Abstract
Resource planning plays a central role in health care. Especially when it comes to the healthcare workforce, planning is crucial in order to avoid shortages. Workforce planning takes place on different stakeholder levels and is based on different planning methodologies, namely supply-based, demand-based, needs-based models, and benchmarking. A challenge in applying any of these models, however, lies in dealing adequately with uncertainty by making plausible assumptions. Another weakness shared by all four models is that they are rooted in traditional care processes, as opposed to integrated, team-based, and partly digital models of care. Therefore, the article closes by highlighting some of the new approaches to workforce planning.
“Plans are worthless, but planning is everything”
(Dwight D. Eisenhower, 1957)
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Notes
- 1.
To the merit of the GMENAC, it should also be said that the US health care system is probably one of the most difficult for which to forecast physician supply requirements. First of all, it is a very large country with many different subcultures affecting health demand and patient preferences. Secondly, the provider structure is highly fragmented leaving providers with very different abilities in managing patient demand.
- 2.
PCMH is a model of care from the United States which puts primary care in the centre and rests on the notion of transforming health care structures to ensure patient-centred, accessible, and coordinated health care (Agency for Healthcare Research and Quality, n.d.).
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Ozegowski, S. (2017). Planning. In: Amelung, V., Stein, V., Goodwin, N., Balicer, R., Nolte, E., Suter, E. (eds) Handbook Integrated Care. Springer, Cham. https://doi.org/10.1007/978-3-319-56103-5_12
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