Getting it Right: Planning for Nursing Resources Based on Needs of People

1. Getting it Right: Planning for Nursing Resources Based on Needs of People International Seminar of PROFAE Salvador, Brazil, July 25, 2006 Dr. Gail Tomblin Murphy Dalhousie University Halifax, Nova Scotia Canada

3. Nursing in Canada • Nursing workforce in Canada includes three occupational groups • 250,000 Registered Nurses; • 6,000 Registered Psychiatric Nurses; • 60,000 Licensed Practical Nurses • To obtain a license to practice nursing, individuals must demonstrate theoretical knowledge, clinical practice skills, as well as pass a national exam

4. Acknowledgements • Team: • Dr. Linda O’Brien-Pallas, Dr. Stephen Birch, Dr George Kephart, research team (health services researchers and policy makers) in ten jurisdictions. • Funders: • Health Canada, HRSDC,CHSRF, CIHR, NSHRF, OMHLTC, Saskatchewan Innovation and Science Fund, and Capital District Health Authority.

5. General Features of Work: • Collaborative • Multi-jurisdictional • Education and Health ministries • HHR researchers and government planning officials • Innovative • Population health needs-based • Testing effectiveness of planning/policy scenarios • Readily adaptable to new data/assumptions/commitments

6. Traditional HHR Planning • Most HHR planning has been: • poorly conceptualized • intermittent • varying in quality • supply-driven • profession-specific • made without consideration of changes in health care needs and service provision • made without vision or data

7. Challenges • Infrastructure • Evidence • Capacity • Funding

8. Opportunities • Partnerships • Needs based and context based planning • Data investment

9. Health System and Health Human Resources Planning Conceptual Framework1 Political Geographical Social Health Outcomes Supply Production (education and training) Resource Deployment and Utilization Population Health Needs Efficient Mix of Resources (Human & Non-Human) System Design Provider Outcomes PLANNING & FORECASTING Management organization & delivery of services across sectors Financial Resources System Outcomes Technological Economic 1O’Brien-Pallas, Tomblin Murphy, Birch, 2005 (adapted from 1O’Brien-Pallas, Tomblin Murphy, Birch, & Baumann , 2001, and O’Brien-Pallas & Baumann, 1997)

10. Analytical Framework (Birch, Tomblin Murphy, Kephart, O’Brien-Pallas, MacKenzie, 2005) • Estimates the health services required to meet the needs of the population that is then translated into the required health providers to deliver this service. • Provider Supply • ‘How many providers are (or will be) available to deliver health care services to the population?’ • Provider Requirements • ‘How many providers are required to ensure sufficient ‘flow’ of health care services to meet the needs of the population?’

11. Some Profession Specific Simulation Results • LPNs • RNs

12. Effects of Individual Policy Changes on LPN Gap by Future Year, Needs Follow Observed Trends, Atlantic Canada, 2002.

13. Effects of Cumulative Policy Changes on LPN Gap by Future Year, Needs Follow Observed Trends, Atlantic Canada, 2002

14. Effects of Individual Policy Changes on RN Gap by Future Year, Needs Follow Observed Trends, Atlantic Canada, 2002

15. Effects of Cumulative Policy Changes on RN Gap by Future Year, Needs Follow Observed Trends, Atlantic Canada, 2002

16. Recommendations • Need based Planning • Data Investment • Partnerships

17. Recommendations • Needs-Based Planning • Considering changes needs of people across age, gender, and social groups. • Considering social, economic, cultural, technological, political, geographic factors

18. Recommendations • Data Investment • Ongoing investment in accessible, comparable, and comprehensive data for HHR planning is critical. • Ongoing data collection on the variables needed for the supply, training, work and productivity and needs modules • Learning from best practices

19. Recommendations: • Partnerships • Policy community (both the Ministries of Education and Health), the education community, regional health authorities, communities, NGOs, the research community and others are essential. • Need to commit to sharing tools, best practices, frameworks, data, analytical models, data, etc

20. Collaborative Pan Canadian Framework: Implications for Nursing

21. Relevance to the Nursing Sector in Canada • Building the Strategy for Nursing Human Resources in Canada.http://www.buildingthefuture.ca/ • An extensive consultation process designed to seek the views and opinions of a wide range of nursing stakeholders in Canada on about nursing

22. Building the Strategy for Nursing Human Resources in Canada. • 5 years study with 2 phases and examined the nursing workforce for all three regulated nursing professions in Canada. • Phase I: 15 research reports on areas such as nursing mobility, the international labour market, nursing education in Canada, and many others. • Phase II: Pan-Canadian HHR strategy in consultation with government and non-government stakeholders.

23. Summary of Recommendations • Create a stable supply of nurses. • Develop a pan-Canadian approach to nursing education in collaboration with the provincial, territorial and federal governments to prepare the number of qualified graduates needed to meet workforce needs. • Enhance data collection to improve HHRP. • Use a HHRP Framework based on population health needs to plan for nurse resources. • Use evidence-based practices to inform staffing decisions including retention and recruitment decisions.

24. Summary of Recommendations • Implement effective and efficient mechanisms to address workload issues and improve patient, nurse, and system outcomes. • Create work environments that maximize patient, nurse and system outcomes. • Improve and maintain the health and safety of nurses. • Develop innovative approaches to expand clinical experiences in nursing education. • Maximize the ability of nurses to work in their full scope of practice.

25. Three Priority Pan-Canadian Strategies to deal with Nursing HR Challenges • Optimize use of nurses' knowledge and skills - Allow nurses to practice to their level of competency in all clinical settings. • Link planning with other health professions - Develop a pan-Canadian interprofessional health human resource strategy. • Ensure a future supply of nurses - Provide funding to increase the capacity of nursing education programs in Canada. • Need to devote adequate funding to increase the supply of nurses by increasing the capacity of nursing education programs in Canada.

26. Workplace Priorities • Compile “Best Practices” that outline effective workplace strategies that create effective working environments, and maximize nurse and system outcomes. • Create a coordinated pan-Canadian strategy to inform health system managers and policy-makers regarding the relationship between workload and quality of patient care and nurse health. • Address issues related to workplace health and safety and working environments to ameliorate the effects of overwork and burnout.

27. Pan-Canadian Strategies to Create a Stable Supply of Nurses • Broaden the HHR planning framework to be inclusive of other health professions • Develop an integrated health profession HHR strategy • Standardize and streamline the regulation and licensure of nurses among jurisdictions in Canada to facilitate mobility

28. Pan-Canadian Strategies to Create a Stable Supply of Nurses (Cont’d) • Develop national standards to assess the competencies of internationally educated nurses • Establish supports to facilitate the integration of such nurses into Canadian society • Work to identify and minimize barriers to the immigration of nurses while establishing policies to prohibit unethical “poaching” of nurses

29. Pan-Canadian Strategies for Nursing Education • Establish a national strategy to recruit First Nation, Inuit and Métis • Develop consistent pan-Canadian standards for nursing education • Devote adequate funding to increase the supply of nurses by increasing the capacity of nursing education programs in Canada

30. Pan-Canadian Strategies for Nursing Education (Cont’d) • Provide funding assistance in the form of scholarships and bursaries, tax incentives for nurses who re-enter the profession and programs to address tuition debt relief for nurses • Promote education for nurses at the Masters and PhD level • Develop a long-term strategy to educate and recruit nursing faculty

31. Pan-Canadian Strategies to Expand Clinical Experiences in Nursing Education • Explore full potential of technology to enhance learning opportunities for nurses in Canada; e.g.: • Web-based learning, telehealth, simulation labs • Increase simulated learning experience • Develop innovative opportunities to integrate student placements across sectors • Fund clinical experiences in a variety of geographical areas • Explore the development of pan-Canadian clinical learning experiences

32. Pan-Canadian Strategies to Expand Clinical Experiences in Nursing Education (Cont’d) • Fund clinical experiences in a variety of geographical areas • Appropriately recognize and compensate the role of preceptor/mentor in clinical education • Provide adequate funding for ongoing continuing education.

33. Pan-Canadian Strategies to Enhance Data Collection for HHR Planning • Develop frameworks and tools to needs based HHR planning • Develop a unique identifier for students and registrants in nursing groups to permit long-term follow-up • Standardized criteria for data collection to support HHR planning • Develop a national database for nursing HHR • Coordinate the activities of nursing research units to share results and develop common research agendas

34. Pan-Canadian Strategies for Evidence-Based Staffing Decisions • Tools to accurately assess workloads of nurses in various settings • Standards to regulate nurse staffing mix, nursing workloads and maximum hours of work allowed • Policies that will enable older nurses to play a mentorship / expert role for younger nurses • Share “Best Practices” related to retention and recruitment of nurses

35. Pan-Canadian Strategies to Maximize Ability to Work to Full Scope of Practice • Ensure organizational policy eliminates non-nursing duties for nurses • Conduct and support further research that supports nurses working to their full scope of practice • Disseminate knowledge of existing research