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Major Health Issues in Nova Scotia: An Environmental Scan

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# Reference Brief Notes<br />

14. Tonk<strong>in</strong>,AM and Chen,L. Where on the<br />

healthcare cont<strong>in</strong>uum should we <strong>in</strong>vest? The<br />

case for primary care? Heart Lung Circ.; 2009;<br />

18(2):108-13.<br />

Cardiovascular diseases and particularly coronary heart disease are<br />

associated with the major personal and economic health burden <strong>in</strong><br />

Australia. They are also the major cause of health <strong>in</strong>equalities. The<br />

associated economic burden is projected to <strong>in</strong>crease markedly with<br />

age<strong>in</strong>g of the population and decrease <strong>in</strong> case-fatality rates with acute<br />

events such as myocardial <strong>in</strong>farction. It is logical that strategies to<br />

prevent CVD events should impact across the healthcare cont<strong>in</strong>uum.<br />

These should <strong>in</strong>clude population-wide measures to counter the<br />

epidemic of overweight, targeted cost-effective approaches to highrisk<br />

asymptomatic <strong>in</strong>dividuals, more effective management of acute<br />

events and systems of care to support implementation of evidencebased<br />

secondary prevention therapies. Recent cost-utility analyses<br />

support the proposition that the general practice environment should<br />

be a particular focus for CHD primary and secondary prevention<br />

approaches.<br />

Recruitment and Retention of <strong>Health</strong> Human Resources: <strong>An</strong>notated<br />

Inventory of Reviews<br />

# Reference Brief Notes<br />

1. Arnold,E. Manag<strong>in</strong>g human resources to<br />

improve employee retention. <strong>Health</strong> Care<br />

Manag.; 2005; 24(2):132.<br />

Managers face <strong>in</strong>creased challenges as the demand for health care<br />

services <strong>in</strong>creases while the supply of employees with the requisite<br />

skills cont<strong>in</strong>ues to lag. Employee retention will become more<br />

important <strong>in</strong> the effort to service health care needs. Appropriate<br />

human resource management strategies and policies implemented<br />

effectively can significantly assist managers <strong>in</strong> deal<strong>in</strong>g with the<br />

2. Baumann,A and Blythe,J. Restructur<strong>in</strong>g,<br />

reconsider<strong>in</strong>g, reconstruct<strong>in</strong>g: Implications<br />

for health human resources. International<br />

Journal of Public Adm<strong>in</strong>istration; 2003;<br />

26(14):1561.<br />

3. Birch,S, Kephart,G, Tombl<strong>in</strong>-Murphy,G, et<br />

al. Human resources plann<strong>in</strong>g and the<br />

production of health: A needs-based<br />

analytical framework. Canadian Public Policy;<br />

2007; 33:S1.<br />

employee retention challenges ahead.<br />

In the 1990s, many health care organizations adopted restructur<strong>in</strong>g<br />

strategies that were <strong>in</strong>appropriate to an <strong>in</strong>dustry <strong>in</strong> which the effective<br />

use of workers' knowledge, skills and social relations was essential to<br />

productivity. Workforce cuts and the withdrawal of workplace<br />

supports, without sufficient consideration of human consequences<br />

led to a demoralized and short-staffed workforce rather than cost<br />

conta<strong>in</strong>ment. This paper uses two neo-capitalist perspectives to<br />

illustrate the impact of restructur<strong>in</strong>g <strong>in</strong>itiatives on nurs<strong>in</strong>g, the most<br />

numerous health care profession. It describes how reconsideration of<br />

strategies adopted dur<strong>in</strong>g restructur<strong>in</strong>g has led to a search for new<br />

approaches to <strong>in</strong>stitutional change that make optimum use of human<br />

and social capital.<br />

Traditional approaches to health resources plann<strong>in</strong>g emphasize the<br />

effects of demographic change on the needs for heath human<br />

resources. Plann<strong>in</strong>g requirements are largely based on the size and<br />

demographic mix of the population applied to simple populationprovider<br />

or population-utilization ratios. We develop an extended<br />

analytical framework based on the production of health-care services<br />

and the multiple determ<strong>in</strong>ants of health human resource<br />

requirements. The requirements for human resources are shown to<br />

depend on four separate elements: demography, epidemiology,<br />

standards of care, and provider productivity. The application of the<br />

framework is illustrated us<strong>in</strong>g hypothetical scenarios for the<br />

population of the comb<strong>in</strong>ed prov<strong>in</strong>ces of Atlantic Canada.

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