A health system for future generations Planning and educating a modern health information workforce Health Information Management Association of Australia National Conference Mark Cormack, CEO Health Workforce Australia 29 October 2010 Sydney

National health workforce reform agenda  COAG and health workforce reform ( National Partnership Agreement 2008)  Acknowledgment that large scale workforce reform is necessary with a particular focus on linking efforts of health and higher education sectors  NPA, $1.1Bn new funding over 4 years to Develop a sound evidence base to inform national reform Devise policy and programs that facilitate workforce reform Work across jurisdictions, sectors, organisations and professions  Health Workforce Australia (HWA) established to lead implementation of the NPA

Health Workforce Australia  Legislation enacted July 2009 –  HWA established as a Commonwealth statutory authority  Board – nominees from jurisdictions (9), independent Chair and 3 other directors  Reports to Australian Health Ministers Conference (AHMC)  Headquarters in Adelaide - CEO commenced 27 Jan 2010  Transition of National Health Workforce Taskforce (NHWT) work program to HWA.

Core functions of HWA  Progress the NPA national agenda focussed on five key areas Research and workforce planning ($24m) ** Clinical education and training ($547m) $424m Clinical training subsidies, $28m Clinical supervision, $94m Simulated Learning Innovation and reform ($70m) ** International recruitment ($60m) Advice to AHMC, industry & higher education

National health workforce reform agenda  Research and workforce planning  Planning to date less than optimal  Many knowns, anecdotes and accepted wisdoms  Key data sets (e.g. vacancies / shortage) reliant on jurisdiction and professions based information, disparate sources, often inconsistent, out of date and incomplete  Today we still cannot accurately say how many doctors or nurses work in our health system, or quantify the shortage  Workforce interventions (e.g. boosting training, international recruitment / retention programs, targeted reforms) are complex, have long lead times, and expensive.  Governments, industry and higher education sector need better, nationally consistent evidence base to inform policy, investment decisions and interventions.

HWA - planning and research  HWA to lead, encourage and support a health workforce research, planning and policy agenda  How?  Continually improve national health workforce information National health workforce statistical dataset  National workforce projections and research National supply and demand model – macro and by specialty Workforce demand and workload measures  National health workforce research collaboration

HWA - planning and research  Interim work program ( ) whilst the longer term planning and research program is developed  Macro Supply and Demand  Postgraduate Medical Training Study  National Workforce Study of the NGO Mental Health Sector  Alternative Options for Workforce Planning  Workload Measure for Allied Health Professionals  Supply and Demand Projections for Nursing Professionals (Acute Sector) Nursing Professionals (Aged Care Sector) Anaesthetic Medical Workforce Emergency Medical Specialist Workforce Intensive Care Medical Workforce  Cancer services workforce strategy

Supporting innovation and reform  NPA allocated over $70m over four years to  Promote better utilisation and adaptability of the workforce  Explore new and emerging roles to respond to changing demands  Promote national uptake of innovative reforms  Test health workforce reform models  Research local, national and international innovation initiatives for whole of system uptake  Address policy and other barriers to new workforce models  Strategies to reform the structure, composition and training of the workforce

Challenges & issues  Getting the numbers right & understanding the demand drivers - assembling the evidence  Targeting and linking reform effort to current and emerging burdens of disease – impact on the long term goal.  Seeking agreement on what matters most – national strategy to focus effort  Supporting the reform and implementing change – leadership and sponsorship  Progressively modernising regulation – address barriers  Training, payment and remuneration systems – enabling and sustaining  National health reforms - relevance

Opportunities for the health information workforce  Australian Health Informatics Education Council (AHIEC)Strategic Workplan  Industry review – workforce requirements  Training strategy- marketing and development  Targeting and linking health information workforce strategies to agreed national health reforms  E-health  Cancer  Primary health care strategy  Local Hospital Networks