DHF Annual Report 2009 - NT Health Digital Library - Northern ...
DHF Annual Report 2009 - NT Health Digital Library - Northern ... DHF Annual Report 2009 - NT Health Digital Library - Northern ...
Attract, Develop and Retain a Workforcefor the FutureDeveloping and retaining a workforce to meet both short and long term needs is a core necessity for anyorganisation. The well documented global shortage of skills and the ageing nature of Australia’s populationcompound the challenges.years. This number includes 28% of executives and 24% of physical and technical staff.The retention challenge also relates to younger staff: around 36% of all 25-29 year olds leave employment inthe Department in an average year, and around 44% of 25-29 year old nurses leave in any one year.The shortage of Australian-trained medical staff means that 33% of medical practitioners currently working in theNorthern Territory are trained overseas. The availability of Australian-trained medical staff is a national challenge.People who identify as being of Aboriginal and/or Torres Strait Islander descent make up around 30% of theTerritory’s population and across the board about 60% of our clients, yet only 10% of our staff are Aboriginal.Optimising service delivery requires the workforce tomatch the needs of both the workplace and clients.This requires innovation and reform of practiceand service delivery models, with a clear focus on the current models and ways of thinking, as well aspromoting alternative workforce designs. All of thesechallenges are highlighted in two key Departmentalplanning documents, the Strategic Workforce Planand Aboriginal and Torres Strait Islander StrategicWorkforce Plan. They will be addressed through theannual business planning cycles in the Department.Key focus areasOptimising service delivery through workforce planning,community needs.Innovation and reform of workforce practice and servicedelivery models.Implementing our Strategic Workforce Plan and Aboriginaland Torres Strait Islander Strategic Workforce Plan.Matching the workforce to the needs of the workplaceand clientsWe delivered in 2009-10Developed a suite of Human Resources (HR) Reports on various aspects of the workforce. The reportsprovide regular information to support management decision-making around workforce issues such asrecruitment activities, staff turnover, skills gaps and leave entitlements.Completed a Review of Nursing and Midwifery education and training across the Northern Territory.Recommendations are being considered in light of national reforms and other local reviews.Worked collaboratively with Flinders University and Charles Darwin University (CDU) to establish new healthto support and strengthen the current workforce and plan for new, advanced and extended roles.The First Line Leadership and Management Development Program commenced in Alice Springs with27 participants.Conducted two rounds of the Professional Excellence Status (PES) Scheme resulting in 11 applicantsbeing awarded PES. This is a scheme designed to recognise and reward the efforts of employees whose46Department Health and Families
Established an Indigenous Nursing and Midwifery Employment Working Group with a bi-cultural partnershipmodel to assist with the implementation of the Department’s Aboriginal Cultural Security Policy and increasethe number of Aboriginal and Torres Strait Islander nurses and midwives in the Territory.Implemented measures aimed at encouraging employees to update their Equal Employment Opportunity(EEO) records and improve data on the Aboriginal and Torres Strait Islander workforce.Supported a total of 15 cadets under the Indigenous Cadetship Support Program (formerly known as theTraining Organisation scope.Established a School-to-Work Working Group to develop a framework with a strategic approach to careeropportunities in health for school students in the Territory.Explored the potential value of expanding the Year 2 Speciality Program that enables staff who havecompleted the Graduate Nurse Program (GNP, Year 1) to move into speciality areas (currently remote andcommunity) supported with a formal program of study and employment.Redeveloped the Nursing and Midwifery website, including career pathway information.Commenced the Charles Darwin University (CDU) / Department of Health and Families’ Bridging Programfor nurses from India. 81.3% of participants gained registration. The Department employed 37 of the 38 whosuccessfully completed the program. The other nurse was employed in the private sector.Agreement 2008-2011.Developed a Strategic Workforce Planning website which contains information on a range of topics including other useful websites.Finalised the Overseas Recruitment Policy and Guidelines. Implementation has been supported by a reviewof the Department’s Overseas Recruitment Intranet site to further support managers with easy access toinformation and to inform them of their obligations. Established online reporting to ensure compliance withlegislative obligations and improve monitoring in relation to 457 Visa Holders.The Northern Territory Post-graduate Medical Council has prepared Northern Territory Standards forAccreditation of Prevocational Medical Education, Training and Supervision inTerritory Hospitals. TheMedical Board of the Northern Territory (MBNT) has endorsed the standards.The Department has been recognised for its achievements in Vocational Education and Training as aFinalised the Professional Practice Supervision and Support Framework for Allied Health Professionalsincluding the development of a Professional Clinical Supervision Training Toolkit for mentors and supervisors.Enhanced the current group of nursing and midwifery ‘employed’ models for post graduate studies. Postgraduatestudents are employed by the Department and enrolled at CDU in order to complete the requiredtheoretical and clinical practicums.Both graduates are employed as Nurse Practitioners within the Department’s Remote Mental Health Services.Department Health and Families 47
- Page 2: Visit the department’s website at
- Page 8 and 9: Chief Executive ForewordChief Execu
- Page 10 and 11: 10Department Health and Families
- Page 12 and 13: Dr Barbara PatersonCorporate Plan P
- Page 14 and 15: Peter BeirneCorporate Plan Priority
- Page 16: In comparing data between 1994-98 a
- Page 19 and 20: Aboriginal Health and FamiliesProf.
- Page 21: Corporate Plan 2009 - 2012Vision, M
- Page 25 and 26: to detect, monitor, report and eval
- Page 27 and 28: PRIORITY ACTION AREA 2Healthy Child
- Page 29 and 30: to parents at key ages i.e. exclusi
- Page 31 and 32: PRIORITY ACTION AREA 3Targeting Smo
- Page 33 and 34: the health effects of smoking from
- Page 35 and 36: PRIORITY ACTION AREA 4Connecting Ca
- Page 37 and 38: The Chief Minister’s Youth Round
- Page 39 and 40: Created four additional positions i
- Page 41 and 42: PRIORITY ACTION AREA 5Safety, Quali
- Page 43 and 44: essential to make sure that, wherev
- Page 45: PRIORITY ACTION AREA 6Attract, Deve
- Page 49 and 50: Implement the Professional Practice
- Page 51 and 52: The Integrated Maternity Services C
- Page 53 and 54: Radiation Oncology Services
- Page 55 and 56: Service Map DetailsDepartment Healt
- Page 57 and 58: NT HEALTH FACILITIESDEPARTMENT OF H
- Page 59 and 60: Through the East Arnhem Regionalisa
- Page 61 and 62: very effective with the Alice Sprin
- Page 63 and 64: Across the TerritoryDigital Regions
- Page 65 and 66: Our PeopleDepartment Health and Fam
- Page 67 and 68: Snapshot of our peopleFigure 1 show
- Page 69 and 70: National Indigenous Cadetship Progr
- Page 71 and 72: Supporting our PeopleHuman Resource
- Page 73 and 74: Managing AggressionAggression Manag
- Page 75 and 76: Eliminating bullying and harassment
- Page 77 and 78: Graduate ProgramThe Department has
- Page 79 and 80: GovernanceDepartment Health and Fam
- Page 81 and 82: NT Family & ChildrenAdvisory Counci
- Page 83 and 84: Royal Darwin Hospital Medical Evacu
- Page 85 and 86: Coronial FindingsThe Coroners Act e
- Page 87 and 88: NTFC options for a complaint outcom
- Page 89 and 90: Sentinel Eventsdeath or serious har
- Page 91 and 92: Human Research Ethics CommitteeThe
- Page 93 and 94: Department Health and Families 93
- Page 95 and 96: Table 16: Budget by Output groups20
Attract, Develop and Retain a Workforcefor the FutureDeveloping and retaining a workforce to meet both short and long term needs is a core necessity for anyorganisation. The well documented global shortage of skills and the ageing nature of Australia’s populationcompound the challenges.years. This number includes 28% of executives and 24% of physical and technical staff.The retention challenge also relates to younger staff: around 36% of all 25-29 year olds leave employment inthe Department in an average year, and around 44% of 25-29 year old nurses leave in any one year.The shortage of Australian-trained medical staff means that 33% of medical practitioners currently working in the<strong>Northern</strong> Territory are trained overseas. The availability of Australian-trained medical staff is a national challenge.People who identify as being of Aboriginal and/or Torres Strait Islander descent make up around 30% of theTerritory’s population and across the board about 60% of our clients, yet only 10% of our staff are Aboriginal.Optimising service delivery requires the workforce tomatch the needs of both the workplace and clients.This requires innovation and reform of practiceand service delivery models, with a clear focus on the current models and ways of thinking, as well aspromoting alternative workforce designs. All of thesechallenges are highlighted in two key Departmentalplanning documents, the Strategic Workforce Planand Aboriginal and Torres Strait Islander StrategicWorkforce Plan. They will be addressed through theannual business planning cycles in the Department.Key focus areasOptimising service delivery through workforce planning,community needs.Innovation and reform of workforce practice and servicedelivery models.Implementing our Strategic Workforce Plan and Aboriginaland Torres Strait Islander Strategic Workforce Plan.Matching the workforce to the needs of the workplaceand clientsWe delivered in <strong>2009</strong>-10Developed a suite of Human Resources (HR) <strong>Report</strong>s on various aspects of the workforce. The reportsprovide regular information to support management decision-making around workforce issues such asrecruitment activities, staff turnover, skills gaps and leave entitlements.Completed a Review of Nursing and Midwifery education and training across the <strong>Northern</strong> Territory.Recommendations are being considered in light of national reforms and other local reviews.Worked collaboratively with Flinders University and Charles Darwin University (CDU) to establish new healthto support and strengthen the current workforce and plan for new, advanced and extended roles.The First Line Leadership and Management Development Program commenced in Alice Springs with27 participants.Conducted two rounds of the Professional Excellence Status (PES) Scheme resulting in 11 applicantsbeing awarded PES. This is a scheme designed to recognise and reward the efforts of employees whose46Department <strong>Health</strong> and Families
Change language