Dr Graham Willis, CfWI Head of Research and Development, was in Cardiff last week presenting his paper 'A system dynamics approach to developing robust policies and its application to sustainable urban transition dynamics'
Robust workforce planning: dealing with uncertaintyC4WI
Slides from International Health Workforce Collaborative conference 2013 dealing with five main trends:
Challenges of health workforce modelling
Robust workforce planning framework
System dynamics modelling
Translation into policy and decision-making
Where next?
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
Biometric health screenings are showing up more and more in company wellness programs. If well planned, they can turbocharge a health promotion. But if they aren't administered carefully, they can also lead to problems. Here are some guidelines to help you take advantage of the benefits while avoiding the pitfalls of biometric screenings.
Cardiology practices face increasing financial pressures driving more to collaborate with hospitals. Hospitals want to align physicians while practices seek income security and IT support. Main partnership options are employment, leasing the practice, practice mergers, or remaining independent. Employment offers set compensation but physicians lose some control. Leasing maintains practice structure but limits purchase price. Mergers achieve scale but may not resolve all issues. Each option involves negotiating compensation, governance, contractual terms, and addressing pros and cons.
2014 Physician Compensation and Employment ReportMeaghan O'Neil
Curious what other physicians make? LocumTenens.com presents its Annual Compensation and Employment Survey. Survey respondents represent physicians who practice on a locum tenens basis as well as those with permanent salaries. Physicians also weighed in on quality outcome metrics, patient satisfaction and
how new measurements may impact their compensation.
Lessening the Negative Impact of Human Factors Linking Staffing Variables & P...API Healthcare
This document discusses how human factors such as staffing levels, skill mix, and competency assessment are frequently cited as root causes of medical errors based on reviews of sentinel events. It summarizes research showing connections between various staffing variables like nurse-to-patient ratios, overtime, experience levels, and patient outcomes including falls, hospital-acquired infections, pressure ulcers, mortality, readmissions, and length of stay. The document advocates for data-driven workforce management strategies like acuity-based staffing and competency management to optimize staffing and improve patient outcomes.
Recruitech is a clinical staffing firm established in 1997 that specializes in providing temporary and contract staffing solutions for clinical trials. They have expertise in areas like clinical research, data management, regulatory affairs, and biostatistics. Recruitech aims to satisfy clients by delivering quality, cost-effective staffing and adhering to study timelines and requirements.
Robust workforce planning: dealing with uncertaintyC4WI
Slides from International Health Workforce Collaborative conference 2013 dealing with five main trends:
Challenges of health workforce modelling
Robust workforce planning framework
System dynamics modelling
Translation into policy and decision-making
Where next?
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
Biometric health screenings are showing up more and more in company wellness programs. If well planned, they can turbocharge a health promotion. But if they aren't administered carefully, they can also lead to problems. Here are some guidelines to help you take advantage of the benefits while avoiding the pitfalls of biometric screenings.
Cardiology practices face increasing financial pressures driving more to collaborate with hospitals. Hospitals want to align physicians while practices seek income security and IT support. Main partnership options are employment, leasing the practice, practice mergers, or remaining independent. Employment offers set compensation but physicians lose some control. Leasing maintains practice structure but limits purchase price. Mergers achieve scale but may not resolve all issues. Each option involves negotiating compensation, governance, contractual terms, and addressing pros and cons.
2014 Physician Compensation and Employment ReportMeaghan O'Neil
Curious what other physicians make? LocumTenens.com presents its Annual Compensation and Employment Survey. Survey respondents represent physicians who practice on a locum tenens basis as well as those with permanent salaries. Physicians also weighed in on quality outcome metrics, patient satisfaction and
how new measurements may impact their compensation.
Lessening the Negative Impact of Human Factors Linking Staffing Variables & P...API Healthcare
This document discusses how human factors such as staffing levels, skill mix, and competency assessment are frequently cited as root causes of medical errors based on reviews of sentinel events. It summarizes research showing connections between various staffing variables like nurse-to-patient ratios, overtime, experience levels, and patient outcomes including falls, hospital-acquired infections, pressure ulcers, mortality, readmissions, and length of stay. The document advocates for data-driven workforce management strategies like acuity-based staffing and competency management to optimize staffing and improve patient outcomes.
Recruitech is a clinical staffing firm established in 1997 that specializes in providing temporary and contract staffing solutions for clinical trials. They have expertise in areas like clinical research, data management, regulatory affairs, and biostatistics. Recruitech aims to satisfy clients by delivering quality, cost-effective staffing and adhering to study timelines and requirements.
Employment Screening Services (ESS) provides drug testing and background screening services to help businesses protect their companies and employees. ESS offers a wide range of drug testing solutions including urine analysis, hair testing, oral fluid testing, and breathalyzer tests. They utilize a large network of collection sites and labs. ESS can help companies establish customized drug testing programs for pre-employment screening, random testing, post-accident testing, DOT screening, and other needs. Their electronic registration system allows for online ordering and scheduling of tests to streamline the process.
Odyssey Recruitment Medical Professionals Salary Survey Presentation 2016Odyssey Recruitment
An online survey of 373 medical professionals was conducted between April 18-29, 2016 to understand salaries, benefits, job satisfaction, and future career intentions. Key findings included:
- Less than 40% were satisfied with their total remuneration package.
- Almost half anticipated a 12% pay rise would motivate them to stay in their current role, while a 31% increase would motivate them to change roles.
- Over 80% were actively looking or considering changing jobs in the next 12 months, with almost three-quarters open to relocating internationally.
University of Toledo Medical Center Patient Experience Improvement Strategic ...Ioan Duca
The document outlines UTMC's plan to improve service excellence from 2011-2012. It discusses analyzing performance data, aligning leadership to address issues, selecting engaged employees, and developing a patient-centered culture. The goals are to narrow gaps in outcomes vs experience, engage physicians and staff, and prepare for pay-for-performance programs emphasizing quality and satisfaction.
This document provides an overview and update on the ADA and GINA regulations regarding workplace wellness programs. It discusses key cases like EEOC v. Flambeau that impacted the ADA rules. The final rules from the EEOC place a 30% incentive limit for wellness programs and require protections for collected medical information. GINA allows incentives for a spouse's health information with authorization but prohibits family history inquiries. Employers must comply with both laws which aim to protect employee privacy and prevent discrimination.
The document provides an overview of a presentation by Penn Krause on ROI from hospital-owned physician practices. It discusses the challenges hospitals face with physician practices, such as high investment costs and difficulties measuring downstream revenue. It then introduces PTS Physicians, a company that provides analytics and benchmarks to help hospitals improve ROI from their physician practices through two key pathways: accurately understanding total ROI and optimizing readmissions. PTS's software and process help hospitals identify specific opportunities to improve productivity, compensation, and financial performance at both the practice and physician levels.
Jacquie White, Deputy Director of NHS England Long Term Conditions, Older People & End of Life Care and Dr Eileen Pepler, Academic, Researcher and Consultant in the Canadian Healthcare will discuss how NHS England work in chronic disease is being translated into a Canadian context.
Health in the Workplace Report 2016 - IrelandSam Wheway
This report highlights the results of our second annual research into the state of Health & Wellbeing in the Irish workplace, including concerning statistics on the prevalence of bullying in offices across the country.
This document discusses the importance of leadership in establishing a culture of safety and effective patient safety programs. It outlines several leverage points leaders must address, including establishing aims for improvement, aligning measures and strategies, engaging physicians, and building improvement capability. The document also discusses adverse events, their human and economic costs, and goals of patient safety programs like reporting errors and analyzing systems failures to prevent future mistakes.
Unless your health plan has "grandfathered" status, you are already subject to the Affordable Care Act (ACA) requirement that preventive services (as defined on this government website) be included in your plan, and come without any employee deductible, co-pay or co-insurance provisions.
This document provides an analysis of a medical plan cost gap and the benefits of implementing HealthCheck360°'s performance-based health management program. It summarizes that HealthCheck360° can effectively limit rising healthcare costs through systematically keeping healthy employees healthy, improving unhealthy employees' health, and better chronic condition compliance. The program offers cost effectiveness, ease of administration, and verifiable results. Graphs and data show how the program can reduce costs by 1% annually and save over $400,000 in 5 years compared to doing nothing. HealthCheck360° uniquely integrates participatory, activity-based, and outcome-based programming to manage population health and drive cost savings.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The Surprising ROI of Employee WellnessMedgate Inc.
If you see wellness programs as a nice-to-have, but not core to your employee health programs, you could be missing an opportunity to greatly improve your company’s bottom line. If you structure the program properly, show commitment, and promote it well, you could make huge cost savings while improving the overall health of your employees and their families.
In this case study webinar, Johnny White, Benefits, Medical and Wellness Leader at Logan Aluminum, will showcase the striking successes of its wellness program, which has been in place for over 20 years.
At Logan, the wellness data is so rich that their healthcare benefits provider has renewed at less the half the national average increase for thirteen years running. Logan’s employees make no contribution towards this coverage. That Logan is able to make these huge compound savings in a state that consistently ranks in the bottom ten for public health indicators makes it all the more remarkable.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
The document discusses the Susquehanna Workforce Network and its role in developing workforce strategies for the region. It oversees workforce programs through its 31-member board and non-profit corporation. It provides funding, training services, and business engagement to help 25,000 job seekers annually. Key industries it focuses on include healthcare, construction, IT, transportation and business services due to growth in mid-skilled jobs in these sectors.
The document discusses the risks of an aging workforce for employers in the UK. Some key points:
- 60% of employers surveyed did not know the percentage of employees over the state pension age.
- Employers need to conduct health, safety, and risk audits specific to older workers to ensure a safe work environment.
- Support for an aging workforce includes risk management, healthcare services tailored to older needs, training managers, and flexible work policies. Assessing each employee's abilities individually is important rather than making assumptions based on age.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
Maternity Care Pathways Tool – a support to local workforce planningC4WI
The document summarizes a workforce planning tool called the Maternity Care Pathways (MCP) tool. The MCP tool was developed by the Centre for Workforce Intelligence (CfWI) to help maternity providers analyze and plan their workforce. It provides a visual representation of how staff are deployed along different maternity care pathways. The tool was piloted at 19 sites across the UK and was found to support workforce decision-making and discussions around potential service changes. Based on feedback, the CfWI refined the tool and made it freely available online in 2015.
Planning the future workforce - social workforce apprenticeshipsC4WI
This document discusses ambitions for the apprentices workforce in social care by 2017. It shares that the goal is to double the number of care apprenticeships to 100,000 by 2017. It showcases a supply and demand model for apprenticeships. Survey results are presented finding that most organizations have or are considering an in-house apprenticeship program focused on care and support roles. The session aims to discuss ambitions and targets for the apprentice workforce over the next few years.
Employment Screening Services (ESS) provides drug testing and background screening services to help businesses protect their companies and employees. ESS offers a wide range of drug testing solutions including urine analysis, hair testing, oral fluid testing, and breathalyzer tests. They utilize a large network of collection sites and labs. ESS can help companies establish customized drug testing programs for pre-employment screening, random testing, post-accident testing, DOT screening, and other needs. Their electronic registration system allows for online ordering and scheduling of tests to streamline the process.
Odyssey Recruitment Medical Professionals Salary Survey Presentation 2016Odyssey Recruitment
An online survey of 373 medical professionals was conducted between April 18-29, 2016 to understand salaries, benefits, job satisfaction, and future career intentions. Key findings included:
- Less than 40% were satisfied with their total remuneration package.
- Almost half anticipated a 12% pay rise would motivate them to stay in their current role, while a 31% increase would motivate them to change roles.
- Over 80% were actively looking or considering changing jobs in the next 12 months, with almost three-quarters open to relocating internationally.
University of Toledo Medical Center Patient Experience Improvement Strategic ...Ioan Duca
The document outlines UTMC's plan to improve service excellence from 2011-2012. It discusses analyzing performance data, aligning leadership to address issues, selecting engaged employees, and developing a patient-centered culture. The goals are to narrow gaps in outcomes vs experience, engage physicians and staff, and prepare for pay-for-performance programs emphasizing quality and satisfaction.
This document provides an overview and update on the ADA and GINA regulations regarding workplace wellness programs. It discusses key cases like EEOC v. Flambeau that impacted the ADA rules. The final rules from the EEOC place a 30% incentive limit for wellness programs and require protections for collected medical information. GINA allows incentives for a spouse's health information with authorization but prohibits family history inquiries. Employers must comply with both laws which aim to protect employee privacy and prevent discrimination.
The document provides an overview of a presentation by Penn Krause on ROI from hospital-owned physician practices. It discusses the challenges hospitals face with physician practices, such as high investment costs and difficulties measuring downstream revenue. It then introduces PTS Physicians, a company that provides analytics and benchmarks to help hospitals improve ROI from their physician practices through two key pathways: accurately understanding total ROI and optimizing readmissions. PTS's software and process help hospitals identify specific opportunities to improve productivity, compensation, and financial performance at both the practice and physician levels.
Jacquie White, Deputy Director of NHS England Long Term Conditions, Older People & End of Life Care and Dr Eileen Pepler, Academic, Researcher and Consultant in the Canadian Healthcare will discuss how NHS England work in chronic disease is being translated into a Canadian context.
Health in the Workplace Report 2016 - IrelandSam Wheway
This report highlights the results of our second annual research into the state of Health & Wellbeing in the Irish workplace, including concerning statistics on the prevalence of bullying in offices across the country.
This document discusses the importance of leadership in establishing a culture of safety and effective patient safety programs. It outlines several leverage points leaders must address, including establishing aims for improvement, aligning measures and strategies, engaging physicians, and building improvement capability. The document also discusses adverse events, their human and economic costs, and goals of patient safety programs like reporting errors and analyzing systems failures to prevent future mistakes.
Unless your health plan has "grandfathered" status, you are already subject to the Affordable Care Act (ACA) requirement that preventive services (as defined on this government website) be included in your plan, and come without any employee deductible, co-pay or co-insurance provisions.
This document provides an analysis of a medical plan cost gap and the benefits of implementing HealthCheck360°'s performance-based health management program. It summarizes that HealthCheck360° can effectively limit rising healthcare costs through systematically keeping healthy employees healthy, improving unhealthy employees' health, and better chronic condition compliance. The program offers cost effectiveness, ease of administration, and verifiable results. Graphs and data show how the program can reduce costs by 1% annually and save over $400,000 in 5 years compared to doing nothing. HealthCheck360° uniquely integrates participatory, activity-based, and outcome-based programming to manage population health and drive cost savings.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The Surprising ROI of Employee WellnessMedgate Inc.
If you see wellness programs as a nice-to-have, but not core to your employee health programs, you could be missing an opportunity to greatly improve your company’s bottom line. If you structure the program properly, show commitment, and promote it well, you could make huge cost savings while improving the overall health of your employees and their families.
In this case study webinar, Johnny White, Benefits, Medical and Wellness Leader at Logan Aluminum, will showcase the striking successes of its wellness program, which has been in place for over 20 years.
At Logan, the wellness data is so rich that their healthcare benefits provider has renewed at less the half the national average increase for thirteen years running. Logan’s employees make no contribution towards this coverage. That Logan is able to make these huge compound savings in a state that consistently ranks in the bottom ten for public health indicators makes it all the more remarkable.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
The document discusses the Susquehanna Workforce Network and its role in developing workforce strategies for the region. It oversees workforce programs through its 31-member board and non-profit corporation. It provides funding, training services, and business engagement to help 25,000 job seekers annually. Key industries it focuses on include healthcare, construction, IT, transportation and business services due to growth in mid-skilled jobs in these sectors.
The document discusses the risks of an aging workforce for employers in the UK. Some key points:
- 60% of employers surveyed did not know the percentage of employees over the state pension age.
- Employers need to conduct health, safety, and risk audits specific to older workers to ensure a safe work environment.
- Support for an aging workforce includes risk management, healthcare services tailored to older needs, training managers, and flexible work policies. Assessing each employee's abilities individually is important rather than making assumptions based on age.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
Maternity Care Pathways Tool – a support to local workforce planningC4WI
The document summarizes a workforce planning tool called the Maternity Care Pathways (MCP) tool. The MCP tool was developed by the Centre for Workforce Intelligence (CfWI) to help maternity providers analyze and plan their workforce. It provides a visual representation of how staff are deployed along different maternity care pathways. The tool was piloted at 19 sites across the UK and was found to support workforce decision-making and discussions around potential service changes. Based on feedback, the CfWI refined the tool and made it freely available online in 2015.
Planning the future workforce - social workforce apprenticeshipsC4WI
This document discusses ambitions for the apprentices workforce in social care by 2017. It shares that the goal is to double the number of care apprenticeships to 100,000 by 2017. It showcases a supply and demand model for apprenticeships. Survey results are presented finding that most organizations have or are considering an in-house apprenticeship program focused on care and support roles. The session aims to discuss ambitions and targets for the apprentice workforce over the next few years.
We held a scenario generation workshop with stakeholders on 29 November 2012 to develop four plausible future scenarios to 2030, focusing on high impact, high uncertainty drivers of requirements of the GP workforce.
The document discusses challenges facing the health and social care workforce in the UK, including an aging workforce, recruitment difficulties due to low wages, and health and care services still operating in silos. It notes both pessimistic views of the current state of the sector as well as optimistic visions for the future, such as robust career pathways, enhanced training, integrated health and care services, and care being viewed as a respected profession. Panel members from various organizations debated these issues.
CfWI infographic adult social care workforce risks and opportunitiesC4WI
This social care infographic shows the key messages emerging from the adult social care workforce, and highlights the risks and opportunities the marketplace faces.
The document describes the ATP (Approved Training Practice) model introduced by the Yorkshire and Humber Strategic Health Authority to increase primary care training placements, promote interprofessional learning, and create a critical mass of education expertise. The ATP model was established in 2009 and currently includes six hubs with 29 training practices. Placements focus on undergraduate nursing but the model can accommodate other professions. The region prioritizes primary and community care training to address GP shortages, aging workforces, unclear training routes, and lack of training capacity - which the ATP model directly aims to solve.
The document discusses robust workforce planning for the English medical workforce. It outlines the challenges of workforce planning in the health sector due to complex training pathways and uncertainties. It then describes the MDSI project which used a robust workforce planning framework involving horizon scanning, scenario generation, workforce modelling and policy analysis to advise on medical school intakes to 2040. A key part of the framework was developing a system dynamics model to better understand the dynamic behavior of the workforce system over time.
Professor Terence Stephenson - CfWI Annual Conference 2013C4WI
The document discusses issues related to the UK's medical workforce. It notes that the population is aging rapidly, with more people over 65 and 85 years old. This will increase demand for healthcare services. Currently, the UK has fewer doctors per capita than most other developed countries. Several medical specialties already have vacancies for trainees and consultants. To meet quality standards, several pediatric subspecialties will need significant increases in consultants. The aging population and moves to a 7 day consultant-led NHS will further increase demand for doctors going forward.
The document introduces the Later Life Project toolkit, which was developed to help improve care for the elderly population in the UK. It consists of six phases and has produced three main outputs, including an online toolkit built on an eight-stage care pathway workforce planning approach. The toolkit aims to improve standard care pathways by considering workforce skills, competencies, and requirements. It has been tested in Cambridgeshire and is being implemented in South London and Lincolnshire. The toolkit helps map and analyze workforce, identify bottlenecks, conduct gap analyses, and model scenarios to improve patient flow, reduce duplication, and achieve cost savings.
The CfWI horizon scanning team has produced a series of posters to represent the key messages from the CfWI report Big picture challenges for health and social care - implications for workforce planning, education, training and development which is due to be published shortly.
The posters focus on the five domains of Health Education England's Education Outcomes Framework
excellent education
competent and capable staff
adaptable and flexible workforce
NHS values and behaviours
widening participation
using them as a basis to put forward thought-provoking questions.
The posters are available to download below.
If you would like to contribute to our horizon scanning work, contact horizonscanning@cfwi.org.uk.
Using scenarios to plan the future workforce for the health and social care s...C4WI
The CfWI presented three papers at the Business Systems Laboratory International Symposia on 21 January. This presentation looks at the benefits of using scenario generation in workforce planning.
1. Traditional workforce planning focuses too much on numbers and makes predictions about the future that may not come to pass given uncertainties.
2. The document proposes using scenarios and modeling to better understand how different factors could impact future demand for skills and competencies rather than just headcounts.
3. It presents an example of modeling pharmacy workforce needs over time under different scenarios that show the range of possible outcomes is much wider than a single prediction, emphasizing the importance of stress testing policies against multiple futures.
Horizon 2035: Developing a long-term strategic vision for the health, social ...C4WI
The CfWI presented three papers at the Business Systems Laboratory International Symposia on 21 January. This presentation focuses on work being done as part of the CfWI's flagship Horizon 2035 programme.
Developing robust workforce policies for the English health and social care s...C4WI
The CfWI presented three papers at the Business Systems Laboratory International Symposia on 21 January. This presentation looks at the CfWI's robust workforce planning framework and looks at the CfWI uses system dynamics modelling and policy analysis.
On Thursday 4 June, Matt Edwards, Head of Horizon Scanning and International and Dr Graham Willis, Head of Research and Development presented in the NHS Workforce Village at the NHS Confederation Annual Conference. The talk looked at the CfWI's work on its flagship Horizon 2035 programme and how developments in its methodology have been applied to work being carried out with the World Health Organisation on workforce modelling for the three Ebola-affected countries.
Using system dynamics to inform future pharmacist student intake in England u...C4WI
The document describes a project conducted by the Centre for Workforce Intelligence to review the future supply and demand of the pharmacist workforce in England up to 2040 and inform pharmacist education and training policy. It involved horizon scanning to identify factors influencing the future workforce, developing scenarios for the pharmacist workforce to 2040, and building a system dynamics model to project the pharmacist workforce supply based on factors like student intake, attrition rates, and movement between education/training stages. The model output will help determine appropriate levels of future pharmacist student intake.
The document discusses healthcare workforce challenges and strategies to address them. It summarizes concerns about an aging workforce nearing retirement in specialties like nursing. It also notes the demand for healthcare workers will remain strong due to factors like an aging population needing more care. The document outlines strategies to recruit and develop healthcare professionals, such as sponsoring students, clinical rotations with colleges, and monitoring workforce trends to adapt pipeline programs accordingly.
This document summarizes a presentation given to Georgia hospitals on preparing for meaningful use requirements and quality improvement. It discusses the low current rates of EHR adoption and the timeline for meaningful use criteria. Requirements increase over time from 2011-2015. Hospitals can receive incentive payments for achieving meaningful use but will face penalties if not compliant by 2015. A sample hospital's costs and potential revenues from incentives is shown. Recommendations include forming a steering committee, assessing current state, selecting systems based on criteria not just demos, and focusing on clinical adoption and process change. Success requires the right product, implementation, adoption, and outcomes. Questions from attendees are invited.
The survey found high levels of stress among nursing staff due to heavy workloads, fast-paced work, and feelings of lack of support and disconnect from organizational changes. Respondents reported working long hours under unrealistic time pressures and deadlines. While respondents felt confident in their roles, increasing demands, workloads, and uncertainties about changes could undermine efforts to improve wellbeing. Support from managers and coworkers was important for alleviating stress, but many felt pressure from multiple levels of management. The findings indicate that nursing staff face a variety of challenges that interfere with providing high-quality patient care and that action is needed to promote healthier work environments.
This document summarizes the results of a survey on workplace wellness programs. It provides details on:
- Contributors to the survey from various organizations
- Questions asked in the survey, including the top challenges of engagement, objectives of wellness programs, offerings provided, and incentives used
- Key findings on how employers anticipate healthcare reform will impact their business and how they measure effectiveness
- Concluding thoughts on the biggest hurdles to long-term sustainability of wellness programs
Presentation given at the Foundation's Jan. 26, 2011 Research and Policy Forum by David Swieskowski, MD, MBA and Kelly Taylor, RN, MSN, CCM from Mercy Clinics in Des Moines, IA.
Skip Out on the Classroom: How to Transform Learning in the Clinical SettingHealth Catalyst
EHR and data literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners' needs.
Dr. Brent James; Tom Burton, Health Catalyst Co-Founder; Bob Burgin, CEO of Amplifire; and leaders from UCHealth share how they developed an EHR training solution that shortens time to proficiency, significantly reduces costs, and keeps clinicians where they are needed most—on the floor with patients.
During this webinar, you will learn about:
- Advances in learning science that are transforming training and learning in healthcare organizations.
- Evaluating your competency gaps in clinical practices, EHR use, analytics, and improvement literacy.
- Developing a business case for a more effective training approach that could save your organization millions of dollars and deepen analytics, improvement, and clinical learning across your organization.
HealthCheck360 provides a 5-step wellness program to help employers reduce rising healthcare costs. The program uses biometric screenings and a proprietary scoring system to identify and stratify health risks among employees. Participants receive targeted interventions based on their risk level, such as health coaching or condition management. HealthCheck360 analyzes data to track results over time, showing reductions in health risks, healthcare claims costs, and medical cost trends compared to benchmarks. The program aims to keep healthy employees healthy while improving health and managing costs for those with risks or conditions.
Strategic plan presentationnameInstitutionDatei.docxsusanschei
Strategic plan presentation
name
Institution
Date
introduction
When we are talking about the long-term care to the patients in health facilities, it is important to consider strategic planning.
The goal for Joy Care Nursing Home is to upgrade the facility from a three family multispecialty facility to a six family facility.
A strategic plan and a SWOT analysis was done on the facility to find out if this type of change was possible.
It is important that all aspects are viewed with proper research to see if this can be done.
Overview of the market
Approximately 80,000 people in the regional market
53% of the residents have some type of college education and 90% of residents at least have a high school diploma
$59,948 is the median income for the county residents
The highest portions of the payer mix are commercial, Medicare and Medicaid
Research has been done and shows that upgraded facilities and convenience draws patients in
Mission statement
Their mission is improve health by providing high-quality of care, a comprehensive range of services and exceptional services.
From the statement, it is clear that the hospital is trying to provide high-quality, efficient and accessible healthcare to transform people’s lives
Vision statement
Joy Care Nursing Home and its affiliates will be the health provider of choice for physicians and patients.
Their five year vision is to create a large multispecialty physicians practice system that would include at least six family practice physicians and specialist in cardiology, oncology, and women’s services.
The hospital currently employs three family practice physicians, one obstetrician and one oncologist and non-invasive cardiologist.
SWOT analysis
STRENGTHS
Strong management
Accredited by the joint commission
WEAKNESSES
Understaffed
Facility is not updated
OPPORTUNITIES
Upgraded and new technology
new factory in town brings in potential patients
THREATS
Competition has a upgraded and new facility
Market goals
Increase market share by recruiting three family practice physicians
Improve quality scores in all 6 criteria to a baseline of the 85th percentile
Upgrade facility to meet patient demand
Hire more staff to keep up the demanding flow of new potential patients
Rationale for goals created
Action item that will meet an objective such as renovating, physician lounge increasing marketing for specific products and implementing EMR
Implement a urgent care center
Purchase round tables for EMR rounding
Rationale for goals created cont’
Create an effective organisation
Increase recruitment and retention of qualified health care workers.
Ensure equitable and diverse workforce
Develop a competent and accountable health workforce that matches demand.
Increase employee satisfaction
Itemized resources
Switching over to EMR and HER systems
Invest in equipment to make sure the Bariatric Patients can be treated
Addition of e-visits by large hospital system in adjoi.
Hiring a staffing agency to provide nurses can help healthcare organizations address staffing needs, reduce costs, and improve patient outcomes in three key ways: 1) it ensures adequate staffing levels to improve patient flow and satisfaction while reducing errors; 2) it lowers hiring and turnover costs by handling recruitment, payroll, and retaining nurses for a minimum of 3 years; 3) the agency screens and selects qualified nurses from a diverse pool of candidates with a variety of specialties.
The second annual healthcare CIO survey by SSi-SEARCH, a retained executive search firm, shows a CIO with 11 yrs on the job who is highly educated, primarily male and makes around $290,000. He feels strategically engaged but wants to raise his profile, likes being CIO but might be interested in the Chief Transformation Officer role.
The Top 5 Realities Physicians Wish Recruiters KnewPracticeMatch
This document summarizes the results of a survey and panel discussion on physician job opportunities, onboarding programs, and retention programs. The survey received responses from MDLinx subscribers. A panel of three physicians in private practice discussed their experiences with job emails, onboarding, and retention. The survey found that nearly half of physicians expect to seek a new job within 5 years, with most willing to relocate. Onboarding programs are more common than formal orientations, and networking with colleagues is key for learning an organization's culture. Work-life balance, practice culture and family reasons were the major factors for physicians leaving within 3 years.
The document outlines the purpose and elements of Walton Rehabilitation Center's Center of Excellence (COE). It describes the COE's goals of providing state-of-the-art treatment, community programs, research, accreditations, profitability, physician leadership, appropriate staffing, a continuum of care, superior outcomes, customer satisfaction, and equipment. It then provides details on criteria and benchmarks for evaluating each element.
How LTC Facilities Could Capitalize on their Wellness Program - Shane Paulson...marcus evans Network
Shane Paulson of PhysioLogic Human Performance Systems LLC, a solution provider at the marcus evans Long-Term Care CXO Summit Spring 2015, on how LTC facilities can boost revenue through their wellness program.
Interview with: Shane Paulson, Board-Certified Exercise Physiologist and Chief Executive Officer, PhysioLogic Human Performance Systems LLC
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
MD Revolution offers a digital health services platform called RevUp for chronic care management. RevUp uses algorithms to segment patients by clinical data, goals, and care plans. It then provides personalized coaching through secure messaging from care teams. In clinical trials, RevUp users experienced reductions in body fat, weight, blood pressure, and improvements in cardiorespiratory fitness after 90 days. MD Revolution provides an end-to-end chronic care management solution with tools for patient enrollment, care plan creation, clinically relevant messaging through multiple modalities, and billing automation.
The document summarizes a pilot of single session therapy that was conducted at the University of Cumbria. Key points:
- Referrals to the university's mental health and wellbeing team had been increasing year over year. The team implemented a pilot of single session therapy to help reduce wait times for students.
- Data was collected before and during the pilot to evaluate outcomes. The pilot appeared successful in reducing staff stress, shortening wait times for students, and maintaining or improving student outcomes and experience based on measures.
- Unexpected benefits included lower rates of students missing appointments and evidence that single session therapy helped improve mood and retention for some students. Overall, the pilot seemed to meet its goals of helping staff cope
The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
CHANGE IMPLEMENTATION AND MANAGEMENT PLANHWalden Unive.docxsleeperharwell
CHANGE IMPLEMENTATION AND MANAGEMENT PLAN
H
Walden University
NURS6053N
Interprofessional Organizational, and Systems Leadership
April 30, 2019
EXECUTIVE SUMMARYHigh medical attendants' turnover is an issue at presently influencing the organization. The organization loses at least 5 medical caretakers every year. The expense incurred, and time engaged with topping off these positions are over $75,000 per nurse. There is likewise a negative impact on patient care results.Bring exhaustion and disappointment among other nurses and employees who must top off these positions.
For decades now, nurse turnover has been affecting the medical industry. On average, hospitals have been losing between $5 million to $8 million due to this turnover (Yoder-Wise, 2013). The current record at the organization shows that we lose 25 nurses yearly and thus the purpose of this change implementation and management plan. The plan will bring changes to the institution and in the process reduce this turnover.
Nurses turnover is having negative effect on the patient outcome. According to researchers Grove, Burns and Gray (2013), nurse turnover hampers the delivery of efficient healthcare services. Patient falls, especially amongst surgery patients become rampant due to inadequate staffing.
My personal experience of the impact that nurses’ turnover have on the workplace is overworking the remaining staff. Excess overworked will lead to burnout and dissatisfaction among other employees who must fill up these positions.
*
Proposal to incorporate science in the hiring process
DESCRIPTION OF PROPOSED CHANGE
This proposal will see the organization change its entire recruitment strategy.
Incorporating science into the hiring process will increase the chances of the organization retaining its employees.
The current hiring process is non predictive. Organization should take advantage of the predictive analytics tools and other current technologies.
These assessment technologies enable organizations measure the cultural, behavioral and cognitive characteristics of individuals, to determine how well particular candidates for the nurses’ positions fit in the organizational culture (El, & Ali-Hassan, 2019).
JUSTIFICATION FOR CHANGE
In the event the proposal goes through, the organization’s hiring process will change to behavioral and structural interviews with a view of establishing specific attributes in the candidates.
El and Ali-Hassan (2019) states that a selection process that hinges on science is the best way healthcare organizations can increase their odds of hiring nurses who will stay for the long term.
El and Ali-Hassan (2019) acknowledges that analytics and big data is intimidating to people who do not consider themselves technologically savvy, therefore it will be a requirement in the recruitment process.
The data to analyze will be from consumer data, social media platforms, public resources and hospital’s personnel data.
After generating the data, the.
Similar to Dr Graham Willis - Modelling sustainable urban transitions dynamics presentation (20)
Horizon 2035 scenarios the workforce adapts to stagnationC4WI
This document provides an overview of the scenario "The workforce adapts to stagnation" where the workforce develops generalist skills and multi-disciplinary working to adapt to challenges like oversubscribed services and disengaged users. It describes six plausible future scenarios created by stakeholders to consider different futures for health and social care. This specific scenario outlines how between now and 2035, the workforce could adapt to stagnating conditions by bolstering generalist skills, specializing social care roles, and increasing multidisciplinary collaboration.
This document describes a scenario called "Win-win" where a flexible healthcare workforce, positive economic conditions, engaged patients, and advanced technology lead to integrated care that benefits both patients and providers. It notes that the scenario was created by stakeholders to test future thinking based on current decisions. Skills in areas like self-management support, generalism, teamwork, communication, education and prevention would be in high demand under this scenario from 2020 to 2035. It also raises questions about how patient empowerment may influence workforce training and international demand for certain skills.
This document provides an overview of the "The professionals" scenario where high investment in technology and low workforce flexibility leads to a fragmented health system. Overall population wellbeing decreases as users are unable to access self-care and are frustrated by complicated services. The scenario examines implications for skills, which become more specialized, and international implications like potential foreign interest in UK public services.
This scenario overview describes a future where health and care inequality increases dramatically as public services face under-capacity while private provision expands for those who can afford it. The Centre for Workforce Intelligence (CfWI) uses scenarios to consider different futures, including one called "Safety net services" where workforce resilience is severely tested under this tiered system. Stakeholders created six plausible scenarios to aid future thinking based on current decisions. The scenarios are not intended as predictions or expectations of how the future will unfold.
Horizon 2035 scenarios enterprising service usersC4WI
The document describes a scenario called "Enterprising service users" from 2020 to 2035 where:
1) Self-care through public health initiatives and low-cost diagnostic tools increases, leading to more specialized but fragmented health services.
2) Tensions emerge between professional opinions and growing "informed" patient opinions as self-diagnosis rises.
3) By 2025, private point-of-care diagnosis becomes a common entry point to the healthcare system.
This scenario, called "Inequality pervades", describes a future where poor economic growth and slow service innovation leads to increased health and care inequality and lower workforce retention. It involves increased pressure on public services from an aging population and rise in long-term conditions outpacing available resources. As a result, consumers have more choice between private insurance and public services exacerbating inequality, while the workforce reorganizes into specialized centers and the third sector takes on a larger role.
The document discusses workforce planning and forecasting for healthcare professionals. It describes using scenario planning and modeling across multiple scenarios to test policy options under different futures. This helps create robust policies by understanding how the healthcare system works as a whole and exploring uncertain future trends, like changes in disease patterns or technology. The document also discusses developing frameworks to understand future skills needs based on drivers like demographic changes, technology advances, and mobility across health systems.
Matt Edwards, Head of Horizon Scanning and International, and John Fellows, Horizon Scanning Consultant, spoke at the second conference of the Joint Action as the UK representative, on the future skills and competences
Innovative research and development at the CfWI (Download to read in full)C4WI
The Centre for Workforce Intelligence’s (CfWI) Research
and Development (R&D) activities are central to providing
world-class intelligence to support workforce planning across health, public health and social care. Innovative R&D informs all our programmes and projects.
The use of system dynamics in a strategic review of the English dental workforceC4WI
The Center for Workforce Intelligence (CfWI) conducted a strategic review of the English dental workforce using system dynamics modeling to inform decisions about dental student intake levels. The model segmented the dental workforce by age, gender and career stage to project supply and demand through 2040 under different scenarios. Testing showed the projections indicated a risk of oversupply, leading ministers to recommend lowering 2014 intake levels. CfWI was also commissioned to review dental care professionals. The study demonstrated how system dynamics modeling can support robust workforce planning.
Greg Allen Westminster Health Forum opening remarksC4WI
The document discusses the Centre for Workforce Intelligence (CfWI), which produces workforce intelligence to inform planning in health and social care. The CfWI provides tools and resources for workforce planners, conducts long-term strategic scenario planning based on research and evidence, and applies its analysis to real-life situations. It also aims to deliver commissions for the Department of Health and Health Education England to drive policy impact. The document notes key challenges facing the maternity workforce, including birth rates, workforce age profiles, care complexity, skill mix, and supporting choice given the complex picture of demand.
CfWI Annual Conference 2013 - Brian Walsh keynote presentationC4WI
This document outlines key considerations for developing a workforce strategy for the future. It discusses understanding priorities like integration, diminishing resources, quality and competence, culture and values, and leadership. It emphasizes establishing a baseline of the current workforce, planning with stakeholders, and continuously reviewing and evaluating the strategy as the landscape changes. Quality and competence focuses on having an appropriately skilled workforce to deliver safe services. Culture and values should address commonalities instead of differences. Leadership is crucial and should model accountability, visibility, and succession planning. The strategy must recognize national developments while allowing local implementation and manage the ongoing transition.
CfWI Annual conference 2013 - Sir Andrew Cash PresentationC4WI
This document discusses issues and ideas regarding the healthcare workforce in 2023. It notes that the workforce will likely be similar but older and more stressed if changes are not made. Opportunities exist to tackle longstanding problems with the current pressure acting as a catalyst for change. The healthcare environment will see an aging population with more long-term conditions. Patients will expect more involvement in their care through technology. The workforce will need to be more integrated across health and social care and have new generalist and advanced skills to meet these changing needs. Effective workforce planning involving multiple stakeholders is needed to reshape roles and the delivery of care for patients.
Jamie Rentoul, Department of Health, CfWI Annual Conference 2013C4WI
The document discusses the challenges and opportunities for developing a high-quality health and care workforce. It emphasizes that developing the right workforce requires having the right values, leadership, capacity, and skills. It highlights how good staff management can improve patient outcomes and experience. Developing a skilled workforce with intelligent kindness is crucial for providing high-quality care, especially for tasks like assisting with eating that require skill. The focus must remain on prioritizing patients' interests and keeping them safe.
The CfWI Annual Conference 2012 included a poster competition. The poster competition related to the CfWI's goal of producing quality workforce intelligence to help improve workforce planning and people's lives. The document mentions the poster competition twice.
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kol...rightmanforbloodline
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Versio
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Version
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Version
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by Stamler, Verified Chapters 1 - 33, Complete Newest Version Community Health Nursing A Canadian Perspective, 5th Edition by Stamler, Verified Chapters 1 - 33, Complete Newest Version Community Health Nursing A Canadian Perspective, 5th Edition by Stamler Community Health Nursing A Canadian Perspective, 5th Edition TEST BANK by Stamler Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Pdf Chapters Download Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Pdf Download Stuvia Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Study Guide Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Ebook Download Stuvia Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Questions and Answers Quizlet Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Studocu Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Quizlet Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Pdf Chapters Download Community Health Nursing A Canadian Perspective, 5th Edition Pdf Download Course Hero Community Health Nursing A Canadian Perspective, 5th Edition Answers Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Ebook Download Course hero Community Health Nursing A Canadian Perspective, 5th Edition Questions and Answers Community Health Nursing A Canadian Perspective, 5th Edition Studocu Community Health Nursing A Canadian Perspective, 5th Edition Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Pdf Chapters Download Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Pdf Download Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Study Guide Questions and Answers Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Ebook Download Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Questions Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Studocu Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Stuvia
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Dr Graham Willis - Modelling sustainable urban transitions dynamics presentation
1. A system dynamics approach to developing
robust policies and its application to
sustainable urban transition dynamics
Dr Graham Willis – Head of Research and Development
The CfWI produces quality intelligence to inform better workforce planning
that improves people’s lives
1
3. 1. Background
NHS budget per year?
£109 billion
How many people employed?
1.4 million
Years to train a hospital specialist?
15 years
4. 2. Challenges
Complex factors and feedbacks
in the system
Many plausible but challenging
futures
What are the critical
uncertainties?
What is the most robust policy?
What might push our chosen
policy off-course?
Forecasting is difficult, even when
looking just a few days ahead, and the
level of uncertainty rises the further
forward we look. Workforce planning
needs to take this into account, as
planning timescales extend over many
years, even decades for medical
professions.
5. How much can we control?
Focal
issue
Degree of influence
Lower Higher Lower
External uncertainties
Driving forces
TEEPSE
What we have no
Influence over Health & social care
system
Transactions
Factors and issues
What we can influence
Our area of the system
Key question of concern
Policy levers
What we can control
6. Reducing complexity
Detailed,quant
ified scenarios
for modellingCritical
uncertainties
Assumptions
Data
Policy levers
Outline
scenarios
Scope
stakeholders
Identify future
risks, issues
and Big Picture
Challenges
Causal maps
Critical uncertainties
Pre-determined
factors
High impact,
high uncertainty
variables
Emerging stories
Scenario stories
describing
challenging futures
Risks
Structured risks
and issues
Impact
Likelihood
Low
High
Certainty
Issues
Events
Driving
forces
7. 3. Robust workforce planning
Horizon scanning informs
scenario generation (framing the
uncertainty) and workforce
modelling
Policy analysis shows the
effectiveness of policy
interventions across the range of
scenarios
High degree of stakeholder
involvement at every stage –
including model development –
workforce, trainees, employers,
policy makers, lay people
8. System dynamics is the key
Better understanding – dynamic
behaviour of system over time
Simplify complexity – rich
picture of causality, feedback
and delays
High stakeholder involvement –
process provides as much value
as end-product
Robust decisions – can model
and avoid policies that lead to
unexpected consequences
Health of
the nation
Healthy
diet
Exercise
Quality of
healthcare
provision
Demand
for
healthcare
Healthcare
provision
per person
The health and social care system
can be considered as composed of a
set of interrelated factors.
The factors are linked to each other
through cause and effect
relationships. A change to a factor
will influence one or more other
factors in the system.
10. Medical School
EnglandStart Medical
School English
Start Medical
School From OOC
Medical School
Attrition
Complete
Medical School
Medical School
Complete Attrition
Leave System
Foundation
Year 1
Start F1
Resit F1
Foundation
Year 2
Start F2
Resit F2
Foundation 1
Attrition
Foundation 2
Attrition
Finish F1 Finish F2
Start F1 From
OES
Start F2 From
OES
Seeking
Training or
Career Post
Core Training
Higher
Specialty
Training
Run Through
Training
GP Training
Career Post
Without CESR
GP
Hospital
Consultant
Start GP Training
From English
System
Start Core Training
From English Medical
System
Start Run Through
Training From English
System
Complete Core
Training
Start Higher
Specialty
Training from
English Medical
System
Complete Higher
Specialty Training
Complete GP
Training
Hospital
Consultant to
GP Training
Start Hospital
Consultant to GP
Conversion Training
Complete Hospital
Consultant to GP
Conversion Training
Seeking GP
Position Start GP Position
Following Training
Seeking
Hospital
Consultant
Position
Complete Run
Through Training
Start Hospital
Consultant Position
Following Training
Start GP Training
From OES
Start Core Training
From OES
Start Run Through
Training From OES
Start Higher
Specialty Training
From OES
Start GP Position
From OES
Start Hospital
Consultant Position
From OES
Start Career
Post
Career Post
With CESRCareer Post
Gains CESR
Career Post With CESR
Become Hospital
Consultants
Start Seeking Training
or Career Post After
Career Post
Start Seeking
GP Position
Complete GP
Training Leave
System
Complete Higher
Specialty Training
Leave System
Start Seeking Hospital
Consultant Position after
Run Through Training
Complete Run
Through Training
Leave System
Complete Core
Training Leave
System
Complete Consultant
Training Core Start
Seeking Career Post
GP Training Attrition
Leave Medical System
GP Run Through Training
Attrition Rate Start Seeking
Training Or Career Post
Run Through Training
Attrition Rate Leave
System
Run Through Training
Attrition Rate Start Seeking
Training Or Career Post
Higher Specialty
Training Attrition Rate
Leave System
Higher Specialty Training
Attrition Start Seeking
Training Or Career Post
Core Training
Attrition Rate Leave
System
Core Training Attrition
Start Seeking Training
Or Career Post
Career Post Attrition
Rate Leave System
Career Post With
CESR Leave System
Start Career Post
With CESR From
OES
Start Career
Post From OES
GP Attrition
Leave System
Hospital Consultant
Attrition Leave System
Complete F2 Start
Seeking Training or
Career Post
Pass F2 Leave
System
Percentage of Medical
School Intake That Will Drop
Out
<100 Percent>
Percentage of the Students
that start F1 that will Drop
Out
<100 Percent>
Percentage Students Fail
Foundation 1 and Resit
<100 Percent>
Initial Foundation 1
<100 Percent>
Percentage Students Fail
Foundation 2 and Resit
<100 Percent>
Initial Foundation 2
Pass F2
Percentage Student Pass
F2 And Leave System
<100 Percent>
GP Attrition Rate
<100 Percent>
Initial GP
Initial Hospital Consultants
in GP training
Hospital Consultant Attrition
Rate
Initial Hospital Consultant
<100 Percent>
Percentage Career Post
Gain CESR Per Year
Initial Career Post
<100 Percent>
GP Training Attrition Rate
Leave Medical System
<100 Percent>
GP Training Attrition Rate
Seeking Training or Career
Post
<100 Percent>
Percentage Complete GP
Training And Leave System<100 Percent>
Time to find GP Position
Run Through Training
Attrition Rate Leave Medical
System
<100 Percent>
Run Through Training
Attrition Rate Seeking
Training or Career Post
<100 Percent>
Start Seeking
Hospital Consultant
Position after Higher
Specialty Training
Percentage Complete Run
Through Training And Leave
System
<100 Percent>
Percentage Complete
Higher Specialty Training
And Leave System
<100 Percent>
Time to find Hospital
Consultant position
Initial Seeking Hospital
Consultant Position
Initial Seeking GP Position
Core Training Attrition Rate
Leave Medical System
<100 Percent>
Core Training Attrition Rate
Seeking Training or Career
Post
<100 Percent>
<100 Percent>
Percentage Complete Core
Training And Leave System
<100 Percent>
Higher Specialty Training
Attrition Rate Leave Medical
System
Higher Specialty Training
Attrition Rate Seeking
Training or Career Post
<100 Percent>
Initial Seeking Training or
Career Post
Initial Career Post With
CESR
Average Time to find Career
Post
<100 Percent>
<100 Percent>
<100 Percent>
Annual Medical School
Intake From England
FLAG Start
Accademic Year
<Time>
<TIME STEP>
Accademic Year
Start Date
Time Spent In Medical
School By DelayLength
Annual Medical School
Intake From Outside Of
Country
<TIME STEP>
<100 Percent>
1 Year
<100 Percent>
Complete F2
Including Attrition
Percentage of the Students
that start F2 that will Drop
Out
<100 Percent>
<100 Percent>
<Percentage Students Fail
Foundation 1 and Resit>
<Percentage Students Fail
Foundation 2 and Resit>
<100 Percent>
GP Training Length
Including Delay Percentage
Start GP
Training
Start and Continue GP
Training By Remaining
Delay
<100 Percent>
<FLAG Start
Accademic Year>
Complete GP
Training
Accademic Year
<TIME STEP>
<TIME STEP>
<TIME STEP>
<FLAG Start
Accademic Year>
Complete GP Training
and Progress To Next
Year
Start Run
Through Training
Start and Continue Run
Through Training By
Remaining Delay Run Through Training Length
Including Delay Percentage
<TIME STEP>
<FLAG Start
Accademic Year>
<TIME STEP>
Complete Run
Through Training
Accademic Year
<TIME STEP>
Complete Run Through
Training and Progress To
Next Year
<100 Percent>
Start Core
Training
Start and Continue
Core Training By
Remaining Delay
<TIME STEP>
<FLAG Start
Accademic Year>
<TIME STEP>
Complete Core Training
Accademic Year
<TIME STEP>
Complete Core
Training and Progress
To Next Year
<100 Percent>
Start Higher
Specialty Training
Start and Continue Higher
Specialty Training By
Remaining Delay
Higher Specialty Training
Length Including Delay
Percentage
<100 Percent>
<FLAG Start
Accademic Year>
<TIME STEP>
<FLAG Start
Accademic Year>
<TIME STEP>
Complete Higher
Specialty Training
Accademic Year
<1 Year>
Complete Higher
Specialty Training and
Progress To Next Year
<100 Percent>
Foundation Year 2
TOTAL
Seeking Training or
Career Post TOTAL
GP Training TOTAL
Run Through Training
TOTAL
Core Training TOTAL
Higher Specialty
Training TOTAL
Career Post Without
CESR TOTAL
Career Post With
CESR TOTAL
Seeking Hospital
Consultant Position
TOTAL
Hospital Consultant
TOTAL
Hospital Consultant to
GP Training TOTAL
Seeking GP
Position TOTAL
GP TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
<100 Percent>
GP Training New
Entrants
<FLAG Start
Accademic Year>
<TIME STEP>
Foundation TOTAL
Training Run
Through New
Entrants
<TIME STEP>
<FLAG Start
Accademic Year>
Higher Specialty Training
New Entrants
<TIME STEP>
<FLAG Start
Accademic Year>
<TIME STEP>
<FLAG Start
Accademic Year>
Number of CCT
Consultant Per Year
<TIME STEP>
<FLAG Start
Accademic Year>
Number Completing
Core Training
<TIME STEP>
<FLAG Start
Accademic Year>
Start Consultant
Training Core TOTAL
<TIME
STEP> <FLAG Start
Accademic Year>
Pass F2 TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
Number of Completing
Consultant Training
HS
<TIME STEP>
<FLAG Start
Accademic Year>
<100 Percent>
<Time>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time><INITIAL TIME>
<Time>
<100 Percent>
<100 Percent>
<INITIAL TIME> <Time>
<INITIAL TIME>
<Time> <INITIAL TIME>
<Time>
<100 Percent>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
<TIME STEP>
<INITIAL TIME>
<Time>
<TIME STEP>
<Time>
<INITIAL TIME>
<Time>
Annual F1 Intake From
Outside Of English System
<TIME STEP><FLAG Start
Accademic Year>
Annual F2 Intake From
Outside Of English System
<FLAG Start
Accademic Year> <TIME STEP>
Annual GP Training Intake
From Outside Of English
System
<TIME STEP>
<INITIAL TIME>
<Time>
Annual Run Through Intake
From Outside Of English
System
<INITIAL TIME>
<TIME STEP>
<FLAG Start
Accademic Year>
Annual Core Training Intake
From Outside Of English
System <INITIAL TIME>
<Time> <TIME STEP>
Annual Higher Specialty
Training Intake From
Outside Of English System
<INITIAL TIME>
<Time>
<TIME STEP>
Annual Career Post Without
CESR Intake From Outside
Of English System
Annual Career Post With
CESR Intake From Outside
Of English System
Annual Hospital Consultant
Intake From Outside Of
English System
Annual GP Intake From
Outside Of English System
<FLAG Start
Accademic Year>
<TIME STEP>
<TIME STEP>
<TIME STEP>
GP TOTAL By Gender
Start Consultant or GP
Training From Career
Post
Start Higher Specialty
Training From Career
Post
<TIME STEP>
Time to Complete
Consultant to GP
Conversion Training
Annual Hospital Consultant
Start GP Conversion
Training
<TIME STEP>
<INITIAL TIME>
Complete
Consultant Core
Training Available
For Higher
Specialty Training
<TIME STEP>
Start Consultant or GP
Training Core Career Post
TOTAL
<FLAG Start
Accademic Year>
GP Training TOTAL
By Gender
Career Post Without
CESR TOTAL By Gender
Run Through Training
TOTAL By Gender
Core Training TOTAL
By Gender
<Initial Medical School
By Completion Year>
<Start Core Training
From F2>
<Start Core Training
From Career Post>
<Start GP Training From
F2>
<Start GP Training
From Career Post>
<Start Run Through
Training From F2>
<Start Run Through
Training From Career
Post>
<Initial GP Training By
Delay Length>
<FLAG Start
Accademic Year>
<Initial Run Through
Training By Delay
Length>
<FLAG Start
Accademic Year>
<Initial Run Through
Training By Delay
Length>
<Initial Higher
Specialty Training
By Delay Length>
<Initial Higher Specialty
Training By Delay
Length>
<Initial Core Training
By Delay Length>
Core Training Length
Including Delay Percentage
<Initial Core Training By
Delay Length>
Start GP Position
Rejoiners
Annual GP Rejoiners
Start Hospital
Consultant Position
Rejoiner
Annual Hospital Consultant
Rejoiners
Start Career Post
With CESR Rejoiner
Annual Career Post With
CESR Rejoin
Start Career
Post Rejoiners
Annual Career Post Without
CESR Rejoin
<FLAG Start
Accademic Year>
InputString
TimeLine
<TIME STEP>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine> <InputString
TimeLine>
<InputString
TimeLine><InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine> <InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine> <InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
<InputString
TimeLine>
Start Consultant C RT or
GP Training RT From
Career Post TOTAL
<TIME STEP>
Start Career Post
TOTAL
<100 Percent>
Annual Career Post With
CESR Become Hospital
Consultants
<InputString
TimeLine>
<TIME STEP>
Seeking
Training or
Career Post
Core Trained
Seeking Training or
Career Post Completed
Core Training TOTAL
Career Post
Completed
Core Training
Career Post
Completed Core
Training Gains CESR
Career Post Completed
Core Training Attrition
Rate Leave System
Start Career Post
Completed Core
Training From OES
<100 Percent>
Initial Career Post
Completed Core Training
<100 Percent>
Annual Career Post
Completed Core Training
Intake From Outside Of
English System
<FLAG Start
Accademic Year>
Career Post Completed
Core Training TOTAL
By Gender
Start Career Post
Completed Core
Training Rejoiners
Annual Career Post
Completed Core Training
Rejoin
<InputString
TimeLine>
<InputString
TimeLine>
Start Career Post
Completed Core
Training
<Average Time to find
Career Post>
<Percentage Career Post
Gain CESR Per Year>
<100 Percent>
Initial Seeking Training or
Career Post Completed
Core Training <InputString
TimeLine>
<Number Start Higher
Specialty Training From
Career Post Completed
Core Training>
Start Seeking Higher
Specialty Training From
Career Post
<TIME STEP>
<Number Start Higher Specialty
Training From Career Post
Completed Core Training>
Foundation Year 2
TOTAL By Gender
<Start GP Training
From Career Post>
<Start Run Through
Training From Career
Post>
<Start Core Training
From Career Post>
Foundation Year 2
TOTAL Gender Ratio
Start F2 TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
Start F1 TOTAL
<TIME STEP>
GP Training Gender
Ratio
Career Post Completed
Core Training TOTAL
<Time>
Initial Seeking Training Or
Career Post Age Profile
<100 Percent>
Annual GP Training Intake
From Outside Of English
System Age Profile
<100 Percent>
Initial Seeking GP Position
Age Profile
<100 Percent>
Initial GP Age Profile
<100 Percent>
Annual GP Intake From
Outside Of English System
Age Profile
<100 Percent>
Start GP Position Rejoiners
Age Profile
<100 Percent>
Initial Hospital Consultant to
GP Training Age Profile
<100 Percent>
Initial Hospital Consultant
Age Profile
<100 Percent>
Annual Hospital Consultant
Intake From Outside Of
English System Age Profile
<100 Percent>
Annual Hospital Consultant
Rejoiners Age Profile
<100 Percent>
Seeking Hospital Consultant
Position Age Profile
<100 Percent>
Annual Career Post With
CESR Rejoin Age Profile
<100 Percent>
Annual Career Post With
CESR Intake From Outside
Of English System Age
Profile
<100 Percent>
Initial Career Post With
CESR Age Profile
<100 Percent>
Annual Career Post
Completed Core Training
Intake From Outside Of
English System Age Profile
<100 Percent>
Annual Career Post
Completed Core Training
Rejoin Age Profile
<100 Percent>
Initial Career Post
Completed Core Training
Age Profile<100 Percent>
Initial Seeking Training or
Career Post Completed
Core Training Age Profile
<100 Percent>
Annual Career Post Without
CESR Intake From Outside
Of English System Age
Profile
<100 Percent>
Annual Career Post Without
CESR Rejoin Age Profile
<100 Percent>
Initial Career Post Without
CESR Age Profile
<100 Percent>
Annual Core Training Intake
From Outside Of English
System Profile
<100 Percent>
<100 Percent>
Annual Higher Specialty
Training Intake From
Outside Of English System
Age Profile
<100 Percent>
<100 Percent>
Annual Run Through Intake
From Outside Of English
System Age Profile
<100 Percent>
<100 Percent>
Career Post With
CESR Age Ratio
Career Post Without
CESR Age Profile
<100 Percent>
Career Post
Completed Core
Training Age Profile
<100 Percent>
Number Complete Core
Start Seeking Career
Post
<TIME STEP>
<FLAG Start
Accademic Year>
<Career Post
Completed Core
Training Age Profile>
<TIME STEP>
<TIME STEP>
<100 Percent>
Aging
S T
CP
Aging
GP T
Aging
GP T
AR LS
Aging
GP T
AR
SToCP
GP Training TOTAL
By Age
Aging
S GP Aging
GP
<TIME STEP>
GP TOTAL By COO
Aging
RT T
Aging
RT T
AR ST
orCP
Aging
RT T
AR
SToCP
Aging
HCto
GP T
Start Hospital Consultant
to GP Conversion Training
TOTAL
Complete Hospital
Consultant to GP
Conversion Training
TOTAL
<100 Percent>
Aging
HCAging
S HC
Aging
CP
Aging
CPw
CESR
Aging
CPw
CT
Aging
SCPo
T wCT
Aging
CT T
Aging
CT AR
STor
CP
Aging
CT AR
LS
Aging
HS T
Aging
HS T
AR LS
Aging
HS T
AR SC
PoT
<InputString
TimeLine>
Career Post Without
CESR Age Profile By
Age Band
Career Post Attrition Rate
<Career Post Attrition Rate>
<Career Post Attrition Rate>
<InputString
TimeLine>
Core Training TOTAL
By Age
Core Training
RATIO Age
GP TOTAL By Age
GP RATIO By Age
<100 Percent>
<Start Seeking Higher
Specialty Training
From Career Post>
<Seeking Training or Career Post>
Career Post Without
CESR TOTAL By COO
GP Training New
Entrants From English
System
<TIME STEP>
<FLAG Start
Accademic Year>
Training Run Through
New Entrants From
English System
<TIME STEP>
Start Core From English
System TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
<FLAG Start
Accademic Year>
<Percentage Start
Higher Specialty
Training>
<FLAG Start
Accademic Year>
Hospital Consultant
TOTAL By COO
Hospital Consultant
TOTAL By Gender
<Percentage Complete Run
Through Training And Leave
System>
<Percentage of the
Students that start F1 that
will Drop Out>
<Start and Continue GP
Training By Remaining
Delay>
<Career Post With
CESR>
<Career Post With
CESR Age Ratio>
<Percentage Start
Higher Specialty
Training>
F1 Complete
Attrition Leave
System
<100 Percent>
Pass F1
<100 Percent>
<Percentage Complete
F1 And Leave System
Including F2 Limits>
<Percentage Complete
Medical School And Leave
System Including F1 Limits>
<INITIAL TIME>
<Time>
<INITIAL TIME>
<Time>
Start Consultant CT From
Career Post TOTAL
Start Consultant RT From
Career Post TOTAL
Start Consultant GP Training
RT From Career Post TOTAL
<FLAG Start
Accademic Year>
<Time>
Annual Medical School Intake
From England Age Profile
Annual Medical School
Intake From Outside Of
Country Age Profile
<InputString
TimeLine>
Initial Foundation 1 Age
Profile
<InputString
TimeLine>
Annual F2 Intake From
Outside Of English
System Age Profile
<InputString
TimeLine>
Annual F1 Intake From
Outside Of English
System Age Profile
<InputString
TimeLine>
Initial Foundation 2 Age
Profile
<InputString
TimeLine>
<100 Percent>
<100 Percent> <100 Percent>
<100 Percent>
Aging
F2
Aging
F1
Aging
MS
Start Medical
School
<FLAG Start
Accademic Year>
Complete Study Year
and Progress To Next
Year
Start And
Continue Medical
School
<TIME STEP>
Foundation Year 2
TOTAL By Age
Finish F2 TOTAL
<TIME STEP>
Sum Finish F2 Age
MS F
Sum Finish F2 Age
Workforce
<Flag Aging Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<Flag Aging
Trigger>
<100 Percent>
<TIME STEP>
<Time>
<INITIAL TIME>
<GP Attrition Rate Inc
Scn and Pol and Max
Age Adj>
GP Attrition Rate
TOTAL
<100 Percent>
<TIME STEP>
<1 Year>
<Hospital Consultant
Attrition Rate Inc Scn and
Pol and Max Age Adj>
<1 Year>
<Career Post Attrition
Rate Inc Scn and Pol and
Max Age Adj>
<Start Seeking Training or
Career Post After Career
Post>
<TIME STEP>
<1 Year>
<Career Post Attrition
Rate Inc Scn and Pol and
Max Age Adj>
<Career Post With CESR
Become Hospital
Consultants>
<TIME STEP>
<1 Year>
<Career Post Attrition Rate
Inc Scn and Pol and Max
Age Adj>
<1 Year>
Pass F2 And Stay
In System TOTAL
<TIME STEP>
Career Post With CESR
Become Hospital
Consultant TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
Foundation Year 2
TOTAL By Gender
and COO
GP Training TOTAL
By Gender and COO
GP TOTAL By Gender
and COO
Run Through Training
TOTAL By Gender and
COO
Core Training TOTAL
By Gender and COO
Higher Specialty
Training TOTAL By
Gender and COO
Hospital Consultant
TOTAL By Gender and
COO
Career Post Without
CESR TOTAL By Gender
and COO Career Post With
CESR TOTAL By
Gender and COO
Career Post Completed
Core Training TOTAL By
Gender and COO
Hospital Consultant to GP
Training TOTAL By
Gender and COO
<Start GP Training To
Meet Desired Places>
<Time>
<TIME STEP>
<Start Run Through
Training To Meet Desired
Places>
<Start Core Training To
Meet Desired Places>
<Start Higher Specialty
Training To Meet Desired
Places>
Hospital
Consultant
Attrition Rate
TOTAL
<100 Percent>
Hospital Consultant
TOTAL Percentage
Increase
<100 Percent>
<TIME STEP>
Number Completing
Run Through
Training
<TIME STEP>
<FLAG Start
Accademic Year>
Number Completing
GP Training Core By
Gender
<TIME STEP>
<FLAG Start
Accademic Year>
<FLAG Start
Accademic Year>
<Percentage of the
Students that start F2 that
will Drop Out>
<Initial Hospital Consultant>
<Time>
GP Total By 10 Yr
Age Bands
Hospital Consultant
TOTAL By Age
Hospital Consultant
Total By 10 Yr Age
Bands
Number Completing
GP Training Core By
Age
<TIME STEP>
Number Completing GP
Training Core By Age
By 10 Yr Age Bands
<Start Seeking Hospital
Consultant Position after
Higher Specialty Training>
<Start Seeking Hospital
Consultant Position after Run
Through Training>
<Start Hospital
Consultant to GP
Conversion Training>
If this structure is
implemented may want to
consider using a different
delay type
<Initial GP Training By
Delay Length>
<Initial Run Through
Training By Delay
Length>
<Initial Core
Training By Delay
Length>
<Initial Higher Specialty
Training By Delay
Length>
Hospital Consultant
Attrition Rate Fixed
for 12 Months
<100 Percent>
Flag
Attrition
Trigger
Fixed Attrition
Rate Start Date<Time>
<TIME STEP>
<INITIAL TIME>
GP Attrition Rate Fixed
for 12 Months
<Flag
Attrition
Trigger>
<100 Percent> <TIME STEP>
<1 Year>
Career Post With
CESR Attrition Rate
Fixed for 12 Months
<Flag
Attrition
Trigger>
<100 Percent>Career Post Without
CESR Attrition Rate
Fixed for 12 Months
<Flag
Attrition
Trigger><100 Percent>
Career Post Completed
Core Training Attrition
Rate Fixed for 12 Months
<Flag
Attrition
Trigger>
<100 Percent>
GP Training
Attrition Delayed by
1TS
<TIME STEP>
Run Through Training
Attrition Delayed by
1TS
<TIME STEP>
Core Training
Attrition Delayed by
1TS
<TIME STEP>
Higher Specialty
Training Attrition
Delayed by 1TS
<TIME STEP>
Start Hospital
Consultant Position
Following Training
TOTAL by Age
<TIME STEP>
<FLAG Start
Accademic Year>
<1 Year>
<1 Year>
<1 Year>
<1 Year>
<Percentage Training
Entrants From English
System Start GP
Training>
Complete F1
TOTAL
<TIME STEP>
<FLAG Start
Accademic Year>
Number Completing GP
Training Core
<TIME STEP>
Start GP Training
From F2 TOTAL
<FLAG Start
Accademic Year>
Start GP Training
From Career Post
TOTAL
Start Run Through
Training From F2
TOTAL
<FLAG Start
Accademic Year>
Start Run Through
Training From Career
Post TOTAL
Start Core
Training From F2
TOTAL
<FLAG Start
Accademic Year>
Start Core Training
From Career Post
TOTAL
Number Start HST from
Career Post
<FLAG Start
Accademic Year>
Start HST from
English System
TOTAL
<FLAG Start
Accademic Year>
<TIME STEP>
<TIME STEP>
<Higher Specialty Training
Attrition Start Seeking
Training Or Career Post>
<Complete Consultant
Training Core Start Seeking
Career Post>
<TIME STEP>
<GP Run Through Training
Attrition Rate Start Seeking
Training Or Career Post>
<Run Through Training
Attrition Rate Start Seeking
Training Or Career Post>
<Core Training
Attrition Start Seeking
Training Or Career
Post>
<Start Seeking Higher
Specialty Training From
Career Post>
<TIME STEP>
Full supply model
Segmented by age & gender
Can include country of
origin/qualification, skill &
competences
Includes attrition, delays, exits &
returns, migration, full/part-time
working
13. Sensitivity & uncertainty analysis
20000
25000
30000
35000
40000
45000
50000
2010 2020 2030 2040
FTE
Year
90% Confidence
75% Confidence
50% Confidence
L
M
H
VH
0
5
10
15
20
25
30
35
40
0 - 1
1 - 3
3 - 5
5+ Data quality
No of
variables
Impact
14. Policy analysis
1 2 3 4 5Scenarios
Key Negative
Neutral
Positive
Not robustMore robustMost robust
If D is unlikely
A
B
C
D
Policies
Cost
Supply-demand gap
Age profile
15. Medical and Dental Student Intakes
Review of current intakes against likely future requirements
Insight provided into what policies work best
High degree of collaboration, including senior policy makers
Significant decisions made
2 percent reduction in medical school intakes for one year
No change to dental school intakes due to data quality issues
Rolling cycle of reviews
See
https://www.gov.uk/government/uploads/system/uploads/attachment_dat
a/file/127339/medical-and-dental-school-intakes.pdf.pdf
16. 5. Conclusions
What worked well
Stakeholder engagement
Futures thinking
Use of SD modelling
Where further work is needed
Quantifying uncertain parameters
Greater range of scenarios
17. Further research
Whole health & social care model supporting
DH’s 20 year strategic vision
Workforce skills and competences
Portfolio of scenarios and policies
Improving stakeholder participation
Information visualisation
18. Thank you!
Dr Graham Willis – Head of Research and Development
The CfWI produces quality intelligence to inform better workforce planning that
improves people’s lives
18