AMBULANCE VICTORIA STRATEGIC PLAN 2010 â 2012
AMBULANCE VICTORIA STRATEGIC PLAN 2010 â 2012 AMBULANCE VICTORIA STRATEGIC PLAN 2010 â 2012
2. Foster workforce development and welfare Strategic themes Strategies Outcomes Workforce capability: Support workforce development to increase organisational effectiveness • Develop a long-term workforce plan which identifies future organisational workforce needs and assists universities to plan student intakes • Support national initiatives on paramedic course accreditation through the Council of Ambulance Authorities, and continue AV liaison with universities regarding their selection procedures and curricula of paramedic courses Assured future supply of appropriately qualified paramedics Continuing development of paramedic education to meet service delivery needs • Review the current program for graduate paramedic recruits and explore options to improve their transition into the workforce Improved pathway for paramedic graduates to obtain the experience required to practice independently • Promote the career development of paramedics, including progression to specialist roles (MICA, Clinical Instructor, Clinical Specialist, Clinical Support Officer, Flight Paramedic etc) Improved AV clinical performance and workforce satisfaction • Further expand opportunities for all members of the workforce to develop their management and technical skills and strengthen the succession planning framework Improved management capability and succession planning • Develop and implement new strategies to attract and retain paramedics in regional and rural areas Improved retention of rural operational workforce 19
Strategic themes Strategies Outcomes Workforce capability: Support workforce development to increase organisational effectiveness (continued) • Further develop strategies and support processes to ensure the engagement, sustainability, reward and recognition of the volunteer workforce • Further support the professional development of Ambulance Community Officers and Community Emergency Responders (including development of pathways to paramedic education) • Further develop and implement flexible learning options (e.g. on-line systems) • Further develop programs to promote workforce awareness of the needs of CALD and Aboriginal communities • Promote continuing development of a constructive and consistent organisational culture, including further development of mechanisms for workforce engagement, communication and consultation Improved integration of volunteers with AV operations and better patient outcomes in communities served by volunteers Improved level of service to rural communities and supply of paramedics in rural locations Improved workforce access to training and education programs Improved service delivery for CALD and Aboriginal communities Constructive attitudes and behaviours focused on common objectives Workforce health and safety: Improve workforce health and safety • Develop and implement an integrated AV Occupational Health and Safety Strategic Plan, with a focus on: > Health check and immunisation programs > Early intervention > Appropriateness of equipment > Manual handling injuries > Managing aggression/assault > Stress > Fatigue > Monitoring of trends and root cause analysis to identify underlying issues > Benchmarking with other jurisdictions Reduced workforce injuries and lost time 20
- Page 1 and 2: PARTNERS FOR LIFE AMBULANCE VICTORI
- Page 3 and 4: 3. Principles AV is committed to a
- Page 5 and 6: Health System development Ambulance
- Page 7 and 8: Advances in information and technol
- Page 9 and 10: Community expectations and capabili
- Page 11 and 12: Objectives Strategic themes Key iss
- Page 13 and 14: 7. Strategic Initiatives 2010 to 20
- Page 15 and 16: Strategic themes Strategies Outcome
- Page 17 and 18: Non-Emergency Transport Strategic t
- Page 19: Major Incident Preparedness Strateg
- Page 23 and 24: Strategic themes Strategies Outcome
- Page 25 and 26: 4. Strengthen community relationshi
- Page 27 and 28: AV Strategic Framework AV role and
- Page 29 and 30: Performance Indicator Patient outco
- Page 31 and 32: 9. Ambulance Victoria in 2012 AV’
Strategic themes Strategies Outcomes<br />
Workforce capability:<br />
Support workforce development to<br />
increase organisational effectiveness<br />
(continued)<br />
• Further develop strategies and support processes to ensure<br />
the engagement, sustainability, reward and recognition of the<br />
volunteer workforce<br />
• Further support the professional development of Ambulance<br />
Community Officers and Community Emergency Responders<br />
(including development of pathways to paramedic education)<br />
• Further develop and implement flexible learning options<br />
(e.g. on-line systems)<br />
• Further develop programs to promote workforce awareness<br />
of the needs of CALD and Aboriginal communities<br />
• Promote continuing development of a constructive and<br />
consistent organisational culture, including further<br />
development of mechanisms for workforce engagement,<br />
communication and consultation<br />
Improved integration of volunteers with AV operations<br />
and better patient outcomes in communities served by<br />
volunteers<br />
Improved level of service to rural communities and<br />
supply of paramedics in rural locations<br />
Improved workforce access to training and education<br />
programs<br />
Improved service delivery for CALD and Aboriginal<br />
communities<br />
Constructive attitudes and behaviours focused on<br />
common objectives<br />
Workforce health and safety:<br />
Improve workforce health and safety<br />
• Develop and implement an integrated AV Occupational<br />
Health and Safety Strategic Plan, with a focus on:<br />
> Health check and immunisation programs<br />
> Early intervention<br />
> Appropriateness of equipment<br />
> Manual handling injuries<br />
> Managing aggression/assault<br />
> Stress<br />
> Fatigue<br />
> Monitoring of trends and root cause analysis to identify<br />
underlying issues<br />
> Benchmarking with other jurisdictions<br />
Reduced workforce injuries and lost time<br />
20
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