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PERSPECTIVE ON FLEXIBILITY

PERSPECTIVE ON FLEXIBILITY. NSW Medical Registrants 1990, 1995 and 2000. * Estimate based on distribution of non respondent (<10%) responses Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication. Percentage of Medical Practitioner by Age Group 1990, 1995 and 2000.

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PERSPECTIVE ON FLEXIBILITY

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  1. PERSPECTIVE ON FLEXIBILITY

  2. NSW Medical Registrants 1990, 1995 and 2000 * Estimate based on distribution of non respondent (<10%) responses Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication

  3. Percentage of Medical Practitioner by Age Group 1990, 1995 and 2000 Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication

  4. Medical Practitioners working in NSW, by sex 1990, 1995 and 2000 Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication

  5. Age Profile of Medical Practitioners Working in NSW 1990, 1995 and 2000 Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication

  6. Employed medical practitioners, by age and sex NSW, 2000 Source: Profile of the Medical Workforce in NSW, 2000, NSW Health Publication

  7. Average hours worked per week by medical clinicians, by age and sex, Australia, 1998 Source: Australian Institute of Health and Welfare, 1998 via AMWAC

  8. Average hours worked per week by male medical clinicians, by age, Australia, 1998 Source: Australian Institute of Health and Welfare, 1998 via AMWAC

  9. Average hours worked per week by female medical clinicians, by age, Australia, 1998 Source: Australian Institute of Health and Welfare, 1998 via AMWAC

  10. WORKPLACE FLEXIBILITY • i Hours of Work • ii Placement • iii Training Models

  11. “Mind Set of senior consultants, medical colleges and hospital administrators perceived as greatest barrier to improving training and flexibility.” • How do we get through this axis of obstruction? • Why is it that these different groups behave as they do? • Why don’t they listen to what’s being said? • Why don’t they recognise that solutions exist? • What can be done to change the situation?

  12. How do we turn around the oil tanker? Stop blaming individuals, organisations, governments. Acknowledge the interests that are being served by those involved. Make sure the issues don’t become a vehicle for political and industrial campaigns. • Choose small discrete areas and examine alternatives without prejudice.  • Continue to participate in forums like this.

  13. What are the benefits? • Stakeholders become more open to ideas. • There is a better understanding and acceptance of things that can’t be changed. • You avoid defensive siege mentality that develops in adversarial “campaigns”. • Change is rarely monolithic – discrete trials limit risk while providing information. • Cooperation and not confrontation provides the best chance of mutually beneficial flexibility.

  14. Where to from here? • Take the long view • Work through structures that are not tainted by conflict • Accept that traditional approaches will persist • Build alliances • Be resilient

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