DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process.

1. DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process. Train the trainer workshop January/February/March/April 09

2. By the end of this workshop you will be able to assist staff to: • Describe the relationship between salary progression and key organisational requirements • Understand the principles of the Salary Progression processes • Understand and describe the salary progression processes • Write and negotiate agreed objectives, plans and evidence • Plan the implementation processes

3. Workshop outline • Introduction to the SPP • The “rules” for each staff group • How it works – process, roles, managing expectations • Consistency, bench marking and moderation • How to do it - writing objectives, a plan and evidence • Assessing evidence

4. Workshop outline cont: • Implementation - Where to from here? For you as the trainer - “I don’t quite understand........” Workshop sessions with experts

5. APT Remuneration Process • Allied & Public Health Scale • Steps 1-5 Automatic salary progression • Step 5 to 6 Refer clause 5.1.4 a) – g) • Step 7 & above CASP salary progression process • Psychology Scale • Steps 1 - 9 Automatic salary progression • Step 9 & above CASP salary progression process • Alcohol & Other Drug Clinicians Scale • Steps 1 - 6 Automatic salary progression • Steps 6, 7,8 Refer clause 5.1.4 a) – g) • Step 8 & above CASP salary progression process

6. APT Remuneration Process • Technical Salary Scales • Automatic salary progression (profession dependant) • Six scales also have an additional progression step (Clause 5.1.4 a) • Non-automatic salary steps (profession dependant) • Health Assistants Scale • Automatic salary progression (profession dependant) • Non-automatic salary steps (profession dependant) • Health & Clinical Support Workers/Hauora Maori Workers Scale • A series of automatic steps within each level • Level 1 Non-automatic progression using Health Assistant criteria • Levels 2 & 3 Non-automatic progression using CASP criteria

7. DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process. Session One- introductions- to each other and to the merit steps.

8. Introductions • Who you are • Where you work and your roles • What qualities/ skills/knowledge you will use: • To show leadership in the introduction of this process? • In the role as a trainer in the merit steps/SPP

9. DHB/ PSA - Allied/ Public Health/ Technical MECA salary progression process Housekeeping issues .......

10. Ways of working together today/group ground rules • Here to learn about implementation, not to renegotiate • Listening to learn from each other • Okay to ask questions • Treat each other with respect • One person speaking at a time in the large group • Telephone etiquette • Others?

11. DHB and PSA Merit /SPP training package- DHBNZ/PSA websites • from the MECA • Section 5 • Appendix A, B, C and G • 4 x summary information for printing on A3 posters • Resources from other DHBs

12. The merit process/SPP training package cont - websites • For staff and managers • Participant programme outline • Power point presentation with trainers interactive training notes • Case studies • Posters

13. Exercise- Why are we doing this? DHB’s and the PSA are putting a lot of resources and effort into the merit steps/SPP process. Discuss this from a range of perspectives: • Staff member • Your DHB • The profession/s • The PSA • The client

14. History and context • Part of the 2008 - 2010 PSA/DHB MECA settlement • Came from joint working parties on outstanding issues from the 2005–2007 MECA • Wide engagement, consultation and feedback during the working party activity & as part of the negotiation process • Significant contribution Te Rau Matatini made to the development of the Maori competency framework

15. History and context, cont: • To outline fair and consistent prospective process based on specific criteria for salary progression above automatic increments • Addressing issues of regional differences in salaries and movement up the scale • Recognising the professional practice already being performed by some individuals

16. History and context, cont: • To support staff professional development • To contribute to a high quality service & enable staff to meet service delivery requirements • To assist the issue of increasing productivity in the health sector

17. DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process. Session Two – What this is all about – the “rules” for each group

18. Designated positions and Initial implementation of SPP • All DHBs, in consultation with PSA, to do internal comparative process to establish salary range for each designated position • Fast track- One off process that applies to those DHBs where no merit process was in place during the term of the regional agreements, by March 17, 2009

19. Initial Placement on Hauora Maori scale • Appendix G covers the assessment of clinical and cultural competency for the initial placement of Hauora Maori Workers on the Hauora Maori Worker pay scale • From then on they will be using the appropriate merit progression/SPP

20. National Clinical and Cultural Competency Framework to place you on the Hauora Maori Worker Scale Do you hold a positions that works exclusively with Maori patients/clients and have been employed because of your knowledge and expertise in Maori cultural matters? This process provides a consistent approach to determining the appropriate level on which to place your position, once this is established you then you can use the merit process or CASP to apply for further increases. • Process • Self assessment against the cultural competency framework and • appropriate clinical competence • (b) Self assessment presented to Peer and Senior Professional for • assessment • (c) Report and self assessment assessed by Kaumatua and • Service Manager – assess evidence and make decision. Purpose A nationally consistent process for salary placement on appointment, or as initiated by the employee Principles Fairness, transparency and consistency Need More Information? Contact your Line Manager/ PSA Delegate

21. Find it in the MECA, Merit/SPP- who it applies to....

22. National Career and Salary Progression Framework for Allied Health & Public Health Practitioners Are you on the non-automatic salary steps of the Allied & Public Health, Psychology or Alcohol & Drug Clinician Scales? Do you want to be considered for a salary step increase? …then this Career & Salary Progression Framework could be for you! Purpose A nationally consistent process for salary progression for practitioners on the non-automatic salary steps Process (a) Identify relevant practice domains, then develop your objectives, plan & the evidence required to demonstrate achievement (b) Record objectives, plan & evidence in your performance plan (c) Sign your agreed plan with your line manager (after appropriate professional input) & gain one-up manager approval (d) Complete your agreed work plan Principles Fairness, transparency and consistency Need More Information? Contact your Line Manager, Professional Leader/Advisor, Clinical Educator, PSA delegate or PSA Organiser Consult the website at http://www.dhbnz.org.nz/Site/ER/Neg-updates

23. National APT Contract Merit Progression for Technical Positions Are you on the non-automatic salary steps of the Technical position scales? Do you want to be considered for a salary step increase? … then this Merit progression process could be for you! Purpose A nationally consistent process for salary progression for technical positions on the non-automatic salary steps Process (a) Identify relevant practice themes, then develop your objectives, plan & the evidence required to demonstrate achievement (b) Record objectives, plan & evidence in your performance plan (c) Sign your agreed plan with your line manager (after appropriate professional input) & gain one-up manager approval (d) Complete your agreed work plan Principles Fairness, transparency and consistency Need More Information? Contact your Line Manager, Professional Leader/Advisor, Clinical Educator, PSA delegate or PSA Organiser Consult the Technical Merit Progression document at http://www.dhbnz.org.nz/Site/ER/Neg-updates

24. Merit Progression Framework for Technical Groups

25. National Merit Criteria for Dental Assistants, Health Assistants, Public Health Assistants, L.1 Hauora Workers, L.1 Health & Support Workers Are you on the non-automatic salary steps of thefor Dental Assistants, Health assistants, Public health assistants, L.1 Hauora Workers, L.1 Health & Support Workers scales? Do you want to be considered for a salary step increase? … then this Merit Criteria process could be for you! Purpose A nationally consistent process for salary progression for staff on the non-automatic salary steps Process (a) Identify relevant practice themes, then develop your objectives, plan & the evidence required to demonstrate achievement (b) Record objectives, plan & evidence in your performance plan (c) Sign your agreed plan with your line manager (after appropriate professional input) & gain one-up manager approval (d) Complete your agreed work plan Principles Fairness, transparency and consistency Need More Information? Contact your Line Manager, Senior Professional Colleague, PSA delegate or PSA Organiser Consult the Assistant Merit Progression Document at http://www.dhbnz.org.nz/Site/ER/Neg-updates

26. Merit/SPP

27. DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process. Session Three – The process

28. How – the process

29. Merit Salary Progression - Submitting Your Evidence Relevant information from the professional portfolio is collated by the practitioner to correspond to the work plan. The portfolio & covering documentation are given to the line manager The line manager provides written acknowledgement of receipt of portfolio within 72 hours. The line manager & professional leader/ advisor or other agreed representative reviews the portfolio information within a mutually agreed timeframe (no later than four weeks) Do the line manager, one-up manager and professional leader/ advisor or representative agree that the work has been completed appropriately? This may include a discussion with the applicant No Yes Practitioner completes additional documentation within agreed timeframe Line manager lets practitioner know & completes all relevant documentation for a salary increase Line manager informs the staff members what work is required to complete their agreed evidence Line manager informs the staff member that the work is insufficient and a salary increase is not warranted Practitioner requests a review of this decision by the one-up manager One-up manager does not support an increase Meets with one-up manager One-up manager agrees that salary progression can proceed No appeal lodged, salary decision stands Practitioner is advised of right to appeal an appeal (as per local DHB process) within 15 working days

30. Application to engage in SPP process • Discuss your eligibility for salary progression with your TL and get professional input • Review SPP criteria & identify areas of development • Discuss these with TL with prof input & develop ideas re objectives • She/he will get back to you to let you know if they have accepted your application

31. Next step… • Meet with team manager ( with professional input) • Work together to identify & clarify your objectives, the plan, and the evidence • Agree on timeframe for objectives and review dates throughout the year. • Sign-off is required

32. Questions for consideration when setting up objectives • What are the DHB and service goals? • What are your personal goals? • Are there any limitations to achieving these goals? • Personal • Organisational • Financial • Legislative • Time • What are you interested in? • What is “stretch” for you? • What opportunities are available to you? • Within DHB • External to DHB (with DHB support) • Does all of this meet HPCA/SWRA requirements? • What do I need to add/change?

33. Portfolio presentation • Range of media is acceptable - not prescriptive • Ensure ease of assessment by assessor: • Number reference back to criterion objective • Label all evidence • Cross-reference if evidence applies to more than one objective • Index of evidence • Use system of flagging if part of larger portfolio • Use for HPCA/SWRA

34. Summary – making it work • Roles • Writing objectives (technically + service/individual fit, portfolios) • Developing a plan • Identifying the evidence • Links to DAP, service plans, prof dev, appraisals, HPCA, SWRA • Reviews throughout the year • No surprises • Moderation • Conflict resolution • Importance of the front end

35. Managing expectations • MECA covers the full range of services available across the country- small secondary hospitals to large tertiary hospitals •  This is relevant when deciding if further merit progression opportunities exist for a position •  At the time of the initial meeting to discuss objectives, the employer must be clear whether the objectives being proposed are appropriate and required by the service/ DHB.

36. Managing expectations • Allowing staff to aim for non achievable/desirable objectives within the particular service/ DHB leads to disputes/grievance •  Staff need to know if they have reached the full scope for the position at the time •  Make the decision at the beginning of the process • If there is conflict/difference use the DHB conflict resolution process based on natural justice principles • The PSA will support their members during any conflict/difference of view

37. Learning from others- ADHB Moderation Process • Principles • The purpose of moderation is to support organisation-wide consistency in the application of the process • Within and across teams • Within services • Within professions • The moderation process will not slow the current process • All participants will bring an open mind to the discussions and be prepared to learn • All participants will bring documents to contribute to the discussion • Process • Bring successful and unsuccessful document(s) and explain why to your peers (with staff member’s permission) • Unsure, or where TL & PL disagree

38. Beginning to think about bench marking/moderation • What sort of activities would you expect to see in steps 1-3? • What action verbs would you use to show their practise? • What are the features of practice for each group of steps - What does it look like at each level?

39. Exercise • In small groups - a couple of groups to work with each group of steps. • Steps 4-6 • Steps 7-9 • Steps 10 + • What are the words (action verbs) that show the type of practise you might see? • What is the context the practitioner works in at each group of steps?

40. Beginning to think about bench marking moderation • In same small groups • Look through the “ADHB Guidelines for Expectations of Professional Practice for Allied Health” • Discuss how this kind of model might fit: • with your knowledge of the area of practise you come from • At your DHB

41. DHB/ PSA Allied/ Public Health/ Technical MECA salary progression process. Session four - Writing objectives, plans, and evidence.

42. Is this objective SMART? • Specific √ • Measurable √ • Achievable √ • Realistic √ • Timeframe √ What about the total workload? Remember, this is one of a number of required competencies.

43. Use specific verbs for writing objectives Advertise, analyse, apply, appraise, assess, calculate, categorise, choose, classify, collect, compare, compose, construct, contrast, create, debate, decide, define, demonstrate, differentiate, distinguish, estimate, experiment, explain, employ, evaluate, examine, formulate, identify, illustrate, inspect, interpret, invent, investigate, manage, name, operate, organise, plan, practise, predict, prepare, prioritise, propose, rate, recommend, record, report, relate, review, revise, schedule, set up, separate, show, sketch, solve, state, verify, write.

44. Clever objectives are based on: • The domain/criteria • The individual’s development needs • The DAP, service plans • The HPCA, SWRA requirements

45. Objectives, plans, evidence • Objective = what you will do • Plan = how you will do it ( sometimes expressed as the activity) • Evidence = how you will demonstrate in writing that you have carried out your plan and achieved your objective

46. A Pharmacy Practice Example …. • Hannah is responsible for providing a clinical pharmacy service to three inpatient forensic mental health units. She is an experienced clinician and has been working in this role for six years. Hannah is also responsible for leading the DHB Mental Health Pharmacy Team (Pharmacists and a Pharmacy Technician) working in both inpatient and community mental health settings across several different sites. She is less experienced in this role, having taken it over from the previous post-holder just over two years ago. • As one of her 6 objectives Hannah has been asked to “design and implement a clinical pharmacy service to the new kaupapa maori unit within the forensic service” • What might this look like?

47. Domain: Professional & Clinical Practice - what do you think........? Theme: Demonstrates professional/clinical (practice) leadership/ knowledge

48. Or this one for a Health Promotion Advisor (HPA) … what do you think? Theme: Takes a leadership of proactive role with the team/service that supports the Service Manager/Line Manager in achieving strategic direction

49. An Anaesthetic Technician … what do you think? Activity: Shares specialist knowledge or applies technical practice skills locally, inter-district or nationally

50. A Community-based Therapy Assistant – what do you think........? Activity: Is achieving agreed standards of excellence & is applying advanced skills in the workplace