Workforce development. guidelines. for public health managers

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1 Workforce development guidelines for public health managers

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3 1 Introduction to the Guidelines Why does public health need workforce development guidelines? The public health workforce is diverse, encompasses a wide range of roles and organisations and is facing major challenges. An aging population, continuing inequalities in health status, new and re-emerging global diseases and the growing dominance of chronic health issues are having an increased impact on public health status in New Zealand. 1 To meet these challenges it is essential that we develop an effective workforce across the whole public health sector. These guidelines are a planning tool to assist managers in the public health sector to develop a workforce development plan for their organisation. Good workforce planning enhances service delivery and aids in meeting business needs. Good workforce planning will also enhance the sector s capacity and capability to meet the health needs of all New Zealanders particularly high need groups including M aori and Pacific. The guidelines should be of particular interest to managers of public health units (PHUs) and non- government organisations (NGOs) but should also be useful for managers of organisations inside and outside of the health sector who have staff undertaking a public health role. Where do organisational workforce development plans fit within Te Uru Kahikatea: The Public Health Workforce Development Plan (TUK)? TUK is a Ministry of Health plan that provides a 10-year strategic, inter-sectoral approach to public health workforce development in New Zealand. Objective 8 of the plan states Nurture and develop supportive workplace cultures to achieve optimal workforce capability and capacity. Workforce development plans for public health organisations are an important part of achieving this objective. TUK identifies the following, underpinning principles as a working standard for all public health workforce development. Improve M aori health Strengthen leadership Reduce inequalities Foster innovation Active participation Focus on effectiveness Build on existing strengths Work across sectors Build consensus Your workforce development plan should also align with these principles. The full TUK document, which includes more detail on these principles, is available at or 1 Te Uru Kahikatea: The Public Health Workforce Development Plan , Ministry of Health. 3

4 What do the guidelines include? The guidelines identify the key components of a workforce development plan and suggest a series of actions you might take to develop a plan to suit your particular needs. Two sample workforce development plans are provided as a guide only. The guidelines are not designed to be prescriptive. No single template could meet the needs of the diverse range of organisations that make up the public health sector. A number of useful web site links are included to give you a wider context for your planning. for more information about the public health workforce and workforce development. for Te Uru Kahikatea: The Public Health Workforce Development Plan, He Korowai Oranga and the Wh anau Ora Tool. for the generic public health workforce competencies. for health promotion competencies. for general workplace guidelines and principles. for migrant and refugee workforce information. for more information on healthy working environments. What is a workforce development plan? Workforce development is an investment in your organisation. It is a long-term commitment and occurs at a number of levels. A workforce development plan identifies what has to be done, when and by whom, to build workforce capacity and capability to deliver positive outcomes for individuals, organisations and communities. The plan should build on existing workforce activities but have a future focus of at least five years. Workforce development activities that may be part of a plan include recruiting and retaining the right mix of staff, training and upskilling the workforce, professional and career development and creating supportive and healthy workplaces. A workforce development plan needs to fit within existing planning cycles and support other elements of service planning such as budgeting, contracting, service delivery and organisational development. Your organisation s workforce development plan should sit alongside and be informed by your service planning information, such as community demographics, needs and priorities. You may wish to align the timeframe of this plan with your contract cycle; consider the longer term view and changing sector needs. 4

5 2 Key components of a public health workforce development plan Step 1 Gather relevant information to inform your workforce plan. For emerging issues in public health check the Ministry of Health website See also the Wh anau Ora Tool on the Ministry of Health website for guidance on making your organisation more responsive to M aori. Part A Community profile and national context What are the demographic characteristics of the region in which you operate eg, age, ethnicity and socio-economic status, community services and structures? What are the national health priorities your service needs to consider? What emerging public health challenges might the plan need to meet? What are the particular needs of your community? What are other providers doing that complement your work? What is your organisation s core business and is it likely to change? What health outcomes are you contracted to deliver over the next 3 5 years? Part B Workforce profile What is the current composition of your workforce? What are the service areas or levels within your workforce? Given funding parameters how will the composition of your workforce need to change to meet future needs? Given your answers to Part A, how will the skill mix within your workforce be reconfigured to deliver contracted outcomes now and in the future? Does the workforce have the capacity and capability to deliver on M aori health gain, Pacific health gain and reducing inequalities? Where are the gaps in the workforce and how can these best be filled? Step 2 Set a clear goal or vision for your workforce plan. Where, in broad terms, do you want to be in 5 10 years time? Does your workforce vision fit the overall vision of your organisation? Have you considered TUK s vision and underpinning principles and objectives? Does your vision address improving M aori health? 5

6 Step 3 Set clear objectives, strategies and actions for achieving the vision/goal. There should be an objective to cover each of the following areas: a) Recruitment of staff b) Retention of staff c) Education and training d) Professional development For each objective there will be a range of strategies and actions. Many strategies will fit under more than one area or objective. Not all of the strategies suggested will necessarily apply to every organisation. a) Recruitment objective Strategies to consider include, but are not limited to: assess vacancy and identify competencies needed in team adjust job description prior to recruitment promote public health as an exciting and rewarding career target recruitment to reflect the community in which the organisation operates target recruitment that anticipates changing public health needs. b) Retention objective Strategies to consider include, but are not limited to: provide clear and supportive induction/orientation on appointment involve employees directly in work-related decisions which affect them involve staff in strategic and operational planning with a health outcomes focus recognise and affirm individual and organisational successes consider succession planning for your organisation, including leadership development. 6

7 c) Education and training objective Strategies to consider include, but are not limited to: foster a learning culture in the organisation by identifying and promoting available public health training opportunities for existing and future needs provide time off and financial support for training and development create opportunities to network with others in the public health field review performance appraisals to establish training and individual workforce needs provide incentives for training gained mandate training in contracts identify opportunities for flexible learning/competencies develop partnerships with public health training providers prioritise M aori health gain and reducing inequalities in the training mix identify training that will benefit the individual and the organisation require staff to provide feedback from training. d) Professional development and career progression objective Strategies to consider include, but are not limited to: prioritise the public health generic competencies for ongoing professional development support individuals to progress their professional competencies in public health careers ensure all staff maximise training opportunities to meet future public health needs ensure all current staff have an up-to-date job description and contract ensure all staff develop and extend their cultural competencies identify and promote opportunities for quality peer support/professional mentoring develop opportunities for individuals from other fields or sectors to reorient into public health set an agreed training/professional development budget for each staff member encourage and fund membership of current professional associations provide financial assistance for attendance at workshops/seminars/conferences/summer schools/internships ensure performance appraisals include culturally appropriate support and assessment. 7

8 SAMPLE PLANS The following draft sample plans have been developed to guide your thinking as you prepare your workforce development plan. These plans are samples only. Every plan will be different reflecting the diversity of the public health sector. The sample plans represent the initial thinking of two public health managers. They are not intended to be completed documents. Step one, gathering the relevant information to inform your plan, has been developed in some detail to demonstrate the thinking needed to inform steps two and three. Step three of the sample plans do not include detail on implementing the strategies/actions identified. 8

9 Sample A Medium-sized Public Health Unit Step 1 Gather relevant information to inform your workforce plan. Part A Community profile and national context Sample A s population of around 125,000 is characterised by a smaller percentage of M aori (8%) than the New Zealand average, a small but growing Pacific peoples population (1%), and a relatively large percentage of older people compared with New Zealand overall. The total population is projected to increase over the next ten years. The M aori population is expected to increase proportionately, more than the national M aori population. The region is made up of several small towns, a sizeable rural spread and an isolated hinterland. The region is well served for community and sporting organisations. Social services include a food bank, a food kitchen (one night a week) and a women s refuge. Community events are popular and high profile. A survey of residents (2000), found a majority felt part of a healthy and safe community, with a strong spirit and a high level of pride in the city and a strong sense of belonging. Socio-economically the region is diverse. Relative to the New Zealand average; income is lower, both employment and benefit use higher, social and occupational class lower, and educational achievement mixed. A smaller proportion of the population live in deciles at each end of the deprivation scale. Of the 93 schools in the region only eight have a decile rating of 1 to 3 (most disadvantaged). People in the region are more likely to own their own home, and there are proportionately lower numbers of sole parent households. There are fewer people living in crowded households than the New Zealand average. Households in the region are less likely to be without a phone or a car compared with the New Zealand average. The region has strong migration inflows both inter-regionally and internationally. This inflow is characterised by a high rate of M aori inter-regional migration, which is one of the reasons for the increase in M aori population in the region. Seasonal population growth is characteristic of the region with large numbers of visitors attracted to the national parks in the holiday season and seasonal workers swelling the population at peak harvest times. The region has one of the lowest levels of unemployment in New Zealand, so labour is scarce. Unemployment in this region appears to be seasonal it peaks during December and decreases in late summer and early autumn. Health of the region relative to national norms The overall health status of the people of this region compares favourably with national norms and the mortality rate is lower than the New Zealand average. Good food and a higher level of physical activity because of the outdoors environment are likely contributing factors The percentage of people over 15 who smoke in this region (1996) was 22% compared to 24% nationally. The regional mortality rate from suicide is lower than the overall rate for New Zealand, though the numbers are too small to be able to say the difference is significant. Mortality and hospitalisation rates for alcoholrelated conditions appear to be slightly lower than the national. Cancer death rates are lower than average for the total population but numbers are small. The only exception is melanoma where the rate appears higher. 9

10 The regional hospitalisation rate for cardiovascular disease appears to be lower than the national rate. Hospitalisation rates for diabetes for both M aori and non-m aori in the region are significantly lower than the national rates. The oral health of children in the region is slightly below the average for the rest of the country. Hospitalisation rates for unintentional injuries to children in the region are significantly lower than the New Zealand average. Regional referral rates for failed hearing tests are very much lower than the national rates for M aori, Pacific and other children. Glue ear is a significant issue for the health and development of M aori tamariki. Two main groups are identified as having high health need: those of relatively low socioeconomic status and M aori. While there is interaction and overlap between these two groups, a focus on one alone would miss a large group with high health needs. For example, most people of low socioeconomic status are not M aori, and the health status of M aori is still relatively poor compared to non-m aori, even after controlling for socioeconomic status. The small (1%), but increasing, Pacific peoples population, also tends to have lower levels of socioeconomic status and poorer levels of health, and is likely to increasingly feature in the health needs of the region. Since the over 65 age group has high health needs, and consumes more health services than younger age groups, the higher proportion of older people in the region is also likely to place a higher than average demand upon health services. The proportion of people living rurally in the region has grown in recent years and is predicted to continue to grow. This has significant service delivery issues as it is more costly to deliver health services to scattered populations. Environmental issues The rainfall is lower than the New Zealand mean. In recent years the region has experienced drought conditions. This has implications for water supply, water quality, and for the economic and social wellbeing of the communities. Seismic events would appear to be the most likely cause of any major disaster in the region. All of the large concentrations of population in the region are grouped together in areas that are subject to flooding from nearby rivers. Parts of the region flood with sea water on every occasion that there is a slightly higher than normal (king) spring tide. Significant areas to the north are below high tide level and rely on a system of drains and valves to stop the sea from encroaching each high tide. Substandard water supplies are the main environmental issue of concern in the region. The concept of kaitiakitanga and the spiritual relationship M aori people have with the land is an illustration of the strong environmental link with health. Emerging public health issues Emerging public health issues include pandemic planning and the changing nature of public health service provision, particularly the growing role of PHOs who will increasingly take a public health focus in their work. This is expected to have a significant effect on the way in which PHUs operate in future, possibly signalling a move towards a greater strategic and support role within the region. Part B Workforce profile Sample A s current workforce is configured to deliver on its core business of protecting and promoting the health of the regional population or population groups within the region by appropriate prevention and health promotion initiatives. The organisation has 56 FTEs covering a range of full and part time positions across some 70 staff. There is a relatively flat management structure with managers managing service co-ordinators who each have a number of staff working within the service. Services and associated structures are currently duplicated because of the large geographic spread. This is likely to change in the future as the organisation moves to more generic competencies and staff are supported to work across service areas. For example rather than having a designated position health promoter tobacco designations will use the generic health promoter and health promotion staff will work across a range of topics. The maturing PHO sector may result in the PHU employing a smaller number of people at a higher, more strategic level and strengthening their relationships with local PHOs who will take on a greater service delivery role. Two PHOs operate in the 10

11 region and relationships are strengthening between them and the PHU. The geographic isolation and spread of populations within the region is a challenge for staff and can mean travelling as much as 4-hours to provide services. The small population presents challenges for staff recruitment and there is a need to upskill staff where the PHU has been unable to recruit suitably qualified staff especially in health protection. This is especially true for M aori and Pacific staff because the population pool is smaller than the national average. Key service areas include: Health Promotion smokefree and auahi kore mental health suicide prevention injury prevention immunisation healthy communities youth health dental health alcohol and other drugs nutrition and physical activity M aori health sexual health health promoting schools literacy development men s health and fathering Health Protection Some of the areas in which the Health Protection Officers and Medical Officers of Health work are Physical environments eg, drinking water, shellfish quality, hazardous substances, biosecurity and quarantine Food safety and quality Disease control Smokefree environments. Sexual Health The sexual health clinic is free and provides information, diagnosis and check-up for Sexually Transmitted Infections (STIs). Public Health Nursing A free public health nursing service is provided in all schools to address all child and adolescent health issues. Public health nurses are also involved in health promotion and immunisation programmes. The rural public health nurses provide an infant welfare service. Cervical Screening Cervical screening nurses provide a smear-taking service at a number of locations throughout the region. National Immunisation Register The Public Health service manages the NIR data base for the Nelson and Marlborough district. Vision and Hearing Screening. All 5-year old children are screened for vision, hearing and glue ear in their first 12-months at primary school Also provided is vision screening for year 7 and 10 students and colour vision screening for year 7 boys. All services are free including regular pre-school visits. Free Health Resources The PHU supplies and distributes free health resources on a wide range of topics. A catalogue is available at the Resource Centre. Step 2 Set a clear goal or vision for your workforce plan. Workforce development goal for the next 5- years. To have a full complement of capable and well trained staff able to work at a strategic level across a range of service portfolios. The workforce will be representative of the regional population and take a region-wide approach to public health management and service delivery. 11

12 Step 3 Set clear objectives, strategies and actions for achieving the vision/goal. This workforce development plan has a five year focus. The District Manager is responsible for strategy implementation in discussion with team co-ordinators. Strategies identified in the plan are ongoing and reviewed annually as part of the Service Planning cycle. Objectives Strategies/actions Implementation Develop a recruitment and retention strategy Identify how the training/ learning/ education needs of the workforce will be met Meet professional development and career progression needs assess vacancy and identify competencies needed in team adjust job description prior to recruitment promote advantages of living and working in the region recruit widely to capture the interest of people with a wide range of skills and to test what s available in the market identify people within other organisations and through known networks and target for recruiting when positions become available provide clear and supportive induction/orientation on appointment involve employees directly in work-related decisions which affect them involve staff in strategic and operational planning with a health outcomes focus recognise and affirm individual and organisational successes consider succession planning within teams for hard to fill positions, including leadership development. respond appropriately to requests for training/education provide time off and financial support for training and development support a range of approaches for networking with others in the public health field review performance appraisals to establish training and individual workforce needs identify opportunities for flexible learning /competencies prioritise M aori health gain and reducing inequalities in the training mix identify training that will benefit the individual and the organisation advocate for equitable funding for training and development across the organisation. prioritise public health generic competencies for ongoing professional development support individuals to progress their professional competencies in public health careers encourage all staff to maximise opportunities to meet future public health needs ensure all staff have an up-to-date job description and contract provide opportunities for staff to develop and extend their cultural competencies identify and promote opportunities for quality peer support. encourage and fund membership of current professional associations make financial assistance available for attendance at appropriate workshops/seminars/conferences/summer schools/internships ensure the training and professional development budget is allocated according to staff training needs provide access to appropriate cultural support for employees. Projected timelines Priorities Measurable actions 12

13 Objectives Strategies/actions Implementation Create a healthy and supportive workplace encourage and support change, innovation and creativity provide an environment that promotes the health and wellbeing of all staff recognise and provide for changing work-life balance requirements of staff develop a culture that values employees and promotes trust between staff foster collaborative working and interaction within and between teams develop a workplace environment that is supportive of and responsive to the needs and aspirations of M aori staff develop a culturally aware environment that is supportive of, and responsive to, the increasing diversity of the workforce. encourage staff to organise social events manager has an open-door policy with staff provide an open and friendly working environment supported by a strong organisational framework. 13

14 Sample B NGO Step 1 Gather relevant information to inform your workforce plan. are keenly aware of the health and welfare issues which their people grapple with, and numerous organisations have been established to alleviate personal problems and to hand on traditional cultural skills (including healing). Part A Community profile and national context Sample B s population of around 40,000 is characterised by its ethnic diversity. Pacific people made up 63% of the population with M aori representing 21% and the balance being European or other. The Ward has the youngest population in the DHB area with a median age of 25 years and with 42% of residents below 20 years of age. The six census units representing the suburbs within the ward are described as some of the most deprived areas in New Zealand. They comprise the area and population to which the effort of the NGO is mainly directed. The Ward served was created as a result of central government policy in the early 1950s to provide low cost housing for workers in the expanding industrial area. M aori, who for generations had lived in inner Auckland city suburbs were relocated and were joined by immigrants from the Pacific Islands. M aori had no supportive iwi structure, so a pan-tribal urban M aori identity developed. The area is Tainui. Most M aori residents are of Ngapuhi descent. Pacific people, similarly, were far away from their island roots and struggling to maintain their separate cultural identities. A strong sense of community is apparent in the Ward. The town centre and its residential environs have been described as a village. M aori and Pacific people work co-operatively, supporting one another s initiatives and sharing cultural celebrations. Community leaders Health of the region relative to national norms Because of the high proportion of rental housing (44% 2001 Census) high mobility has an ongoing impact on health and welfare issues. Housing New Zealand Corporation s Healthy Housing programme has been a positive influence in lifting the standard of housing in the ward and mitigating some of the worst overcrowding. Although HNZC changes in tenancies have decreased dramatically since the introduction of income related rents in December 2000 the configuration of households changes frequently. Overcrowding is still a significant issue as a determinant of poor health. The impact of poverty and ethnicity on health is shown in virtually every aspect of the community s health and the resulting disparities that exist between local residents and other New Zealanders. For example there is a difference of 8 years in life expectancy at birth between men living in this ward and men living in more affluent parts of New Zealand. Similar differences exist for women. This NGO is one of a number of organisations working to address socio-economic disparities and provide culturally targeted services. In its fifty years existence the area has been subject to many pilot programmes. Some cynicism has developed as a result. The formation of the NGO has been hailed as an inclusive mechanism which enables local communities to take an active role with providers in achieving health gains. Now in its ninth year of operation the NGO s new funding service agreements reflect the growth of the organisation and its ability to adapt to the current strategic focus in the health sector as well as the needs of the community. Much of the project development and delivery for the organisation is aligned with other key strategies in the region, such as Let s Beat Diabetes, the Primary Health Care 14

15 Strategy and the Healthy Eating Healthy Action Implementation Plan. Community development principles form the basis of project development, and community participation at all levels is paramount. The strategic direction of the organisation remains unchanged and is based on the World Health Organisation five strategies for healthy communities cited in the Ottawa Charter. Building healthy public policy Strengthening community action Creating supportive environments Reorienting health services Developing personal skills Emerging public health issues Reorienting primary health care to take a population health approach and to engage with communities in a meaningful way Responding to needs identified by the community and taking a community development approach to health-risk issues such as violence, alcohol, smoking and physical activity and healthy eating Ensuring inequalities in health and health outcomes frameworks are used in programme planning and implementation Taking a wh anau approach to programme delivery rather than an individual approach in client-based programmes Investing in evaluation and research to provide a sound evidence base for programme planning Building capacity of the workforce to respond to the above issues Part B Workforce Profile Staff appointments reflect the multicultural nature of the community and the enrolled population of the local PHO. Over 25% of staff is resident within the local community with others living in surrounding suburbs and the wider region. They currently number 22 FTEs working across three office locations and comprise: Manager Manager Community Projects & 2 FTEs including Injury Prevention Programme Leader Office Manager and Administrator Team Leader and 10 Community Health Workers, two of whom are Diabetes Specialist Community Health Workers Health Promotion Co-ordinator and 4 FTE Short-term casual staff as required for project work. Workforce Issues for the NGO are related to the tension between the desirability of long-term planning and its short-term funding arrangements. In common with other NGOs it also receives funding from a variety of sources making contract delivery more complex. This impacts on workforce planning and development as it makes staffing requirements more difficult to anticipate beyond the immediate need. In addition the organisation s funding arrangements has a limiting effect on the extent to which the organisation can direct its work. For example it would like to do much more local research to support its work and have more funding available for programme evaluation. This would make future programme planning more evidence based and targeted. The organisation is keen to grow and increasingly set its own objectives, particularly in response to health issues identified by the community, rather than responding exclusively to the needs of funders. Workforce development will be an important part of this growth Because of the focus on reducing inequalities staff need more training around the use of reducing inequalities frameworks. Staff at leadership levels for community health and health promotion projects also need to strengthen their project management skills. Recruitment tends to be complex because of the funding driven nature of the organisation and because the pool on which it recruits its staff is small there is usually a gap between the desired skill set and those on offer. The need for cultural competencies often outweighs the need for public health and related skills as these are more easily developed with appropriate education and training. The organisation is part of the Te Wana quality programme which addresses a wide range of competencies and standards including workforce development. The accreditation programme will take three years to complete. In common with other NGOs it is hard for the organisation to meet the market when offering salaries to attract and retain staff. However, the organisation s commitment to helping staff achieve work-life balance 15

16 and its family friendly policies means that staff turnover is low. For example staff have a greater than usual flexibility around accommodating their family, church, community, study and related responsibilities. In addition, staff are attracted to the organisation because they have a personal stake in the work and community health outcomes, and know they are highly valued for their cultural competencies and community networks. A board governance structure comprises mandated representatives of the key community ethnic groups, two GPs, a representative of the education sector and a member of the PHO board. Funding from the DHB enables the board to play an active role in the NGO s activities. Board members are active in their communities and bring a wealth of insight and leadership to the organisation. Key service areas include Personal health services to referred patients. These services include health information, education, and case managed referrals to relevant agencies. A Smoking Cessation programme currently under development. The Getting Started programme. A physical activity and healthy eating programme that caters for working people as well as those available during the day by providing day time and after hours activities. An Active Families programme, currently in development and led by the Health Promotion Co-ordinator, in conjunction with other PHOs, the DHB and other stakeholders to increase activity and improve nutrition for children and their families/wh anau. A tobacco control plan, currently in development. The Healthy Kai programme to deliver improved food and hygiene grades and increased healthy food choices for local food outlets. It encourages the public to purchase healthy takeaway foods. Ongoing community projects such as Women s health initiatives and participation and leadership of local networks. The M aori Forum provides a means for local M aori to identify and address health issues for M aori. Injury Prevention work and delivery of the new STIR (Safe Travelling in Restraints) scheme to enable low-income people to access and safely install affordable child restraints. A Road Safety event and child restraint Checking Clinics ensure that the community has access to information, advice and resources to keep themselves and their children safe on the roads. Two of the local secondary schools participate in a carefully planned health promotion programme that addresses healthy eating, increased levels of activity and a health promoting school environment. A BCG vaccination clinic is held twice monthly. Window displays, pamphlets and a personal response to health related enquiries The "Guide to Health Services in the Ward" is updated and distributed to health providers and other community organisations annually. A newsletter describing updates in services of the organisation and raising awareness on key local health campaigns and issues. This is distributed twice per year. Step 2 Set a clear goal or vision for your workforce plan Workforce development goal for the next 3-5 years To have a workforce with the capacity and capability to provide excellent health promotion, health education and community development services in culturally appropriate ways as a strong, future-focussed platform on which to improve the health of our communities. 16

17 Step 3 Set clear objectives, strategies and actions for achieving the vision/goal. This workforce development plan has a three year focus. Each objective will have an action plan developed detailing responsibilities and timeframes. Objectives Strategies/actions Implementation Develop a recruitment and retention strategy Identify how the training/learning/ education needs of the workforce will be met recruit locally to provide local solutions to local issues assess vacancy and identify competencies needed in team adjust job description prior to recruitment promote the rewards of working in the community and the potential for innovation/development in the role explicitly target recruitment to reflect the community in which the organisation operates recruit staff who have demonstrated competencies in working with M aori and Pacific communities target recruitment to people who understand the public health environment and have leadership potential. provide clear and supportive induction/orientation on appointment involve employees directly in work-related decisions which affect them involve staff in strategic and operational planning with a health outcomes focus recognise and affirm individual and organisational successes consider succession planning, including leadership development recruit people who are attracted to the organisation because they have a stake in the success of the work as it relates to community health outcomes. ensure funding agreements include dedicated training and workforce development budgets. on recruitment identify training and development needs and promote available public health training opportunities to meet these needs. on recruitment set individual training plans. provide time off and financial support for training and development create opportunities for networking with others in the public health field (the need for this will be specified in job descriptions) review performance appraisals to establish training and individual workforce needs negotiate training as part of the performance review process identify opportunities for flexible learning/competencies eg, programme planning and evaluation develop relationships with public health training providers prioritise M aori health gain and reducing inequalities in the training mix. prioritise Pacific health gain and reducing inequalities in the training mix. identify training that will benefit the individual and the organisation including leadership development and project management. involve board members in strategic planning to develop the skills of the whole organisation design and develop programmes in partnership with other agencies. Projected timelines Priorities Measurable actions 17

18 Objectives Meet professional development and career progression needs Create a healthy and supportive workplace Strategies/actions prioritise relevant public health competencies for ongoing professional development support individuals to progress their programme competencies encourage all staff to maximise opportunities to meet existing and future community health needs ensure all staff have an employment contract ensure all staff develop and extend their cultural competencies identify and promote opportunities for team members to access quality peer support develop opportunities for individuals from other fields or sectors to reorient into public health set an agreed training/professional development budget for team/service areas make financial assistance available for attendance at appropriate workshops/seminars/ conferences/summer schools/internships ensure performance appraisals include culturally appropriate support and assessment update all job descriptions annually to reflect the dynamic nature of people s roles. encourage and support change, innovation and creativity provide an environment that promotes the health and wellbeing of all staff recognise and provide for changing work-life balance requirements of staff develop a culture that values employees and promotes trust between staff foster collaborative working and encourage constructive relationships develop a workplace environment that is supportive of and responsive to the needs and aspirations of M aori staff develop a workplace environment that is supportive of and responsive to the needs and aspirations of Pacific staff develop a culturally aware environment that is supportive of, and responsive to, the increasing diversity of the workforce set personal health objectives for all staff value family and have flexible work hours that help staff to meet family obligations provide an open and friendly working environment supported by a strong organisational framework value diversity at staff events eg, foods of all cultures acknowledge and support cultural practices like powhiri and the use of karakia in everyday situations involve kaumatua and other community leaders in functions and events ensure healthy workplace policies are actioned eg, healthy food choices at meetings. 18

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