bay of plenty dhb mäori health provider mäori workforce ... · bay of plenty dhb mäori health...

"Have the right people in the right jobs at the right time"

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ToolkitBay Of Plenty DHB Mäori Health Provider

Mäori Workforce Development Toolkit

2009 - 2010

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The Korite Project wishes to acknowledge the expertise and support of the project reference group.

Kathy Grace PoutiriTrustMDOKiri Peita BOPDHBMāoriPlanningandFundingUnitSharon Muru ToiTeOra-PublicHealthServiceDr George Gray ToiTeOra-PublicHealthServiceLynda Hare-Rangitauira WesternBayPHOCandice Porter TeAoHouPHO

Dr Neil de Wet ToiTeOra-PublicHealthServiceforprojectadvice

TheprojectwouldalsoliketoacknowledgeToi Te Ora Public Health ServiceforitscontributionofworkforcedevelopmentresourcesandtheBay of Plenty DHBMāori Planning and Funding Teamforproject,resourceandmonitoringsupport.

Kaati,ekoretereomihimihiemoe...

Acknowledgements


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Acknowledgements 2

Whatisworkforcedevelopment? 4

Whyisitimportant? 5

Benefitsofworkforceplanning 5

WhatdoesKoriteoffer? 5

TheMinistryofHealthperspective 6

KoriteGuidelinesonGettingStarted 7

TheWorkforcePlanningCycle 8

Phase1Strategicdirection 9

Phase2Workforceanalysis-4stepapproach 11

Step1:Analysesupply 12

Step2:Analysedemand 14

Step3:Gapanalysis 17

Step4:Strategydevelopment 19

Phase3Implementplan 21

Phase4Checkprogress 24

Workforceplanningquestionnairetemplate 25

Toolkittemplatesection 27

Listoftemplates 29

References

Ihirangi Contents

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Workforcedevelopmenthasevolvedfromanarrowfocusontheindividualtoamuchbroaderandholisticconceptthatnowincludesworkforceanalysisandplanning,humanresourcemanagementandcapabilitydevelopment.

Workforcedevelopmentencompassesthinkingandactionatthe:

What is workforce development?

Systems level governmentpolicy,legislature,funding,Awards,infrastructure;

Organisational level strategicplanning,managementandleadership,performance measurement,succession,supervision,mentoring,cultureand workplace;

Individual level careerplanning,professionaltraininganddevelopment,openness tochangeandinnovation,commitmenttobestpractice;

Thisintegrated,tiered,approachisneededtoaddresssuchcomplexissuesasgloballabourshortages,thepaceofchangeandanageingpopulation.Theaimistostrengthenorganisationsbyaligningtheworkforcetobothcurrentandfutureservicedemands.

Thesedays,workforcedevelopmentcandescribeanyoneofarelativelywiderangeofpoliciesandprogrammesrelatedto‘learningforwork’.

KORITE

The Korite workshop focuses

mainly at the organisational

and individual level. It is

designed to help managers

plan effectively and ensure

they have the right people

in the right jobs at the right

time.


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In the future the sector will experience:

• Anageingpopulationandanageing workforceincreasingtheneedfor effectivesuccessionplans;• Amoreethnicallydiversesocietyand workforce;• Increasedcompetitionforhighlyskilled employees;• Moretechnologicaladvancesplaying agreaterroleinimprovingefficiency andproductivity;• Anincreasingdemandforservices;• Amoreinformedclient.

Morepeoplewillwanttoworkdifferently,moreflexibly,astheyjugglework/lifebalance.

Morepeoplewillbecomfortableinswitchingnotonlyrolesandjobsbutcareers,duringtheirworkinglife,soorganisationsmaynotbeabletoexpectemployeestostayaslongastheyusedto.

Why is it important?

What does the Korite Workforce Planning Project offer?Korite project offers each organisation the opportunity to:

• Attendaworkshopdirectlyfocussedondevelopingaworkforceplanandprocessforyour Hauora• Accesstoatoolkitofresourcesspecificallydesignedforworkforceplanning• On-goingindividualorgroupsupporttocompletetheWFDplan• Achancetohelpevaluatetheproject• LinktotheBOPDHBMāoriWorkforceDevelopmentPlan:Korite.

Workforce Planning Benefits

• Helpsprepareforthegrowingnumber ofretirements/staffturnover.

• Helpsidentifygapsbetweencurrentjob skillsandjobskillsneededtoperform workinthefuture.

• Helpsmaintainorrecruitadiversified workforceinordertokeepdoingthe business.

• Providesaprocesstohelpaddressnew changes,eitherwithinorexternalto theorganisation,thatimpactonthe workforce.

• Helpsprepareforexpansion, restructuringorreductionofparticular workcategories.

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TheStrategicImperativesModelwasdevelopedbytheNewZealandMinistryofHealthforworkforcedevelopment.Thefive‘strategicimperatives’are:

1. Infrastructure Development Creatinganationallyrelevantinfrastructure

2. Training and development Co-ordinatingdisparateelementsintoamodelwithaqualificationsframeworkthatmeetsservice providerrequirementsandtakesintoaccountexistingcompetencies.

3. Retention and recruitment Developinganationalandregionalresponseandproducingmediumtolong-termsolutions throughregionalandnationalcollaboration.

4. Organisational development Developtheorganisationalcultureandsystemsnecessarytosustaintheworkforce-improvingworkersskillsandtheworkenvironment.

5. Research and evaluation Toensureinformationisavailabletothesectortoinformworkforce developmentandgainabetterunderstandingoftheeffectivenessofworkforcedevelopment expenditure.

The Ministry of Health Perspective

Figure 1: The Strategic Imperatives Model.

OrganisationalDevelopment

Retention andRrcruitment

Research andEvaluation

InfrastructureDevelopment

Training andDevelopment

WorkforceDevelopment


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Korite Guidelines on Getting Started

1. Be strategic

Ensureyourworkforceplanningconsidersandlinkstoa)strategicsectorpoliciesand goalsandb)localIwi,hapūorMāoricommunitydirectionsandgoals.Thesectorincludes theMOH,DHBs,Regionalgroupse.g.Midlands;PHOs,MDOsetc

2. Be inclusive

Includereferencestoyourownorganisationspoliciesandproceduresinyourfinalworkforceplan thathasaconnectiontoworkforcedevelopment

3. Aim for alignment

Ensureallyourplans,goalsandobjectivesagreewitheachother.

4. Meet current compliance obligations

Developthecompetencyofcurrentstafftoensureyoucansuccessfullydelivercurrentcontracts andservicestothecommunity.

5. Plan for the future

Lookaheadandplangrowthanddevelopment.Whatkindofworkforcewillyouneedin5,10,15 yearstime?

6. Be deliberate, creative and collaborative

Therearemanywaystodevelop,educateandtrainaworkforce.Gettogetherwithothersto discusswaysinwhichyoucansupportoneanothertodothis.Planaheadandprioritise.

7. Create a culture of on-going learning and sharing within the organisation

Manysituationscanincorporatelearningandteachingopportunities

HANDY TIPS

• Practice selective hiring

Recruittherightpeopleinthefirstplaceandrecruitfortalentandthelongerterm,nottofillan existingjob.Thisavoidshavingtotrainbackwardsbeforeyoucantrainforwards.

• Leverage your experience, resources and knowledge

Buildonwhatyou’realreadygoodatandwhatyoualreadyhave.Everyonealearner,everyonea teacher.Exploiteconomiesofscale.

• Health workforce development is a multi-stakeholder, multi-level operation

Itmaybeworthallocatingworkforcedevelopmentasaspecificportfoliotosomeonewithinthe organisationtocoordinateandmanage.Mostdefinitelyitshouldbecomeanintegratedpartof themanagementreviewprocess.

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Manyorganisationsandsectorshavedevelopedoradapteddifferentmodelsforworkforceplanning,tosuittheirownuniquecircumstances,clients’needsandgoals.Exceptforsomeofthelanguageandtheorderinwhichstepsarearranged,themodelsarebasicallysimilar.Allworkforceplansshouldaimtoaddressthesectorandtheorganisation’scriticalstaffandtrainingneeds,includingtheoverarchingissueofworkforcesustainability.

The Workforce Planning Cycle

PHASE 1DIRECTION

Determinewheretheorganisation

isgoing

PHASE 2ANALYSISConductworkforceanalysis

PHASE 3ACTIONImplement

workforceplan

PHASE 4CHECK

Monitor,evaluateandrevise

TheKoriteworkforceplanningcycleisasimplefourphaseapproachthatcaneasilybeadaptedtofitanyorganisation.Thekeytoitssuccessisinitsabilitytodeliveroutcomes,andsothereisafocusonstrategicinput,thoroughanalysisandarealisticactionplanwhichisreviewedandmeasuredaspartoftheorganisation’sregularbusinessplanningprocess.

Figure 2. Korite workforce planning cycle


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Action Who When Done

1. Reviewtheorganisationsstrategicplanandidentifythemission, keystrategies,goalsandworkforceissues

2. Aretherechangesplannedthatwillaffecttheworkforce? Notethesedown.

3. Findoutwhatthebudgetestimatesforworkforcedevelopment are.Howdobudgetissuesaffectthecurrentorfutureworkforce?

4. Findoutwhetherchangesintechnologywillaffectthewaywork isperformed.

5. Findoutwhethercurrent,neworanticipatedgovernmentpolicy willaffecttheorganisation/workforce.

Korite Workforce Planning Cycle - Phase 1 Strategic Direction

Action Checklist

IntroductionAstrategicplansetsoutclearlywhereanorganisationisgoinganddescribesthegoals,objectivesandstrategiesithaschosentoachievetheminawaythatmakesiteasytomeasureprogressandsuccess.Oncethisprocessiscompleted,itbecomesclearastowherethebudgetandresourcesshouldbeal-locatedandwhattheworkforceneedsare.ACommunityNeedsAnalysisorsimilarsurveyshouldhavebeenconductedaspartofthestrategicplanningprocess,andsothisstepisnotrepeatedhere.

Key questions• Howmany/whattypesofjobsandskillsareneededtomeettheorganisationsmissionand strategicgoals?• Whatstrategiesshouldbeusedtohire,retainorteachtheseskills?

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Mauriora Hauora Workforce Plan - Draft Example

Strategic Summary

Budget Analysis

Technology Impacts Government Policy Other Impacts

Vision

Mission

Goals

Objectives

Workforce Issues


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Gatheringandanalysingdataabouttheworkforceisanimportantpartoftheworkforceplanningprocess.A four-step approach is suggested.

Korite Workforce Planning Cycle - Phase 2 Workforce Analysis

Step 4Develop strategies

Plan for• Recruitment• Successionplanning• Knowledgemanagement• Employeedevelopmentandretraining• Work/organisationchanges

Step 3: Conduct gap analysisCompare• Supplyanalysiswithdemandanalysistoa)determine futuregapsorb)shortagesandsurplusesinthenumber ofstaff/neededskills.

Identify• Futurechangesinworkforcedemographics(e.g.age, cultural,genderimpacts)• Areaswheremanagementactionwillbeneededtomeet workforce

Step 1: Analyse supplyWhatworkforcedoyouhave?

Consider• Servicecontractsandstaffing levels• Workforceskills• Howtheworkforceismadeup• Employmenttrends

Step 2: Analyse demandWhatworkforcewillbeneeded?

Identify• Workforceskillstomeetfuture needs• Staffingpatterns• Anticipatedchangesto programmesandworkloads

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Korite Workforce Planning Cycle - Phase 2 Workforce Analysis


1. Identifyemployees’ages,genders,ethnicity,educationand qualificationlevelsandlengthofservice.

2. Drawupaskillprofile.Identifycriticalknowledge,skillsand abilitiesthathighperformersusetoachievesuccess.

3. Identifyworkforcemanagementissuesthataffectthe organisationsworkers.

4. Discusswithmanagersandotherteamleaderswhichareasofthe workforcearecurrentlyorpotentiallyvulnerable.Notedown.

5. Reviewretention,turnover,promotionpatterns,leaveusageand retirementpatterns

6. Doesstaffturn-overaffecttheorganisationsabilitytodoits work?

7. Whydopeopleleavetheorganisation?(UseExitsurveysif available).

8. Projectwhattheskillandexperiencelevelofthecurrent workforcewillbeinthefuture.

9. Howhaveretirements,hiringfreezes,restructuringorjoblosses affectedtheorganisationinthepast?

10. Whatchallengesmayaffecttheorganisationsabilitytorecruit andretainkeyskillsinthefuture?

What to do - Action Checklist - Phase 2 Step 1


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Mauriora Hauora Workforce Plan - Draft Example 2

Workforce ProfileGeneral summary

Future projectionsGeneral summary

Workforce management issues affecting workforce supply

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Step 2

Introduction

Thisanalysislooksforwardandidentifiestheworkforceneededinthefuturetocarryoutthe

organisation’smission.Focusontheworkthattheorganisationmustdoandthestaffthatwillbe

neededtocarryoutthatwork.

Key questions

Withintheorganisation

• Whatinternalfactorsareaffecting/couldaffecttheworkforce?

• Willthewaytheworkisbeingdoneneedtochange?

• Willnewprogrammes/servicesbeaddedordeleted?

• Willcurrentemployeeshavethenecessaryskillstodotheworkinthefuture?

• Willtheworkloadchange?

• Willmoreorfeweremployeesbeneeded?

Externally-outsidetheorganisation

• Whatishappeningwithinthesector?Regionally?Nationally?

Data sources

• Thestrategicplan

• Environmentalscanningandanalysingtrends

Korite Workforce Planning Cycle-Phase 2 Workforce analysis


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What To Do - Action Checklist - Phase 2 Step 2


1. Findouthowpopulationandcommunitychangesmightinfluence thedemandsplacedontheorganisatione.g.ageingpopulation

2. Investigatehowtechnologycanandwillbeusedtoimprove serviceprovisionandidentifyjobsthatwillbeaffectedby technologicalchanges.

3. Decidewhetherchangestotechnologywillaffectthenumberof employeesneededtodotheworkorthetypeofskillsworkers willneed.

4. Notehowtheeconomyaffectstheorganisationanditsprovision ofprogrammesorservices.

5. Takenoteofanylabourtrendsthatarerelevanttothe organisation.

6. Takenoteofstudentinformationavailablefromeducational institutions.

7. Identifyissuesassociatedwiththeuseofnon-permanentstaff, includingcostandsupply.

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Future work Future workforce needed



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Korite Workforce Planning Cycle -Phase 2 Gap analysis

Step 3Introduction

Gapanalysiscomparestheworkforcethatanorganisationhastodaywiththekindofworkforceitpredictsitwillneedinthefuture.Theorganisationwillestablishworkforcestrategiesbasedontheresultsofthisanalysiswhichmayshowoneofthefollowing:• Agapindicatingafutureshortageofneededworkersorskills.Itisimportanttoknowwhat criticaljobswillhavegapssothenecessarytrainingorrecruitingcanbeanticipatedandacrisis approachtoworkforcecanbeavoided.• Asurplusindicatingafutureexcessinsomecategoriesofworkers.Theanalysismayshowthat someoccupationsorskillswillnotbeneededinthefutureoratleastwillnotbeneededtothe sameextent.

Key questions

1. Whatnewskillswillweneedtoaccomplishourgoalsandobjectives?2. Doesourworkforcecurrentlyhavetheanticipatedneededskills?3. Whatjobfunctionsorskillswillnolongerberequired?


1. Compareinformationabouttheexistingworkforcewith futureprojectionstoidentifyfuturegaps(shortages)and surpluses(excesses)inthenumberofstaffneededandneeded skills.

2. Identifychangesinthefutureworkforcedemographicse.g. workerswillbemorediverse,younger,morequalifiedetc.

3. Identifyareasinwhichmanagementwillhavetofocusinorder toreachworkforceobjectives.

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Gaps (shortages) projected

Management actions necessary to reach workforce objectives

Surpluses projected



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Step 4Introduction

Thefinalstepintheworkforceanalysisphaseinvolvesthedevelopmentofstrategiestoaddressfuturegapsandsurpluses.Strategiesaretheprograms,policies,andpracticesthatassisttheorganisationinrecruiting,developing,andretainingthecriticalstaffneededtoachieveitsmissionandstrategicgoals.Italsoassistsindealingwithworkersorskillsnolongerneeded.

Strategiescanfallintothebroadcategoriesof:

Actions to do with ‘classifying positions’ within the organisation

- Includingredefiningjobtitles,addingnewjobs,reallocatingjobs,and rewritingjobdescriptionstobetterreflectfuturefunctionalrequirements.

Actions to do with ‘salaries’

- Includingequityadjustments,promotions,andmeritincreasesthatmaybe needed.

Staff development and succession planning strategies

- Toprepareemployeesforspecificpositions,titles,oroccupations.- Ensuringthattherearehighlyqualifiedpeoplecapableoffillingcritical positions.

Recruitment/selection strategies

- Tofindandhirerecentschoolgraduatesorqualifiedcandidatesfromother agenciesortheprivatesector.

Retention strategies

- Toencourageemployeestostayintheorganisation.

Knowledge transfer strategies

- Tocapturetheknowledgeofexperiencedemployeesbeforetheyleave.

Korite Workforce Planning Cycle-Phase 2 Strategy Development

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Making Things Work

Strategiesshouldbekepttoamanageable numbersotheycanbeachievable,andtheyshouldbeprioritisedtoallowtheorganisationtofocusitsresourcesonthemost important strategies first.

Severalfactorsinfluencewhichstrategyorcombinationofstrategiesshouldbeused.Somefactorsare:

Time Isthereenoughtimetodevelopstaffinternallyforvacanciesornewskillneeds,or isrecruitmentthebestapproach?

Resources Whatresources(e.g.technology,templates,andplans)arecurrentlyavailableto provideassistance,ordoresourcesneedtobedeveloped?

Internal depth Doesexistingstaffdemonstratethepotentialorinteresttodevelopnewskillsand assumenewormodifiedpositions,orisexternalrecruitmentneeded?


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IntroductionOncetheorganisationhaschosenandprioritisedspecificworkforcestrategiesaseparateactionplanfortheimplementationofeachstrategywillprobablyneedtobedrawnup.

Success factorsOthersuccessfactorswillinclude:

1. Ensuringthereisexecutivelevelsupportforthestrategies2. Adequateresourcesallocatedtocarryoutthestrategies3. Clearrolesandresponsibilitiestocarryoutthestrategies4. Realistictimelines5. Clearperformancemeasures,milestonesanddeliverables.6. Acommunicationplanthatensureskeypeoplearewellinformed.

Keeping up to dateBecausetheworkforceplanissocloselylinkedtotheorganisation’sstrategicplan,anychangesthatoccuratthatlevelmayneedtoshowadjustmentsintheworkforceplanstrategies.

Korite Workforce Planning Cycle - Phase 3 Implement Plan

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What to do - Action Checklist - Phase 3


1. Choosespecificworkforcestrategiesappropriateforthe organisation(basedontheanalyses)

2. Prioritisethestrategiesinorderofmostimportantfirst.

3. EnsurestrategieshaveExecutivelevelsupport.

4. Allocateadequateresourcestoimplementstrategies.

5. Determineclearrolesandresponsibilitiestocarryoutplan/s

6. Determinerealistictimelinesfortheplan/s

7. Developclearperformancemeasures,milestonesand deliverablesfortheplansoprogresscanbemeasured

8. Developacommunicationplantoensureallkeypeopleare wellinformed


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Workforce strategy Priority 1




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Monitor, evaluate and revise IntroductionOngoingevaluationandadjustmentsareimportantinworkforceplanningandthekeytoensuringsituationschangeforthebetter.Workforceplansshouldbereviewedannuallyandshouldbecomepartofthemanagementschedule,perhapslinkedtothestaffperformanceappraisalprocess.Failingtodosomeanstheorganisationrisksbeingunpreparedforchangesandunabletodeliveronitsmissionandgoals.

Key questions1. Whatisworkingandnotworking?2. Havetheorganisation’sstrategieschanged?3. Dothestrategiesneedrevisingorreprioritising?4. Isourworkforcedatastillvalid?

Korite Workforce Planning Cycle - Phase 4 Check Progress


1. Scheduleanannualreviewofworkforceplanning(linktoother managementrevieworappraisalevents)

2. Reviewperformancemeasurementinformationandlinkto workforceplanning

3. Assesswhatisworkingandwhatisnotandadjusttheplanand strategiestosuit.Choosenewprioritieswhereneeded.

4. Addressnewworkforceandorganisationalissues

5. ReportsignificantfindingstomanagementandBoard.

What to do - Action Checklist - Phase 4


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Whencompletedthisquestionnaireshouldhelporganisationstodevelopabaselineworkforceplanthatlinkstothestrategicplan,andcanbeexpandedindetailoversubsequentyears,astimepermitsandnewtoolsaredeveloped.

Phase 1

Workforce Planning Questionnaire Template

OverviewDescribethevision,mission,strategicgoals,objectives,andbusinessfunctionsoftheorganisation.Discusswhatchanges,ifany,maytakeplaceoverthenextthreetofiveyearsthatcouldaffecttheorganisation’smission,objectives,andstrategies.

Phase 2

Step 1- Current Workforce Profile Describetheorganisation’scurrentworkforcebyassessingwhethercurrentemployeeshavetheknowledge,skills,andabilitiesneededtoaddresscriticalbusinessissuesinthefuture.

Basic information to include in the workforce plan• Organisation’svisionandmission• Organisation’sstrategicgoalsandobjectives• Corebusinessfunctions• Anticipatedchangestothemission,strategies,andgoalsoverthenextthreetofiveyears

Basic information to include in the Workforce Plan• Demographicsinformation,includingage,gender,ethnicity,andlengthofservice• Percentofworkforceeligibletoretire• Organisationturnover• Projectedemployeeturnoverrateoverthenextthreetofiveyears• Workforceskillscriticaltothemissionandgoalsoftheorganisation

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Step 2 - Future Workforce ProfileDevelopafuturebusinessandstaffingoutlook.Determinetrends,futureinfluences,andchallengesfortheorganisation’snewandat-riskbusinessandworkforcecomposition.

Step 3 - Gap analysisIdentifygaps(shortages)andsurpluses(excesses)instaffingandskilllevelsneededtomeetfuturerequirements.

Step 4 – Strategy DevelopmentDevelopprioritisedstrategiesforworkforcedevelopment.

BasicinformationtoincludeintheWorkforcePlan• Expectedworkforcechangesdrivenbyfactorssuchaschangingmissions,goals,strategies, technology,work,workloads,andhowworkisdone• Futureworkforceskillsneeded• Anticipatedincreaseordecreaseinthenumberofemployeesneededtodothework• Criticalfunctionsthatmustbeperformedtoachievethestrategicplan

Basic information to include in the Workforce Plan• Anticipatedsurplusorshortageinstaffing levels• Anticipatedsurplusorshortageofskills

Basic information to include in the Workforce PlanListspecificgoalstoaddressworkforcegapsorsurpluseswhichmayincludethefollowing:• Changesinorganisationalstructure• Successionplanning• Retentionprograms• Recruitmentplans• Careerdevelopmentprograms• Leadershipdevelopment• Organisationaltrainingandemployeedevelopment


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KORITE WORKFORCEDEVELOPMENT

PLANNING PROJECT

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BAY OF PLENTY DHB MÄORIHEALTH PROVIDER

WORKFORCEDEVELOPMENT

TOOLKITRESOURCES


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Toolkit Resources

1. Strategicandpoliticalalignmentchart 30

2. NationalWorkforceDevelopmentGoals 31 (WhānauOra,HeKorowaiOranga,Whakatātakatuarua, TeUruKahikatea,TeKōkiri,RarangaTupuake,TauawhitiaTeWero.

3. WorkforceSWOTanalysistemplate 38

4. Priorityskilldevelopmentplanner(Workforcepriorities) 39

5. Gapanalysistemplate 40

6. Contractportfoliotemplate 41

7. Approachestoworkforcedevelopmenttemplate 42

8. Budgettemplate 43

9. Stafftrainingneedsquestionnaire 44

10. Quarterlystaffprofessionaldevelopmentplanner 56

11. Applicationtoattendprofessionaldevelopmentortraining 57

12. Professionaldevelopment/trainingreportform 50

13. Trainingrecordtemplate 51

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Strategic And Political Alignment

Itisimportanttobeawareofkeygoals,objectivesandprioritiessetbythesector,bytheIwi/Communityandanyotherumbrellabodyyourhealthorganisationareaffiliatedto,inordertobealignedwithcurrentdirections,policies,andfundinginitiatives.

MOH, DHB, Regional goals and priorities• HeKorowaiOranga(&Whakatātaka)• RarangaTupuake(MOH,MāoriWDStrategy)• TeUruKahikatea(MOH,PublicHealthWDPlan)• BOPDHBDistrictStrategicPlan&DistrictAnnualPlan–availableontheBOPDHBwebsite• TeEkengaHou–MāoriHealthPlan–availableontheBOPDHBwebsite• KoriteBOPDHBMāoriWDPlan,HPOTW;IHPs

Strategic Iwi or Mäori Community goals and priorities

Iwi Health Plans

Network goals and priorities compliance goals and priorities

e.g. Poutiri Trust - WBOP, PHO & EBOP PHO

Organisational policies

e.g. Mauriora Community Hauora Services

Contract

FUTURE

1 He Pou Oranga Tangata Whenua: Tangata Whenua Determinants of Health Framework2 Iwi Health Plans


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A Whänau Ora centred approach to service design and delivery

Aims

Ngākaupapatukuiho

Whānauopportunity

BestWhānauoutcomes

Coherentservicedelivery

Whānauintegrity

Effectiveresourcing

Competentand

innovativeprovision

Individualoutcomeindicators Whānauassociatedoutcomes

Healthstatus

Employment

Educationalachievement

Capacitytocareforeachother

Transmitknowledgeandvalues

Modelhealthylifestyles

ProvideaccesstosocietyandtoteaoMāori

Transferlanguage,cultureandethicsbetweengenerations

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Whakatätaka Tuarua – Mäori Health Action Plan

Fostering Māori community development

BuildonthestrengthsandassetsofwhānauandMāoricommunities

Increasing Māori participation in decision making

IwiandMāoricommunitiesandGovernmentagenciesworktogetherineffectiverelationshipstoachieveMāorihealthobjectives

Addressing health inequalities for Māori

ReduceMāorihealthanddisabilityinequalitiesthroughspecificMāorihealthpriorities

Encouraging initiatives with other sectors that positively affect whānau ora

Toensureothersectoragenciesworkeffectivelytogethertosupportinitiativesthatpositivelycontributetowhānauora

Building on Māori models of health

RecogniseandvalueMāorimodelsofhealthandtraditionalhealing

Increasing Māori provider capacity and capability

IncreasethecapacityandcapabilityofMāoriproviders

Improving mainstream effectiveness

Toimproveaccessto,andtheeffectivenessof,mainstreamservicesforMāori

He Korowai Oranga: Mäori Health Strategy

Te Ara Tuatahi: Pathway 1 Developingwhānau,hapū,iwiandMāoricommunities

Te Ara Tuatahi: Pathway 2IncreasingMāoriparticipationthroughoutthehealthanddisabilitysector

Te Ara Tuatoru: Pathway 3Creatingeffectivehealthanddisabilityservices

Te Ara Tuawha: Pathway 4Workingacrosssectors

Providing highest quality service

Deliverservicestothehighestclinicalsafetyandqualitystandardswithinavailablefunding

Māori Health Plans

ToensurealocalandregionalfocusismaintainedbyDHBsandPHOsontherangeofeffectiveandqualityservicesforMāori

Developing the Māori health and disability workforce

ToincreasethenumberandimprovetheskillsoftheMāorihealthanddisabilityworkforceatalllevels

Removing barriers and promoting participation of Māori who have a disability

ToremovebarrierstoMāoriwithdisabilitiesandtheirwhānaufromfullyparticipatinginNZsociety,includingteaoMāori


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Goal 1:DevelopaneffectiveandsustainablepublichealthworkforceGoal 2: Supportpublichealthenvironmentstogrowanddevelopthepublichealthworkforce

Themes 2009 Work plan priorities

EducationandTraining

WorkplacebasedtrainingoftheGPHCacrossthepublicsectorGPHContotheNZQAframeworkUndergraduatetertiarypublichealthqualifications(undergraduatehealthpromotion/publichealthdiploma)–relevanttoMāori

Māoripublichealthworkforcedevelopment

ImprovecareerpathwaysandleadershiptrainingforMāoriAcknowledgeandsupportthespecialistskillsforworkingwithMāoriwhānau,hapūandIwitoeffectivelyimprovehealthandreduceinequalitiesEnsureanynewtertiaryprogrammesdevelopedarerelevantandaccessibletoMāori

Pacifichealthworkforcedevelopment

IncreaseunderstandingofpublichealthandpublichealthrolesImprovesinformationaboutthePacificpublichealthworkforceandsharewithstakeholders

Publichealthsectorprofessionaldevelopment

Strengthenpublichealthprofessionalbodiestoadvancetheprofessionaldevelopmentoftheirrespectiveworkforcedisciplines

Widerpublichealthworkforcedevelopment

Improvethewiderhealthworkforce’s(particularlyprimaryhealthcareworkforce’s)skillsandknowledgeofhealthpromotion/publichealth

Workforceplanning Provideaneffectiveresourcethatcanbeusedbythepublichealthsectortoplanforcurrentpublichealthworkforceneedsandpredictfuturepublichealthneed

Information,policyandresearch

Ensurethatthepublichealthworkforceisincludedinthewiderhealthworkforceinformationprogrammesandplanning

Supportiveworkplacecultures

ImplementtheWorkforceDevelopmentGuidelinesforPublicHealthManagers(WFDGuidelines)DevelopamodeltoshapethewayWFDfundingisprovidedthroughcontractsbetweenMoHandorganisationsthatprovidepublichealthservices

Publichealthcareers Promotepublichealthcareers,includingdevelopingrecruitmenttoolsandmaterials(printandwebbased)WorkwithexistingprofessionalgroupstoincreaseentrynumbersintounderrepresentedoccupationalgroupsinpublichealthImprovethewiderhealthworkforce’sunderstandingofpublichealth

Te Uru Kahikatea - The Public Health Workforce Development Plan

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Te Kökiri: The Mental Health and Addiction Action Plan 2006 - 2015

Promotion and Prevention

Building mental health services

Responsiveness

Workforce and culture for recovery

Mäori mental health

Primary health care

Addiction

Funding mechanisms for recovery

Transparency and trust

Working together


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Vision-tobuildacompetent,capableskilledandexperiencedMāorihealthanddisabilityworkforceoverthenext10–15years

Goal 1: TeRarangaTuatahiTuia te muka tangata i takea mai i Hawaiiki:IncreasethenumberofMāoriinthehealthanddisabilityworkforce

Goal 2:TeRarangaTuaruaTe whiri i te mauri Māori ki roto i ngā mahi: ExpandtheskillbaseoftheMāorihealthanddisabilityworkforce

Goal 3:TeRarangaTuatoruTe Hononga ki ngā kete ako:EnableequitableaccessforMāoritotrainingopportunities

Action 1:SustainrelationshipswithkeystakeholderstopromotehealthandscienceascareeroptionsforMāorisecondaryschoolstudents

Action 1:SustainrelationshipswithkeystakeholderstosupportMāoriintheworkforce,andsupportingthemtoaccesslearningopportunitiesandseekfurtherqualifications

Action 1: Improveequitableaccesstoqualitypost-entryclinicaltrainingforMāori

Action 2:MonitorstrategiestoincreasethenumberofMāoriworkinginthehealthanddisabilitysector

Action 2:BuildonengagingwithothersectorstoenableandsupportMāoritogainhealthqualifications

Action 2:WorkwithDHBstoprovidetrainingopportunitiesforMāoritodevelophealthcareerpathways

Action 3:PromoteinternshipswithaccreditedMāoriproviders

Action 3:EncourageMāorihealthproviderorganisationstosupportcareerpathwaysfortheirstaff

Action 4: PromoteMāorimodelsoflearningandtraining

Raranga Tupuake Mäori Health Workforce Development Plan 2006

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Tauawhitia te Wero – Embracing the ChallengeNational mental health and addiction workforce development plan 2006 – 2009

Goal 1 ToensurethatnationalandregionalinfrastructuresupportstheabilityofDHBsandNGOstoprogressworkforcedevelopment

Objectives1.1ToensurethattheMH&ADDWFDinfrastructureiswellco-ordinated;allowseffectivecommunicationandinformationsharing,networkingandcollaborationandreducesunnecessaryduplicationandinefficiency

1.2Tofurtherdevelopandcoordinateasetofnationalindicatorsformentalhealthandaddictionworkforcedevelopment,includingspecificindicatorsfortheMāori,Pacific,childandadolescent,andaddictionworkforces

Goal 2Toassistmentalhealthandaddictionservicestodeveloptheorganisationalcultureandsystemsnecessarytosustaintheirworkforce

Objectives2.1Tocontinuetobuildleadershipcapacitywithinallmentalhealthandaddictionservices

2.2Tobuildthecapacityofmentalhealthandaddictionservicestobecomeorganisationsthatareabletoattractandretainstaff

Goal 3Todevelopanationallyco-ordinatedresponsetoissuesofrecruitmentandretention

Objectives3.1Toreducethestigmaassociatedwithworkinginmentalhealthandaddictionsothatmorehealthandnon-healthstaffareattractedtothesector

3.2Toendurenationallyco-ordinatedrecruitmenttoallmentalhealthandaddictionservices,includinglocumsandothertemporarystaff,whichincludestargetingunder-representedgroupssuchasMāoriandPacificworkers

3.3Tobuildthecapacityofallmentalhealthandaddictionservicesandrelatedorganisationstoattractandretainstaff


37

Goal 4Todeveloparegionallyco-ordinatedresponsetoissuesofrecruitmentandretention

Objectives4.1ToensurethatDHBregionsco-ordinaterecruitmentandretentionstrategiesandpoliciesinpartnershipwithNGOs

Goal 5Toalignpre-serviceentry,orientationandongoingdevelopmentofmentalhealthandaddictionworkerswithserviceprovisionrequirements

Objectives5.1Toensurethateducationalandtrainingprogrammesmeetthecurrentandfutureneedsofthementalhealthandaddictionworkforceandmentalhealthandaddictionservices

5.2Toensurethateducationandtrainingleadstocareersthatattractandretainmorestaff

5.3ToensurethatallmentalhealthandaddictionworkerscaringforandtreatingMāoriserviceusersarefamiliarwithMāorimodelsofcare

Goal 6Toco-ordinatetheeducation,healthandemploymentsectors

Objectives6.1Toensurethatmentalhealthandaddictioneducationandtrainingisco-ordinatedwithworkinthewiderhealth,educationandemploymentsectors

Goal 7Toensurethereisinformationavailabletothesectortoinformworkforcedevelopment

Objectives

7.1Toensurethatrobustanduniformlydefineddataarecollectedacrossthewholeofthementalhealthandaddictionworkforcetoallowbetterworkforcedevelopmentplanning,servicequalityimprovementandforecasting

7.2Todevelopmentalhealthandaddictionworkforcedevelopmentandplanningcapabilityacrossthesector

7.3Toutilisethecurrentworkforceininnovativewaystoaddressstaffshortages

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Appraisinganorganisation’sresourceStrengthsandWeaknessesanditsexternal OpportunitiesandThreats,commonlyknownasSWOTanalysis,providesagoodoverviewofwhetherasituationisfundamentallyhealthyorunhealthy–inthisinstance,particularlywithregardstoworkforce.

Awell-thoughtoutSWOTanalysishelpsanorganisationtodevelopstrategiesthatleverageofftheorganisation’sstrengths,capturethebestopportunitiesanddefendagainstanythreatstoitsabilitytocarryoutitswork.

Workforce SWOT Analysis

Strengths(InternalFocus) Weaknesses(InternalFocus)

Opportunities(ExternalFocus) Threats (ExternalFocus)


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Workforce Development Priorities - 3 Year PlanPr

iori

ties

Ope

ratio

nal

Man

agem

ent

Gov

erna

nce

Yr1

Yr2

Yr3

Yr1

Yr2

Yr3

Yr1

Yr2

Yr3

Gen

eric

com

pete

ncie

sEs

sent

ial s

kills

Prof

essio

nal c

ompe

tenc

ies

Hea

lth se

ctor

Tech

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l com

pete

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sSp

ecia

list p

rofe

ssio

nal s

kills

40


Iden

tifyi

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urre

nt O

r Fu

ture

Sta

ff G

aps

Cur

rent

con

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tsC

urre

nt st

aff r

equi

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Futu

re c

ontr

acts

Futu

re st

aff r

equi

red


41

Cur

rent

Con

trac

t &

Ser

vice

Com

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nces

Con

trac

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esFT

Es

Staf

f rol

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Key

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ey q

ualifi

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42

APP

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AC

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SIN

TER

ESTI

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App

roac

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To W

orkf

orce

Dev

elop

men

tIngroupsidentifyarangeofdifferentapproachestoworkforcedevelopment.Includeoflow-cost,no-costopportunitiesas

well.ConductaPMI(Plus,M

inusandInteresting)oneachapproach


43

Wor

kfor

ce D

evel

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ent

- Bu

dget

ing

Therearemany‘hiddenorrelatedcosts’associatedwithworkforcedevelopmentthatneedtobeconsidered.

Cou

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Inyourcurrentposition,towhatextentwouldyoubenefitfromadditionaltrainingineachofthefollowingareas?(Foreachitem,pleasetickthecolumnthatbestcorrespondswiththeimportanceyouplaceonreceivingtraininginthisarea)

Staff Training Needs Questionnaire

Thisquestionnaireisdesignedtoassiststafftoidentifykeytrainingneeds.

Name: Role:

Provider:

Contactdetails:

Areas of training No benefit

Some benefit

Great benefit

1. Māorihealthmodels

2. Management/leadership

3. Informationtechnology

4. Reportwriting

5. Contractmanagement

6. HRmanagement

7. Clientnotesandcareplanning

8. TeTiritioWaitangi

9. Healthinformationandresources

10. Customerserviceskills

11. Environmentalhealth

12. Projectplanningandevaluation

13. Statisticsandresearchmethods

14. Financeandbudgeting,fundingandcontracts

15. Quality(Policies&procedures,audits)accountability

16. Facilitatinggroups,effectivemeetings

17. Presentationskills

18. Interpersonalcommunication

19. Workplacewellness


45

Areas of training No benefit

Some benefit

Great benefit

20. Socialmarketing/mediaskills

21. Surveydesignandimplementation

22. Strategic/businessplanning

23. Publicspeaking

24. Workingwithterritoriallocalauthorities,community advocacy,submissionwritingandconsultation documents

25. Keyhealthissues

26. Physicalactivity

27. Obesity

28. Alcohol

29. Mentalhealth

30. Diabetes

31. Immunisation

32. Other…

33. Othertrainingneeds…pleasespecify

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Wor

kfor

ce D

evel

opm

ent

- St

aff

Cal

enda

r -

Qua

rter

lyTherearemany‘hiddenorrelatedcosts’associatedwithworkforcedevelopmentthatneedtobeconsidered.

Staf

f mem

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Janu

ary

Febr

uary

Mar

chA

pril


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Organisation

Workforce Development & Training Request Form

Thisformshouldbecompletedinfullbyallemployees,trusteesordirectorsoftheorganisation,whenseekingapproval,includingfundingsupport,toattendworkforcedevelopmentortraining.Kiaora.

NoteBeforesubmittingthisrequest,pleasemakesureyouareawareoftheorganisation’spoliciesrelatingtoprofessionaldevelopmentandtraining,includingbudgetallocations,trainingpriorities,timelinessandauthorisation.

1. Name

Position/roleinorganisation

Unit/Team Manager

2. Nameofcourse/training

Trainingprovider/organisation

Costsarepayableto

Purposeoftraining

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3. Dateordates

Time

Venue

Distancefrom place of work

ReasonsforattendingthisparticulartrainingWhat I hope to get out of it

LinktocurrentroleandjobdescriptionHow this training will improve personal or

organisational performance

4. Doestheprofessionaldevelopmentinvolve(Please highlight or circle as appropriate)

• Overnight/sstayawayfromhome • TraveloutoftownTraveloverseasTravelinsurancetobearranged • Transporttobearranged Ifso,approx.estimatedcost

• Accommodationandmealstobearranged

Ifso,approx.estimatedcost

Otherspecialrequestsorresourcesrequired (for example, relief workers etc)


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5. Cost of trainingCourse/training

Othercosts

TOTALrequested

NOTEThistrainingisapprovedconditionalthata)youhavenotexceededyourallocatedprofessionaldevelopmentbudgetoryouhavebeenrequestedtoattendbytheorganisationandb)youagreetoreportbacktotheorganisationatanagreedtimeaftercompletingthetraining. Approved Notapproved Authorisingmanager Date

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Signed(Name)

Date

Position

Pleasegiveacomprehensivesummaryoftherecentworkforcedevelopment/trainingyouhavecompleted,highlighting:a) whatwasparticularlyusefulforyouinyourcurrentroleandhowyouplantointegratethis intoyourworkb) whatmaybeusefultoothersintheorganisationandwhyc) anythingelsethatwasinterestingorusefulaboutthetrainingopportunitythatthe organisationmightbenefitfrominsomeway.

Workforce Development & Training Report Form


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Professional Development & Training Record

Employee

Organisation

Position/s

Course Provider and/or Facilitator

QualificationEndorsement Date

Professional Development & Training Record

Employee

Organisation

Position/s

Course Provider and/or Facilitator

QualificationEndorsement Date


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References

Health Workforce Development: An Overview Ministry of Health (2006) Wellington

Models Of Workforce Development 2007 Catherine Mahony, NCOSS Dep Director, Sector Development, Australia

National Workforce Project Literature Review National Disability Services Australian Government (2009)

Workforce Planning Guide State Auditors Office, Austin, Texas, USA (Feb 2006)

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