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Health Professionals Workforce Plan

2012-2022

NSW MINISTRY OF HEALTH

73 Miller Street

NORTH SYDNEY NSW 2060

Tel. (02) 9391 9000

Fax. (02) 9391 9101

TTY. (02) 9391 9900

www.health.nsw.gov.au

Produced by:

Health Professionals Workforce Plan Taskforce

This work is copyright. It may be reproduced in whole or in part for study

training purposes subject to the inclusion of an acknowledgement of the source.

It may not be reproduced for commercial usage or sale. Reproduction for

purposes other than those indicated above requires written permission from

the NSW Health.

© NSW Ministry of Health 2012

SHPN (WPD) 120090

ISBN 978-1-74187-764-9

September 2012

Health Professionals Workforce Plan 2012-2022 NSW HEALTH PAGE 1

Contents

FOREWORD ................................................................................................................................................ 2

MESSAGE FROM THE MINISTER ............................................................................................................. 3

EXECUTIVE SUMMARY ............................................................................................................................. 4

NSW HEALTH – OUR VISION ..................................................................................................................... 6

NSW - OUR VALUES .................................................................................................................................. 6

THE CASE FOR CHANGE .......................................................................................................................... 7

1. IMPROVING HEALTH OUTCOMES .......................................................................................................................... 7 2. IMPENDING WORKFORCE SHORTAGES .................................................................................................................. 7 3. GEOGRAPHICAL DISTRIBUTION OF POPULATIONS IN NSW ................................................................................... 7 4. AFFORDABILITY OF HEALTH CARE ......................................................................................................................... 8 5. INCREASING SPECIALISATION OF HEALTHCARE PROFESSIONALS .......................................................................... 8PRINCIPLES OF THE HEALTH PROFESSIONALS WORKFORCE PLAN 2012-2022 .............................. 9

STABILISING THE FOUNDATION ............................................................................................................ 10

1. The solutions are multi-faceted and multi-owned ................................................................................................. 10 2. Integrated and comprehensive workforce planning .............................................................................................. 11BUILDING BLOCKS .................................................................................................................................. 13

3. Provide effective working arrangements ............................................................................................................... 13 4. Develop a collaborative health system .................................................................................................................. 13 5. Support local decision making .............................................................................................................................. 13 6. Develop effective health professional managers and leaders ................................................................................. 15RIGHT PEOPLE, RIGHT SKILLS, RIGHT PLACE .................................................................................... 16

7. Recognise the value of generalist and specialist skills ............................................................................................ 16 8. Grow and support a skilled workforce .................................................................................................................. 16 9. Effective use of our health care workforce ............................................................................................................ 17EVALUATION AND MONITORING OF THE PLAN ................................................................................... 18

STRATEGIES FOR ACTION ...................................................................................................................... 19

STABILISING THE FOUNDATIONS .................................................................................................................................. 20 1. Multi-faceted and multi-owned solutions ............................................................................................................. 20 2. Integrated and comprehensive workforce planning .............................................................................................. 21BUILDING BLOCKS ........................................................................................................................................................ 22 3. Provide effective working arrangements ............................................................................................................... 22 4. Develop a collaborative health system .................................................................................................................. 23 5. Support local decision making .............................................................................................................................. 24 6. Develop effective health professional managers and leaders ................................................................................. 25RIGHT PEOPLE, RIGHT SKILLS, RIGHT PLACE ................................................................................................................. 26 7. Recognise the value of generalist and specialist skills ............................................................................................ 26 8. Grow and support a skilled workforce .................................................................................................................. 29 9. Effective use of our health care workforce ............................................................................................................ 32APPENDICES ............................................................................................................................................ 34

APPENDIX A: SMALL BUT CRITICAL WORKFORCES REQUIRING WORKFORCE PLANS. .................................................. 34APPENDIX B: PROJECTIONS OF MEDICAL SPECIALTY WORKFORCE REQUIREMENTS .................................................... 35APPENDIX C: CONSULTATIONS FOR THE HEALTH PROFESSIONALS WORKFORCE PLAN ................................................ 37Attendees of the Health Professionals Workforce Plan Roundtable ................................................................................ 37Written Submissions to the Ministry of Health/Health Professionals Workforce Plan Taskforce ....................................... 39Summary of Respondents to the Feedback Form ........................................................................................................... 40

NSW HEALTH Health Professionals Workforce Plan 2012-2022

As the Chair of the Health Professionals Workforce Plan

Taskforce I am pleased to present the NSW Health Health

Professionals Workforce Plan 2012-2022.

The Health Professionals Workforce Plan Taskforce was

established to oversee the development of a 10 year Health

Professionals Workforce Plan to ensure NSW trains, recruits

and retains doctors, nurses and midwives, oral health, allied

health professionals to meet the future needs of the

community.

I would like to thank the members of the Taskforce for their

commitment to the development of the plan, and for the

time they dedicated to Taskforce meetings and to provide

input and feedback into the development of the Plan. In

addition to myself, as chair, the Taskforce membership

comprised:

Ms Patricia Bradd

Director, Allied Health - South Eastern Sydney Local Health

District

Dr Scott Finlay

GP Proceduralist, Moree. Board member, NSW Rural Doctors

Network

Assoc Professor Andrew Keegan

Sydney Medical School, University of Sydney, Visiting

Medical Officer, Board Member – Nepean Blue Mountains

Local Health District Board

Adjunct Professor Debra Thoms

Chief Nursing and Midwifery Officer, Ministry of Health

Mr Denys Wynn

Medical Imaging Manager - Northern NSW Local Health

District

The Taskforce has consulted widely in the development of

the Health Professionals Workforce Plan 2012-2022, with a

Discussion Paper released in October 2011, meetings with a

range of stakeholders, a roundtable of leaders across health

and education sectors, and the analysis of submissions to

the Ministry of Health.

This consultative process demonstrated that there is a real

willingness to embrace change and innovation across the

health system to meet the many challenges that face us,

including an ageing population, an increase in hospital

presentations for people with chronic illness, and shrinking

growth in the size of the labour pool. It is clear that more of

the same is no longer the answer.

The Health Professionals Workforce Plan 2012-2022 provides

a high level overview of the strategies that need to be

implemented to ensure that NSW can train, recruit and

retain doctors, nurses, midwives, oral health practitioners

and allied health professionals in order to continue to

provide a quality health service to the people of NSW. The

Plan identifies who is responsible for the development and

delivery of initiatives, recognising that there are many

organisations that contribute to the successful provision of

health services across NSW Health.

Ensuring the future of a flexible, responsive health system in

NSW, focussed on the needs of the community is a shared

responsibility. Responsibilities include: the requirement of the

health consumer to be aware of their health needs and

practice preventative health care; the need for the educators

of health professionals and their students to be informed of

future health needs and align education and career paths

accordingly; a responsibility of health professionals to

participate with the employer in maintaining and developing

skills to meet changing health needs; a need for the

managers of the health system to provide efficient and

flexible health services, and a need for communities to make

sometimes difficult decisions about the prioritisation of

services.

I would like to thank everyone that took the time to

contribute to the development of the plan, either by

attending a Roundtable, meeting with the Taskforce, or

providing valuable advice to the Ministry of Health.

Dr Anne-Marie Feyer

Chair, Health Professionals Workforce Plan Taskforce

Foreword


More of the same is no longer the answer …

I welcome this Health Professionals Workforce Plan 2012-

2022, developed after extensive consultation with a broad

range of health professionals, organisations, associations

and providers in settings from rural and city locations.

As the Chair of the Health Professionals Workforce Plan Dr

Anne-Marie Feyer says in her foreword ‘More of the same is

no longer the answer’! I agree.

I thank Dr Feyer and her hardworking team ably assisted by

my Parliamentary colleague The Hon Melinda Pavey MLC,

Parliamentary Secretary for Rural Health and members of my

own staff and the Ministry for Health, for taking on this

message.

In meeting with her early in the consultation process I

indicated to the Chair that it was not enough to simply

describe how many extra of any particular health profession

we will need in the next ten years. If we were to draw a

straight line from now until 2022 we’d blow the state

budget as we serve an ageing and growing population - and

we wouldn’t be providing best patient care anyway. We will

need to help people stay well and treat patients with

increasingly complex conditions.

New models of care will mean more people being treated

out of hospital, in their homes and community settings. It

will mean health professionals will work more in teams,

collaboratively and undertaking new roles in a much more

flexible fashion. This report highlights the need for general

as well as specialist health professionals and the task in

ensuring the ‘right people with the right skills are in the

right place’.

It provides exciting opportunities for those considering a

career in the health system and for those looking for ways

to expand their own experiences and develop their ideas

about being more effective. It recognises the need for

strong and skilled leaders in this endeavour and the need to

provide them with quality education and support programs.

When I met with Dr Feyer I said I wanted a practical, action

oriented plan and she has provided just that. Clearly

articulated within a strong framework then followed by

strategies, partners in the venture, and expected outcomes

within two, five and ten years.

This is a plan that has the potential to transform our health

system.

As described in this report what we want are ‘health

professionals working together in a collaborative and

respectful team, where each contribution is recognised and

valued’.

I also want them to love working in the NSW Health system,

to be inspired by what they can do for their patients and

supported by good friends and colleagues working together

for the benefit of the patient.

Jillian Skinner MP

Minister for Health

Minister for Medical Research

Message from the Minister


The vision of NSW Health is to keep people healthy,

avoiding unnecessary hospitalisation, providing access

to timely, quality health care when it is needed.

Improving timely access to quality health care starts with

putting patients at the centre of every decision in the NSW

Health system. Every decision and every person in the NSW

Health system must be focused on patients and ways to

improve their access to quality health care. To do this

requires a culture and working environment in the health

system where health professionals are respected, supported

and can spend more time caring for patients.

More of the same is no longer the answer. Health

systems traditionally have been designed around the

institutions that deliver services rather than the populations

they serve. However, in the modern health landscape,

powerful drivers are at odds with traditional approaches:

■ the relentless onslaught of chronic disease means there

is a need for a greater emphasis on primary and

preventive health care, on the availability of alternative

models for the support of patients with chronic needs,

and for ensuring that the acute system is able to focus

its resources on acute patients; ■ impending workforce shortages, with the ageing of the

population, mean that it will not be possible to meet

forecast workforce growth based on current health

service patterns and models of care;

■ geographic maldistribution of the health professional

workforce, exacerbated by the spread of NSW’s

population over greater geographic areas, means that

access to care is impacted in regional and remote areas; ■ based on current approaches, government spending on

health is expected to nearly double between 2010 and

20501, calling into question the future affordability of

health care if nothing changes; and, ■ specialisation of healthcare professionals has been

increasing steadily, yet chronic and complex patient

presentation is requiring more holistic and generalist

models of care.

The future demands that will be placed on the health

system, the changes that will be required in models of care

to meet the needs and expectations of the community

means that planning to ensure that the health professional

workforce is available to meet service needs is more

important than ever.

Development of the Health Professionals Workforce

Plan 2012-2022 (the Plan) rests on a three-part

strategic framework. Nine key tenets, forming three

interconnected parts of a strategic framework underpin the

Health Professionals Workforce Plan 2012 – 2022. The

cornerstone of the framework is Stabilising the Foundations

– setting the scene for effective workforce planning and

acknowledging that the challenges will be met by multi-

Executive Summary

1. Commonwealth of Australia (2010), Australia to 2050: Future Challenges: the 2010 Intergenerational Report page 49.

■ Multi-faceted and multi-owned

solutions

■ Integrated and comprehensive

workforce planning

■ Recognise the value of generalist

and specialist skills

■ Grow and support a skilled

workforce

■ Effective use of our health care

workforce

■ Provide effective working

arrangements

■ Develop a collaborative Health

System

■ Support local decision making

■ Develop effective health

professional managers and leaders

Right People, Right Skills, Right Place

Building Blocks

Stabilising the Foundations


faceted solutions. On this cornerstone rests the Building

Blocks for the health professional workforce – providing the

culture and working environment in the health system to

enable a flourishing workforce. The foundations and

building blocks provide the platform to realize the vision:

Right People, Right Skills, Right Place.

The detailed strategies that make up the Plan have been

developed within this interconnected framework, and

guided by the key tenets. Importantly, the framework

recognises that the strategies themselves are interconnected.

No strategy stands alone. Rather the success of each

depends critically on the other strategies in the Plan. The

guiding principle in the design of the Plan is that foundation

strategies, building block strategies and strategies to ensure

that NSW Health has an appropriate health professional

workforce available and providing services aligned to the

health care needs of the community, are all interconnected

parts of a whole.

Planning for implementation – A key aspect in the design of

the Plan has been planning with implementation in mind.

The four critical elements for implementation have been

embedded in the Plan, so that they are clear component

parts of the Plan from the outset. These elements are:

■ Timeline – The Plan articulates the ultimate vision for the

health professional workforce of NSW Health, but also

articulates the achievable steps in the shorter and

medium term. For each strategy, the expected short,

medium and long term deliverables to achieve the intent

of the strategy are described.■ Evaluation and monitoring – The timeline articulates the

desired achievements, but it must be coupled with

measurement of progress against the desired

achievements of the Plan. The coordination of

monitoring of the implementation of strategies and the

achievement of outcomes is specified in the Plan:

quarterly reviews will be undertaken by the Ministry of

Health. At the same time, the Plan acknowledges that

the strategies themselves need to be regularly reviewed

and updated, to remain relevant in a dynamic health

landscape.

■ Responsibility and accountability – Many players are

necessarily involved in the implementation of the Plan,

and indeed in each of its component strategies. It is

critical that the collective effort is not only coordinated

but has strong leadership established, without diffusion

of responsibility. For each strategy, the Plan identifies the

key player (s) who will be responsible and accountable

for driving implementation, alongside the key

stakeholders who will have an associate role in the

strategy. ■ Partnerships – Implementation of the Plan involves not

only many players within NSW Health, but also many

who have a central interest and role from outside NSW

Health. The Plan recognises the broad range of

professional, educational and community stakeholders

who must be part of the collaborative approach to

realise the vision for the health professional workforce

for NSW Health. Moreover, the Plan articulates that

strong productive partnerships across the stakeholders

are essential for successful implementation.

The Health Professionals Workforce Plan 2012-2022 has

been prepared, and will be implemented, at a time of

unprecedented reform of the NSW Health system. The Plan

and its outcomes play a central role in the reform effort.


The NSW Government has outlined its plan to rebuild the

economy, return quality services, renovate infrastructure,

restore accountability to government, and strengthen local

environments and communities in NSW 2021: A plan to

make NSW number one.

This plan sets immediate priorities for action and guides

NSW Government resource allocation in conjunction with

the NSW Budget. The goal for quality services in health for

NSW is to restore confidence in the public health system by

rebuilding hospitals and health infrastructure, re-engaging

clinicians, and giving communities and health care providers

a strong and direct voice in improved local patient care.

The vision of NSW Health is to keep people healthy, avoiding

unnecessary hospitalisation by focussing on preventing ill

health and better management of those with chronic

disease, so that when people need hospital care they have

access to timely, quality health care focused on the patient.


putting patients at the centre of every decision in the NSW

Health system. Every decision and every person in the health

system must be focused on patients and ways to improve

their access to quality health care.

To do this we need a culture and working environment

where our health care professionals are respected and

supported, and can spend more time caring for patients.

NSW Health – Our Vision

NSW – Our ValuesAchieving the vision of NSW Health requires everyone in the

system to commit to the CORE values of Collaboration,

Openness, Respect and Empowerment.

COLLABORATION Improving and sustaining

performance depends on everyone

in the system working as a team.

OPENNESS Transparent performance

monitoring and reporting is

essential to make sure the facts are

known and acknowledged, even if

at times this may be

uncomfortable.

RESPECT The role of everyone engaged in

improving performance is valued.

EMPOWERMENT There must be trust on all sides and

at all levels for people to improve

performance in a sustainable way.


As part of the consultative process for the development of

the Health Professionals Workforce Plan 2012-2022 a

Discussion Paper was issued by the Health Professionals

Workforce Plan Taskforce. The paper detailed key changes in

communities, patients and the labour market that will

impact on NSW Health in the future. The Health

Professionals Workforce Plan Roundtable, held during

October 2011, examined different scenarios to consider how

those changes will impact on the workforce needs of NSW

Health.

Whilst there are many drivers that will influence the way

health care services are provided, it was considered that the

five key factors are; improving health outcomes; impending

workforce shortages; geographical distribution of

populations in NSW and access to services; the future

affordability of health care; and the increasing specialisation

of healthcare professionals.

1. Improving health outcomes

The shift in disease burden from acute to chronic conditions

means that our current health systems, which were originally

designed in the 1950s with a focus on acute care delivered

through hospitals on an episodic basis, struggle to address

the need to coordinate patient care across diverse health

care settings.2 Currently, and increasingly in the future, a

range of services need to be provided both inside and

outside hospitals, involving an interdisciplinary range of

health professionals and models of care. Health systems

traditionally have been designed around the institutions that

deliver services rather than the populations they serve.

There is a need for a greater emphasis on primary and

preventative health care, on the availability of alternative

models for the support of patients with chronic needs, and

for ensuring that the acute system is able to focus its

resources on acute patients. There is also a need for greater

collaboration between the primary, acute and subacute

areas of NSW Health with the aim of ensuring people are

being treated in the most appropriate place, avoiding

hospitalisations, and keeping people well for longer.

2. Impending workforce shortages

It will be a challenge for NSW Health to build a workforce of

the size required to meet forecast growth based on current

health service patterns and models of care. The differential

growth in age groups in the population, with an increase in

the proportion of older age groups, will create a situation

where the growth in the working age population will not

keep pace with the increased demand for service.

Conservative projections detailed in the Discussion Paper

indicate that the potential shortfall in the available supply of

workers to meet increased service demand could exceed

20,000 employees by 2028, based on current models of

care.

Improving the supply of an optimally trained workforce

across all areas is important. However, increasing workforce

supply alone will be insufficient to manage service demand

and ensure longer term service sustainability.

3. Geographical distribution of populations in NSW

Data on the projected population growth by Local Health

District (LHD) shows the largest projected growth in South

Western and Western Sydney LHDs, Southern NSW LHD and

the Mid-North Coast LHD. The areas of lowest growth are

Far West NSW, Western NSW and Murrumbidgee. The age

profile of this projected increase indicates that each LHD will

be dealing with different burdens of health care based on

the demographics of its population. Mid North Coast,

Illawarra Shoalhaven and Northern NSW will be dealing with

a larger proportion of older residents, whilst South Western

Sydney, Western Sydney and Nepean Blue Mountains will

have a proportionally younger aged community. Sydney and

The projected growth in the population

aged over 65 in NSW between 2008 and

2028 is 74%, compared to only 12% for

the 20-64 year old age group.

The case for change

2. Anderson, G (2011) For 50 Years OECD Countries Have Continually Adapted To Changing Burdens Of Disease; The Latest Challenge Is People With Multiple Chronic Conditions. [online] http://www.oecd.org/document/17/0,3746,en_2649_37407_48127569_1_1_1_37407,00.html


South Eastern Sydney LHDs will have the largest proportion

of working age population, whilst Mid North Coast,

Murrumbidgee and Central Coast LHDs will have the

smallest proportion of working age population.

An analysis of NSW Health workforce data indicates that

regional and remote LHDs have a lower health workforce to

population ratio compared to metropolitan districts. The

geographical maldistribution is evident across the Medical

and Allied Health professions. Additionally, the distribution

of populations over greater geographic areas means that

access to care is impacted in regional and remote NSW. The

dispersed nature of the population places heavy cost

burdens on both consumers and providers of health care

services because of the distances they are required to travel

to access and provide health care.

4. Affordability of health care

The 2010 Intergenerational Report Australia to 2050: Future

Challenges3 found that total government spending is

projected to increase to 27.1% of Gross Domestic Product

(GDP) in 2049/50 with around two thirds of the projected

increase expected to be on health. Spending on health will

rise from 4% of GDP in 2009-2010 to 7.1% in 2049-2050

and the bulk of the increase will be on the Medicare

Benefits Schedule, hospital services and the Pharmaceutical

Benefits Scheme. Aged care expenditure is also projected to

rise significantly from 0.8% of GDP in 2009/10 to 1.8% by

2049-2050 with residential aged care recording the highest

growth. The Intergenerational Report indicates that

demographics play an important role in increasing health

system costs.

As the population ages, more people fall into the older age

groups that are the most frequent users of the system. From

2009-10 to 2049-50, real health spending on those aged

over 65 years is expected to increase around seven-fold.

Over the same period, real spending on those aged over 85

years is expected to increase around twelve-fold.

In NSW the growth for all ages between 2008 and 2028 is

projected to be 22%. However, the growth for those aged

over 65 for the same period is projected to be 74%, more

than three-times the growth across all ages.

5. Increasing specialisation of healthcare professionals

Patients are presenting with multiple problems. Given the

variety of treatment options that can be offered to a patient

with multiple and complex co-morbidities, health providers

are increasingly required to have knowledge and skills which

go beyond a particular sub specialty. Patient complexity due

to rising rates of chronic disease, increases in co-morbidities

and growing multi-morbidities will mean that there is a need

for a generalist model of care into the future.

A key message highlighted from the consultation process

was the impact increasing specialisation has had on the

accessibility of health care, particularly in regional and

remote locations. Whilst there is an undisputed need for the

continued provision of specialised services, the need for a

generalist workforce, which complements the specialist, is

clear.

3. Commonwealth of Australia (2010) Australia to 2050: future challenges. The 2010 intergenerational report Overview. Commonwealth Copyright Administration, Barton ACT. Page 8


The Health Professionals Workforce Plan 2012-2022 (the

Plan) is being prepared at a time of unprecedented reform

of the NSW Health system. The future demands that will be

placed on the health system, the changes that will be

required in models of care to meet the needs and

expectations of the community, and the shrinking growth of

the labour market, means that planning to ensure that the

workforce is available to meet service needs is more

important than ever.


putting patients back at the centre of every decision in the

NSW Health system. Every decision and every person in the

NSW Health system must be focused on patients and ways

to improve their access to quality health care. To do this

requires a culture and working environment in the health

system where health professionals are respected, supported

and can spend more time caring for patients. To achieve

this, the governance of the NSW Health system must be

right. Those closest to the patient are best equipped to

make best decisions about patient healthcare. It is necessary

that local staff and the local community have a real say in

decision-making at their local hospital or health service, and

that there is transparent access to information that will

enable them to make those decisions.

The NSW Government and NSW Health are committed to:

Keeping people healthy and out of unnecessary

hospitalisation by focusing on:

a. Preventive health; and

b. Better management of those with chronic disease.

Fixing public hospitals to improve patient access to timely,

quality health care by:

a. Restoring local decision making;

b. Making more beds available and employing more nurses;

c. Introducing transparency to the management of waiting

lists and operating theatres for elective surgery; and

d. Providing improved facilities, equipment, treatment and

medical retrieval.

Development of the Plan has been underpinned by nine key

tenets, grouped into three interconnected parts of a

strategic whole - Stabilising the Foundations, Building Blocks

and Right People, Right Skills, Right Place. In essence, they

articulate the vision of the workforce for 2022. The

recommendations and strategies provide the actionable plan

to realise the vision. The overarching approach sets the

scene for effective workforce planning and recognition that

there is no one answer to address the challenges facing the

NSW Health System, and that to implement effective reform

requires a range of solutions, and a range of parties working

together. Together the principles provide a framework for

the strategies outlined in the Plan. In summary these guiding

principles are:

Principles of the Health Professionals Workforce

Plan 2012-2022


solutions


workforce planning




workforce


workforce


arrangements


System





Building Blocks



1. The solutions are multi-faceted and multi-owned

The challenges facing the NSW Health system are complex

and variable. The challenge of attracting a medical specialist

to a regional or rural facility will be different to attracting a

health professional to a major metropolitan hospital. The

employment options desired by a health professional will

change over their career lifecycle. The health factors facing a

community will be different in a coastal location with a large

number of retirees, than in a growing metropolitan area

with a young population. The principle for the establishment

of Local Health Districts and Local Health Boards, ensuring

local decision making, guides the development of a suite of

strategies that will assist Local Health Districts and Specialty

Health Networks and their Boards to address their specific

workforce issues.

All participants of the NSW Health system have a part to

play in ensuring its efficiency, effectiveness, sustainability

and quality. Just as there is no one answer, there is no one

person, or group of people, able to address all of the

challenges facing the health system. We all have a role to

play in ensuring that NSW Health is able to continue to

provide quality, accessible health services, and it is important

that we work together, valuing and respecting each others’

functions and roles, to achieve these aims.

Stabilising the Foundation

■ Using health care services in an ethical way.

■ Taking responsibility for their own health and healthcare

■ Maintaining health through prevention and lifestyle improvements

CONSUMERS are responsible for:

■ Ensuring that health care professionals are educated to an acceptable level of practice

■ Providing healthcare curricula relevant to modern health care challenges

COLLEGES AND EDUCATION PROVIDERS are responsible for:

■ Maintaining and developing their professionals skills

■ Maintaining a flexible approach to the delivery of health care services

■ Keeping the patient at the centre of every thing they do

■ Working in a collaborative manner and displaying respect for all team members

HEALTH CARE PROFESSIONALS are responsible for:

■ Determining the health care needs of their communities.

■ Providing agreed health care services in a timely and efficient manner

■ Ensuring a safe and respectful workplace for employees of NSW Health

HEALTH CARE SERVICES are responsible for:


NSW also operates within a broader health system, and as

such there is a need to ensure continued collaboration with

the Commonwealth, principally through Health Workforce

Australia and the Australian Health Practitioner Regulation

Agency (AHPRA).

Also, the Commonwealth Government provides funding for

a range of programs to enhance service provision in rural

and regional Australia. This includes support for rural health

outreach services and medical specialist training programs.

All jurisdictions, including NSW, are participating in the National

Health Workforce Innovation and Reform Strategic Framework

for Action 2011–2015 released by Health Workforce Australia.

The aim of that Strategic Framework is to help to reshape

Australia’s future health workforce while supporting and

enabling the productivity of the existing workforce. The

Framework outlines actions across five domains of reform,

which provide guidance for workforce reform at both the State

and National level. The principles of the Framework have been

used as an integral part of the development of the Health

Professionals Workforce Plan 2012-2022.

Connections are also important with the Australian Health

Practitioner Regulation Agency (AHPRA), which is the

organisation responsible for the implementation of the

National Registration and Accreditation Scheme across

Australia and supporting the National Health Practitioner

Boards that are responsible for regulating health professions.

The primary role of the Boards is to set standards and

policies that all registered health practitioners must meet.

In addition to working with and maintaining these

connections, there is a need to look at and beyond our

current relationships to strengthen existing, and broaden the

current range of, partnerships that are available to train and

support the workforce that delivers health care services in

NSW. This theme is reflected in the need for greater

collaboration between health services, the need for effective

partnerships with the Pillars of the Health System and the

Ministry of Health, the development of effective working

relationships between the Pillars of the NSW Health system

and Local Health Districts and Specialty Health Networks,

and partners of the health system such as other government

agencies and jurisdictions, education providers, medical

colleges, the private, not-for-profit and non-government

sector and professional associations.

As an overarching principle there are no specific strategies

for this principle in the Plan. The strategies that support this

approach are embedded in a number of the guiding

principles, including the building of a collaborative health

system, supporting local decision making and effective use

of our health care workforce.

2. Integrated and comprehensive workforce planning

One of the guiding principles for the development of the

Plan is recognition that strategic workforce planning is a key

component of service and business planning. As such, it is

an ongoing process for identifying and addressing gaps

between supply and demand aligned with the strategic

directions of the NSW Health system. Service and business

planning are themselves dynamic planning processes which,

together with workforce planning, need to be responsive to

the broader health reform agenda. It is therefore vital that

the Health Professionals Workforce Plan 2012-2022 is

informed by and integrated with the State Plan and the Plan

to Provide Timely, Quality Health Care, and by the direction

of the ambitious reform agenda currently in place. The

interplay of these processes is reflected below.

The workforce initiatives outlined in the Plan to Provide

Timely, Quality Health Care are complementary to, and

enablers of, the Government’s plan for improving timely

access to quality health care.


Health Professionals Workforce Plan

Stabilising the Foundations■ Multi-faceted and multi-owned

solutions


workforce planning

Building Blocks■ Provide effective working

arrangements


System



professional managers and

leaders

Right People, Right Skills, Right Place■ Recognise the value of generalist



workforce


workforce

Plan to Provide Timely, Quality

Health Care

■ Addressing the impact for greater

intern capacity

■ Supporting a rural generalist

training program and pathway for

GP training in NSW

■ Developing adequate programs

for registrar training

■ Achieving highest quality

education for doctors

■ Employing 275 more Clinical

Nurse/Midwife Educators and

specialists

■ Protecting the skill mix of the

nursing workforce, more rapidly

develop the clinical skills of new

nursing graduates, and enhance

career pathways for nurses and

midwives.

■ Identifying the need for

administrative support

■ Setting rosters to accommodate

individual needs while ensuring

appropriate skill-mix

■ Ensuring Allied Health

professionals are represented in

governance structures

■ Developing a comprehensive

profile of Allied Health workforce

requirements

■ Identifying models of care which

can be improved through greater

usage of allied health groups

■ Strategies to enhance career

pathways for all separate allied

health groups

NSW 2021 – A Plan to Make NSW Number One

■ Goal 11 - Keep people healthy

and out of hospital

■ Goal 12 - Provide world

class clinical services with

timely access and effective

infrastructure

Integrated and comprehensive workforce planning


In order to build an innovative and flexible health care

system that works to support the attraction and retention of

health care professionals, it is vital that the building blocks

of the system are in place and provide a stable basis from

which the workforce can grow and develop. The guiding

principles in this category reflect the need to ensure the

system works to support health service delivery and reform.

3. Provide effective working arrangements

As the profile of the community and workforce changes,

and the ability to attract and retain staff in a competitive

market becomes more difficult, there will be a need for the

NSW Health system to embrace flexibility in work

arrangements as a normal part of doing business, rather

than an inconvenience or impediment. This is a significant

challenge in a service environment that provides 24 hour

care, and will require flexibility from both health

professionals and service planners and managers. This will

extend to services and positions being designed with the

intention that they be provided or undertaken on a part-

time, shared, or part-year basis. The systems available that

support the management of recruitment and employment

will need to be adaptable enough to enable this flexibility,

rather than acting as an impediment to their

implementation.

4. Develop a collaborative health system

In order to meet the service needs of the NSW community

and the increasingly more complex needs of the current and

future patient, the NSW health system as a whole needs to

work in a joined up and collaborative manner to ensure that

the needs of the patient are at the centre of what we do.

This also necessitates all health professionals working

together in a collaborative and respectful team, where each

contribution is recognised and valued.

Patient care and health service efficiency can be improved

by interconnecting health professionals with a range of

varied skills, knowledge and expertise. The need for health

professionals to work and train in a collaborative manner is

driven by the need to ensure that patients receive optimal

clinical services, delivered by the most appropriate health

care professional and in the most appropriate health care

setting.

In order to achieve this, it is important that each team

member understands and respects each others’ role, works

together to determine and deliver the best care for the

patient, and learns from each other in a respectful manner.

5. Support local decision making

As an integrated process, planning for the delivery of health

services and management of health care professionals will

involve different inputs, responsibilities and actions on the

part of organisations, staff and managers across the NSW

Health system. The effective management of the NSW

Health system to meet patient needs also involves efforts

across a range of different organisations.

One outcome of the report into the Future Arrangements

for Governance of NSW Health was the delineation of the

role of the Pillars of the NSW Health system, and their

strengthening to include key roles in their respective areas of

health care design, standards, reporting, education and

associated policy. This strengthening of the roles will require

new, more collaborative processes that facilitate the Ministry

and Pillars working together. The Pillars will also develop

close working relationships in support of Local Health

Districts and Specialty Health Networks.

The strategies within the Plan are a recognition that whilst

the principle of local decision making is a vital one for NSW

Health it is also important to ensure that the capability and

capacity to operate within that environment are developed

and maintained.

The following table outlines the key role of the different

parties within the NSW health system:

Building Blocks


Organisation/Role Key Role in NSW Health

Ministry of Health Support the executive and statutory roles of the NSW Minister for Health and Medical Research and monitor the performance of the NSW public health system, known as NSW Health. Undertake workforce modelling to inform Health Workforce Australia on workforce needs and development of state-wide workforce strategic initiatives.

The Pillars of the NSW Health System

Health Education Training Institute (HETI)

HETI has leadership responsibility for the education and training of all clinicians, management and support staff in NSW Health. HETI partners with Local Health Districts and Specialty Health Networks and other public health organisations and training providers to develop and deliver education and training across the NSW public health system.

Agency of Clinical Innovation (ACI)

ACI is the primary agency for engaging clinical service networks and designing and implementing new models of care.

Clinical Excellence Commission (CEC)

The CEC has responsibility for quality and safety and providing leadership in clinical governance.

Bureau of Health Information (BHI)

The role of BHI is to provide independent reports to government, the community and healthcare professionals on the performance of the NSW public health system, including safety and quality, effectiveness, efficiency, cost and responsiveness of the system to the health needs of the people of NSW.

Local Health Districts/Specialty Health Networks

Chair of the Local Health District Board

The Local Health District or Specialty Health Network is responsible for determining how it will deliver healthcare services within the framework of the Service Agreement and the LHD’s annual and longer term Strategic Plan in order to maximise the health of its local population. Workforce planning is a key component of delivering those healthcare services.

Local Health District/ Network Chief Executive

The Chief Executive is responsible to the Board for the accountability of meeting the agreed health care services.

Partners in the NSW Health system

Medical Colleges Specialist medical colleges are responsible for the provision of postgraduate vocational training and continuing professional development for medical specialists.

Professional Associations

The role of professional associations for health professionals includes the establishment and review of standards of practice, professional development and training and contributing to workforce design and change management. Professional Associations include the Australian Medical Association and the Australian College of Nursing.

Education Providers Training and education at undergraduate level for Medical, Nursing and Midwifery and Allied Health professionals and post graduate and VET level training for Nursing and Allied Health.

6. Develop effective health professional managers and leaders

The ability to meet the increasing challenges of providing

health services will require the managers and leaders of

health professionals to be skilled and competent in the

management of services, people and resources. Clinical

leaders will need to show skill and breadth of vision in the

provision of health care services and in the guidance and

development of the next generation of health professionals.

These challenges will be met most effectively where the two

work together in genuine collaboration.

To implement workforce change and redesign, strong and

skilled leaders are critical. This encompasses both clinical

leaders and managers of health professionals. There is a

need for the transition from clinical roles to management

and leadership roles to be facilitated through quality

education and support programs. Managers of health

professionals need to be provided with appropriate support

to undertake their management responsibilities.


In order to ensure that an appropriate NSW Health

workforce is available and providing services aligned to the

health care needs of the community it is necessary to ensure

that health care professionals are trained in careers that are

needed by the system, that health care professionals are

located where service delivery is provided, and that health

care professionals are supported across the breadth of their

career to maintain skills that remain relevant to the

community need. It is also important that health care

facilities, particularly those facing difficulty in retaining a

health professional workforce, are supported in growing an

appropriate workforce relevant to the needs of their

patients.

7. Recognise the value of generalist and specialist skills

The changes facing communities as the population ages and

the incidence of chronic illness increases is driving the review

of the way in which health services are provided. As the

shift of services from acute settings to community and home

based settings accelerates, greater collaboration between

health care providers and settings will be central to effective

health care. This impacts on issues such as where training

occurs, where employment opportunities are provided, and

the skills that health professionals need to work in those

environments. It is vital that there is alignment between who

we train, and in what specialties and professions, to perform

the roles that are needed.

While the ongoing need for specialist health professionals is

undisputed, generalist careers and skills are valued and

needed in all health professions. This includes making

generalist career pathways available as well as ensuring that

health professionals have the breadth of skills to deal with

the whole patient.

Striking a better balance between generalist and specialist

skills and roles in the NSW Health workforce has consistently

been raised as a theme during the consultation process for

the Health Professionals Workforce Plan 2012-2022, and is

an issue for both rural and metropolitan communities. From

a service perspective, the changing nature of the patient

means that the workforce generally will need to have the

breadth of skills that allows them to work effectively with

patients that have more chronic illnesses. From a labour

force perspective, the shrinking proportion of the working

age population means that there will simply not be the

numbers of workers to sustain an increasingly sub-

specialised workforce. NSW Health will require a workforce

that is able to successfully manage a range of conditions and

patients, and identify when that patient may require more

specialist services. From a geographic perspective the ability

to attract a specialist workforce, or to have a sufficient level

of service requirement to justify a specialist workforce, in

rural areas will continue to be a challenge.

The strategies that NSW Health will implement to address

this issue will involve both developing the generalist skills of

the workforce, and ensuring a balance between generalist

and specialist roles.

8. Grow and support a skilled workforce

The NSW Health system needs to ensure that health

professionals are supported in the development of their skills

over the life-time of their career, from their undergraduate

training period, to initial entry into the health system, to the

development of more specialised skills over the span of their

career. There is also a need to ensure that the existing and

potential workforce are aware of the range of health

professional careers, projections related to the availability of

work in the future, and are assisted to develop their careers

in line with service needs.

The question of whether NSW has sufficient workforce and

resources to sustain current service delivery or to meet

future needs will be answered differently depending on the

context of the health service. The distribution of health

workers, and access to health services, varies the further one

moves from a major city. The health outcomes for Aboriginal

and rural communities are often extremely different to that

of the rest of the population. Along with the changes in

health needs of patients and health care settings, service

and workforce planning will continue to tackle the challenge

Right People, Right

Skills, Right Place


of appropriate and sustainable alignment between service

need and workforce distribution, and ensuring that rural and

Aboriginal health workers are supported in the development

of their careers.

Facilities and services, especially those experiencing

workforce shortages (including rural facilities and specialised

services such as mental health and Aboriginal health) have a

need to focus on developing staff, both for initial entry, and

for development of more specialist skills. Relying on

attracting external sources of labour from other jurisdictions,

or on the expectation that there will be a trained available

pool of workers, will not always be a sufficient strategy to

meet workforce need.

There is also a need for NSW Health to work in collaboration

with the training providers that supply the NSW Health

system with trained, skilled health workers to ensure the

production of health professionals with the knowledge and

skills required meeting the needs of the community now

and into the future.

9. Effective use of our health care workforce

In order to meet the changing health needs of the

community, and address the shrinking growth in the labour

market, there will be a need to ensure a variety of roles, a

wider skills mix and acknowledgement of commonality of

functions across different roles depending on the situation

in which care is being provided.

Good practice workforce design allows an effective match

between the skill level of the health professional and the

service to be delivered. This also ensures that health

professionals are able to practice to the full extent of their

professional capabilities and develop their skills over their

career, leading to more satisfied and engaged staff.

Accompanying this will be a greater need for mobility across

roles and professions, and between health care settings.

The implementation of good practice workforce design is a

collaborative effort and involves partnerships between the

Ministry of Health, Local Health Districts/Networks,

professional associations and education and training

providers.


The coordination of monitoring of the implementation of

strategies, and the achievement of outcomes outlined in the

Health Professionals Workforce Plan 2012-2022 will be

undertaken by the Ministry of Health.

The Performance Agreements between the Ministry of

Health and Local Health Districts and Specialty Health

Networks outline the key priorities under the State Plan,

NSW 2021, NSW Health plans, Local Health District plans,

the recommendations and the findings of a number of key

State and Commonwealth initiatives for the period of the

agreement.

The implementation of the Health Professionals Workforce

Plan 2012-2022 is included as a strategic priority within the

People and Culture section of the Performance Agreements

between the Ministry of Health and the Local Health

Districts and Specialty Health Networks, and it is required to

be included within the Health Service’s strategic planning

documentation (the District’s Local Healthcare Services Plan).

Progress will be reviewed quarterly. The Chief Executives of

the Pillars of NSW Health will also be accountable for the

implementation of the Health Professionals Workforce Plan

2012-2022 and for the achievement of outcomes through

their compacts with the Ministry of Health.

The visioning of the needs of the health system and the

workforce requirements of the future is necessarily based on

the issues that are facing NSW in the delivery of health

services now, and through the prism of what the expected

changes in demography will have on service need. There will

always be unknowns that will potentially impact on the

workforce that have not been foreseen. The Health

Professionals Workforce Plan 2012-2022 is not intended to

be a static document with defined, concrete steps. As time

goes on, as strategies are implemented, as more information

and research is undertaken, the strategies may shift and

change. The plan will need to be regularly reviewed and

updated to ensure that the direction in which we are

heading is the correct one, and that the strategies and

actions remain relevant and necessary.

Evaluation and Monitoring of the Plan


The strategies for the Health Professionals Workforce Plan

2012-2022 have been developed following extensive

consultation across the NSW Health system, and with the

providers of education to health professionals. It is important

to recognise that there are already a myriad of actions and

strategies being undertaken in an attempt to ensure the

right health professionals, with the right skills, in the right

place across NSW Health. Many of these strategies will

continue, and may indeed be invigorated by the messages in

the Health Professionals Workforce Plan 2012-2022.

Each of the strategies within the Health Professionals

Workforce Plan 2012-2022 have been constructed with a

view as to what the long term (10 year) outcome or

expectation is (the what we are striving for), illustration of

the broad steps for action to commence the journey to

achieve this outcome detailed in the short and medium term

(how we are going to get there), and a recognition that

there will be many contributors required for the achievement

of both the broad outcome and the interim steps on that

journey (the who is responsible).

These contributors to the achievement of the strategies and

outcomes will have a variety of roles. In acknowledgement

that the NSW Health system is made up of many different

entities, the agencies or organisations with the main

responsibility for the strategy have been identified, as well as

the key stakeholders necessary for success.

The strategies have been grouped according to the nine

guiding principles articulated in the Health Professionals

Workforce Plan 2012-2022. There are no specific strategies

detailed for the first guiding principle (solutions being multi-

faceted and multi-owned), as this is a foundation that sits

across all of the strategies.

Strategies for Action


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Strengthen linkages within and between rural and metropolitan services and professionals

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Fully develop the generalist medicine training pathway for metropolitan and rural hospitals

Establish and grow a suitable general medicine workforce for the NSW hospital system.

Establish additional rural fellowship specialist positions

Grow Nursing and Midwifery workforce in line with forecast health service demand

Grow Allied Health workforce in line with forecast health service demand

Career counselling to health professionals

Support new health practitioners in undertaking their role

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Improve access to education delivery and continuing professional development

Develop effective incentives for rural employment

Support the rural Midwifery workforce

Create opportunities for entry level Aboriginal health professionals

Develop the role of registered Aboriginal Health Practitioners for NSW Health

Ensure that models of care take an evidence based approach to efficient utilisation of the workforce

Development of state-wide guidelines and system to assist with effective Health Professional Credentialing and appointment scope of practice.

Ensure that the registration of health professionals meets the needs of NSW Health

Effectively use Clinical Support Officers as a ward/unit based resource.

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7.2

7.6

Revi

ew e

xist

ing

polic

y to

ens

ure

mod

ern

flexi

ble

wor

k op

tions

, ap

prop

riate

to

serv

ice

requ

irem

ents

Info

rmat

ion

and

tool

s av

aila

ble

to

assi

st h

ealth

man

ager

s ef

fect

ivel

y im

plem

ent

and

man

age

flexi

ble

wor

k pr

actic

es in

the

loca

l op

erat

ing

envi

ronm

ent

Ensu

re H

uman

Res

ourc

e sy

stem

s,

incl

udin

g ro

ster

ing

syst

ems

supp

ort

impl

emen

tatio

n an

d ef

fect

ive

man

agem

ent

of f

lexi

ble

wor

k op

tions

tha

t op

erat

e w

ithin

the

fr

amew

ork

of s

afe

patie

nt c

are

3.2

Ong

oing

rev

iew

and

adj

ustm

ent

of t

he

indu

stria

l rel

atio

ns f

ram

ewor

kM

oH■ L

HD

N

■ E

mpl

oyee

A

ssoc

iatio

ns

2.1

8.1

8.4

Iden

tify

chan

ges

to h

ealth

pr

ofes

sion

al A

war

ds w

hich

ena

ble

prio

rity

wor

kfor

ce r

efor

ms

Neg

otia

te c

hang

es t

o A

war

ds

cons

iste

nt w

ith G

over

nmen

t w

ages

po

licy

to s

uppo

rt p

riorit

y w

orkf

orce

re

form

s

Effe

ctiv

e in

dust

rial r

elat

ions

fr

amew

ork

that

mee

ts t

he n

eeds

of

patie

nts,

em

ploy

ees

and

empl

oyer

s

3.3

Impr

ove

recr

uitm

ent

prac

tices

MoH

LHD

N

■ P

ublic

Ser

vice

C

omm

issi

on

■ H

ealth

Shar

e N

SW

■ P

rofe

ssio

nal

Ass

ocia

tions

■ M

edic

are

Loca

ls

■ H

ETI

6.1

7.6

Stre

amlin

ed r

ecru

itmen

t pr

oces

ses

and

mor

e us

er f

riend

ly r

ecru

itmen

t sy

stem

s de

velo

ped

Eval

uatio

n of

exi

stin

g re

crui

tmen

t m

arke

ting

prog

ram

s, in

clud

ing

the

Live

and

Wor

k co

llate

ral a

nd

coun

try

care

ers

posi

tions

Regu

lar

revi

ew o

f re

crui

tmen

t pr

oces

ses

and

syst

ems

Loca

l hea

lth p

rofe

ssio

nal m

anag

ers

up-s

kille

d in

eff

ectiv

e re

crui

tmen

t pr

actic

es

Recr

uitm

ent

prac

tices

sup

port

ef

fect

ive

heal

th p

rofe

ssio

nal

sele

ctio

n an

d on

-boa

rdin

g

Recr

uitm

ent

prac

tices

inco

rpor

ate

proc

esse

s th

at a

re c

onsi

sten

t w

ith

prof

essi

onal

sta

ndar

ds, r

isk

man

agem

ent

and

polic

y re

quire

men

ts.

LHD

Ns

dem

onst

rate

rec

ruitm

ent

and

mar

ketin

g le

ader

ship

in

attr

actin

g he

alth

pro

fess

iona

ls

3. P

rovi

de

effe

ctiv

e w

ork

ing

arr

ang

emen

ts

Build

ing

Bloc

ks

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

4.1

Stre

ngth

en li

nkag

es w

ithin

and

bet

wee

n ru

ral a

nd m

etro

polit

an s

ervi

ces

and

prof

essi

onal

s to

fac

ilita

te o

ppor

tuni

ties

for

seco

ndm

ents

, pro

fess

iona

l dev

elop

men

t an

d se

rvic

e co

llabo

ratio

n

AC

I■ H

ETI

■ C

EC

■ M

oH

■ E

duca

tion

Prov

ider

s

■ M

edic

are

Loca

ls

3.2

7.6

Exis

ting

linka

ges

embe

dded

and

no

uris

hed

New

link

ages

iden

tifie

d an

d fa

cilit

ated

Impl

emen

t a

targ

eted

men

torin

g pr

ogra

m t

o su

ppor

t ne

w a

nd

relo

catin

g he

alth

pro

fess

iona

ls in

ru

ral l

ocat

ions

Hea

lth p

rofe

ssio

nal n

etw

orks

co

ntin

ue t

o gr

ow a

cros

s ru

ral a

nd

met

ropo

litan

dis

tric

ts

Eval

uate

and

adj

ust

men

torin

g pr

ogra

m t

o en

sure

out

com

es

supp

ort

expa

nsio

n of

pro

gram

to

all r

ural

LH

Ds

Rura

l and

reg

iona

l hea

lth

prof

essi

onal

s ro

utin

ely

acce

ss

prof

essi

onal

sup

port

fro

m

met

ropo

litan

net

wor

k pa

rtne

rs

4.2

Dev

elop

ski

lls f

or c

olla

bora

tion

and

effe

ctiv

e te

am w

ork

and

supp

ort

clin

ical

te

ams

to o

pera

te e

ffec

tivel

y as

a u

nit.

HET

I■ A

CI

■ C

EC

■ L

HD

N

■ E

duca

tion

prov

ider

s

3.1

3.3

Impl

emen

tatio

n of

Tea

m H

ealth

pr

ogra

m a

cros

s al

l LH

DN

s

Inco

rpor

atio

n of

Way

s of

Wor

king

in

to t

he T

eam

Hea

lth p

rogr

am t

o en

sure

ava

ilabi

lity

to a

ll he

alth

pr

ofes

sion

als

Incl

usio

n of

col

labo

rativ

e te

am a

nd

colla

bora

tive

lead

er o

f th

e ye

ar a

t th

e N

SW H

ealth

Aw

ards

The

deve

lopm

ent

of a

NSW

Hea

lth

syst

em-w

ide

clin

ical

lead

ersh

ip

prog

ram

usi

ng p

rinci

ples

of

Esse

ntia

ls o

f C

are

and

Take

the

Le

ad t

o bu

ild a

nd s

usta

in e

ffec

tive

heal

th c

are

unit

team

s

70%

hea

lth p

rofe

ssio

nals

pa

rtic

ipat

e in

Clin

ical

Tea

m

Educ

atio

n M

odul

es c

ompo

nent

of

Team

Hea

lth

Eval

uatio

n of

Tea

m H

ealth

pro

gram

un

dert

aken

to

dete

rmin

e th

e lo

ng

term

impa

ct o

n in

ter-

prof

essi

onal

pr

actic

e

Team

Hea

lth is

inco

rpor

ated

into

th

e tr

aini

ng p

lan

for

all L

HD

Ns

Inte

rdis

cipl

inar

y te

amw

ork

is a

co

mpo

nent

of

all p

rofe

ssio

nal e

ntry

cu

rric

ula

All

clin

ical

tea

ms

oper

ate

colla

bora

tivel

y as

wel

l fun

ctio

ning

he

alth

car

e un

its,

del

iver

ing

exce

llent

car

e

4. D

evel

op

a c

olla

bo

rati

ve h

ealt

h sy

stem

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

5.1

Prov

ide

heal

th p

rofe

ssio

nals

with

the

fin

anci

al m

anag

emen

t sk

ills

to e

ffec

tivel

y m

anag

e se

rvic

es a

nd p

artic

ipat

e in

loca

l de

cisi

on m

akin

g.

HET

I

LHD

N

■ M

oH

■ E

duca

tion

prov

ider

s

2.1

2.3

Fina

ncia

l Man

agem

ent

Educ

atio

n Pr

ogra

m t

rain

ing

prov

ided

to

clin

ical

man

ager

s re

spon

sibl

e fo

r bu

dget

or

finan

cial

man

agem

ent

Up

-ski

lling

of

heal

th p

rofe

ssio

nals

to

fun

ctio

n ef

fect

ivel

y in

an

Act

ivit

y Ba

sed

Fund

ing

envi

ronm

ent

Clin

ical

cod

ing

incl

uded

in a

ll JM

O

and

othe

r cl

inic

ian

orie

ntat

ion

prog

ram

s

All

heal

th p

rofe

ssio

nals

with

re

spon

sibi

litie

s fo

r bu

dget

m

anag

emen

t pr

ovid

ed w

ith t

rain

ing

in e

ffec

tive

Fina

ncia

l Man

agem

ent

Educ

atio

n Pr

ogra

m

Incl

usio

n of

clin

ical

cod

ing

and

oper

atin

g in

an

Act

ivit

y Ba

sed

Fund

ing

envi

ronm

ent

in h

ealth

pr

ofes

sion

al c

urric

ula

All

curr

ent

heal

th p

rofe

ssio

nal

man

ager

s ha

ve t

he f

inan

cial

ski

lls t

o ad

equa

tely

man

age

reso

urce

s fo

r ef

fect

ive

serv

ice

deliv

ery

Act

ivit

y Ba

sed

Fund

ing

(incl

udin

g C

linic

al C

odin

g) in

form

atio

n em

bedd

ed in

all

clin

icia

n or

ient

atio

n pr

ogra

ms

and

last

yea

r un

iver

sity

clin

ical

cou

rse

curr

icul

a

5. S

upp

ort

loca

l dec

isio

n m

akin

g

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

6.1

Impl

emen

t a

Peop

le M

anag

emen

t Sk

ills

Fram

ewor

k (P

MSF

) whi

ch in

clud

es h

ealth

pr

ofes

sion

al m

anag

ers

HET

I

LHD

N

■ M

oH6.

2H

ETI w

orks

in p

artn

ersh

ip w

ith

LHD

Ns

to m

ake

reso

urce

s an

d pr

ogra

ms

avai

labl

e to

bui

ld p

eopl

e m

anag

emen

t ca

pabi

litie

s fo

r cl

inic

al

man

ager

s in

line

with

the

Peo

ple

Man

agem

ent

Skill

s Fr

amew

ork

Impr

ovem

ent

in p

eopl

e m

anag

emen

t ca

pabi

litie

s as

m

easu

red

in w

orkp

lace

cul

ture

su

rvey

s an

d ot

her

feed

back

m

easu

res

All

LHD

Ns

have

str

uctu

red

succ

essi

on p

lann

ing

and

deve

lopm

ent

initi

ativ

es f

or a

ll pe

ople

man

ager

s

6.2

Impl

emen

t a

Lead

ersh

ip a

nd M

anag

emen

t Pa

thw

ay f

or m

anag

ers

of h

ealth

pr

ofes

sion

als

HET

I■ L

HD

N

■ M

oH

5.1

Lead

ersh

ip a

nd M

anag

emen

t Pa

thw

ay in

itiat

ed t

o se

lect

, men

tor

and

coac

h m

anag

ers

of h

ealth

pr

ofes

sion

als

acro

ss t

he c

aree

r pa

thw

ays

in t

he N

SW H

ealth

sy

stem

Coh

orts

of

tale

nted

man

ager

s of

he

alth

pro

fess

iona

ls e

mer

ge a

s pa

rtne

rs w

ith c

linic

ians

in t

he

desi

gn a

nd p

rovi

sion

of

heal

th c

are

New

man

ager

s ro

utin

ely

orie

ntat

ed

and

supp

orte

d in

the

ir ro

les

by

seni

or c

olle

ague

s

Man

ager

s at

all

leve

ls e

ffec

tivel

y m

anag

e he

alth

care

ser

vice

s in

pa

rtne

rshi

p w

ith h

ealth

pr

ofes

sion

als

to m

eet

patie

nt n

eeds

6.3

Sele

ct, d

evel

op a

nd r

ecog

nise

clin

ical

le

ader

s LH

DN

HET

I

■ M

oH

■ A

CI

■ C

EC

6.2

7.4

Dev

elop

men

t of

a s

tate

-wid

e le

ader

ship

fra

mew

ork,

dra

win

g on

th

e ex

istin

g pr

ogra

ms

as t

he

foun

datio

n un

derw

ay t

o su

ppor

t su

cces

sion

pla

nnin

g an

d ta

lent

m

anag

emen

t

NSW

Hea

lth C

linic

al L

eade

rshi

p aw

ards

cat

egor

y in

Hea

lth A

war

ds

Impl

emen

tatio

n of

Lea

ders

hip

fram

ewor

k an

d pr

ogra

ms

wel

l pr

ogre

ssed

NSW

Hea

lth h

as a

def

ined

, st

ruct

ured

and

sup

port

ed

lead

ersh

ip p

athw

ay

6.4

Impr

ove

med

ical

wor

kfor

ce m

anag

emen

t an

d le

ader

ship

cap

abili

tyH

ETI

MoH

■ L

HD

N6.

2A

sta

te-w

ide

coor

dina

tor

fund

ed t

o de

velo

p th

e tr

aini

ng p

rogr

am f

or

med

ical

adm

inis

trat

ors

unde

r R

AC

MA

tra

inin

g pr

ogra

m

Dev

elop

men

t of

a g

ood

prac

tice

guid

e fo

r th

e de

sign

of,

and

recr

uitm

ent

to, J

unio

r M

edic

al

Off

icer

Man

ager

pos

ition

s

Add

ition

al 4

tra

inin

g po

sitio

ns f

or

med

ical

adm

inis

trat

ors

per

annu

m,

with

one

loca

ted

in a

reg

iona

l/rur

al

LHD

Goo

d pr

actic

e in

med

ical

wor

kfor

ce

man

agem

ent

enha

nced

thr

ough

co

llabo

ratio

n

Man

agem

ent

of m

edic

al w

orkf

orce

is

rai

sed

to a

con

sist

ent

leve

l

6.

Deve

lop

eff

ec

tive

he

alt

h p

rofe

ssio

na

l m

an

ag

ers

an

d le

ad

ers

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

7.1

Ensu

re s

uppo

rt f

or g

ener

alis

t he

alth

pr

ofes

sion

al c

aree

r pa

thw

ays

and

the

deve

lopm

ent

and

utili

satio

n of

gen

eral

cl

inic

al s

kills

tha

t al

ign

with

pat

ient

nee

ds

LHD

NM

oH

HET

I

■ A

CI

■ E

duca

tion

prov

ider

s

■ P

rofe

ssio

nal

asso

ciat

ions

6.3

6.4

7.3

8.1

Gen

eral

ist

qual

ifica

tions

and

pr

ogra

ms

for

heal

th p

rofe

ssio

nals

ar

e pr

omot

ed a

nd e

xpan

ded

Gen

eral

clin

ical

ski

lls a

re m

aint

aine

d an

d pr

omot

ed t

hrou

gh p

rofe

ssio

nal

deve

lopm

ent

prog

ram

s

Und

erta

ke r

esea

rch

on t

he f

acto

rs

that

hav

e th

e gr

eate

st r

etur

n on

in

vest

men

t fo

r at

trac

ting

and

reta

inin

g ge

nera

list

heal

th

prof

essi

onal

s

Revi

ew c

urre

nt in

cent

ives

for

ge

nera

list

empl

oym

ent

in li

ght

of

rese

arch

LHD

Ns

have

est

ablis

hed

arra

ngem

ents

in p

lace

with

HET

I to

deliv

er p

rogr

ams

for

gene

ralis

t sk

ills

and

care

ers

Util

ise

rese

arch

and

info

rmat

ion

revi

ew t

o ad

just

ince

ntiv

es

Gen

eral

ist

care

ers

are

valu

ed a

nd

supp

orte

d, a

s ev

iden

ced

by

incl

usio

n of

gen

eral

ist

curr

icul

um in

tr

aini

ng a

nd a

vaila

bilit

y of

gen

eral

ist

role

s

7.2

Esta

blis

h a

rura

l gen

eral

ist

trai

ning

pro

gram

an

d pa

thw

ay f

or r

ural

gen

eral

pra

ctic

e tr

aini

ng

HET

ILH

DN

■ M

oH

■ M

edic

al C

olle

ges

■ R

egio

nal T

rain

ing

Prov

ider

s

Com

men

cem

ent

of t

he R

ural

G

ener

alis

t Tr

aini

ng P

rogr

am -

with

an

initi

al in

vest

men

t of

15

trai

ning

po

sitio

ns in

201

3

Add

ition

al in

vest

men

t to

incl

ude

15

trai

ning

pla

ces

to a

chie

ve 3

0 tr

aini

ng p

lace

s pe

r an

num

Sust

aina

ble

proc

edur

al G

P se

rvic

es

for

rura

l hea

lth c

are

– in

prim

ary

heal

th a

nd h

ospi

tal s

ettin

gs

7.3

Alig

n sp

ecia

list

med

ical

wor

kfor

ce s

uppl

y w

ith f

orec

ast

heal

th s

ervi

ce d

eman

d an

d de

liver

y re

quire

men

ts

LHD

N

MoH

■ H

ETI

■ M

edic

al C

olle

ges

2.1

8.1

Trai

ning

pla

ces

for

med

ical

spe

cial

ty

trai

ning

are

exp

ande

d in

line

with

fo

reca

st s

peci

alty

wor

kfor

ce

dem

and

(app

endi

x B)

Add

ition

al in

vest

men

t to

incl

ude

8 tr

aini

ng p

lace

s al

igne

d to

cur

rent

ar

eas

of w

orkf

orce

nee

d.

Revi

ew a

nd a

djus

t fo

reca

st t

o en

sure

con

tinue

d ef

ficac

y of

the

ou

tcom

es o

f th

e w

orkf

orce

m

odel

ling

An

addi

tiona

l inv

estm

ent

to in

clud

e 14

tra

inin

g pl

aces

(to

22 p

er

annu

m) i

n sp

ecia

lties

to

be

dete

rmin

ed f

ollo

win

g re

view

of

med

ical

spe

cial

ist

mod

ellin

g an

d ta

rget

ed e

xpre

ssio

n of

inte

rest

pr

oces

s.

Med

ical

spe

cial

ty w

orkf

orce

alig

ns

with

ser

vice

dem

and

to m

eet

the

need

s of

pat

ient

s

7.

Re

co

gn

ise t

he v

alu

e o

f g

en

era

list

an

d s

pe

cia

list

skills

Righ

t Pe

ople

, Ri

ght

Skill

s, R

ight

Pla

ce

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

7.4

Fully

dev

elop

the

gen

eral

ist

med

icin

e tr

aini

ng p

athw

ay f

or m

etro

polit

an a

nd r

ural

ho

spita

ls

MoH

HET

I■ M

edic

al C

olle

ges

■ L

HD

N

6.2

7.3

Esta

blis

h an

d pr

omot

e du

al t

rain

ing

path

way

s th

at in

clud

e ge

nera

l m

edic

ine

trai

ning

Esta

blis

h a

gene

ral m

edic

ine

trai

ning

pat

hway

with

an

addi

tiona

l 5

gene

ral m

edic

ine

trai

ning

pla

ces

– w

ith 2

ava

ilabl

e as

dua

l tra

inin

g pa

thw

ays

Prof

essi

onal

dev

elop

men

t av

aila

ble

to a

ll ph

ysic

ians

to

mai

ntai

n ge

nera

l ph

ysic

ian

rost

ers

Ade

quat

e in

take

of

phys

icia

ns

avai

labl

e fo

r ge

nera

l med

icin

e ro

ster

7.5

Esta

blis

h an

d gr

ow a

sui

tabl

e ge

nera

list

med

ical

wor

kfor

ce f

or t

he N

SW h

ospi

tal

syst

em.

MoH

HET

I■ L

HD

N

■ E

duca

tion

prov

ider

s

7.3

Inve

stm

ent

to in

clud

e sp

onso

rshi

p of

15

pla

ces

in t

he M

aste

r of

C

linic

al M

edic

ine

(Lea

ders

hip

and

Man

agem

ent)

pro

gram

($10

,00

0 pe

r pa

rtic

ipan

t) a

nd $

500

0 pa

in

cent

ive

for

loca

l sup

ervi

sion

of

spon

sore

d ca

ndid

ates

Incr

ease

d op

port

uniti

es f

or

Hos

pita

list

empl

oym

ent

follo

win

g tr

aini

ng in

Loc

al H

ealth

Dis

tric

ts/

Net

wor

ks

Tert

iary

edu

catio

n m

arke

t fo

r H

ospi

talis

t ro

les

mat

ched

to

serv

ice

need

7.6

Esta

blis

h ad

ditio

nal r

ural

fel

low

ship

sp

ecia

list

posi

tions

AC

I■ L

HD

N

■ H

ETI

6.2

Inve

stm

ent

to in

clud

e se

ven

addi

tiona

l rur

al f

ello

wsh

ip s

peci

alis

t po

sitio

ns in

Ana

esth

etic

s an

d Su

rger

y

Mon

itor

and

adju

st f

ello

wsh

ip

posi

tions

to

mee

t se

rvic

e ne

edSu

pply

of

loca

l Sur

gica

l and

A

naes

thet

ics

spec

ialis

ts m

eet

serv

ice

need

7.7

Gro

w N

ursi

ng a

nd M

idw

ifery

wor

kfor

ce in

lin

e w

ith f

orec

ast

heal

th s

ervi

ce d

eman

d an

d de

liver

y re

quire

men

ts

MoH

HET

ILH

DN

■ E

duca

tion

prov

ider

s2.

1

2.3

3.1

6.1

7.1

7.2

7.3

7.8

8.1

8.2

8.4

Upd

ate

Nur

sing

and

Mid

wife

ry

wor

kfor

ce p

roje

ctio

ns, i

nclu

ding

th

ose

for

com

mun

ity

nurs

ing

sect

or

Nur

sing

incr

ease

d by

14

00

by 2

013

Mid

wife

ry s

taff

alig

ned

to B

irth

rate

Pl

us

Har

ness

ava

ilabl

e C

omm

onw

ealth

fu

ndin

g su

ppor

t to

acc

ess

supp

orte

d fu

ndin

g fo

r En

rolle

d N

urse

s (E

N) a

nd A

ssis

tant

s in

N

ursi

ng (

AIN

)

Join

t pl

anni

ng p

roce

ss w

ith R

TOs

and

NSW

Hea

lth t

o su

ppor

t de

liver

y of

suf

ficie

nt E

N a

nd A

IN t

rain

ing

plac

es in

acc

orda

nce

with

w

orkf

orce

nee

ds

Regu

larly

rev

iew

and

upd

ate

wor

kfor

ce m

odel

ling

proj

ectio

ns f

or

the

Nur

sing

and

Mid

wife

ry

wor

kfor

ce

Nur

sing

sta

ff in

crea

sed

by 2

475

by

2015

Incr

ease

d ca

paci

ty f

or E

N a

nd A

IN

trai

ning

acr

oss

a ra

nge

of L

HD

Ns

Incr

ease

d av

aila

bilit

y of

loca

l tr

aini

ng f

or E

N a

nd A

IN r

oles

in

rura

l are

as

Nur

sing

and

mid

wife

ry w

orkf

orce

al

igns

with

ser

vice

dem

and

to m

eet

the

need

s of

pat

ient

s

60 R

e-en

try

to N

ursi

ng S

chol

arsh

ips

targ

etin

g in

divi

dual

s w

ho h

ave

been

aw

ay f

rom

nur

sing

and

do

not

mee

t th

e N

ursi

ng a

nd

Mid

wife

ry B

oard

rec

ency

of

prac

tice

stan

dard

Eval

uatio

n of

Re-

entr

y to

Nur

sing

sc

hola

rshi

ps

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

7.8

Gro

w A

llied

Hea

lth w

orkf

orce

in li

ne w

ith

fore

cast

hea

lth s

ervi

ce d

eman

d an

d de

liver

y re

quire

men

ts

MoH

HET

I

LHD

N

■ E

duca

tion

prov

ider

s2.

1

2.2

2.3

3.1

3.2

7.1

7.2

7.3

7.4

8.1

Dev

elop

men

t of

wor

kfor

ce

mod

ellin

g pr

ojec

tions

for

the

Alli

ed

Hea

lth w

orkf

orce

Inve

stm

ent

to in

clud

e an

add

ition

al

15 p

re-r

egis

trat

ion

posi

tions

for

ra

diog

raph

y an

d nu

clea

r m

edic

ine.

Revi

ew r

ural

Alli

ed H

ealth

Sc

hola

rshi

p to

ens

ure

appr

opria

te

targ

etin

g of

sch

olar

ship

s to

ser

vice

ne

ed

Dev

elop

men

t of

evi

denc

e ba

sed

Alli

ed H

ealth

Car

e A

ssis

tant

Fr

amew

ork

Incr

ease

d up

take

of

scho

ol b

ased

tr

aine

eshi

ps in

Hum

an S

ervi

ces

Indu

stry

Cur

ricul

um f

ram

ewor

k

Regu

larly

rev

iew

and

upd

ate

wor

kfor

ce m

odel

ling

proj

ectio

ns f

or

the

Alli

ed H

ealth

wor

kfor

ce

Con

tinua

tion

of p

re-r

egis

trat

ion

plac

es d

eter

min

ed o

n ou

tcom

es o

f A

llied

Hea

lth m

odel

ling

and

targ

eted

exp

ress

ion

of in

tere

st

proc

ess.

Incr

ease

d ca

paci

ty f

or A

llied

Hea

lth

Car

e A

ssis

tant

tra

inin

g ac

ross

a

rang

e of

LH

DN

s

Incr

ease

d av

aila

bilit

y fo

r A

llied

H

ealth

pat

hway

s fr

om s

choo

l to

prof

essi

onal

qua

lific

atio

ns,

espe

cial

ly in

rur

al a

reas

Alli

ed H

ealth

wor

kfor

ce a

ligns

with

se

rvic

e de

man

d to

mee

t th

e ne

eds

of p

atie

nts

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

8.1

Inve

st in

the

wor

kfor

ce t

hrou

gh t

he

prov

isio

n of

car

eer

coun

selli

ng f

or h

ealth

pr

ofes

sion

als,

to

ensu

re c

aree

r pl

ans

are

alig

ned

with

ser

vice

nee

ds

MoH

LHD

N

■ D

epar

tmen

t of

Ed

ucat

ion

and

Com

mun

ities

■ E

duca

tion

prov

ider

s

■ M

edic

al C

olle

ges

■ P

rofe

ssio

nal

Ass

ocia

tions

■ H

ETI

2.1

2.2

3.1

6.1

6.2

6.3

6.4

Dev

elop

men

t of

a C

aree

r Fr

amew

ork

addr

essi

ng c

aree

r in

form

atio

n, d

efin

ed c

aree

r pa

thw

ays

and

indi

vidu

al c

aree

r pl

anni

ng f

or b

oth

spec

ialis

t an

d ge

nera

list

care

ers

Prom

otio

n of

car

eers

with

m

oder

ate

to h

igh

proj

ecte

d w

orkf

orce

dem

and

Impl

emen

tatio

n of

Car

eer

Fram

ewor

k

Initi

al im

plem

enta

tion

of a

mod

el

for

indi

vidu

al c

aree

r pl

anni

ng f

or

heal

th p

rofe

ssio

nals

Eval

uatio

n un

dert

aken

and

Fr

amew

ork

adju

sted

Bett

er a

lignm

ent

betw

een

serv

ice

need

and

wor

kfor

ce a

vaila

bilit

y an

d ca

pabi

lity

All

com

men

cing

hea

lth g

radu

ates

ha

ve a

n in

divi

dual

car

eer

plan

w

ithin

18

mon

ths

of c

omm

enci

ng

empl

oym

ent

with

NSW

Hea

lth

8.2

Supp

ort

new

hea

lth p

ract

ition

ers

in

unde

rtak

ing

thei

r ro

les

in t

he p

ublic

hea

lth

syst

em

HET

I■ L

HD

N2.

1

3.1

3.2

3.3

Impl

emen

tatio

n of

the

New

Sta

rter

Pr

ogra

m a

s a

dedi

cate

d or

ient

atio

n pr

ogra

m t

o fa

cilit

ate

tran

sitio

n of

cl

inic

al g

radu

ates

to

the

wor

kpla

ce

100%

of

new

hea

lth p

rofe

ssio

nals

un

dert

ake

New

Sta

rter

s Pr

ogra

mN

ew S

tart

er P

rogr

am is

a s

yste

mic

pa

rt o

f or

ient

atio

n fo

r he

alth

pr

ofes

sion

als

acro

ss N

SW H

ealth

8.3

Ensu

re t

hat

the

skill

s of

non

-spe

cial

ist

heal

th p

rofe

ssio

nals

are

mai

ntai

ned

HET

I■ L

HD

N■ E

duca

tion

prov

ider

s

3.3

6.1

100%

of

non-

spec

ialis

t m

edic

al

prac

titio

ners

enr

olle

d in

or

unde

rtak

en H

ospi

tal S

kills

Pro

gram

Expa

nd t

he a

cces

s to

the

Hos

pita

l Sk

ills

Prog

ram

to

a br

oade

r ra

nge

of h

ealth

wor

kfor

ce p

rofe

ssio

nals

Wel

l tra

ined

sup

ply

of n

on-

spec

ialis

t he

alth

pro

fess

iona

ls

8.

Gro

w a

nd

su

pp

ort

a s

kille

d w

ork

forc

e

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

8.4

Ensu

re t

hat

heal

th p

rofe

ssio

nals

hav

e ap

prop

riate

acc

ess

to c

linic

al e

duca

tion

supp

ort

and

cont

inue

to

reco

gnis

e an

d su

ppor

t th

e ed

ucat

ion

role

of

seni

or

clin

icia

ns

HET

I

LHD

N

■ E

duca

tion

prov

ider

s

■ M

oH

3.1

3.3

6.1

7.2

Revi

ew o

f cu

rren

t pr

actic

es f

or

Alli

ed H

ealth

clin

ical

edu

catio

n in

LH

DN

s, a

nd t

he d

evel

opm

ent

of

good

pra

ctic

e gu

idel

ines

for

su

ppor

ting

Alli

ed H

ealth

edu

catio

n in

LH

DN

s

Add

ition

al 9

0 C

linic

al N

urse

/M

idw

ifery

Edu

cato

rs a

nd S

peci

alis

ts

Clin

ical

Sup

ervi

sion

Sup

port

Pr

ogra

m d

evel

oped

and

co

mm

ence

d to

enh

ance

tra

inin

g an

d su

ppor

t of

clin

ical

sup

ervi

sors

to

incr

ease

pat

ient

saf

ety

and

the

qual

ity

of c

are,

to

incr

ease

tra

inin

g ca

paci

ty a

nd t

o pr

omot

e a

sust

aina

ble

lear

ning

cul

ture

in t

he

heal

th s

yste

m

Fram

ewor

k fo

r A

llied

Hea

lth c

linic

al

educ

atio

n pr

ovid

es a

ppro

pria

te

oppo

rtun

ities

for

con

tinui

ng

prof

essi

onal

dev

elop

men

t

Add

ition

al in

vest

men

t to

incl

ude

185

Clin

ical

Nur

se/M

idw

ifery

Ed

ucat

ors

and

Spec

ialis

ts

Dev

elop

a r

ole

of in

terd

isci

plin

ary

clin

ical

edu

cato

rs t

o de

velo

p a

fram

ewor

k fo

r ed

ucat

ion

in c

ore

clin

ical

com

pete

ncie

s

Clin

ical

Sup

ervi

sion

Sup

port

Pr

ogra

m e

mbe

dded

, with

res

ourc

es

avai

labl

e to

sup

port

clin

ical

su

perv

isor

s

Effe

ctiv

e an

d ef

ficie

nt m

ix o

f in

terd

isci

plin

ary

clin

ical

edu

catio

n to

su

ppor

t pa

tient

car

e

Clin

ical

sup

ervi

sion

ski

lls o

ptim

ised

th

roug

h ro

utin

e up

-ski

lling

8.5

Impr

ove

acce

ss t

o ed

ucat

ion

and

cont

inui

ng

prof

essi

onal

dev

elop

men

t ac

ross

the

NSW

H

ealth

sys

tem

HET

I■ L

HD

N

■ M

oH

■ E

duca

tion

prov

ider

s

■ P

rofe

ssio

nal

Regi

stra

tion

Bodi

es

3.1

3.2

4.1

7.1

7.2

7.3

7.6

Elev

en p

roje

cts

for

the

esta

blis

hmen

t of

Sim

ulat

ed

Lear

ning

Env

ironm

ents

(SLE

) co

mm

ence

d an

d SL

E ca

paci

ty

expa

nded

to

supp

ort

incr

ease

d nu

mbe

r of

pro

fess

iona

l ent

ry a

nd

post

grad

uate

hea

lth p

rofe

ssio

nal

lear

ners

Mob

ile s

imul

atio

n la

b to

sup

port

on

goin

g pr

ofes

sion

al d

evel

opm

ent

in r

ural

LH

Ds

oper

atio

nalis

ed

Stan

dard

s fo

r SL

E co

urse

s an

d te

achi

ng d

evel

oped

Impl

emen

tatio

n of

a s

tate

-wid

e Le

arni

ng C

onte

nt M

anag

emen

t Sy

stem

(LC

MS)

tha

t en

able

s de

velo

pmen

t, d

eplo

ymen

t an

d tr

acki

ng o

f le

arni

ng e

vent

s

Revi

ew o

f N

SW H

ealth

SLE

cap

acit

y un

dert

aken

and

gov

erna

nce

mod

el

in p

lace

to

ensu

re a

cces

s, u

tilis

atio

n an

d su

stai

nabi

lity

Eval

uate

and

adj

ust

mob

ile

sim

ulat

ion

lab

oper

atio

n to

ens

ure

that

pro

fess

iona

l dev

elop

men

t op

port

uniti

es in

rur

al L

HD

s ar

e en

hanc

ed

Stat

e-w

ide

coor

dina

ted

appr

oach

to

cur

ricul

um a

nd r

esou

rce

deve

lopm

ent

SLE

teac

hing

ski

lls p

rogr

am r

olle

d ou

t ac

ross

NSW

LCM

S fu

lly im

plem

ente

d ac

ross

all

LHD

Ns

Perf

orm

ance

man

agem

ent

com

pone

nts

of L

CM

S be

com

e fu

nctio

nal w

ithin

sys

tem

Role

of

SLE

trai

ning

sup

port

ed a

nd

reco

gnis

ed w

ithin

edu

catio

n cu

rric

ula

at b

oth

prof

essi

onal

ent

ry

and

post

grad

uate

leve

l

Inte

grat

ion

of C

aree

r Pl

anni

ng a

nd

Supp

ort

mod

ules

into

LC

MS

Equi

tabl

e ac

cess

to

educ

atio

n an

d co

ntin

uing

pro

fess

iona

l de

velo

pmen

t ac

ross

the

NSW

H

ealth

sys

tem

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

8.6

Dev

elop

eff

ectiv

e cl

inic

al, p

rofe

ssio

nal a

nd

soci

al s

uppo

rt a

nd in

cent

ives

for

rur

al

empl

oym

ent

MoH

LHD

N

■ H

ETI

2.3

3.1

6.3

7.4

Und

erta

ke r

esea

rch

on t

he f

acto

rs

that

hav

e th

e gr

eate

st r

etur

n on

in

vest

men

t fo

r at

trac

ting

and

reta

inin

g ru

ral h

ealth

pro

fess

iona

ls

Dev

elop

men

t an

d pr

omot

ion

of

stra

tegi

c pa

rtne

rshi

ps w

ith in

dust

ry

and

loca

l com

mun

ities

in t

he

attr

actio

n an

d re

tent

ion

of h

ealth

pr

ofes

sion

als

and

thei

r fa

mili

es

Revi

ew c

urre

nt in

cent

ives

for

rur

al

empl

oym

ent

in li

ght

of r

esea

rch

Util

ise

rese

arch

and

info

rmat

ion

from

rev

iew

to

adju

st in

cent

ives

w

ithin

gov

ernm

ent

polic

y re

quire

men

ts.

Incr

ease

d in

volv

emen

t of

indu

stry

an

d lo

cal c

omm

uniti

es in

the

em

ploy

men

t of

hea

lth p

rofe

ssio

nals

in

rur

al a

reas

Impr

oved

att

ract

ion

and

rete

ntio

n to

rur

al h

ealth

pro

fess

iona

l po

sitio

ns

8.7

Supp

ort

the

rura

l Mid

wife

ry w

orkf

orce

MoH

■ L

HD

N

■ H

ETI

7.1

7.6

Esta

blis

h te

n sc

hola

rshi

ps f

or r

ural

N

SW f

or s

tude

nt m

idw

ife p

ositi

ons

Eval

uate

impa

ct o

f sc

hola

rshi

p pl

aces

and

adj

ust

prog

ram

to

enab

le s

usta

inab

ility

of

rura

l m

idw

ifery

ser

vice

s

Sust

aina

ble

stab

le m

idw

ifery

w

orkf

orce

and

pla

nned

ser

vice

s in

ru

ral a

reas

whi

ch m

eet

rura

l pat

ient

ne

ed

8.8

Cre

ate

oppo

rtun

ities

for

ent

ry le

vel

Abo

rigin

al h

ealth

pro

fess

iona

ls

HET

I

MoH

■ L

HD

N2.

3

7.2

90 A

borig

inal

cad

etsh

ips

for

Nur

sing

and

Mid

wife

ry

10 A

borig

inal

cad

etsh

ips

for

Alli

ed

Hea

lth P

ract

ition

ers

pa

2 A

borig

inal

Cad

etsh

ips

for

Med

ical

gr

adua

tes

pa

Enha

nced

pro

mot

ion

of t

he H

ETI

Build

ing

Cap

acit

y fo

r th

e A

borig

inal

M

edic

al W

orkf

orce

pro

gram

whi

ch

supp

orts

pre

fere

ntia

l int

ern

allo

catio

n

5 A

borig

inal

Cad

etsh

ips

for

Ora

l H

ealth

Wor

kers

pa

120

Abo

rigin

al c

adet

ship

s fo

r N

ursi

ng a

nd M

idw

ifery

20 A

borig

inal

cad

etsh

ips

for

Alli

ed

Hea

lth P

ract

ition

ers

pa

4 ca

dets

hips

for

Med

ical

gra

duat

es

pa 5 A

borig

inal

Cad

etsh

ips

for

Ora

l H

ealth

Wor

kers

pa

2.6%

of

new

gra

duat

es f

or h

ealth

pr

ofes

sion

al r

oles

are

Abo

rigin

al

8.9

Dev

elop

the

rol

e of

reg

iste

red

Abo

rigin

al

Hea

lth P

ract

ition

ers

for

NSW

Hea

lthM

oH■ L

HD

N

■ A

CI

■ N

SWK

&F

■ H

ETI

2.1

8.5

Dev

elop

men

t of

a w

orkf

orce

mod

el

for

Abo

rigin

al H

ealth

Pra

ctiti

oner

s (A

HP)

and

Abo

rigin

al H

ealth

W

orke

rs (

AH

W)

Impl

emen

tatio

n of

a R

ecog

nitio

n of

Pr

ior

Lear

ning

pro

cess

to

enab

le

exis

ting

NSW

Hea

lth A

borig

inal

H

ealth

Wor

kers

to

assu

me

new

A

borig

inal

Hea

lth P

ract

ition

er r

ole

Hea

lth p

rofe

ssio

nal w

orkf

orce

un

ders

tand

s an

d su

ppor

ts r

ole

of

AH

Ps in

pro

vidi

ng s

ervi

ces

Stru

ctur

e th

at s

uppo

rts

rete

ntio

n an

d gr

owth

of

AH

Ws

and

AH

Ps

thro

ugh

a de

fined

car

eer

path

way

Abo

rigin

al h

ealth

ser

vice

s ef

fect

ivel

y in

tegr

ate

AH

Ws

and

AH

Ps in

to a

ll se

rvic

es a

nd p

rogr

ams

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Ho

w w

e w

ill g

et t

her

e...

Wh

at w

e ar

e st

rivi

ng

fo

r...

No

Stra

teg

yM

ajo

r Le

ad(s

)St

akeh

old

ers/

Part

ner

s

Key

Su

pp

ort

ing

Stra

teg

ies

In 1

-2 y

ears

In 2

-5 y

ears

In 1

0 ye

ars

9.1

Ensu

re t

hat

mod

els

of c

are

take

an

evid

ence

bas

ed a

ppro

ach

to e

ffic

ient

ut

ilisa

tion

of t

he h

ealth

car

e w

orkf

orce

AC

I

LHD

N

MoH

■ H

ETI

■ C

EC

■ B

HI

2.1

2.2

6.1

6.2

Up

-ski

lling

of

LHD

Ns

to e

ffec

tivel

y im

plem

ent

mod

els

of c

are

that

in

corp

orat

e ev

iden

ce b

ased

w

orkf

orce

des

ign

Dev

elop

men

t of

sta

te-w

ide

fram

ewor

k, g

uide

lines

and

too

ls t

o as

sist

clin

ical

ser

vice

s w

ith t

he

proc

ess

of w

orkf

orce

ass

essm

ent

Dev

elop

men

t of

pat

ient

foc

usse

d m

odel

s of

car

e su

ppor

ted

by

evid

ence

bas

ed w

orkf

orce

des

ign

Ong

oing

eva

luat

ion

of c

hang

es in

w

orkf

orce

des

ign

as p

art

of

eval

uatio

n of

mod

els

of c

are

Hea

lth c

are

wor

kfor

ce is

eff

ectiv

ely

and

safe

ly d

eplo

yed

to p

rovi

de

qual

ity

heal

thca

re

Clin

ical

are

as a

re a

ble

to e

ffec

tivel

y de

term

ine

and

impl

emen

t th

e m

ost

appr

opria

te s

kills

mix

to

deliv

er

serv

ices

LHD

Ns

have

the

cap

acit

y to

initi

ate

and

impl

emen

t w

orkf

orce

des

ign

chan

ges

to m

ore

effe

ctiv

ely

mee

t pa

tient

nee

ds

9.2

Ensu

re t

hat

the

revi

ew o

f m

odel

s of

car

e an

d ro

le d

elin

eatio

n of

hos

pita

ls f

or

mat

erna

l ser

vice

s ta

ke a

n ev

iden

ce b

ased

ap

proa

ch t

o ef

ficie

nt u

tilis

atio

n of

the

w

orkf

orce

MoH

LHD

N

■ A

CI

■ C

EC

■ B

HI

2.1

7.1

8.1

Con

sult

with

LH

DN

s re

gard

ing

the

appr

opria

te d

eliv

ery

of m

ater

nal

serv

ices

bas

ed o

n ro

le d

elin

eatio

n of

fac

ilitie

s

Dev

elop

men

t of

pat

ient

foc

usse

d m

odel

s of

car

e fo

r m

ater

nal s

ervi

ces

supp

orte

d by

evi

denc

e ba

sed

wor

kfor

ce d

esig

n

Mat

erna

l ser

vice

s he

alth

car

e w

orkf

orce

is e

ffec

tivel

y an

d sa

fely

de

ploy

ed t

o pr

ovid

e qu

alit

y he

alth

care

9.3

Dev

elop

men

t of

sta

te-w

ide

guid

elin

es a

nd

syst

em t

o as

sist

with

eff

ectiv

e H

ealth

Pr

ofes

sion

al C

rede

ntia

ling

and

appo

intm

ent

scop

e of

pra

ctic

e

MoH

■ C

EC

■ L

HD

N

■ M

edic

al C

olle

ges

■ H

WA

■ N

atio

nal H

ealth

Pr

ofes

sion

al

Boar

ds

6.2

Stre

amlin

ed lo

cal c

rede

ntia

ling

and

appo

intm

ent

scop

e of

pra

ctic

e of

m

edic

al s

peci

alis

ts a

cros

s fa

cilit

ies

utili

sing

cen

tral

ised

info

rmat

ion

syst

em

Eval

uatio

n of

new

cre

dent

ialin

g sy

stem

Cre

dent

ialin

g ta

rget

ed t

o ce

rtai

n ot

her

heal

th p

rofe

ssio

nal g

roup

s,

whe

re w

arra

nted

Cre

dent

ialin

g of

med

ical

spe

cial

ists

an

d ot

her

targ

eted

hea

lth

prof

essi

onal

gro

ups,

sup

port

s sa

fe

and

effe

ctiv

e pa

tient

car

e

9.4

Ensu

re t

hat

the

regi

stra

tion

of h

ealth

pr

ofes

sion

als

mee

ts t

he n

eeds

of

NSW

H

ealth

MoH

■ P

rofe

ssio

nal

Ass

ocia

tions

2.2

8.1

Col

labo

rate

with

Hea

lth W

orkf

orce

A

ustr

alia

to

impl

emen

t na

tiona

l re

form

s in

the

reg

ulat

ion

of h

ealth

pr

ofes

sion

s th

at r

emov

e un

nece

ssar

y le

gisl

ativ

e an

d re

gula

tory

bar

riers

to

refo

rm

The

regi

stra

tion

of h

ealth

pr

ofes

sion

als

is a

ligne

d w

ith s

ervi

ce

need

s an

d go

od p

ract

ice

wor

kfor

ce

desi

gn

9.5

Effe

ctiv

ely

use

Clin

ical

Sup

port

Off

icer

s as

a

war

d/u

nit

base

d re

sour

ce.

LHD

N

MoH

■ E

mpl

oyee

and

Pr

ofes

sion

al

Ass

ocia

tions

8.1

Und

erta

ke e

valu

atio

n of

the

im

plem

enta

tion

of t

he C

linic

al

Supp

ort

Off

icer

rol

e

Adj

ust

and

expa

nd C

SO r

oles

in li

ne

with

out

com

es o

f th

e ev

alua

tion

Clin

ical

sta

ff a

re a

ppro

pria

tely

su

ppor

ted

with

adm

inis

trat

ive

reso

urce

s to

ens

ure

clin

ical

sta

ff a

re

free

to

unde

rtak

e cl

inic

al w

ork

9. E

ffe

cti

ve

use

of

ou

r h

ea

lth

ca

re w

ork

forc

e

Min

istr

y of

Hea

lth (M

oH),

Loca

l Hea

lth D

istr

icts

and

Spe

cial

ty H

ealth

Net

wor

ks (L

HDN

) Age

ncy

for C

linic

al In

nova

tion

(ACI

) Hea

lth E

duca

tion

and

Trai

ning

Inst

itute

(HET

I) Cl

inic

al E

xcel

lenc

e Co

mm

issi

on (C

EC) B

urea

u of

Hea

lth In

form

atio

n (B

HI) N

SW K

ids

and

Fam

ilies

(NSW

K&F)

Hea

lth

Wor

kfor

ce A

ustr

alia

(HW

A)


Appendix A:

Small but critical workforces

requiring workforce plans.

Appendices

Radiopharmaceutical Scientist

Audiology

Sonography

Orthotics/Prosthetists

Diagnostic Imaging Medical Physicists


Appendix B:

Projections of medical specialty

workforce requirements

Workforce modelling has been undertaken for a number of

medical specialties. The modelling is based on data from the

2006 and 2007 NSW Medical Labour Force profile. The

modelling was undertaken to project the workforce growth

required to meet service needs projected to 2022 under

current training levels.

Medical specialty modelling takes into consideration the

service need of the specialty, the demographic profile of

each specialty including average hours worked and

workforce losses. The modelling held steady the number of

new fellows in the model based on 2007 reported numbers.

It also considered any initial shortages for medical specialties

through area of need applications in New South Wales.

Modelling for all specialties used an assumption of minimum

retirement rates of 10% of the workforce from 65 years of

age and full retirement at 80 years of age.

A large number of medical specialist workforces were

affected by either ageing, reduction of hours worked or

high workforce losses, or a combination of all three. Alone

this may not create a critical shortage, but if there is not

adequate entry in the specialty through migration or

adequate training to meet service need, it may lead to a

priority to increase training places. Changes in any of these

factors may have occurred since the workforce modelling

was undertaken, which will affect the priority rating

assigned to the specialty.

The medical specialty modelling does not reflect shortages

that may arise from maldistribution to the sector or location

of medical specialists. The workforce modelling may indicate

that there is an overall adequate supply of medical specialists

in that specialty in NSW, but does not reflect maldistribution

that may arise from specialists working predominantly in one

sector (such as private practice) and/or mainly in one

location (such as metropolitan Sydney).

Initial consultation has been undertaken with Medical

Colleges and Local Health Districts and Specialty Health

Networks. Some initial concerns raised by medical colleges

include:

■ increasing activity is occurring within current and

expanded settings that needs to be incorporated into

service demand.

■ Services in rural and regional settings for some

specialties are not meeting community need.

■ Service demand is growing at a higher rate due primarily

to the ageing population, medical technology changes

and complexity of care.

■ Changes have occurred since the modelling which

impacts on the priority for some specialty groups.

■ Some sub specialty shortages can be addressed by

incorporating these sub specialties into generalist

training, for example general surgical trainees receiving

exposure to paediatric surgery.

■ Sector distribution issues with shortages in the public

sector due to work being undertaken mainly in the

private sector.

■ Localised specialty shortages in Local Health Districts or

Specialty Health Networks which may be due to differing

priorities and attraction issues.

Part of the process of implementation of strategy 7.2, to

Align specialist medical workforce supply with forecast

health service demand and delivery requirements, is to

ensure ongoing review and adjustment of the outcomes of

the specialist medical modelling are undertaken. Just as the

strategies in the Plan will require review and revision to

ensure they remain relevant, the process and outcomes of

workforce modelling also require revision to ensure that they

are current and incorporate changes in both workforce

supply and service demands. This process will be undertaken

in liaison and consultation with various stakeholders,

including Medical Colleges, education providers, Health

Workforce Australia and Local Health Districts and Specialty

Health Networks.


Priority for Further Growth Moderate Further Growth Supply in Balance

General Medicine General Surgery Diagnostic Radiology

Palliative Care Emergency Medicine Respiratory Medicine

Medical Oncology Obstetrics & Gynaecology Anaesthetic and Pain Medicine

Rehabilitation Medicine Pathology Intensive Care Medicine

Endocrinology Psychiatry Cardiothoracic Surgery

Clinical Haematology Geriatric Medicine Neurosurgery

Nuclear Medicine Paediatric Medicine Orthopaedic Surgery

Radiation Oncology Neurology Vascular Surgery

Paediatric Surgery Rheumatology Dermatology

Renal Medicine

Gastroenterology

Cardiology

Urology

Otolaryngology Surgery

Plastic & Reconstructive Surgery

Ophthalmology

Medical Specialty Workforce Projected Growth to 2025

The initial medical specialist modelling that was undertaken

is represented in the table above. The specialties are

categorised as: a priority for future growth, a moderate

priority for growth or as presently being a supply in balance.

These priorities are subject to change as new information

becomes available and as workforce strategies such as local

and statewide training, recruitment and retention programs

take effect.


Name Position Organisation

Ms Sheila Keane Chair of the Rural and Remote Allied Health Research Alliance Allied Health Research Alliance

Mr John Dent Director, Service Planning Ambulance Service of NSW

Mr Sim Mead Director, Policy and Communications, AMA Australian Medical Association

Dr Tony Sara President, Australian Salaried Medical Officers Federation Australian Salaried Medical Officers Federation

Ms Kerry Stevenson Community and Allied Health Manager Central Coast LHD

Prof Steven Boyages Chief Executive Clinical Education & Training Institute Clinical Education and Training Institute

Professor Simon Willcock Chair GPET, Board of HWA, Medical Directorate Clinical Education and Training Institute

Dr Charles Pain Director Health Systems Improvement, Clinical Excellence Commission Clinical Excellence Commission

Ms Sharon Flynn Chief Executive Officer CoastCity Country CoastCityCountry Training

Mr Rod Cooke Chief Executive, Community Services and Health Industry Skills Council

Community Services and Health Industry Skills Council

Ms Kathy Rankin General Manager TAFE NSW Training and Education Support Department of Education and Communities

Professor David Lyle Broken Hill University - Department of Rural Health Department of Rural Health

Mr Louis Baggio Director of Rehabilitation Services/Board member Southern LHD

Associate Professor Andrew Keegan Visiting Medical Officer, Board Member - Nepean-Blue Mountains Local Health District Board Health Professionals Workforce Plan Taskforce

Dr Anne-Marie Feyer Georges Institute Health Professionals Workforce Plan Taskforce

Dr Scott Finlay GP Proceduralist Health Professionals Workforce Plan Taskforce

Mr Denys Wynn Manager, Medical Imaging North Coast LHD Health Professionals Workforce Plan Taskforce

Ms Trish Bradd Allied Health Director, South Eastern Sydney LHD Health Professionals Workforce Plan Taskforce

Attendees of the Health Professionals Workforce Plan Roundtable

Appendix C:

Consultations for the Health

Professionals Workforce Plan



Mr David Dixon Director, Workforce Services Northern CSD Health Reform Transitional Organisation - Northern

Ms Jan Erven A/Director Primary and Community Health, Health Reform Transition Office (Southern) Health Reform Transitional Organisation - Southern

Mr George Beltchev Executive Consultant – Strategic Projects Health Workforce Australia

Professor Mary Chiarella Board, Health Workforce Australia Health Workforce Australia

Dr Anthony Llewellyn Executive Medical Director Primary and Community Networks, Manager Medical Administration for Mental Health, HNET Psychiatry Training

Hunter New England LHD

Ms Carolyn Hullick Emergency Physician, Hunter New England Hunter New England LHD

Mr James Cook Associate Director, Workforce Planning and Development Ministry of Health

Ms Annie Owens Director, Workplace Relations and Management Ministry of Health

Ms Brenda McLeod Chief Allied Health Officer Ministry of Health

Ms Bronwyn Dennis Manager, Health Professionals Workforce Plan Ministry of Health

Ms Danielle Maloney Senior Allied Health Program Advisor, Mental Health and Drug & Alcohol Programs Ministry of Health

Ms Praveen Sharma Senior Policy Officer, Workforce Planning and Development Ministry of Health

Ms Robyn Burley Director, Workforce Planning and Development Ministry of Health

Professor Les White Chief Paediatrician, NSW Health Ministry of Health

Ms Anne Robertson Principal Midwifery Adviser NaMO Ministry of Health

Ms Jill Ludford Director of Operations Murrumbidgee LHD

Mrs Nancye Piercy Chief Executive Officer Murrumbidgee Medicare Local

Ms Rosie Kew Occupational Therapist, Lismore Base Hospital Northern NSW LHD

Mr Brett Holmes President, NSW Nurses Association Nurses Association

Zorica Rapaich Executive Director Occupational Therapy Australia - NSW Division

Ms Cassandra Smith Ministerial Advisor Office of the Minister for Health



Dr Denis Lennox Exec Director of Rural and Remote Medical Services, Office of Rural and Remote Health Queensland Health

Assoc Professor John Collins Member Royal Australian College of Surgeons Royal Australian College of Surgeons

Ms Helen Gunn Director Nursing and Midwifery Royal Hospital for Women South Eastern Sydney LHD

Ms Kim Olesen Director of Nursing and Midwifery Services South Eastern Sydney LHD

Mira Haramis Director, Centre for Education and Workforce Development South Western Sydney LHD

Mr Brett Oliver Director Of Medical Services South Western Sydney LHD

Mr Nicholas Marlow Director Nursing and Midwifery Community South Western Sydney LHD

Ms Clair Edwards Director Mental Health Nursing South Western Sydney LHD

Prof Iain Graham Head of School - Health and Human Sciences Southern Cross University

Ms Annette Solman Director Nursing and Midwifery Sydney Children's Hospital Network

Katharine Szitniak Director Nursing and Midwifery Sydney LHD Sydney LHD

Assoc Prof Tracey Thornley Deputy Head, Dean of the School of Nursing University of Notre Dame

Associate Professor Graeme Richardson Director of Post Graduate Training at Wagga Wagga Base Hospital UNSW Rural Clinical School of Medicine

Dr Louis Christie Director of Medical Services - Orange Base Hospital Western NSW LHD

Mr Richard Cheney Area Manager - Allied Health Services Western NSW LHD

Ms Jennifer Floyd Area Manager | Oral Health Services Western NSW & Far West Local Health Districts Western NSW LHD

Ms Linda Cutler Executive Director, NSW Institute of Rural Clinical Services & Teaching Western NSW LHD

Dr Kim Hill Executive Medical Director Western Sydney LHD

Mr Clive Wright Chief Dental Officer Western Sydney LHD

Mr David Simmonds A/Director Nursing and Midwifery Westmead Western Sydney LHD



Anthony Best Physiotherapy Manager Public Hospital NSW

Karen Edwards CEO/DON Calvary Health Care Sydney

Associate Professor Richard Paoloni ACEM NSW Faculty Chair Australasian College for Emergency Medicine

John Kolbe President The Royal Australasian College of Physicians

Dr Bill ThooAustralian and New Zealand Society for Geriatric Medicine and Agency for Clinical Innovation Aged Health network

Darrin Gray A/Director Hunter New England Imaging

Peter Sainsbury Director, Population Health South Western Sydney & Sydney Local Health Districts

Associate Professor Graeme Richardson Director of Post Graduate Training Murrumbidgee LHD

Prof Les White Chief Paediatrician NSW Ministry of Health

Tim Burt A/Principal Policy Officer, Recruitment & Retention Strategy NSW Ministry of Health

Alison Peters Director, NCOSS Council of Social Service of NSW (NCOSS)

John Thomas Radiology Services manager SESLHD St George Hospital

Sandeep Gupta Senior Outpatient/Amputee Physiotherapist Royal Prince Alfred Hospital

Liz Marles Vice President and Chair, NSW/ACT Faculty Royal Australian College of General Practitioners

Beth Sky Receptionist Narrabri Community Health

Ingrid Egan Chief Radiographer Northern Beaches Medical Imaging Depts.

Lea Bailey Clinical Nurse Specialist Port Macquarie Base Hospital

Sim Mead Director, Policy and Communications Australian Medical Association (NSW) Limited

Mark Burdack Director, Corporate Affairs Charles Sturt University

Robyn Johnston Clinical Nurse Consultant RNS Community Health Centre

David Small Project Manager, Service Development Northern Sydney Local Health District

Prof T Yee Khong President The Royal College of Pathologists of Australia

Dr Lynne Madden Manager, Centre for Epidemiology & Research Ministry of Health

Written Submissions to the Ministry of Health/Health Professionals Workforce Plan Taskforce


What is the main organisation or stakeholder group you belong to in respect of your feedback?

Answer Options Response Percent Response Count

NSW Health (including Local Health Districts, Pillars and the Ministry of Health) 85.3% 64

Other jurisdiction health service 1.3% 1

Private or NGO health provider 0.0% 0

University 1.3% 1

Other Education provider 0.0% 0

Medical or Nursing College 1.3% 1

Employee Association 1.3% 1

Professional Association 6.7% 5

Health consumer 2.7% 2

Local Government 0.0% 0

Student 0.0% 0

Other (please specify) 4

Answered question 75

Summary of Respondents to the Feedback Form


Which professional groups do your comments relate to in the main?

Answer Options Response Percent Response Count

All Workforce 24.3% 18

Medical 23.0% 17

Nursing 32.4% 24

Midwifery 6.8% 5

Oral Health 1.4% 1

Audiology 1.4% 1

Counselling 4.1% 3

Dietetics 9.5% 7

Diversional Therapy 6.8% 5

Genetics Counselling 5.4% 4

Nuclear Medicine Technology 2.7% 2

Occupational Therapy 14.9% 11

Orthoptics 2.7% 2

Pharmacy 6.8% 5

Physiotherapy 16.2% 12

Podiatry 4.1% 3

Psychology 9.5% 7

Radiation Therapy 2.7% 2

Radiography 10.8% 8

Social Work 9.5% 7

Speech Pathology 6.8% 5

Welfare 6.8% 5

Other (please specify) 7

Answered question 74

Please note: response count is greater than the number of respondents as respondents could indicate their comments were

representative of more than one professional group.

SHPN (WPD) 120090

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