1. CfWI produces quality intelligence to inform better workforce planning, that improves people’s lives Health Workforce: Global perspectives Professor James Buchan: QMU jbuchan@qmu.ac.uk

2. CfWI International Why CfWI international? Global overview Core / Critical health workforce issues Case study-UK labour market connection CWI possible areas for action

3. International Networks to improve workforce planning Effective workforce planning in health and social care can only be achieved with a detailed understanding of workforce intelligence and planning in the rest of the UK and internationally. So... we are establishing an international collaboration with a growing group of key partners around the world.

4. Our principal aim – to strengthen the reliability of workforce planning by enhancing the existing practice of workforce planners through collaboration. What we are doing: Promoting exchange of policy approaches across countries to enhance the ability of each country to respond to workforce needs. Improving the quality of modelling regarding availability of workforce in and beyond England. Strengthening the quality of horizon scanning by pooling information and reports with international partners. Placing the CfWI at the heart of the international workforce planning community. Promoting understanding of global trends that affect workforce policies. Promoting international collaboration in medical workforce research, evaluation and forecasting.

5. Who is linking with CfWI? To find out more about CfWI International: http://www.cfwi.org.uk/cfwi-international

6. Working together for health WHR 2006 http://www.who.int/whr/2006/en/

8. Global perspective (WHR 2006) Estimated shortage of almost 4.3 million doctors, midwives, nurses and support workers worldwide. 57 countries, mostly in sub-Saharan Africa have critical shortages. Sub-Saharan Africa has only 4% of health workers but 25% of the global burden of disease (GBD). The Americas have 37% of health workers but only 10% of GBD. http://www.who.int/whr/2006/en/

9. Not a level playing field ……(WHR 2006) http://www.who.int/whr/2006/en/

10. Core issues How do we plan how many health workers to educate, and employ? How can we improve recruitment, retention and return? Which incentives are effective in motivating staff? How can we determine and deploy the most effective skill mix of staff? How do we improve productivity?

11. Critical issues: recession and reform (post) Recession: Oversupply Retraining/ redeployment Cost containment Reform: Cost reduction Productivity Improvement New incentives (de) regulation A “new” skill mix?

12. International Policy context WHO: Global Code on International recruitment (May 2010)emphasis on ethical recruitment sustainable health workforce bilateral agreements monitoring of flows EU green paper/ Belgian presidency (Oct 2010) health workforce planners network?HRH observatory? funds for retraining/redeployment?EU blue card for highly skilled?

13. UK: Nurse “Inflow”/ “Outflow” 1993-2008

14. Nurses from EU/ non EU sources 1993-2009

15. Bilateral flows: Nurses (UK and Australia) (Registration data: Source: UK NMC)

16. ...USA (Sept 2010) U.S. Invests $16.8 Million To Train Public Health Workforce 13th September 2010 HHS announces a major new investment in community health centers More than $727 million in grants from the Affordable Care Act to upgrade and expand community health centers. Funds will provide care for an additional 745,000 underserved patients Friday, October 8, 2010 http://www.hhs.gov/news/press/2010pres/10/20101008d.html

17. ...Australia (Oct 2010) The Prime Minister Julia Gillard and the Minister for Health Nicola Roxon today announced funding for the clinical training of up to 12,000 more medical, nursing and allied health professional students to help deliver better health care to Australians. The funds will support the undergraduate clinical training requirements for a 9.1% increase in the number of health professional students over the next three years. These funds are the direct result of ….. the largest investment in the health workforce ever made by an Australian Government (October 13 th 2010)

18. Conclusion: CfWI - possible areas for actions Data gathering / exchange and information architecture Monitoring trends, flows (national and international) Benchmarking (Localities, regions, national, international) Country level comparative case studies Policy analysis- regional / global Consultancy - knowledge exchange / transfer

19. CfWI produces quality intelligence to inform better workforce planning, that improves people’s lives To join CfWI International Learning Circle contact senait.petros@cfwi.org.uk senait.petros@cfwi.org.uk