1. Improving population health and community wellbeing in New Zealand

2. Introducing Careerforce
The Industry Training Organisation (ITO) for the disability, wellbeing and health sectors.
Careerforce supports organisations of all sizes to implement workforce training which enables employees to achieve recognised New Zealand qualifications.

3. The qualifications and programmes are registered by NZQA
Role
We are the Government appointed body that develops qualifications in consultation with the sector
The qualifications and programmes are registered by NZQA
We develop the assessments, learning support resources and systems to support workplace training.
We moderate the assessments for consistency
We work with employers, trainees and apprentices to support the achievement of qualifications
NZQA = New Zealand Qualifications Authority

4. We also have a leadership role in workforce development, working with many stakeholders throughout New Zealand
Careerforce – a bridge that spans industry, government, disability, social and health needs, both now and in the future

5. Our sectors Aged support Cleaning and caretaking
Community, primary and secondary healthcare
Community services
Disability support
Mental health and addiction support
Public health
Social services
Urban pest management
Youth work

6. Our numbers
18,000+ trainees
1,000+ apprentices (new in 2016)
1100+ workplaces
75% programme completions
19 qualifications levels 2-7
Training is about the difference it makes to practice. This year our trainees and apprentices are working with 100,000+ clients.

7. Underpinning workforce development
Looking 3 – 5 – 10 years out
We start by understanding client needs
Identifying the competencies and workforce to support the needs
Understanding the link to government policies and initiatives
Building a person centred, thinking workforce
Implementing respectful, efficient and applied training
Understanding the difference training is making to practice
Growing the value, recognition and competence of the workforce
Joining up conversations especially between social and health needs
Person centred, thinking workforce was the TROQ philosophy all stakeholders agreed to. Person centred means asking not telling, listening not assuming, understanding the person from the context within which they lead their lives. It can be broadened to whanau, community etc.
A thinking workforce is about developing reflective practice and critical thinking skills so the employee is thinking how did it go and what could be done differently. The employee is watching and responding to changes in clients circumstances and conditions

8. Needs centred development
competence
evidence
assessment
learning gaps & support
This approach tells us the what
At the same time we develop the how – how will the programme be implemented
Graduate outcome = know, be and do, we already know the be as we know the role so the competencies help us understand the know and do
Evidence is how the employer or sector knows the employee can meet the client needs
The assessments provide the evidence required
Then the learning gaps are identified which inform the learning supports needed

9. Who are the employers?
Any organisation with employees or volunteers involved in the wider health and wellbeing sectors:
Large Government organisations
Multi-national companies
NGOs and NFPs
Small organisations
Individualised funded employers

10. Who are our trainees? They are all employees or volunteer workers
Statistically they are:
Less qualified
25% have NO qualifications compared to NZs overall workforce of 14%
Older
58% aged 45 years +
More ethnically diverse
67% European vs 78% of overall workforce
Female
77% vs 48%
Figures based on 2013 health and community support sector data

11. What roles do our trainees have?

12. Qualification pathways from school
From high school students to mature workers, Careerforce has multiple workplace training programmes available. High school students aspiring to work in the health and wellbeing sectors can participate in a Vocational Pathway programme through their school.

13. Arranging training by levels2
Induction & orientation
Employer teaches
– its I & O 3
Predicable tasks and situations
– its core business 4
Complex tasks & less predictability
Mix of employer teaching and specific topics being contracted
5 & 6
Complex tasks, specific field of work & influencing skills
Contract specialist knowledge, the employer supports
NZQA descriptors
L2 directed teaching with plenty of guidance and supervision – where matching occurs
“apply processes and known solutions to familiar problems & collaborate with others”
L3 more directed teaching with plenty of guidance and less supervision – also where matching occurs if the employer has a consistent programme across many staff
“apply processes, select and apply known solutions to familiar problems & contribute to group performance”
L4 more self management of learning still with support and guidance
“select and apply standard and non standard processes & some responsibility for the performance of others”
An example of what we might contract could be peer support as an employer may employ or work with peer support workers but may not have in depth knowledge of the role.
L5 self-management of learning includes understanding the theory, includes influencing people and/or managing staff
“apply a range of solutions & some responsibility for managing the performance of others”
L6 complete self management of learning, specialised, in-depth competencies
“analyse and generate solutions & responsible for leadership within dynamic contexts”
The above is a generalisation, there is inconsistency across the sectors and in reality the situation is never fully predictable as our trainees and apprentices are working with people

14. Pathways to Business Business L3 Administration & Technology
First Line Management
Business L5
Leadership & Management
Business L6
Leadership & Management
Cleaning L2
Cleaning L3
Health and Wellbeing L2
Health and Wellbeing L3
Health and Wellbeing L4
Health and Wellbeing L5

15. Administration & technical level 3 First line management level 4
People skills
Analyse task requirements
Communication skills
Analyse team member requirements
Software skills
Analyse own requirements
System skills
Complete the task
Review progress
Feedback

16. Leadership & Management L 5 & 6
Te Tiriti o Waitangi,
The Treaty of Waitangi

17. Kaiāwhina Workforce Action Plan

18. The 20-Year Vision
“A kaiāwhina workforce that adds value to the health and wellbeing of New Zealanders by being competent, adaptable and an integral part of service provision”
The plan identifies the workforce development needs of the non-regulated care and support workforce for the health and disability sectors.
Implementation of the plan enables the kaiāwhina to contribute as valued members of the integrated service delivery team which is seeking to improve health and wellbeing outcomes.

19. The Plan has multiple owners overseen by a partnership
The Kaiāwhina Workforce Action Plan (the Plan) is overseen by a partnership between Health Workforce New Zealand (HWNZ) and Careerforce
Health Workforce New Zealand (HWNZ) is a business unit within the Ministry of Health set up in 2009 to provide national leadership on the development of the country’s health and disability workforce. Its work is overseen by an independent board chaired by Professor Des Gorman with board members from business and across the health sector.
The Plan has multiple owners involving many agencies with the domains, outcomes and actions interlinked
The Plan identifies the workforce development needs of kaiāwhina Implementation of the plan enables the kaiāwhina to contribute
as valued members of the integrated service delivery team which is seeking to improve health and wellbeing outcomes.

20. Health Workforce New Zealand Strategic Priorities 2014 - 2018 Five Workforce Taskforces
Aged Care
Cancer care
Disability Support Services
Maori Health Care
Mental Health Care
Pacific Health Care
Primary Care
Rural Health Care
Vunerable Communities & Child Health Programmes
Medical
Nursing
Allied Health
Kaiāwhina
The kaiāwhina workforce is one of the six strategic workforce priorities of Health Workforce New Zealand (HWNZ).
 To achieve the 20-Year vision a framework has been developed with seven domains and associated outcomes.
Midwifery

21. Contact
Gill Genet
General Manager Business Development