The 20 District Health Boards’ Allied Health, Scientific and Technical Workforce

People Powered - Bringing the Numbers to Life

The Workforce Information & Projects Team

(Strategic Workforce Services - TAS) is a national

resource, which supports the 20 District Health

Boards (DHBs), to develop a sustainable and stable

health workforce which is able to meet the present

and future needs of the population it serves.

We do this by undertaking workforce assessments, developing workforce analysis, and supporting effective

workforce development and planning initiatives.

Through this process, numbers are our friends - You can’t build a successful workforce without accurate information and a comprehensive understanding of that workforce.

Better data and analytics can:

Support a greater understanding of current and future health workforce requirements, as well as evidence-based policy development and resource allocation.

Strengthen information capability to better inform thinking and strategy development; and

Support evidence based planning and collaboration across the DHBs to support decision making and future workforce planning.

We are working in collaboration with the 20 DHBs and agencies across the sector to develop a

comprehensive picture of the shape and characteristics of the DHB Allied Health, Scientific and

Technical (AHST) Workforce.

We are working with some large and varied data sets to examine patterns, unknown correlations, trends and other useful information relating to the 20 DHBs’ health workforces.

The Health Workforce Information Programme (HWIP)

Statistics New Zealand

Regulatory Authorities

Immigration New Zealand

NZQA, TEC and training providers

The National Minimum Dataset (NMDS) - which is a

national collection of public and private hospital

discharge information, including coded clinical data for

inpatients and day patients

LARGE DATA SETS

Data sets standardise the way data is collected and provide consistent

timeframes and protocols for collecting and managing the

information generated from records, organisations or systems that

capture the base data.

Data sets enable data to be analysed for insights that lead to better decisions, strategic shifts and more effective planning.

Organisations are inundated with large volumes of data (structured and unstructured) on a daily basis. It’s not the amount of data that’s important - It’s what organisations do with the data that matters.

The Health Workforce Information Programme (HWIP) Data

Data Visualisation Tool

Strategic Workforce Services Team - TAS

Capture &

Extract Data

Collate, Validate &

Prepare Data

Analyse & Generate

ReportsCommunicate

Quarterly reports – Workforce Information Reports – Issue specific (or deep dive) reports

The

20

Dis

tric

t H

ealt

h B

oar

ds

Sub

mit

wo

rkfo

rce

dat

a at

th

e en

d o

f e

ach

qu

arte

r(+

/-8

2,0

00

lin

e en

trie

s &

21

var

iab

les)

Static Reports

The

20

Dis

tric

t H

ealt

h B

oar

ds

and

oth

er

stak

eho

lder

s

The

20

Dis

tric

t H

ealt

h B

oar

ds

Sub

mit

wo

rkfo

rce

dat

a at

th

e en

d o

f e

ach

qu

arte

r(+

/-8

2,0

00

lin

e en

trie

s &

29

var

iab

les)

It sometimes seems like there are mounds of workforce data -

understanding what that data is telling you is often challenging.

It is not always clear how to turn that data into information that can guide good decisions …

What is involved?

Regular and consistent monitoring of workforce data relevant to service delivery;

Analysing workforce data to identify any existing or emerging workforce related issues that could pose risks to the delivery of outcomes and outputs;

Identifying high-level trends and developments that may affect the availability of the workforce required to deliver outcomes;

Working with key stakeholders to make linkages between the state of the workforce and how this translates into associated risks to the organisation; and

Reporting to key stakeholders on the workforce and any associated workforce risks, to inform organisational decision making towards mitigating these risks.

Reporting with a purpose - rather than reporting for the sake of reporting

Involves examining and interpreting workforce data, to identify or monitor workforce risks that could pose a risk to service delivery - e.g. critical skills shortages, an increasing number of staff

exits, or significant workforce retirement intentions.

Looks at what is happening, where, how and why it is happening; and considers what it might look like in the future if allowed to continue.

Strategic Workforce Analysis & Reporting

Workforce Data Usage

Workforce metrics

Trend analysis

Identifying workforce gaps

Monitoring targets or KPIs

Benchmarking with other similar organisations

Forecasting

DHB Allied Health Scientific & Technical - Workforce Metrics at a Glance

Hea

d C

ou

nt

Co

ntr

acte

d F

TE

Mea

n F

TE

Vac

ancy

FTE

Sick

Lea

ve

Ave

rage

ho

urs

per

FTE

p/a

An

nu

al L

eave

Bal

ance

to

En

titl

emen

t R

atio

Mea

n L

engt

h o

f Se

rvic

e Ye

ars

% V

olu

nta

ry

An

nu

al T

urn

ove

r

% F

emal

e

Ave

rage

Age

% O

ver

55

% M

aori

% A

sian

% P

acif

ic P

eop

les

% O

ther

Eth

nic

ity

% U

nkn

ow

n

Eth

nic

ity

2017 11,427 9,642.6 0.8 554.6 66.3 0.8 8.5 11.9% 80.9% 43.7 23.2% 5.2% 13.6% 2.7% 72.3% 6.2%

Change from 2012 5.9% 6.5% 0.6% - - - 6.8% 1.5% 0.3% 0% 2.8% 1.0% 4.0% 0.1% 1.5% -6.6%

2012 10,794 9,057.3 0.8 - - - 7.9 10.3% 80.5% 43.7 20.4% 4.2% 9.6% 2.6% 70.8% 12.9%

Workforce Availability

Size HeadcountContracted Full-time Equivalent (FTE)DistributionEmployment Status (Mean FTE)

Workforce Size

Useful for: Workforce profiling - other workforce metrics (e.g. recruitment, turnover and exit

rates) are also provided in terms of headcount Measuring data that relates to individuals - e.g. age, gender, diversity, etc. Headcount analysis, forecasting, modelling, and workforce planning Planning for recruitment, retention, talent development, productivity gains, etc.

Headcount Is the number of people employed at a point in time.

Indicates the size of the core workforce, regardless of hours worked and other working arrangements or leave.

Useful for: Measuring workforce capacity and cost (salary) Managing employee budget allocation Ensuring adequate staffing As the basis to calculate the average staffing levels annually

Contracted FTEIs the number of active full-time equivalent employees (based on hours contracted for all full-time and part-time employees) at a point in time.Indicates the size of the core workforce in terms of full-time equivalent

employees, regardless of hours worked and other working arrangements.

Workforce Size

Workforce Distribution

Useful for: Understanding a widespread workforce Contextualising with the external labour market -

particularly regional and local labour markets Understanding trends presenting within the data for

different locations, across various workforce themes

Workforce distribution is the breakdown of Headcount and/or Contracted FTE by

geographic location. Sometimes presented as the percentage of

total by location.

Employment Status - Mean FTE

Useful for: Indicating the overall part time status of a workforce Understanding availability of a workforce Identifying changes and trends within a workforce and services delivered. Measuring access to and utilisation of flexible working arrangements

Mean FTE is a measure of part time status. It is calculated by dividing the total Contracted FTE by the actual number of employees who make up that figure - i.e. Headcount.

This is only an average, so it does not model the ratio of fulltime to part time employees. Neither does it indicate ‘how’ part time

employees are.

Workforce Wellness & Mobility

Sick LeaveAnnual Leave Balance to Entitlement Ratios Voluntary Annual TurnoverWorkforce Tenure

Wellness Indicators

Useful for: Organisations that have identified an issue with unscheduled leave and want to

understand it further so they can implement targeted strategies or initiatives to address it Indicating the prevalence of unscheduled leave, especially for services that are

significantly impacted by employee absences Understanding the timing of absences and anticipating staffing needs, and can be

indicative of costs and productivity losses Indicating workforce morale and wellness

Sick LeaveWorkplace absence (paid or unpaid) due to illness or injury or to undergo a

planned medical procedure. The average number of sick leave hours per full-time equivalent employee.

Average Sick Leave Hours per FTE - DHB AHST Workforce as at 31 December 2017

Annual Leave Balance to Entitlement Ratio - DHB AHST Workforce as at 31 December 2017 Annual Leave Balance to Entitlement Ratio

Useful for: Managing annual leave balance liability

from a health and safety perspective Organisations that have identified an

issue with untaken annual leave and want to understand it further so they can implement targeted strategies or initiatives to address it

Indicating workforce morale, pressures and wellness

Workforce Mobility

Useful for: Monitoring employee initiated exits, to identify gaps in an organisation’s

employment context Identifying emerging trends and issues that need to be addressed in particular

business units or occupational groups or job families Monitoring likely impact on departure, vacancy and replacement costs, including

loss of institutional knowledge, skills and experience, and potential impact on workforce morale and workload

Indicating organisational insularity, and ineffective performance management processes

Turnover - Voluntary Annual TurnoverThe number of employees who left the organisation voluntarily during the

period as a percentage of the average headcount for the period.

Useful for: Measuring workforce capacity and cost (salary) Measuring workforce stability Monitoring loss or potential loss of experience and institutional knowledge Indicating the level of insularity or growth of an organisation, and its capacity to

compete effectively as a preferred employer Monitoring the extent of departure, vacancy and replacement costs being incurred,

and ensuring adequate resourcing, retention of talent Monitoring of existing retention strategies

Workforce Tenure - Mean Length of Service (LoS)The average length of service for the total number of ongoing employees at

the end of the period.

Workforce Profile

CompositionGenderAgeDiversity

Workforce Composition

Occupations highlighted have undergone workforce assessments within the past two

years - either as a singular occupation or as a service grouping.

Useful for: Developing a better understanding of

the composition of the organisation’s workforce

Monitoring occupations that are critical to business delivery

Monitoring occupations that may be at particular risk due to labour market shortages

Monitoring over- or under-resourcing and workforce allocations, etc.

Developing an understanding of trends presenting for different occupations, across various workforce themes

Gender Profile

Useful for: Monitoring the composition of the workforce, and to assist with promotion of

workforce diversity Informing workforce development strategies and planning Identifying changes and trends within a workforce and services delivered

This is a breakdown of total headcount by number of men and number of women employees.

This information can also be presented as the percentage of total headcount by gender.

Age Profile

Useful for: Monitoring the composition of the workforce Assessing the potential risk posed by likely age retirements and associated loss

of institutional knowledge, skills and experience. Understanding employee preferences and behaviours, to inform employment

value propositions, for example.

This is a breakdown of total headcount by age group.This information can also be presented as the percentage of total

headcount by age group.

As a single metric, average age provides a quick and simple indication of workforce age, but does not provide any indication of the dispersion of ages around the average.

Age Profile

Useful for: Useful for assessing the potential risk posed by

likely age retirements and associated loss of corporate knowledge, skills and experience

Approaching Retirement Age (55+)The number of employees in the age range

considered to be approaching retirement (55 years or older) as a percentage of total

headcount.

Workforce Diversity

Useful for: Monitoring the composition of the workforce, and to assist with promotion of

workforce diversity Informing workforce development strategies and planning Identifying changes and trends within a workforce and services delivered

This is a breakdown of total headcount by ethnic classification.

This information can also be presented as the percentage of total headcount by ethnicity.

‘Other Ethnicity’ is a group amalgamation of all ethnicities that do not fall into the groups Asian, Māori and Pacific Peoples.

Completed Workforce Assessment Reports are published at:https://tas.health.nz/strategic-workforce-services/workforce/workforce-assessment-reports/

• High demand for services and increased pressures due to significant increases in demand for health services - volume, acuity andcomplexity

• Changing models of care

• Changing and expanded service delivery hours

• Ageing workforce challenges

• Under representation of Maori and Pacific Peoples

• Workforce distribution issues

• Recruitment challenges - difficulty recruiting specialist practitioners, challenges recruiting for rural settings, high cost of accommodation in Auckland, competition for experienced staff

• Access to professional development opportunities

• Trainee numbers and funding of trainee positions

• Supervision and mentoring capacity

• Matching workforce to needs of inpatient/outpatient/community continuum

Workforce Challenges

What are the Workforce Assessments telling us?

• Expanding scopes of practice and moving into new scopes• Inter-professional practice• Community based roles integrated fully with general practice• Greater use of outpatient and community settings• Greater utilisation of health assistants and support workers• Development of leadership skills • Increased use of technology

Areas of Opportunity

www.tas.health.nz company/tashealth

For more information, please contact: Kamini Pather - Workforce Specialist Kamini.Pather@tas.health.nz

HWIP data extract provided by: Gema Ibanez - Senior Workforce Analyst

Information about HWIP and reports can be accessed at:https://tas.health.nz/strategic-workforce-services/health-workforce-information-programme-hwip/