1. MIDLAND BOARD CHAIRS
Workforce
Development

2. Nationally driven workforce development Industrial relations
OVERVIEW
Regional initiatives
Nationally driven workforce development
Industrial relations
Health and Safety at work director requirements
Challenge of working with data rather than working on data
“Magic wand” session

3. WorkWell Working Together April 2017
HEALTHY WORKPLACES
WorkWell Working Together April 2017

4. World Health Organisation 2010
HEALTHY WORKPLACES
World Health Organisation 2010
“A healthy workplace is one in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and wellbeing of all workers and the sustainability of the workplace”

5. HEALTHY WORKPLACES
WorkWell

6. HEALTHY WORKPLACES
The National Approach

7. HEALTHY WORKPLACES
Midland DHBs

8. LEADERSHIP DEVELOPMENT
Midland Leadership Development Programmes

9. Two leadership programmes running since 2006
MIDLAND LEGACY
Two leadership programmes running since 2006
Midland Health Leaders Advanced Programme
Leadership in Practice
Two credible providers

10. COLLABORATION AND NETWORKING
All five DHBs participate on both programmes
Participants clinical and non- clinical
Participant numbers:
20 annually advanced (one programme)
60+ annually (two + programmes)

11. Annual review and improvements Leadership in Practice:
BENEFITS AND OUTCOMES
Advanced programme:
Signature change
Annual review and improvements
Leadership in Practice:
Formally evaluated

12. National leadership domains mapped to the content of both programmes
BENEFITS AND OUTCOMES
National leadership domains mapped to the content of both programmes
Midland programmes widely known and valued
On-going contribution to national leadership work

13. HEALTH AND SAFETY
Health and Safety Guide: Good Governance for Directors March Institute of Directors & WorkSafe NZ.
Role of directors in health and safety governance
Policy and Planning
Delivery
Monitoring
Review
Directors should obtain enough health and safety knowledge to ask the right questions of the right people and to obtain credible information (p11)
Maximum penalty for serious breach of due diligence is 5 years imprisonment and/or $600k fine

14. RECRUITMENT SYSTEMS Managing recruitment workflow, reporting
Five Midland DHBs plus Hawkes Bay DHB

15. INDUSTRIAL BARGAINING 17/18

16. MINISTRY OF HEALTH – NZ HEALTH STRATEGY
One team – five year vision
All part of system – share, collaborate, support
Clarify and understand roles
Sector meetings
Workforce more cohesive, flexible, diverse, sustainable, better led

17. NATIONAL WORKFORCE - SCHEMA
See pack for diagram

18. NATIONALLY DRIVEN WORKFORCE DEVELOPMENT
Workforce strategy group - themes
Current roles being used fully B4 new
Base forecasts on future use
Minimise variation in clinical practice
Take whole of sector approach
Generalist roles important flexibility enabler
Flexible employment
Focus on engagement
Learn from other sectors

19. NATIONALLY DRIVEN WORKFORCE DEVELOPMENT INITIATIVES
Data visualisation – DHB workforce data
Leadership development and talent management – State Services Commission
Imaging workforce
First year post graduate doctors
KiwiHealth Jobs – national job board
National terms of business – recruitment agencies
Standardised MECA interpretation (for payroll)

20. NATIONAL WORKFORCE TASKFORCES
Medical – community based attachments; ageing workforce; alignment of vocational training with workforce needs
Nursing – strategy day on 20 April; discussions re national scene; connecting with other taskforces
Midwifery – supply; data quality
Allied health – medical imaging; data re dental workforce
Kaiawhina – action plan implementation

21. WORKFORCE DEVELOPMENT IN REGIONAL CLINICAL NETWORKS
Midland Cancer Network
Child Health Action Group
Health of Older People Action Group
Midland Cardiac Clinical Network
Midland Mental Health and Addictions Network
Midland Radiology Action Group
Midland Stroke Network
Midland Trauma System
Regional Elective Services Network

22. DATA – WORKING WITH, RATHER THAN ON
Data visualisation tools
Data sources
Data access
Data consistency
Track increase or decline in numbers
Occupational groups
DHBs and facilities

23. WORKFORCE WITHIN MIDLAND DHBS – AS AT DEC 2016

24. WORKFORCE WITHIN MIDLANDS DHBS – AS AT DEC 2016
Annual turnover rate by age (excludes fixed term and RMOs) as at Dec 2016

25. WORKFORCE WITHIN MIDLANDS DHBS – AS AT DEC 2016

26. REGIONAL ETHNICITY MIDLANDS DHB - AGE

27. MEDICAL SCHOOL GRADUATE INTENTIONS
Medical School Outcomes Database and Longitudinal Tracking Project (MSOD)

28. MEDICAL SCHOOL GRADUATE INTENTIONS

29. MEDICAL SCHOOL GRADUATES INTENTIONS

30. MEDICAL SCHOOL GRADUATES INTENTIONS

31. MEDICAL SCHOOL GRADUATES
Increase number intending to be a GP
Increasing most are NZ citizen or NZ resident
Most intend to practice in NZ
Most want to work in cities

32. MEDICAL WORKFORCE – VOCATIONAL SCOPES
1988
2015

33. Increasing specialist scopes options Reducing proportion of GPs
MEDICAL WORKFORCE
Increasing specialist scopes options
Reducing proportion of GPs
Number of GPs increasing

34. NURSING WORKFORCE – REGISTERED WORKFORCE EMPLOYER

35. NURSING WORKFORCE – AGED RESIDENTIAL

36. NURSING WORKFORCE – AGED CARE MIDLANDS
2011
2016

37. NURSING WORKFORCE – AGED CARE - MIDLANDS
Philippines
India

38. NURSING WORKFORCE – MIDLANDS 2016

39. NURSING WORKFORCE DATA
51% works at a DHB
49% works elsewhere
Philippines and Indian workforces increasing in aged residential (Midlands)
Increasing proportion of younger nurses
NZ nurses mostly in 40 – 60 age (Midlands)

40. Workforce - If you could change anything, what would it be?
MAGIC WAND
Workforce - If you could change anything, what would it be?