Standardised data for workforce planning: more that just the HRIS October 2008 William Hamilton Health Workforce Information
Health Workforce Information Programme <ul><li>Why are we here?  </li></ul><ul><li>Providing intelligence and analysis of ...
Health Workforce Information Programme <ul><li>Why are we here?  </li></ul><ul><li>Collection of data from a number of hea...
Health Workforce Information Programme <ul><li>What is HWIP? </li></ul><ul><li>A platform to assist,  support and inform t...
What is workforce planning?
Building sector capability….. e.g.  Primary Health Work Programme,  Maternity Strategy 1 2 3 4 5 Service Direction Workfor...
DEMAND SUPPLY –KEY WORKFORCES Sustainable services Policy & planning  Sourcing & Recruitment  Employment & retention  Trai...
Services in 2018 - what networks are saying.. Primary services co-located in larger health centers Increased range of diag...
What is a standard? <ul><li>Webster’s New Collegiate Dictionary: </li></ul><ul><li>‘ something set up and established by a...
<ul><li>Dangerous numbers, statistics and standards </li></ul><ul><li>Lack of context </li></ul><ul><li>Lack of validation...
DHB FTE
What is an FTE? Operational Policy Framework 2002 Nurse:  Contracted for 40 hours, works 8 hours overtime: 1.2 FTE RMO:  C...
Job Title/Occupation <ul><li>We have a headcount of about 65,000. Given that all DHBs are doing roughly the same things an...
What happens at present? <ul><li>HWIP attempt to map job titles to ANZSCO codes, but </li></ul><ul><li>What is a “Tap Faci...
So, why would we want ANZSCO? <ul><li>DHBs can benchmark between themselves for salary, headcount and so on with a high de...
What do we do with the information? <ul><li>Analysis </li></ul><ul><ul><li>On different workforces, regions and specialtie...
Examples of what we know
<ul><li>Average net increases </li></ul><ul><li>FTEs </li></ul><ul><li>Headcounts  </li></ul><ul><li>Length of Service </l...
<ul><li>‘ Graduation’ Spikes in medical and nursing workforces </li></ul>What have we found?
<ul><li>Part-time Nurses make up 24.2% </li></ul><ul><li>Casual Nurses make up 10.6% </li></ul>What have we found?
<ul><li>All workforces show drop-off after 2 years of service </li></ul><ul><li>DHB average length of service is 7.5 years...
What have we found? <ul><li>DHB medical average age 41.01 years Youngest of all workforce groups </li></ul><ul><li>DHB nur...
How to engage? <ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul><ul><li>027 548 9958 </li></ul>
Any Questions?
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Standardised data for workforce planning - more that just the HRIS

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William Hamilton
Health Workforce Information Programme
District Health Boards New Zealand
(P33, 16/10/08, Workforce stream, 11.10am)

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  • I say to you today, my friends, that in spite of the difficulties and frustrations of the moment, I still have a dream. It is a dream deeply rooted in the Health Sector dream. I have a dream that one day this country will rise up and live out the true meaning of its creed: &amp;quot;We hold these truths to be self-evident: that all people are created with problems and ailments and deserve a Health Sector that rivals no other. A health sector to make them a healthier and happier people.&amp;quot; I have a dream that one day when I travel over the Bombay Hills to Auckland and need health care we will be able to sit down together at a table of brotherhood with a common health record with my health details accessible but secure. I have a dream that one day even the outlying practices, out there in the country, sweltering with the heat and distance that is rural medicine, will be transformed into an oasis of freedom and available resource to provide the level of service we all deserve. I have a dream that my stunningly wonderful, talented and gorgeous daughter will one day live in a nation where she will be cared for by a skilled and competent practitioner without wait and with full knowledge of related health matters to provide the best of care. I have a dream today. I have a dream that one day the Health Sector, whose governance lip&apos;s are presently dripping with the words of collaboration, will be transformed into a situation of reality, where little provider boys and girls will be able to join hands with little funder and policy boys and girls and walk together as sisters and brothers to make a stronger Health Sector. I have a dream today. I have a dream that one day every valley shall have the right amount of practitioners, every hill and mountain shall have the right service offerings, data and information can be shared and accessed securely and correctly, health workforces are appropriately designed. Health and vitality shall be revealed, and all New Zealanders shall see it together. Is this a dream we share?
  • Standardised data for workforce planning - more that just the HRIS

    1. 1. Standardised data for workforce planning: more that just the HRIS October 2008 William Hamilton Health Workforce Information
    2. 2. Health Workforce Information Programme <ul><li>Why are we here? </li></ul><ul><li>Providing intelligence and analysis of workforce and workforce related matters. </li></ul><ul><li>Supporting strategic and localised decision making and planning. </li></ul>
    3. 3. Health Workforce Information Programme <ul><li>Why are we here? </li></ul><ul><li>Collection of data from a number of health sector organisations </li></ul><ul><ul><li>21 DHBs </li></ul></ul><ul><ul><li>Councils, Registration Bodies, Educational Bodies </li></ul></ul><ul><ul><li>In future…… </li></ul></ul><ul><ul><li>PHOs </li></ul></ul><ul><ul><li>1000’s of NGOs </li></ul></ul>
    4. 4. Health Workforce Information Programme <ul><li>What is HWIP? </li></ul><ul><li>A platform to assist, support and inform the Future Workforce </li></ul><ul><li>Lead by DHBs but health sector delivering </li></ul>
    5. 5. What is workforce planning?
    6. 6. Building sector capability….. e.g. Primary Health Work Programme, Maternity Strategy 1 2 3 4 5 Service Direction Workforce Direction ? Sustainable Action Workforce Action Plan 2003 NZIER Context & Strategic Direction for DHBs 2002 2005 District Strategic Plans District Annual Plans Regional Clinical Service Plans Joint Sector work plans Health Workforce Information Project Key workforce Strategies Priority Workforce Actions Careers Framework Health Careers Brand Recruitment Strategic Plan Refresh 2008 We are here Goal ? ? ? ? Long Term System Framework activity Tauawhitia te Wero 2006-2009 Raranga Tupuake Te Uru Kahikatea; The Public Health Workforce Pacific Health and Disability Workforce Development Plan
    7. 7. DEMAND SUPPLY –KEY WORKFORCES Sustainable services Policy & planning Sourcing & Recruitment Employment & retention Training & development Service priorities Models of Care Innovation System network -education / funding etc Policy/ Legislation & regulation - HPCAA Planning Monitoring Education & immigration supply Market presence /brand Career framework Recruitment/ retention profile Leading /Participating Staff Welfare/ Healthy Workplaces Employment agreements Career pathways Rewards/ Recognition Continuing education Competency Maintenance & Development Performance management Building a knowledge and learning environment NZ Future Workforce Strategy 2008 - 2018 HWIP
    8. 8. Services in 2018 - what networks are saying.. Primary services co-located in larger health centers Increased range of diagnostic and treatment in primary health Primary health centers will be bases for services that reach out into local communities. Outpatient services available closer to where people live Emergence of regional services in the bigger cities where specialised equipment is needed, or demand at the local level is low Addressing the social determinants of health through increasing collaboration and sector working with whole of government Joined up ‘continuums of care’ where planning and service delivery is emphasizing better co-ordinated care (with and across sectors) Increased family/whanau and community participation in the planning of services More people taking responsibility for their own wellbeing More attention on addressing inequalities in health Advanced technology and pharmaceuticals More private/public partnerships
    9. 9. What is a standard? <ul><li>Webster’s New Collegiate Dictionary: </li></ul><ul><li>‘ something set up and established by authority, custom, or general consent as a model or example’. </li></ul><ul><li>In the data world, we can say that a standard is a model to which all objects of the same class must conform. </li></ul>
    10. 10. <ul><li>Dangerous numbers, statistics and standards </li></ul><ul><li>Lack of context </li></ul><ul><li>Lack of validation </li></ul><ul><li>1.2, 2.1, 2.3, 5.1, 7 </li></ul>Lies, Damn Lies and Standards 7 5.1 2.3 2.1 1.2 Hazard Class 7: Radioactive Materials Division 5.1: Oxidizing substances Division 2.3: Toxic gases Division 2.1: Flammable gases Division 1.2: Substances and articles which have a projection hazard but not a mass explosion hazard
    11. 11. DHB FTE
    12. 12. What is an FTE? Operational Policy Framework 2002 Nurse: Contracted for 40 hours, works 8 hours overtime: 1.2 FTE RMO: Contracted for 50 hours, works 50 hours: 1.0 FTE Contracted for 50 hours, works 5 hours paid overtime: 1.1 FTE SMO: Contracted for 0.8 FTE, works 32 hours: 0.8 FTE Contracted for 0.8 FTE, works 8 hours paid overtime: 1.0 FTE Management & administration: Contracted for 40 hours, with no overtime allowance, works 45 hours: 1.0 FTE Contracted for 20 hours, works 20 hours: 0.5 FTE. HWIP uses the MOH definition of 2086 hours per year
    13. 13. Job Title/Occupation <ul><li>We have a headcount of about 65,000. Given that all DHBs are doing roughly the same things and that over the 2 years of HWIP collections, the majority of staff will have stayed the same and in the same roles, how many different job titles have we had notified to us? </li></ul>10,000
    14. 14. What happens at present? <ul><li>HWIP attempt to map job titles to ANZSCO codes, but </li></ul><ul><li>What is a “Tap Facilitator” or a “Zoo Doo Supervisor” ? </li></ul><ul><li>Job titles can be subjective and localised </li></ul><ul><li>Sometimes people can’t spell…. </li></ul><ul><li>So far, HWIP has used 300 ANZSCO codes, (but many jobs are coded to Unknown or Unidentified so this will increase). </li></ul><ul><li>Yes that really is 300 codes v. 10,000 job titles……..which would I rather analyse….. </li></ul>
    15. 15. So, why would we want ANZSCO? <ul><li>DHBs can benchmark between themselves for salary, headcount and so on with a high degree of accuracy </li></ul><ul><li>Already used in other central Agencies –eg Dept of Labour </li></ul><ul><li>DHBs would soon be able to benchmark internationally – it’s a global market now… </li></ul><ul><li>Data requests easier to accommodate – how many Registered Nurses (Mental Health) have you got? </li></ul>
    16. 16. What do we do with the information? <ul><li>Analysis </li></ul><ul><ul><li>On different workforces, regions and specialties </li></ul></ul><ul><ul><li>Demographics of workforce </li></ul></ul><ul><ul><li>Insight into recruitment and retention </li></ul></ul>Total Contracted Hours, Total Hours Paid, Total Hours Accrued Utilisation Information Birth Date, Health Service, Job Title, Qualification list, DHB Common Chart of Accounts Qualification, Country of Qualification, Scope of Practice, Sex, Ethnicity, Iwi affiliation Employment Status. Employee Demographic Information Entry Source, Employment Start Date, Exit Source, Employment End Date, Reason for leaving, Transition and Stock-flow Information Unique Employee Identifier, Facility of Usual Employment, RA Membership Number Linking Information
    17. 17. Examples of what we know
    18. 18. <ul><li>Average net increases </li></ul><ul><li>FTEs </li></ul><ul><li>Headcounts </li></ul><ul><li>Length of Service </li></ul><ul><li>Reasons for Leaving </li></ul><ul><li>Average Net Increases: </li></ul><ul><li>Medical 3.2% </li></ul><ul><li>Nursing 1.1% </li></ul><ul><li>Midwifery 1.1% </li></ul><ul><li>Tech & Sci 1.11% </li></ul><ul><li>Corporate & other 1.42% </li></ul><ul><li>Care & Support 2.6% </li></ul>What have we found?
    19. 19. <ul><li>‘ Graduation’ Spikes in medical and nursing workforces </li></ul>What have we found?
    20. 20. <ul><li>Part-time Nurses make up 24.2% </li></ul><ul><li>Casual Nurses make up 10.6% </li></ul>What have we found?
    21. 21. <ul><li>All workforces show drop-off after 2 years of service </li></ul><ul><li>DHB average length of service is 7.5 years </li></ul>What have we found?
    22. 22. What have we found? <ul><li>DHB medical average age 41.01 years Youngest of all workforce groups </li></ul><ul><li>DHB nursing average age 43.88 years </li></ul><ul><li>DHB average age 44 years </li></ul><ul><li>Nurse’s over 55 years make up 17.3% of DHB nursing workforce </li></ul>
    23. 23. How to engage? <ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul><ul><li>027 548 9958 </li></ul>
    24. 24. Any Questions?

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