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|Māori health workers need an environment to thrive, not just survive.
We don’t have enough Māori health workers to help Māori communities.
|Growing the Māori health and disability workforce and creating environments in which Māori can thrive.||Evidence shows Māori treating/helping Māori results in better health outcomes for Māori. Māori constitute 14.9% of the population, but account for less than 4% of the active medical workforce, and less than 7% for nursing and allied health workforces.
How can we create environments in which Māori workforces thrive and are retained?
We don’t have enough Pacific health workers and Pacific Leadership to help Pacific communities.
|Growing the Pacific health and disability workforce and creating environments in which Pacific can thrive.||Health inequities for Pacific peoples persist.
Evidence shows Pacific health and disability practitioners treating/helping Pacific results in better health outcomes.
The Pacific health workforce is a separate focus which acknowledges that the solutions for Māori and Pacific will often be different.
|What we do is stressful and not always easy, our health and wellness is important too.
We need to manage attrition through culture, engagement, values and behaviour and resource it properly.
|Enhancing the wellbeing of the health and disability workforce||Workforce stress and distress are key reasons for sickness, absence and attrition. Evidence demonstrates that improved staff wellbeing and satisfaction leads to better patient outcomes.
There are multiple wellbeing initiatives and compliance requirements across the health and disability sector, but limited co-ordination of these.
|Success would be a workforce focused on the community and breaking down the barriers between professions and roles.
What work can be taken up by other professionals with appropriate training and education?
|Strengthening shared skills and values across professions and working better as teams across the system||Health care should be based around people’s needs rather than professional or service boundaries. Improved workforce flexibility and integration across professions and models of care will improve patient outcomes and workforce productivity.|
|How can we access data and information to plan for the future workforce in my area and nationally?
Our profession needs more people, what’s being done about it?
Education providers, the Ministry of Health, DHBs, employers don’t seem to talk to each other about health training.
|Consistent shared data and intelligence to inform workforce planning||Current data and intelligence is spread over multiple entities. There is a lack of standardisation, a lack of shared data and a lack of data for some professions. Modelling also needs to take into account future models of care and innovation, and the impact these will have on future workforce requirements.|
|Leadership is important, there is no planned career or structure for leaders in health||Developing leadership pathways in the health and disability sector||The health and disability sector does not have consistent formalised leadership pathways. Clinicians often find themselves in leadership positions without leadership training. The sector needs leaders who champion the values and culture needed to make the health system a great place to work.|
|People in rural locations can find it difficult to access our services, how can provide them better services?||Ensuring a sustainable rural health workforce||There are issues with access to health services in rural areas due to a lack of health professionals working in those areas. Difficulties attracting practitioners into rural areas are complex and improving access to health services for rural communities will require multiple solutions.|
Diagram heading: Framework for developing New Zealand’s health workforce
Description This diagram is round in shape with 6 inner circles radiating from the centre.
The middle circle in the centre of the graphic text: Person, Whānau, Community.
This is surrounded by a circle of text underpinned by: Equity, Wellbeing, Te Tiriti o Waitangi.
On the outer circle text: Private Sector, Regulators, Health Professionals, Professional Bodies, NGOs, Consumers, Iwi, Ministry of Health, DHBs, Communities, training Providers, Unions, Students, Primary Care & Communities, Tertiary education commssion, Ministry of Education, Government Agencies
Inside the stakeholder is the text: Improving the workforce for, Rural, disability, Child Wellbeing, Primary care, Mental health and addiction
The middle section is split into three segments with three headings - Capability, Capacity and Culture. The right segment has a list headed: Capacity: We have a workforce that can meet the demands of the population.
The bottom segment has a list headed: Culture: We have the right environment for the workforce to succeed.
The left segment has a list headed: Capability: We have people with the skills that we need now and in the future.
A 2-headed arrow lays across the two segments of capability and capacity. Text: Training pipeline - career pathways. Underneath the arrow is a box with wording: Models of care/health systems.
There is also an inner circle with the text: Criticality.