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CHAPTER 3 Commissioned Study:
3.1 Current Healthcare Manpower Planning
3.1.1 At present, the Government assesses manpower requirements for healthcare professionals in step with the triennial planning cycle of UGC16 for the purpose of facilitating academic planning by tertiary institutions. In making long-term manpower projections, the Government takes into consideration, among other things, the number of retirees each year, trend of wastage, demographic changes, special needs of the community for particular areas of services, trend of development of healthcare professions and medical technology.
3.1.2 Various institutions also conduct projections and surveys on healthcare manpower. HA, being the largest employer of healthcare professionals and healthcare service provider in Hong Kong, conducts manpower planning and forecast for the public sector. In projecting its future healthcare workforce requirement, HA takes into account the utilisation rate of its comprehensive spectrum of services, as well as other factors including population growth and ageing trend, changes in service delivery model, medical technology advancement and development of new services. Separately, DH has been conducting a series of HMSs for healthcare professionals practising in Hong Kong since 1980. The surveys aim to obtain up-to-date information on the characteristics and employment status of healthcare professionals working in Hong Kong. Other organisations
such as HKAM and the Business Professionals Federation of Hong Kong conduct reviews on manpower planning for healthcare professions from time to time.
3.1.3 All the above-mentioned manpower forecasts, surveys and reviews provide useful inputs for HKU to conduct a comprehensive and in-depth healthcare manpower planning study for Hong Kong.
16 The Government and UGC follow a triennial planning cycle for the UGC-funded institutions. Every three years there is a major exercise to map out the academic development direction for the next three-year funding period, including the number of degree places, their distribution among different disciplines and the corresponding funding support.
3.2 Study by the University of Hong Kong
3.2.1 The study of HKU starts with a survey of the projection models available in literature and the healthcare workforce planning tools adopted by international organisations, overseas countries and local institutions. References have been drawn to the manpower planning and projection tools by the World Health Organisation and the Organisation for Economic Cooperation and Development. In addition, HKU has reviewed the projection methodology and parameters for manpower projection models of nine overseas jurisdictions including Australia, Canada, Japan, the Netherlands, New Zealand, Scotland, Singapore, the UK and the US. HKU has also taken into account the planning tools
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used by local institutions as mentioned in 3.4 Generic Projection Modelparagraph 3.1.2 above.
3.3 Challenges and Constraints of Healthcare Manpower Projection
3.3.1 HKU has identified a number of challenges in conducting manpower projection in Hong Kong. The changes in the patterns of referral, sector of service delivery (public and private), technological advancement, scope of practice, feminisation of the workforce, healthcare policy and service delivery regulation affect constantly the demand for healthcare service, while changing population demographics, inter-regional and inter-sectoral (public/private) movement of healthcare professionals and patients as well as healthcare utilisation patterns further complicate manpower projection.
3.3.2 It transpires from the exercise that healthcare manpower projection is an extremely complex mission. There is no universal model for projecting healthcare manpower whether in the literature or among the jurisdictions surveyed. The more common approaches adopted include workforce- population ratios, demand/utilisation-based or needs-based models, and supply models. A brief description of these models is set out in Annex 3. Each method however has its own strengths and limitations, and involves many compromises, simplifications and assumptions in the projection process.
3.3.3 Manpower projection is also a highly data-intensive activity. Although public sector in-patient and outpatient data for manpower projections is readily available, a substantial proportion of patient care occurs in the private sector for medical and social care where utilisation data are scattered, less complete, or not readily available. The lack of normative standards defining productivity is also a major impediment to workload analysis.
3.4.1 Bearing in mind the constraints and challenges of healthcare manpower projection, HKU has developed a generic projection model that suits the local circumstances. The manpower projection model of HKU seeks to quantify the difference between the projected demand for and supply of healthcare professionals i.e. projected manpower gap in terms of full time equivalents (FTEs).
3.4.2 A utilisation model (derived from an endogenous, historically informed base case scenario) where current utilisation (as proxy for manpower demand) and a stock and flow model (for manpower supply) was used to project demand and supply. The complex model seeks to project the demand for healthcare professionals in the coming years by projecting healthcare services utilisation of the population to be served using historical utilisation data which are adjusted for population growth and demographic changes, to which known and planned services and developments are incorporated. Future supply is derived from existing and planned local programmes as well as new registrants holding non-local qualifications. The projections will subsequently be further adjusted for externalities and policy interventions.
3.4.3 The model has also taken into account requirements of the welfare sector in addition to the medical care sector, as well as the various levels of healthcare (i.e. primary, secondary and tertiary care) and the different sectors/settings where healthcare professionals are engaged.
3.4.4 Under this model, the manpower situation at the base year (i.e. 2015) is assumed to be at an equilibrium and takes into account known shortage in the public and subvented sectors for healthcare professionals as at end 2015.
Chapter 3 - Commissioned Study: Manpower Projections 54
3.5 Projecting Demand
3.5.1 Figure 3.1 illustrates the demand model volumes. These projected volumes were then process where historical utilisation data and converted into FTEs and subsequently further the Hong Kong demographic projections were adjusted for externalities and policy used to project age-, sex-specific utilisation interventions.
Figure 3.1 HKUs demand model
2004-2015 HK demographicsDH outpatient dataHA discharge /outpatient data HMSs Thermatic Household SurveysDomestic Health Accounts
Historical utilisation data
Projecting utilisation volumeby Artificial Intelligence(i.e. Support Vector Machine)
Service Enhancement Sets of projected
Direct policy-induced demand
Conversion into FTEs
Projectednumber of FTEs
55 Chapter 3 - Commissioned Study: Manpower Projections
3.6 Projecting Supply
3.6.1 The supply model is a non-homogenous Markov Chain Model, where workforce systems are represented as stocks and flows. Figure 3.2 illustrates the supply model process.
These projected volumes were then converted into FTEs and subsequently further adjusted for externalities and policy interventions.
Figure 3.2 HKUs supply model
Changes inlocal intake
Existingregistrants Total registrants
Retired No longer practisingin profession but not retired
Deregistered Otherwise unavailable
Externalities / Policy
Different capacity and work pattern of service sectors
Normative working hours
Projectednumber of FTEs
Conversion into FTEs
Chapter 3 - Commissioned Study: Manpower Projections 56
3.7 Manpower Gap
3.7.1 The gap analysis quantifies the difference between the projected demand for and supply of each healthcare profession in FTEs for the base case which accounts for historical trends adjusted for population growth and demographics. Different sensitivity scenarios are also simulated to test alternative results based on different data and derive credible interval and a best guestimate (Figure 3.3).
3.7.2 The manpower projection results for the healthcare professions subject to statutory registration are summarised in part 3.8. Because of the nature of manpower projection and the inherent limitations of the model itself, the projection results should be viewed in perspective. In interpreting the projection results, we should focus on the trend rather than the absolute gap. The medium to long-term projection could change significantly if events unknown now happen in future.
Figure 3.3 Credible interval
90% of projections fall in theshaded region
Understanding Manpower Gap: Credible Interval
Scenario Historical Projection
Scenario Set Historical
57 Chapter 3 - Commissioned Study: Manpower Projections
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