1. NZDSN 2018 Conference 12 April 2018 Gill Genet
Making change real
NZDSN 2018 Conference
12 April 2018
Gill Genet

2. Does the future need a changed workforce?
More Effective Social Services Productivity Commission Living Standards Framework Wellbeing Measures
No single agreed definition
Productivity Commission concept from the 2015 report More Effective Social Services is useful.
Note that official statistics do not align to this, and nor do government funding models.
Makes data very hard to obtain.
More recent emergence of the living standards framework and a different expression of social outcomes sought, allied to wellbeing measures.
Model does capture the breadth of services delivered and the centrality of working towards outcomes.

3. National EGL Leadership Group
Developing future workforce understanding?
National EGL Leadership Group
Careerforce
NZDSN
Stakeholders
Stakeholders
Stakeholders
Stakeholders
Stakeholders

4. Workforce reports Purpose is to inform workforce planning
The questions:
What are the present and new emerging client needs from clients, whānau and employer perspectives
What are the impacts of emerging policy, government initiatives, commissioning/contract changes, and technology developments in the workforce
What research and/or evidence is available to inform the report
What do employers need to support workforce capability development
What is the current and future workforce landscape (planned, recommended and/or envisaged)
How do new, emerging client needs impact on service delivery and workforce capability
Refer to Methodology:
Literature scan
Key informant interviews
Survey of 300 organisations
Workshops in Wellington and South Auckland to test and refine initial ideas
Tested ideas with SSPA national executive and other NGO stakeholders
Consulted key government agencies

5. Client and whānau, centred workforce development
Client and whānau aspirations, needs and experiences
Workforce competencies to meet aspirations, needs and support positive experiences
The evidence to show competence = assessments
Learning support - people, environment and content to achieve competence
Making a difference to practice and improving community wellbeing and population health

6. Methodology included:
Literature scan
Survey of organisations
Listening, gathering, testing
Discussions and workshops
Survey 67 replies - captured themes, trends and a gauge of sentiment
Covered service types, workforce demographics, training, factors impacting on workforce performance, workforce development planning (85%), significant changes

7. 2 3 4 5-7 4&6 Levels and programmes Induction & orientation
I & O programme matched to qualification 3
Predicable tasks and situations
Programme has elective content to meet employer’s services 4
Complex tasks & less predictability
Developing greater visibility of the role in the content
5-7
Complex tasks, specific field of work & influencing skills
Programme content is matched to the competencies of the role requires
4&6
Business, leadership and management
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

10. Where to from here? Finalise the reports
Consider each report but also the reports from SSPA (social services), Platform (mental health), and HCHA (home and community)
? change
growing complexity, vulnerabilities and their impact
workforce role