HEALTH WORKFORCE PLANNING: CHANELLING YOUR INNER PLANNER

Transcription

1 HEALTH WORKFORCE PLANNING: CHANELLING YOUR INNER PLANNER HealthAchieve November 7, 2017 Denise Cole, Assistant Deputy Minister Health Workforce Planning & Regulatory Affairs Division Ontario Ministry of Health and Long-Term Care

2 PLANNING TODAY 2 No planning process, just processes for making plans Disparate strategies based on incomplete picture of population health needs Short-sighted and narrowly focused Planning is not collaborative and takes place in isolation Evidence and data not aligned to planning needs

3 CHALLENGES TO PLANNING (1/2) 3 Challenges underpinning health workforce planning efforts Shifting patient needs, preferences and technological advances create uncertainty The mix, supply and distribution of health professionals is constantly evolving New types of professionals are being introduced with the roles of existing professionals under pressure to expand Health professionals are not employees of the government (they either bill the government or work under contract) Organization of care delivery constantly needs to evolve to improve patient experience and health outcomes, keeping costs manageable (triple aim) Workforce planning in the province mostly utilization-based, rather than needs-based (and little consideration of effective demand)

4 CHALLENGES TO PLANNING (2/2) 4 What are the major problems with respect to workforce planning in Ontario? Planning efforts have not reflected realities of the health system Don t account for patient needs, new/emerging models of care Mostly focus on physicians and nurses Haven t considered (lack of) economic growth Health system arrangements Governance (e.g., fragmented professional regulatory structure) Financial (e.g., policy levers limited to remuneration) Delivery (e.g., labour supply and distribution out of control of government)

5 THE JOURNEY AHEAD 5 shift the planning paradigm

6 6 Workforce planning is about getting the right number of people with the right skills in the right jobs at the right time.* *State Government of Victoria, Australia

7 WORKFORCE PLANNING BINGO FROM RHETORIC TO ACTION 7 Interprofessional Right size Right Mix Right time Right Care Right place Patient Centred

8 RN PRESCRIBING 8 We But we think: SHOULD be thinking Enhanced access to care Better future workforce patient needs? experience Improved access to medication work? 3) More How does efficient it impact use the scope of the of practice of others? workforce 1) How does this change our projected 2) Model of care we need to make this 4) Education required for RNs AND for others? To many, a scope change Actually a TRANSFORMATIVE INNOVATION that requires careful health workforce planning

9 LHIN RENEWAL 9 We think: Better access to care future More workforce equitable needs? access Better patient experience work? Higher-quality care Improved efficiency But we SHOULD be thinking 1) How does this change our projected 2) Evidence and data needs? 3) Models of care we need to make this 4) Compensation Models? 5) Provider education needs? LHIN Renewal To many, better access to integrated care closer to home Actually, an INNOVATION requiring careful health workforce planning to enable success

10 OTHER INNOVATIONS 10 Virtual Health Networks. AND,NOW Personal Health Care Apps. PIGEONS???? Virtual diagnostic Imaging

11 THINKING OUTSIDE THE BOX 11 Pigeon Vision: trainable observers of pathology and radiology breast cancer images Overall, our results suggest that pigeons can be used as suitable surrogates for human observers in certain medical image perception studies

12 12 BUT! What we think What we think Transformative Innovation does NOT Transformative become reality without innovation a carefully Better Transformative access to diagnostic innovation imaging Better access to diagnostic Fewer We imaging SHOULD highly be paid thinking radiologists/ pathologists Fewer highly paid Recruitment radiologists/pathologists What type centre of skills in are Trafalgar needed to Square! Recruitment support this innovation? centre Trafalgar Square? Existing or new providers? planned health workforce to support it PIGEON Technological Advancement ALSO Training for new providers? Continuing professional development to transform our EXISTING workforce? Impact on labour market? Regulatory framework for safe delivery of care?

13 RE-CAP 13 Our approach to health workforce planning is evolving away from supply and demand planning But still not responsive to changing patient need We do not (and perhaps cannot yet) plan a health workforce to support transformative innovation We need to shift the planning paradigm The journey will be a long one, but it has begun

14 PAN-CANADIAN HEALTH WORKFORCE PLANNING 14

15 KEY COMPONENTS OF HEALTH WORKFORCE PLANNING 15 Understanding Need Scope of Practice Labour Market Health Workforce Planning Education Models of Care Equitable Access to Care: Distribution Recruitment Retention Integration Legislative Barriers

16 16 MOHLTC Health Workforce Planning Advisory Table Policy and Priorities Working Group Evidence and Data Working Group Measurement and Evaluation Working Group Sector Engagement Key Internal and External Resources (may be individuals or organizations)

17 Thank You! 17