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Birch and colleagues [ 113] have developed a sophisticated analytical framework for use in needs-based human resources planning, to model the impact on the health workforce of assumptions about provider supply and provider requirements, including estimates of need.
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Right place (a scenario based on changing the way aged care services are provided) 3. Full time work for full time pay (increasing average FTE worked) 4. Retirement impact – ageing workforce (changing assumptions about impact of retirements) 5. Right care, right place, right skill (version i, based on expansion of LPN workforce) 6.
A particularly contentious component of workforce planning is assumptions about the planned skill mix for meeting future care needs.
As with any workforce planning model, the Alberta Health Services model involved a number of assumptions which have been described.
Models which allow for transparency of the underlying assumptions, and the ability to assess the sensitivity of assumptions and the impact of policy choices are required for effective workforce planning.
Lots of assumptions there.
That's a lot of assumptions.
Even under the most optimistic assumptions, there will be a shortfall in the care workforce of 200,000 by 2020, according to research into migration and the care workforce published by Independent Age and ILC-UK earlier this month.
Together with physicians they constitute a workforce of "advanced clinicians".
Produce the required workforce of satisfactory quality.
With regard to the public health workforce this assumption appears reasonable, although it needs to be critically examined.
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