Panel Local Labor/HR Laws Facility Records 1. Clinical & nonclinical activities of heath workers (e.g., “Outpatient exam., admin., training”) 2. Activity standards (Time per activity) 3. Total available working hours 5. Actual workload or annual service volume (e.g., ”no. of patients , surgeries, admission, ..”) 4. Standard workload 6. Staffing Needs or Number of Workers Required (R) 8. Workforce Ratio 7. Workforce Gap Workforce Planning Model in Egypt
  • 14. Activity Standards
    • What are Activity Standards?
      • Time it takes a trained and well-motivated staff member to perform the action to acceptable professional standards in the circumstances of the country.
  • 15. Activity Standards: Example
  • 16. Establish Standard Workloads
    • What are Standard workloads?
    • Amount of work (within one activity) that one person could do in a year,
    • e.g.; Full time Specialist in General Surgery performs:
  • 17. Example of Standard Workloads
  • 18. Determine Required Staff
          • Actual Workload for activity
      • R =
    • Standard workload for activity
    •  
  • 19. What Does the Model Measure?
  • 20. What is WP Model can Do?
  • 21.
      • User-friendly Access-based software was developed to estimate the gap between available and required staff, and quantify shortages and surpluses of workers.
  • 22. Build MOHP Capacity in WP (Taskforce & Governorate Teams)
  • 23. Build MOHP Capacity (Hospital Teams)
  • 24. Build MOHP Capacity (Data Entry Training)
  • 25. Build MOHP Capacity (Data Verification OJT)
  • 26. Set Activity Standards
  • 27. Challenges with ROUTINE DATA
    • MOHP lacks personnel database
    • Patient registration and records are incomplete
    • Lack of activity standards for health services
    • Inconsistencies between reported and actual workload
    • Data on severity and case mix are absent or inaccurate
    √ Necessary to do: Data collection Special studies Estimates
  • 28. Challenges with POLICIES & ORGANIZATION
    • Top-down assignment of staff
    • Current policies
      • E.g. minimum staff required even if workload is zero!
    • To maximize benefit of workforce planning need:
      • HR strategy
      • Institutional home
      • Steering committee to engage policy makers
  • 29.
    • Results of Workforce Assessment in one of the Pilot Governorates
    Example of Egypt Workforce Analysis Results
  • 30. Current Staff Profile Staff Composition
  • 31. Current Staff Profile Hospital Staff Flow (Percent Gain and Loss)
  • 32. Current Staff Profile Registered vs. Actually Working Staff
  • 33. Current Staff Profile Retirement: Staff Distribution by Age
  • 34. Current Staff Profile Years of Experience of Hospital Staff Least Experience
  • 35. Workforce Gap Analysis Results
  • 36.
    • Gharbia hospitals have surplus in all staff types.
    Gap between Current and Required Staff
  • 37. Physicians’ Gap Analysis
  • 38. Physicians Gap Analysis across Hospitals in Gharbia Governorate
  • 39. Nurses’ Requirements by Specialty
  • 40. Other Staff Requirements Staff Type Current Required GAP Ratio Dentists 92 45 47 2.0 Pharmacists 287 117 170 2.5 Admin Staff 1707 1128 579 1.5 Medical Technicians Dentistry 73 10 63 7.3 Lab. 107 49 58 2.2 Radiology 221 16 205 13.8
  • 41. Next Steps
    • Application in primary health care facilities (PHCs), other type of hospitals and other sectors.
    • Designing training programs in response to actual staffing needs.
    • Using results of workforce assessment as a basis for developing workforce plans.
    • The workforce standards should be officially adopted by the MOHP.
    •   
  • 42. Conclusions An effective, valid workforce planning model was developed for the Egyptian context. The model quantified the magnitude of staff imbalances by governorate, specialty, and staff category. Implications Policies are needed to close the gaps observed between the need for and supply of health workers for all levels of service provision.    
  • 43. Thank you

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