Healthcare · Integrated delivery network; ~3,800 licensed beds
NovaCare Health System
permanent staff
9,000–12,000contractors
2.8analytics maturity
Historically establishment-and-backfill, with reactive premium agency closing the gaps. NovaCare is shifting toward foresighted capacity matching, leading-indicator wellbeing, and top-of-licence working — but the workforce data to run them (reconciled capacity vs. acuity-weighted demand vs. credential validity at the shift grain) is fragmented and incomplete.
What keeps leadership up at night
Strategic challenges
Match credentialed capacity to non-deferrable demand — safely and affordably
~10–14% of nursing hours from premium agency/overtime; ~1 in 9 night med-surg shifts below the safe floorNovaCare is simultaneously overspending on premium labour and running unsafe shifts — a matching failure, with patient safety at stake.
Break the burnout–turnover–agency loop
~40% clinician burnout; nurse turnover ~19%, first-year ~30%Burnout removes capacity and drives the agency loop; the experienced staff lost are the hardest to replace.
Make credential and scope-of-practice coverage foresighted
~12% of 90-day expiries have no renewal in train; scarce clinicians work ~30% below top-of-licenceA foreseeable credential lapse can shut a service or breach safety, and scarce capability is wasted on delegable work.
Decide care-model and capacity changes safely
Major workforce decisions made on assumption, not simulationCare-model and agency-strategy bets that breach safe staffing, credentialing or wellbeing surface as harm or overrun only after commitment.
Shape of the workforce
Composition
Nursing
32%Administrative & corporate
22%Allied health
18%Clinical support
16%Physicians
8%Leadership & management
4%The work
Projects
Clinical Workforce Planning: Plan the Capability, Not Just the Headcount
Over a 1–5 year horizon, where will clinical workforce supply diverge from demand — by specialty, credential and site — and how much of NovaCare's premium-agency reliance is structural rather than genuinely variable?
Sponsor · Chief Operating Officer
Care Capacity Intelligence: Match Capacity to Demand, Safely
Shift by shift and unit by unit, will NovaCare have the right credentialed capacity for the demand actually arriving — safely and without avoidable premium spend — and where will it fall short before it happens?
Sponsor · Chief Nursing Officer
Clinical Workforce Retention & Wellbeing: Wellbeing Is Capacity
Which clinicians and units are at rising risk of burnout and attrition — early enough to intervene — and which levers (workload, scheduling, fatigue, support, leadership) actually move the risk for which population?
Sponsor · Chief People Officer
Credential & Capability Intelligence: See the Lapse Before It Shuts the Service
Where will credential, license or scope-of-practice coverage lapse before it does — threatening safety or shutting a service — and where is scarce capability wasted below top-of-licence?
Sponsor · Chief Medical Officer
Healthcare Workforce Digital Twin: Simulate Before You Commit
Under a given demand, capacity, care-model, agency or wellbeing scenario, what clinical workforce does NovaCare need, can it get there in time, and does it remain safely staffed, credentialed and sustainable throughout?
Sponsor · Chief Operating Officer