Health Care Workforce - DSCI 321 - Health Analytics Library Research Guide

What's the Single Biggest Expense In Enterprise - People

On January 30, 2025, Health Canada released a report detailing the gaps in the healthcare workforce. The report was conducted by Dr. Geneviève Moineau, Health Canada's Chief Medical Workforce Advisor, and it identified that Canada is lagging behind other OECD countries in healthcare workforce planning.

The state of the health workforce in Canada, 2022
Moving through and beyond the COVID-19 pandemic has been a time of challenge and innovation, particularly in the area of health human resources. Funding increases, pan-Canadian collaboration and changes in health service delivery across the country have set the stage for new conversations about how to move forward. CIHI has compiled the most recent data on selected health professionals — including physicians, regulated nurses, pharmacists, occupational therapists, physiotherapists and personal support workers to illustrate the current state of the health workforce.
CIHI - Health Worforce
Health care providers are one of the greatest assets of Canada’s health care systems. Evidence-based planning for and distribution of health care professionals — now and in the future — are vital parts of making sure Canadians can access health care services when and where they need them.

There are many different types of health care providers in Canada. CIHI collects data and information on more than 30 groups of health care professionals, including detailed record-level information on supply, distribution, demographic, education, employment and practice characteristics for some professionals, and broader data on other professionals. Explore information on the health workforce, including indicators, tools, reports, data tables and other key resources.

Caring for Canadians: Canada’s Future Health Workforce – The Canadian Health Workforce Education, Training and Distribution Study by Health Canada
ISBN: 9780660742779
Publication Date: 2025
The Canadian Health Workforce Education, Training and Distribution Study (the Study), the first panCanadian study of its kind, confirms a significant gap in the health workforce that, if no action is taken,
will worsen over ten years. The Study highlights the even larger gaps in rural and remote communities, the limited training capacity in the North and the unique challenges of building the Indigenous
workforce. An important interdependence exists between provincial and territorial jurisdictions and Indigenous partners such that addressing health workforce challenges can only occur with
collaboration across the country.

Physians

Over one in five Canadians don't have a regular family doctor or nurse practitioner. Statistics Canada announces the official annual population estimate on July 1st. On that date, Canada had a population of 41,288,599, so that number of Canadians without a family doctor, was 8,257,720.

Another vexing issue confronting the healthcare system and patients is waiting times.

Surgeon- and hospital-level variation in wait times for scheduled non-urgent surgery in Ontario, Canada: A cross-sectional population-based study.
Canadian health systems fare poorly in providing timely access to elective surgical care, which is crucial for quality, trust, and satisfaction. Methods We conducted a cross-sectional analysis of surgical wait times for adults receiving non-urgent cataract surgery, knee arthroplasty, hip arthroplasty, gallbladder surgery, and non-cancer uterine surgery in Ontario, Canada, between 2013 and 2019. We obtained data from the Wait Times Information System (WTIS) database. Inter- and intra-hospital and surgeon variations in wait time were described graphically with caterpillar plots. We used non-nested 3-level hierarchical random effects models to estimate variation partition coefficients, quantifying the proportion of wait time variance attributable to surgeons and hospitals. Results A total of 942,605 procedures at 107 healthcare facilities, conducted by 1,834 surgeons, were included in the analysis. We observed significant intra- and inter-provider variations in wait times across all five surgical procedures. Inter-facility median wait time varied between six-fold for gallbladder surgery and 15-fold for knee arthroplasty. Inter-surgeon variation was more pronounced, ranging from a 17-fold median wait time difference for cataract surgery to a 216-fold difference for non-cancer uterine surgery. The proportion of variation in wait times attributable to facilities ranged from 6.2% for gallbladder surgery to 23.0% for cataract surgery. In comparison, surgeon-related variation ranged from 16.0% for non-cancer uterine surgery to 28.0% for cataract surgery. Implications There is extreme variability in surgical wait times for five common, high-volume, non-urgent surgical procedures. Strategies to address surgical wait times must address the variation between service providers through better coordination of supply and demand. Approaches such as single-entry models could improve surgical system performance.
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de Jager, P., Aleman, D., Baxter, N., Bell, C., Bodur, M., Calzavara, A., Campbell, R., Carter, M., Emerson, S., Gagliardi, A., Irish, J., Martin, D., Lee, S., SaxeBraithwaite, M., Seyedi, P., Takata, J., Yang, S., Zanchetta, C., & Urbach, D. R. (2024). Surgeon- and hospital-level variation in wait times for scheduled non-urgent surgery in Ontario, Canada: A cross-sectional population-based study. PloS One, 19(8), e0307845. https://doi.org/10.1371/journal.pone.0307845
B.C. Surgery Wait Times
The Surgery Wait Times website is designed to offer information about wait times for scheduled surgical procedures in B.C. The Wait for Surgery represents a component of the total waiting time for surgery, from the date the health authority receives the booking form to the date that the patient receives surgery. The data presented is a snapshot of scheduled surgeries completed in the most recent 3-month time period available. The website is updated bi-monthly (every two months).
Mason, A., Atwood, K., & Hodgins, F. (2024). Impact of the family physician shortage on BC specialists’ health and well-being. British Columbia Medical Journal, 66(6), 210–214.
Little is known about the impact the shortage of primary care physicians has on specialists who are caring for patients who do not have a family physician. Methods: This qualitative study involved semistructured interviews with 37 specialists in Victoria, British Columbia; an additional 21 specialists provided written comments anonymously in an online forum. Participants were asked to describe the impact the shortage of primary care physicians has on their patient profile, clinical workflows, and work volumes. Results: Participants reported an increase in the number of patients who do not have a primary care physician. This has affected specialists' ability to discharge patients, which has resulted in longer wait lists and a greater work burden. Additionally, patients who do not have a family physician seek care from specialists that is beyond the scope they can provide. Participants also reported a decline in the quality of their professional and personal relationships and an increase in moral distress; some stated they were delaying retirement or leaving the workforce early and were concerned about the erosion of their skills and the ability to take sick time or extended leave. Conclusions: The shortage of primary care physicians has ripple effects on other levels of care. This exacerbates existing issues related to labor shortages and burnout for specialists practising in BC.
Li, K., Frumkin, A., Bi, W. G., Magrill, J., & Newton, C. (2023). Biopsy of Canada’s family physician shortage. Family Medicine and Community Health, 11(2). https://doi.org/10.1136/fmch-2023-002236
Family physicians provide comprehensive care for the community and are an integral part of the healthcare system. Canada is experiencing a shortage of family physicians, driven in part by overbearing expectations of family physicians, limited support and resources, antiquated physician compensation, and high clinic operating costs. An additional factor contributing to this scarcity is the shortage of medical school and family medicine residency spots, which have not kept pace with population demand. We analysed and compared data on provincial populations and numbers of physicians, residency spots and medical school seats across Canada. Family physician shortages are the highest in the territories (>55%), Quebec (21.5%) and British Columbia (17.7%). Among the provinces, Ontario, Manitoba, Saskatchewan and British Columbia have the fewest family physicians per 100 000 persons in the population. Among the provinces that offer medical education, British Columbia and Ontario have the fewest medical school seats per population, while Quebec has the most. British Columbia has the smallest medical class size and the least number of family medicine residency spots as a function of population, and one of the highest percentages of provincial residents without family doctors. Paradoxically, Quebec has a relatively large medical class size and a high number of family medicine residency spots as a function of population, but also one of the highest percentages of provincial residents without family doctors. Possible strategies to improve the current shortage include encouraging Canadian medical students and international medical graduates to consider family medicine, and reducing administrative burdens for current physicians. Other steps include creating a national data framework, understanding physician needs to guide effective policy changes, increasing seats in medical schools and family residency programmes, providing financial incentives and facilitating entry into family medicine for international medical graduates.
CMA - Why is it so hard to find a family doctor?
CBC - 700 more family physicians in B.C. since payment revamp: doctors

Nursing

Nursing is a challenging profession. The healthcare system is facing a staffing crisis regarding one of the most crucial groups within its workforce - Nurses. Demand for nursing services in Canada far exceeds the current supply of nurses, exacerbated by the global shortage of nurses. Statistics Canada estimates that there are over 5,000 nurse vacancies in BC, and by 2031, nearly 27,000 nurses will be needed to keep up with the healthcare needs of the expanding B.C. population.

Another significant challenge facing healthcare is the turnover rates for nurses especially the turnover rate for new nurses which can be as high as 30 percent in their first year.

CFNU / CHWN Sustaining Nursing in Canada
The nursing workforce – registered nurses (RNs), licensed practical nurses (LPNs), registered psychiatric nurses (RPNs) and nurse practitioners (NPs) is struggling with numerous complex intersecting issues, including chronic shortages, inadequate staffing, excessive workloads, mandatory overtime, toxic workplaces, and endemic violence. The pandemic has both compounded these challenges and introduced new concerns with occupational exposures, overcapacity issues and significant moral distress. Many nurses have left, feeling disrespected, frustrated, overwhelmed, and lacking control over how they practice their profession with little to no work-life balance, and many more are contemplating leaving full-time positions. This leaves those remaining in the profession with little hope unless there is clear, decisive, and coordinated action to change the dire situation.
Boamah, S. A., Callen, M., & Cruz, E. (2021). Nursing faculty shortage in Canada: A scoping review of contributing factors. Nursing Outlook, 69(4), 574–588. https://doi.org/10.1016/j.outlook.2021.01.018
Background
Strong nursing faculty is paramount to promote disciplinary leadership and to prepare future nurses for practice. Our understanding of the factors associated with or predictive of nurse faculty retention and/or turnover is lacking.
Purpose
The aim of this review is to identify and synthesize the existing literature on factors contributing to nurse faculty shortage in Canada and implications on nursing practice.
Methods
A scoping review based on the Arskey and O'Malley's five stage framework for scoping reviews was undertaken. Utilizing the PRISMA protocol, a comprehensive and structured literature search was conducted in five databases of studies published in English.
Findings
Limited through search inclusion and relevance of research, nine studies out of 220 papers met the criteria for this review and were thematically analyzed. Identified themes were supply versus demand; employment conditions; organizational support; and personal factors.
Discussion
Impending retirement of faculty, unsupportive leadership, and stressful work environments were frequently reported as significant contributing factors to the faculty shortage.
ORACLE - The Cost of Nurse Turnover by the Numbers
As nurse turnover proliferates, it costs providers and patients alike in several ways. It increases patient wait times. It decreases the time nurses can spend with individual patients, ultimately diminishing the level of care. And it takes a mental and physical toll on the nurses who remain, causing many of them to move to other healthcare employers, leave the industry, or retire early. Healthcare providers must take steps to improve their retention of staff nurses in this highly competitive labour market.

Allied Health Workers

Who Makes Up the Allied Health Workforce in B.C.?
The allied health workforce provides a range of preventative, diagnostic, technical and therapeutic health-care and clinical support services across the lifespan and care continuum. They contribute specialized expertise, education, research and leadership, often working as integral members of a collaborative health-care team to improve the health and well-being of British Columbians. There are over 70 allied health disciplines comprised of regulated professions, technical, social/community, clinical assisting occupations* and therapy. Members of the allied health workforce deliver, support or inform direct patient care and have completed occupation-specific education or training. Allied health does not include medical and nursing-related occupations, such as physicians, dentists, healthcare assistants, midwives, nurse practitioners and nurses.

Hygiene

Hospital and healthcare environments influence patient health and recovery. Cleaning and disinfection can reduce the number of microorganisms in the healthcare environment. Healthcare-associated infections (HAI) remain a patient safety issue and significantly impact the provision of care. Let’s not forget the people on the front line of infection control cleaning staff.

Health care-associated Infections
Healthcare-acquired infections (HAI) are a major patient safety issue and economic burden for the healthcare system. In Canada, one in every nine hospital patients contracts a healthcare-associated infection. It is estimated that more than 220,000 cases of HAI occur in our hospitals each year, resulting in at least 8,000 deaths. Surveillance is a critical component of HAI prevention and control programs.

Food Services

"Proper nutrition is an important part of your day, recovery and overall health. Our hospitals are prepared to provide our in-patients and people in long-term care with nutritionally balanced meals to encourage a successful recovery, and our friends, families, visitors and clients with a variety of food service options for your ease and convenience." - Interior Health Hospital Amenities & Services.

Lalande, A., MD, Patterson, K. Bs., Gadhari, N., PhD, Macneill, A. J. M. Ms. F., & Zhao, J., PhD. (2024). Evaluating Patient Experience with Food in a Hospital-Wide Survey. Canadian Journal of Dietetic Practice and Research : A Publication of Dietitians o
Patient dissatisfaction with hospital food is an important driver of poor food intake in hospitals. The objective of this study was to examine patient satisfaction with current menu offerings and explore patient preferences and values, in order to inform a patient-centred menu redesign. Between July and September 2021, a cross-sectional survey was distributed to inpatients receiving a lunch tray at Vancouver General Hospital, a large tertiary care centre in Vancouver, Canada. The survey was based on the Acute Care Hospital Foodservice Patient Satisfaction Questionnaire, with additional questions on food experience, factors impacting preferences for hospital meals, interest in plant-rich diets, and demographics. The response rate was 5.5%, with 271 patients completing at least part of the survey. On a 5-point Likert scale, (5 - highest score; 1 - lowest score) satisfaction with food quality (mean = 3.09, p < 0.001) and the overall experience (mean = 3.54, p < 0.001) was lower than industry benchmark of 4, and qualitative feedback was generally negative. Open-ended responses indicated patients were interested in expanded cultural diversity in food provision, more fresh produce and better flavours, and were generally open to trying plant-rich foods. A number of opportunities for improvement were identified in this survey, which will inform an upcoming menu redesign in this institution.
CBC Radio White Coat Black Arts - Making hospital food scrumptious, and sustainable
When Ned Bell’s wife was recovering from cancer surgery at Vancouver General Hospital, the unappetizing food she was served left a bad taste in his mouth. So the five-star chef teamed up with his wife’s surgeon to revamp patient meals. Dr. Brian Goldman visits Chef Bell in the hospital’s test kitchen to see how the new “Planetary Health Menu” helps boost patient health and reduce the carbon footprint of traditional hospital food.

Transportation Services - Porters

Transport patients by wheelchair or stretcher for treatment or surgery. Job Qualifications:

Positive attitude
Patient demur
Good sense of humour
Excellent spatial awareness and navigation skills

Administration and Facilitates

Hospital administration ensures that health facilities operate efficiently and that medical staff are properly supported. Equipped with a broad range of responsibilities, hospital administrators must be equally well-versed in healthcare delivery and business management fundamentals.

Healthcare facilities management is responsible for the operation and maintenance of healthcare facilities. This includes any building that provides healthcare services, such as clinics, long-term facilities, surgical centers and hospitals, and covers every aspect of facility upkeep.

Volunteers

Interior Health recognizes contributions of volunteers
Thousands of volunteers of all ages work alongside our staff across the Interior Health region. Volunteers complement the care provided by our professionals, and are welcomed, respected and valued members of the IH care team.