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SOUTHERN HEALTH Workforce Plan 2005-2011

SOUTHERN HEALTH Workforce Plan 2005-2011. Christine Fitzherbert Executive Director Human Resources. WHY WORKFORCE PLANNING AT SOUTHERN HEALTH?. KEY PROBLEMS. Critical Organisational Success Factor Ensure necessary capacity/capability Recognised & integrated into the SH Business Plan

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SOUTHERN HEALTH Workforce Plan 2005-2011

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  1. SOUTHERN HEALTHWorkforce Plan2005-2011 Christine FitzherbertExecutive Director Human Resources

  2. WHY WORKFORCE PLANNING AT SOUTHERN HEALTH? KEY PROBLEMS • Critical Organisational Success Factor • Ensure necessary capacity/capability • Recognised & integrated into the SH Business Plan • No overarching strategy in place • No linkage between demand and supply • No Common Approach & ad hoc responses to workforce needs • Medical, Nursing & Clinical Shortages • New Services – New Hospital (Casey) • Changing Demographics • Changing consumer expectations and shifts in service provision

  3. WHERE DOES THE WORKFORCE PLAN SIT? Strategic initiatives: Supporting Plans: Strategic Plan (Organisation-wide) Clinical Service Plan Workforce Plan Business Plan (Organisation-wide) Quality Plan Communication Plan (Review and Feedback) Business Plan (Sites & Operations) Capital Plan Information Systems Plan Individual Performance Plan Financial Recovery Plan Organisational change processes

  4. WHY WORKFORCEPLANNING? Key Industry Drivers: • Recruitment and Retention • Skills, Education and Training • Work Design and Structure • Service Delivery Models • Technology • Changing Reshaping Demographics

  5. EXISTING WFP INITIATIVES • Lots happening but no integrated approach! • Nursing Recruitment and Retention • Nursing Support Unit • International Nurse Recruitment • Rostering Principles • Nursing Expo • International Medical Graduates Student program • Effective Human Resources Leadership • Commissioning of new Casey hospital • Leadership Programs eg Allied Health • Extending Scope of Practice Activity (Nail Clinic)

  6. INNOVATIONS IMPLEMENTED • Specific Goal established in Southern Health Strategic Plan • Workforce Planning Working Party established • Research and Literature Review • Discussion “White Paper” • Consultation, collaboration & engagement • Key Stakeholder Workshop • Draft Plan developed & circulated • SH Workforce Plan & Framework finalised & approved by Board of Directors

  7. OUTCOMES SO FAR • Workforce Plan & Proposed Strategies widely promulgated • SH Workforce Planning Framework • Workforce Planning Steering Committee • Workforce Planning Principles developed • Five Strategic Goals established • Linked to SH Clinical Services Plan • Strategic Priorities & Action Plan developed & being rolled out • Workforce Plan Reports are standard items on our Executive Management Meeting Agendas.

  8. SH WFP Principles • Primary purpose of workforce planning initiatives is to meet patient demand and agreed models of care • Service development & configuration planning takes account of workforce requirements –now and future workforce needs • Workforce requirements are identified, understood, described and addressed primarily as a set of skills to meet patient need, rather than identified as a set occupation or specific discipline • HR policies and practices have a longer term focus that takes account of demographics/population health trends/ and workforce profile trends • Workforce planning activities are consistent with Southern Health Values

  9. WFP Principles – cont’d • When change is planned – workforce impact statement (Short and Long term) outlining roles and skills will be lost/what will be gained • Clear Career pathways are articulated & documented • The Organisation has an informed view of real and potential talent and demonstrates active Succession Planning • Staff are engaged in and consulted about workforce planning developments and service changes and configurations • Consumers & Carers are active participants in the development of workforce profiles/competencies and overall workforce plans.

  10. OUTCOMES SO FAR Five Strategic Goals: • Build Workforce Planning Capabilities & Infrastructure • Ensure a Skilled & Competent Workforce • Ensure Effective Work Design & Structure • Build a Positive Workplace • Ensure & Sustain Workforce Supply

  11. Priority WFP Strategies • Workforce Planning Activity and Gaps Survey and Database • Southern Health Ageing and Retirement Profile • Best Practice Recruitment Tool Kit • Leadership & Management Development Framework • Wur-cum barra- indigenous employment strategy • Local • Workforce profiles provided – Monthly & Quarterly • Manager’s WFP tools and training kit being developed. • Values and Culture Survey • Targeted Overseas recruitment

  12. LESSONS LEARNT • Workforce Plan must be integrated with organisational strategies & objectives • Strong understanding of relationship between supply & demand • Strong Understanding workforce demographics & forecasts • Extensive and intensive consultation and collaboration – clinical & non-clinical • Action Plan & Priorities must be established • KPIs – must be developed

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