1 On the HUMAN RESOURCE STRATEGY Action Plan September 2005
2 NOTE: As of April 1, 2005 Human Resource functions within the Government of the Northwest Territories (GNWT) have been centralized into one Department, the Financial Management Board Secretariat (FMBS). This includes the centralization of all Human Resource staff and functions previously employed by the Department of Health and Social Services (H&SS) and all Health and Social Service Authorities with the exception of the Hay River Health and Social Services Authority. In the new structure the central human resources division located in the FMBS provides all of the functions and services provided previously by the in-house division of Human Resources (HR) in the Department. The vision of the centralized human resources division is connecting with their client, to provide leadership and excellence in human resource management. Their mission is to support excellence in the GNWT public service through the delivery of innovative quality human resource services. The Department and Health and Social Service Authorities remain committed to the Human Resource Strategy Action Plan. The new Human Resources Division located in FMBS will now, on behalf of the Department of Health and Social Services and the Health and Social Services Authorities, play a key role in facilitating the implementation of the different action items. Human resource services will be provided based on service level agreements developed in cooperation between the Department, Authorities and FMBS. Where appropriate, the HR Section of the FMBS responsible for an action item has been identified in place of previous reference to Departmental HR.
3 Goal #1: Objectives: The Department is striving to build and develop a skilled workforce in the North that is representative of the people and communities that we serve. This encompasses building a Northern workforce and supporting those committed to living and working in the North Invest in a workforce in, and from, the North Action Items Deliverables Completion Dates Status Report 1.1 Promote Health Careers Expand efforts to attract local community members including youth to careers in the HSS system The Department will promote and support the delivery of the Baccalaureate Nurse Education Program, Social Work Diploma Program and the Licensed Practical Nurse Program and other health professional training offered through Aurora College to residents of the NWT. Continued enrollment of Northerners in the Aurora College Nursing Program (Yellowknife) Continued enrollment of Northerners in the Aurora College Licensed Practical Nurse Program (Inuvik) One of the most critical investments in creating a stable nurse work force has been the establishment of the Nurse Program. This program is funded by the GNWT and delivered through Aurora College in Yellowknife, NT. For the past few years, the annual graduation numbers have been between 20 and 25 northern nurses per year. Due to a transition from a diploma to a degree program there were only 4 graduates in 2004/2005. Numbers are expected to return to normal in May Aurora College offers a Licensed Practical Nurse Program out of their Inuvik Campus. The program provides individuals with the knowledge, skills and abilities required to work in the capacity of Licensed Practical Nurse (LPN) within the Northwest Territories (NWT). The first intake for the program was September Six students graduated from the program in August Seven students graduated from the program in August Unfortunately, due to reduced enrollment of qualified applicants the intake for September 2005 was cancelled. Aurora College will be conducting a review of the program. This review may result in a modification to the program changing it from a 12-month to an 18-month program. Aurora College expects to run the program again in September 2006.
4 Action Items Deliverables Completion Dates Status Report continued. Continued enrollment of Northerners in the Aurora College Social Worker Program (Fort Smith) Aurora College in partnership with the University of Regina, offers a Social Work Diploma Program. The program provides individuals with the counseling skills and professional values essential in providing the solid foundation required of social workers. The Aurora College program provides a series of theoretical and practical hands-on experiences, and has a strong focus on the social issues, cultural groups and the programs and services available in the NWT. Graduates from the program will have a Social Work Diploma, which enables them to work as community social workers in the NWT. Individuals who have graduated from the Aurora College Program can transfer directly to the University of Regina where they can pursue further education to receive a Bachelor of Social Work Degree or a Masters of Social Work. During the fall intake of 2004 insufficient numbers registered in order for the program to go ahead. As a result, the fall 2004 intake was cancelled. Again in 2005 the intake was cancelled due to low registration. Aurora College is performing a complete program review. Through this review and participation from the Department of Health and Social Services, Aurora College hopes to update the program, increase promotion of the profession, and increase overall registration. This may mean an update to the entire program including a change to a Baccalaureate level program. In addition, Human Resources (FMBS) will continue to promote the Aurora College Social Work Program through their Health Career Promotion efforts supported by the Student Support Program Officer within Human Resources (FMBS).
5 Action Items Deliverables Completion Dates Status Report The Department will promote and contract for the delivery of the Post - RN Primary Health Care Nurse Practitioner Program through Aurora College, the Introduction to Advance Practice (IAP formerly the Introduction to Nurse Practitioner or INP) Program, and Nurse Management training offered through Aurora College. Annual contracts for the delivery of the NP, INP and Nurse Management Training Enrollment by northern nurses in the NP, IA and Nurse Management Courses offered through Aurora College. June of every fiscal year. Annual intake for NP program. February, June and October intake for IAP and management courses once per fiscal year. The contract for the delivery of these programs is negotiated and prepared by June 30 of the fiscal year. NP Program 2003/ northern students enrolled, of which 2 graduated in 2004/ / northern students enrolled, of which 3 moved forward to 2nd year. 2005/ northern students enrolled in the program. The Department continues to promote the program and supports participants through a variety of bursaries including but not limited to the Nurse Practitioner Education Leave and Academic Bursaries. IAP Program June 04/05 6 students completed October 04/05 no instructor / cancelled February 04/05 5 students completed June 05/06 11 students completed October 05/06 12 students Enrolled February 05/ students projected Promotional material prepared distributed to the different Authorities and the Registered Nurses Association of the Northwest Territories and Nunavut (RNANT/NU). The Department has utilized their bursary packages as a method of promoting the Nurse Practitioner program. Bursary applications are distributed to different Authorities and the RNANT/NU on a regular basis. With respect to the IAP Program, the Department has created a GNWT Community Health Nurse Relief Pool. Nurses within the pool must go through the IAP program prior to working in a Community Health Centre. The Department has advertised this program both in the NWT and in southern Canada. All successful candidates are employed for 8 weeks in order to complete the 6- week IAP program and undergo a 2-week practicum in a community health centre.
6 Action Items Deliverables Completion Dates Status Report The Student Support Officer within Human Resources (FMBS), in conjunction with Authority/Board staff will form a Youth Promotion Working Group (established by October 31, 2004). This Working Group will be responsible for identifying and describing initiatives geared towards promoting health and social service careers at a community level (including youth). Specific activities include but are not limited to: Working Group developed and in place. Completion of an Action Plan identifying and describing initiatives geared towards promoting health and social service careers at a community level. Working Group to be established by March 31, 2006 Action Plan to be completed by November 1, 2006 Terms of Reference for the Working Group were developed prior to October 25, Due to time commitments and the centralization of human resource services this working group has not been established. Human Resources (FMBS) intends to have an incumbent in the position by January The working group will be established and meeting prior to March 31, For future development Develop promotional materials. This includes keeping existing promotional materials such as Choose a Career in Health & Social Services folders and other materials up to date.
7 Action Items Deliverables Completion Dates Status Report Continued New materials may include videotapes/digital clips showing on-site visits by students that include a tour of facilities and explanations of various professional and technical jobs. Creating distribution lists where promotional material can be sent on a regular basis (i.e. schools, Authorities, Boards, Career Development Offices, Health Centres, etc.). Establish partnerships with elementary and high schools, colleges and universities.
8 Action Items Deliverables Completion Dates Status Report On behalf of the Department, Human Resources (FMBS) will provide and promote return of service bursaries to residents of the Northwest Territories pursuing full time studies towards careers in front line health care or social service professions. Marketing campaign in place that ensures that bursary information gets out to potential and actual students on a regular basis. The Department supports a significant number of Return of Service Bursaries that are available to NWT students pursuing careers in a front line health care or social service professions. These bursaries are intended to support the Department s goal of building and developing a skilled work force in the North that is representative of the people and communities we serve by supporting local people, including youth, to careers in the H&SS System. To access the different bursaries available through Human Resources (FMBS), students must be enrolled in a full-time campus based or distance education postsecondary program at a recognized Canadian University or College. In addition, as these bursaries have a return of service component, applicants are required to sign an agreement stating they will return to the NWT to work in their profession upon graduation. Bursary information is forwarded to all the H&SS Authorities for distribution on a regular basis. In addition, the Student Support Program Officer distributes bursary packages to students at Career Fairs and select bursaries are mailed to colleges and universities as appropriate (i.e. Dental Therapy Bursary, Pharmacy Bursary, etc ). Bursaries packages are also available through Human Resources (FMBS), and available on-line at: Bursaries provided to students During the 2004/2005 fiscal year 153 return of service bursaries totaling approximately $307,455 were awarded. The majority (81%) of these, 124 bursaries, went to northern residents. The remaining bursaries went to southern residents in specialty areas. As of August 2005 approximately 323 students have received bursaries since the Department began issuing them. Of these, 107 have officially met their return of service obligation (1,451 months total). The majority of the remaining recipients are either in school or working towards their return of service.
9 Action Items Deliverables Completion Dates Status Report Continued An Evaluation Framework will be developed in order to assess the effectiveness of these bursaries and provide regular statistical information for decision-making. Completed The Policy, Planning and Evaluation Division (H&SS) completed a review of the bursary programs and helped develop an evaluation framework, which could be used to monitor the bursary programs on a regular basis. Based on this framework Human Resources (FMBS) hired a summer student to do an in-depth review of all bursary files and prepare a functional tracking mechanism. A tracking system has been put in place and bursary recipients have been notified of their status with respect to their return of service On behalf of the Department, Human Resources (FMBS) will support the delivery of the Summer Student Employment and Health Careers Orientation Programs. The Summer Student Employment Program (SSEP) is utilized by the Authorities to maximize the number of summer students employed during summer holidays. The Summer Student Employment Program (SSEP) is designed to assist H&SS Authorities employ university and college level students (from the NWT) who are enrolled in health care or social service programs to gain northern experience in their field of study. The Department provides the Authorities with a subsidy, not to exceed $8,400 per student, which can be used to pay a portion of the students salary while employed by an Authority. The Department will support a maximum of 16 weeks or 600 hours of service. During the 2003/2004 fiscal year a total of 29 students were supported with a total cost of $145, In 2004/2005 fiscal year a total of 29 students were supported with a total cost of $164,192. The Health Careers Orientation Program is utilized by the Authorities to provide high school students with an opportunity to experience health professions within the health care setting. Cancelled The Health Careers Orientation Program was designed to offer NWT youth the opportunity for first hand experience in a health and social services environment. Due to budget constraints and limited usage of the program the program has been discontinued for the 2005/2006 and ongoing fiscal years.
10 Action Items Deliverables Completion Dates Status Report Continued An evaluation framework will be developed to assess the effectiveness of these programs September 30, 2006 Human Resources (FMBS) will be developing an evaluation framework for the SSEP. This evaluation framework will be used to collect program statistics used in annual reports to the Joint Senior Management Committee (JSMC). The evaluation framework will be developed in partnership with the Planning, Reporting and Evaluation Unit and will be completed by September 30, The Department and Authorities/Boards will utilize Human Resources, FMBS central on-line database for summer student hires (Northwise). Summer students hired by the Department and Authorities/Board through Human Resources (FMBS), Summer Student Program (Northwise) Human Resources (FMBS) continues to support and facilitate the Summer Student Program through the Northwise Database. During the 2003/2004, 2004/ 2005 and 2005/2006 fiscal years 79, 84 and 68 students were hired through the program respectively. A breakdown is as follows: 2003/2004 P1 P2 P3 Total YHSSA DHSS Dogrib CSB STHA DCHSSA FSHSSA IRHSSA HRHSSA Total
11 Action Items Deliverables Completion Dates Status Report Continued 2004/2005 P1 P2 P3 Total YHSSA DHSS Dogrib CSB STHA DCHSSA FSHSSA IRHSSA HRHSSA Total /2006 P1 P2 P3 Total YHSSA DHSS Dogrib CSB STHA DCHSSA FSHSSA IRHSSA SHSSA HRHSSA Total
12 Action Items Deliverables Completion Dates Status Report The Recruitment & Retention Officer within the Client Services Division of Human Resources (FMBS) will arrange for the development of a central on-line database of nurses, social workers and other allied health professionals currently living within the NWT who are interested in casual work throughout the NWT. Within this database the interested health professionals can describe their qualifications, location and availability such that the H&SS Authorities/Boards can perform searches and follow up with candidates based on areas of need (i.e. shortages/closures). This Database will be developed by September Operational Database, available for use by Authority/Board staff, which can be used to identify nurses, social workers and other allied health professionals currently living within the NWT who are interested in casual work throughout the NWT. March 31, 2006 The Recruitment & Retention Officer, within the Client Service Division, Human Resources (FMBS) has been developing a Casual Relief Pool of nurses willing and capable to provide relief-nursing services within community health centers. A list of names, qualifications and availability is available on a spreadsheet, which the officer can access. Requests for names must, for the time being, go through this position. By March 31, 2006 a formalized tracking mechanism will be in place which can be accessed by all staffing and casual staffing officers in the Client Services Division, Human Resources (FMBS).
13 Action Items Deliverables Completion Dates Status Report The Department and Authorities/Boards will continue to support the Graduate Placement Program for northern graduates in Nursing and Social Work. Placement for Nurses will be based on the Nurse Graduate Placement/Mentorship Program. Placement for Social Worker graduates will have access to the Social Work Mentorship program if applicable. Note: Grad placement will be coordinated by the Mentorship Program Development Coordinator from Human Resources (FMBS). All northern Graduates are made indeterminate offers within the GNWT. Note: Indeterminate placement of Nurse Graduates is dependent upon the nurses ability to successfully obtain their registration with the RNANT/NU As part of our ongoing effort to develop a northern work force, funding for 14 entry level nursing positions was made available, effective April 1, 2003, to assist in the integration of Northern Nurse Graduates into the health and social service system through the Graduate Nurse Placement Program. The Graduate Nurse Placement Program was introduced in 2001 in an effort to address the GNWT priority of maximizing northern employment by encouraging northern post-secondary graduates to stay or return to the North following completion of their studies. It is an aggressive effort made to recruit and retain all NWT residents who complete their degree or diploma in nursing by providing these graduates with an offer of indeterminate employment. The placement program has assisted the hospital based Authorities to reduce the number of ward closures and strain on existing employees. During the 2003/2004 fiscal year, 25 Nurses were placed via the Graduate Nurse Placement Program. In 2004/2005 only 8 nurses were placed, as the number of graduates from Aurora College was reduced (transition year changing program from a diploma to a degree program). The projected number of graduates for May 2006 is approximately 22. All northern social work graduates are made indeterminate offers within the NWT. The Social Work Graduate Placement Program was also introduced in 2001 as an effort to address the GNWT priority of maximizing northern employment by encouraging northern post-secondary graduates to stay or return to the North following completion of their social work studies. During the 2003/2004 fiscal year, 4 social work graduates were identified for placement via the Social Work Graduate Placement Program. All four were placed early in the 2004/2005 fiscal year.
14 Action Items Deliverables Completion Dates Status Report Continued An evaluation framework will be developed in order to assess the effectiveness of both the Social Work and Nurse Graduate Placement programs. September 30, 2006 Delayed from September 30, 2005 Human Resources (FMBS) will be developing an evaluation framework for Social Work and Nurse Graduate Placement Programs. The evaluation framework will be used to collect program statistics used in annual reports to the JSMC. The evaluation framework will be developed in partnership with the Planning, Reporting and Evaluation Unit and will be completed by September 30, Action Items Deliverables Completion Dates Status Report 1.2 Promote the Northwest Territories Broaden the promotion of advantages to working in the North as part of recruitment efforts On an ongoing basis the Department, Authorities/Boards and Human Resources (FMBS) will participate in recruitment/career fairs in southern Canada in order to promote employment within the Northwest Territories. Attendance at Recruitment/Career Fairs with contact information collected and followed up. Increased number of potential employees seeking additional information on employment within the NWT. UNDER REVIEW In May 2005, the JSMC raised concern with respect to the effectiveness of participating in Recruitment Fairs. A working group consisting of Authority representatives and Human Resources (FMBS) staff has been established to assess the effectiveness of recruitment fairs and make recommendations on how best to proceed. Recommendations may include but are not limited to: Pre-advertising (targeting schools, etc.), Establish a process which will allow facilitators to make offers during the recruitment fairs, Custom select venues (rather than rely on Marskell), Target more schools, Etc. The Working Group will have recommendations to the JSMC prior to December 31, 2005.
15 Action Items Deliverables Completion Dates Status Report The Client Services Division of Human Resources (FMBS), in cooperation with the H&SS Authorities/Boards will update recruitment materials used during the Recruitment Fairs/Career Fairs to include testimonials of staff, with pictures, on opportunities and experiences in the North. These materials will be reviewed and updated on an annual basis (or as required). GNWT-wide promotional materials are current, relevant and catch the reader s attention. Ongoing The Promotion & Recruitment Specialist - Health Professionals develops and implements effective marketing, recruitment and retention initiatives designed to ensure that there are adequate numbers of competent allied health care professionals, nurses, physicians and social workers in the Northwest Territories to provide quality health care to all residents. The initiatives are developed and delivered in accordance with the Department of Health and Social Services Strategic Plan and Retention and Recruitment Strategies. The Promotion & Recruitment Specialist Health Professionals tailors GNWTwide advertising and promotion materials for all health professionals, and targets specific advertising and promotional material to specific hard to recruit positions.
16 Action Items Deliverables Completion Dates Status Report The Promotion & Recruitment Specialist - Health Professionals of Human Resources (FMBS), will work with the Communications Unit of the Department to update the Career Opportunities section of the Departmental Website to include links to communities (visual images of communities), local organizations (i.e. RCMP, community groups, etc.) and job descriptions for specific positions (currently being recruited). The initial update will be completed during the 2005/2006 fiscal year and reviewed on an ongoing basis. Career and Employment Opportunities section of the Departmental Website updated with links and additional information useful to a potential employee. 2005/2006 fiscal year As of August 2005 the Physician Recruitment section has been updated to include links to community websites, local organizations, and more job details (i.e. Physician Contracts and Authority specific websites). The remaining sections (nurses, social workers and other allied health workers) are intended to be updated by the end of the 2005/2006 fiscal year.
17 Action Items Deliverables Completion Dates Status Report The Recruitment & Retention Officer of Human Resources (FMBS) will arrange for the development of a central on-line database of nurses, social workers and other allied health professionals currently living outside of the NWT who are interested in casual work throughout the NWT. Within this database the interested health professionals can describe their qualifications, location and availability such that the H&SS Authorities/Boards can perform searches and follow up with candidates based on areas of need (i.e. shortages/closures). Development and implementation of a GNWT Casual Relief Nurse Program. Ongoing A GNWT Casual Relief Nurse Program has been developed and implemented by Human Resources (FMBS). The program advertises for nurses from the south interested in providing casual back-fill within community health centers throughout the NWT. Applicants are screened and interviewed. If they meet the qualifications and pass the interview they are officially placed on the list of available nurses. If they lack community experience but have a varied background which would be beneficial in a community setting, the Department hires them on an 8-week casual basis where they are complete the Introduction to Advanced Practice program offered through Aurora College and then do a 2-week clinical practicum in a community health centre. Upon completion of the program they are officially placed into the relief pool. Initially, they are sent to more stable health centers in order to consolidate their learning and develop increased comfort levels with respect to community health nurses. As of August 2005 the GNWT Casual Relief Pool consists of qualified nurse who are willing and able to provide services on a relief basis. To date, a list of names, qualifications and availability is available on a spreadsheet, which the Recruitment & Retention Officer can access. Requests for names must, for the time being, go through this position. A searchable database is under consideration.
18 Action Items Deliverables Completion Dates Status Report Human Resources (FMBS) will develop an evaluation framework that will help assess the effectiveness of recruitment/career fair participation. This evaluation framework will be used to collect program statistics used in annual reports to the Joint Senior Management Committee. Evaluation Framework completed and in use within the Department and Authorities/Board. UNDER REVIEW See 1.2.1
19 1.3 Support Succession Planning Provide support for managers to prepare succession plans that encourage a proactive approach to the transfer of experience and knowledge During the 2004/2005 fiscal year, Human Resources (FMBS), will develop, maintain and promote the use of a program manual that identifies all of the existing programs and tools supported by the GNWT for succession planning (i.e. job share, transfer assignments, advanced nurse mentorship, etc.). This manual will include mechanisms that can be used to track an individual s succession through the Department and Authorities/Board The Department will continue to promote and provide opportunities for individualized succession planning including but not limited to supporting transfer opportunities, crosstraining and specific training for individuals wanting to gain a Human Resources (FMBS) provides a list of training supported by the GNWT. The Department encourages staff to consider these training opportunities when doing succession planning. List of training activities included as part of general Employment Opportunities distribution. Develop a manual of developmental activities supported by DHSS and Central HR for succession of employees. Employees with the Department and the Authorities/Board continue to develop additional skills and knowledge through transfer assignments, on-the-job training and cross training. Completed Ongoing Manual will be developed by September 30, 2006 Ongoing Lists of training included as part of Employment Opportunities for all GNWT staff. The Department promotes the use of transfer assignments as a method of developing employees or to fulfill a human resource need. This is a regular part of the discussion the HR staff have with managers when staffing is initiated. For future development. The Department and the Authorities/Board recognize that transfer assignments, cross-training and succession planning for individuals interested in moving within the organization are effective tools. To this end, the Department will continue to support Transfer Assignments, Acting Assignments, cross-training opportunities and the development of individualized succession plans as required. The Corporate Human Resources Division of Human Resources (FMBS) will assist individuals and groups within the Department and the Authorities with succession plans.
20 variety of experiences and knowledge The Department will continue to promote and support the GNWT s Management Assignment Program (MAP) supported through Human Resources (FMBS). Employees of the Department and the Authorities/Board continue to enroll in and are accepted into the MAP Program. Ongoing A total of 5 employees of the Department and Health and Social Services Authorities are officially enrolled in MAP. In addition to MAP, Human Resources (FMBS) also offers an Emerging Managers Leadership Group, a Senior Managers Leadership Group and a Middle Managers Leadership Group. These three developmental programs provide leadership/management training to select staff. Courses are delivered by the University of Alberta. The Department of H&SS and the Authorities have one employee enrolled in the Emerging Managers Leadership Group, two in the Senior Managers Leadership Group and five enrolled in the Middle Managers Leadership Group.
21 1.4 Enhance Professional Development Initiative Enhance the Professional Development Initiative (PDI) through the use of tools such as competency based training, work experience, etc Human Resources (FMBS) will work with the H&SS Authorities/Boards to develop information packages for distribution to employees eligible for PDI. These information packages may include links to list of training activities and other training available within the different Authorities/Boards. Information packages will be available for distribution to staff on the PDI. March 31, 2006 Late in the 2004/2005 fiscal year the Audit Bureau began an Audit of the Professional Development Initiative. The final report was expected early in the 2005/2006 fiscal year. To date the Department has not received an official copy of the final Audit. The Audit is expected to make recommendations on how to better utilize the program. Based on the results of the Audit, Human Resources (FMBS) will develop a plan, in cooperation with the Authorities, on how to best promote the program.
22 1.4.2 Human Resources (FMBS) will develop an evaluation framework for the PDI. This evaluation framework will be used to collect program statistics used in annual reports to the Joint Senior Management Committee (JSMC). Evaluation Framework developed to monitor the success of the Professional Development Initiative. September 2006 Late in the 2004/2005 fiscal year the Audit Bureau began an Audit of the Professional Development Initiative. The final report was expected early in the 2005/2006 fiscal year. To date the Department has not received an official copy of the final Audit. The Audit is expected to make recommendations on how to better utilize the program. Based on the results of the Audit, Human Resources (FMBS) will develop a comprehensive evaluation framework, which can be used to determine the effectiveness of the PDI program as a recruitment and retention initiative In partnership with Authority/Board and professional staff, the Department will develop detailed competency listings for key occupational segments based on career paths for select managers, professionals and other H&SS staff positions. Pilot Project Mental Health & Addictions. The Department, in conjunction with stakeholders (Authorities and professionals) is developing a Mental Health & Addictions Worker competency profile which Pilot Project Competency Profiles for Mental Health and Addictions Workers will be available for use by Mental Health and Addictions Workers to assess their individual learning needs and identify appropriate training for their development. In June 2004 the Department prepared an Action Plan, Framework For Action and a Status Report on Mental Health and Addictions. Goal #5 of this Action Plan was that care providers are trained and supported to provide services at the community level with main objectives being: Care Providers have confidence and appropriate skill level Northern Workforce is stable and trained Care Providers have access to clinical support and resources This included the development of and implementation of a competency-based model for the recruiting, training, retraining and supporting Mental Health and Addictions Workers within the NWT (Action of the H&SS Action Plan ). This initiative is currently under way and will be continually monitored and evaluated by the Department. The best practices identified during initiative will be used to assist the development of plans for other program and professional areas within the Department and Authorities/Board.
23 1.4.3 Continued On-going Development For future development will be used to assess the competency level of individual Mental Health and Addictions Workers within the NWT, identify learning needs and develop training materials which can be used by existing or potential staff to develop the required knowledge, skills and abilities. Based on the results of the Mental Health & Addictions Workers Competency Profile, the Department and Authorities will identify additional occupation groups to prepare competency profiles for. Based on the results of the pilot project, the Department will identify other occupations to develop competency profiles for. This will include the development of detailed competency listings for key occupational segments (as identified by the Joint Senior Management Committee) and based on career paths and logical routes of succession. (Ongoing). This will include the development of detailed competency listings for key occupational segments (as identified by the Joint Senior Management Committee) and based on career paths and logical routes of succession. (Ongoing).
24 1.5 Management and Employee Development Enhance the capabilities and knowledge base of executive, management, and technical staff within the Department and Authorities The Department and Authorities/Boards will undertake a review of existing lists and inventories of training and professional development opportunities in order to identify gaps that exist in relation to critical core competencies including: interpersonal communications, supervisory skills, and effective recruitment practices. As part of this activity, options to better utilize part-time work arrangements to accommodate credit studies and distance courses will be explored. Discussion Paper outlining inventories of training and professional development opportunities with recommendations to streamline and improve delivery within the Department and Authorities/Board will be prepared for Senior Management review. Updated list of training and professional development inventories available for staff review and consideration. March 31, 2006 March 31, 2006 Delayed from December 2004 due to operational requirements. The Training & Development Unit of Corporate Human Resources will complete the review of existing training and gaps. Current list of training opportunities available to all GNWT employees are posted on the FMBS web site and attached to all employment opportunities. These lists will be continually updated by Corporate Human Resources.
25 1.5.2 Human Resources (FMBS), the Department and Authorities/Boards will develop a working group to research the possibility of investing in webbased training where community Internet infrastructure can support it. This includes providing employees with a searchable inventory of courses on-line (technical, professional and managerial) and facilitators available for internal and external training. Working Group established. The Working Group will prepare a discussion paper for senior management consideration outlining the strength and weaknesses of web-based training. The recommendations supported by Senior Management the will be implemented. Development will commence during the 2006/2007 fiscal year with implementation by September 30, Delayed due to operational requirements. For future development. The coordination of the establishing a working group will be done by Corporate Human Resources and will include membership from a variety of Authorities and Central Human Resources.
26 1.5.3 Through the Social Work Mentorship Working Group the Department will develop a Social Work Mentorship Program that will provide mentorship for Social Workers new to the NWT or Social Work Graduates employed through the Social Work Graduate Placement Program. The program will be operational and available to the H&SS Authorities/Boards by the winter of 2004/05. Social Work Mentorship Program established and available to Authorities wishing to access the program. New social workers to the profession and/or the NWT will have an opportunity to be mentored within the system Development Complete Delivery Ongoing Front-line social workers identified that newly hired social workers would benefit from having a mentor to assist them in achieving a smooth transition into their job and communities. To accommodate this, the Social Work Mentorship Program was developed in consultation with the Association of Social Workers of Northern Canada, over 50 front-line social workers and staff of the Department. The Mentorship Program is intended to assist Health and Social Service Authorities/Board with the transition of new social workers into their jobs and communities through mentorship with experienced social workers. The Mentorship Program is mandatory for all social work graduates hired through the Graduate Placement Program. The duration of mentorships are between 4 16 weeks depending upon each individual social worker. The program supports on-site mentors who provide the mentees with the assistance and guidance required to make a smooth transition into their new job and communities. A Social Work Mentorship Working Group was established to develop and monitor the implementation of the Social Work Mentorship Program. This working group has developed operational guidelines for the program. These guidelines have been completed and the program was implemented as of September 30, 2004, with the first delivery of Mentor training occurring in November To date, 11 Mentors have been trained and 1 northern social work graduate has been mentored. Two more northern graduates are scheduled to be mentored late in the 2005/2006 fiscal year.
27 1.5.4 A Nurse Mentorship / Graduate Placement Working Group was established to conduct a review of the Nurse Mentorship and Graduate Placement Programs to integrate the two programs so that there is a seamless approach to recruiting, hiring and supporting our new Northern nurse graduates. The type and duration of support provided to new nurse graduates will be identified through an individualized professional development plan, and will be facilitated by a Nurse Educator Mentor. Nurse Mentorship / Graduate Placement Program established. New Registered Nurses (recent graduates) are placed into indeterminate positions within the NWT health care system and provided with a mentorship into their new profession (and work unit). Development complete delivery ongoing The Department established a Working Group to conduct a review of the Nurse Mentorship and Graduate Placement Programs. As a result of this review, the two programs were integrated into one program now called the Nurse Mentorship / Graduate Placement Program. The new program provides the Department and Authorities with a seamless approach to recruiting, hiring and supporting our new Northern nurse graduates. The type and duration of support provided to new nurse graduates will be identified through an individualized professional development plan, and will be facilitated by a Nurse Educator Mentor within the Authority. The revised Nurse Mentorship / Graduate Placement Program has been approved by senior management and was used during the placement of Nurse Graduates starting in April Six northern graduates were placed through this program during the 2005/ The Department will continue to support the delivery of the Advanced Nurse Mentorship Program to prepare nurses to meet the qualification of nurses in community health centres, specialized hospital units, homecare, public health and nursing leadership (supervisory). Authorities are accessing the Advanced Nurse Mentorship Program to support the development of experienced nurses into specialized areas. The NWT has a need for qualified Registered Nurses to work in specialized hospital units, homecare, public health units and to provide nursing leadership. The Advanced Nurse Mentorship Program provides the opportunity to prepare nurses to meet these qualifications. The Advanced Nurse Mentorship Program is designed to provide experienced NWT Registered Nurses the opportunity to develop skills and consolidate competencies in order to make the transition into other specialized areas of nursing practice. In 2004/ nurses were supported through the Advanced Nurse Mentorship Program for $19, and to date in 2005/ nurses have been supported for $51,
28 1.5.5 Continued The Department continues to staff the Nurse Educator Mentor positions within the Authorities and hopes to, through these positions, utilize the Advanced Nurse Mentorship Program more extensively On behalf of the Department and Authorities, Human Resources (FMBS) will promote and facilitate the Education Leave Program for staff wishing to increase their skill set through post-secondary education. The Education Leave program will be promoted to and utilized by staff within the Department and Authorities/Board. The Department and Authorities/Board recognize the benefits of educational leave. Education Leave is available to all GNWT health and social service employees who wish to further their education in an area that will provide a benefit to the GNWT upon their return. Depending on individual student costs, the program supports between five to eight students per year. A total of 7 employees were supported during the 2002/2003 fiscal year, 5 during the 2003/2004 fiscal year and 4 during the 2004/2005 fiscal year.
29 1.6 Develop a comprehensive on-the-job development plan for Community Health Nurses Northern nurses will be trained to occupy Community Health Nurse (CHN) positions throughout the NWT The Department and Authorities/Boards will develop a comprehensive competency based Community Health Nurse development program to support the long-term placement of nurses within Community Health Centres throughout the Northwest Territories. Competency Based Community Health Nurse Development Program developed and supported by the Department. Draft training plan completed. Pilot of the Competency Based CHN Development program delivered and evaluated. Authorities are accessing the Competency Based CHN Development Program to support the development of Community Health Nurses from and for the NWT. Completed Completed Under way Phase 1 - The Competency Based Community Health Nurse Development Program has been developed and approved by Senior Management. Phase 2 In partnership with the Authorities/Board and other stakeholders, Human Resources (FMBS) is in the process of developing a draft training plan based on the competency profile completed in phase 1. Phase 3 4 pilot locations have been identified (Aklavik, Norman Wells, Fort Resolution and Fort McPherson) and two have been filled (Norman Wells & Fort McPherson). The Department is in the process of filling the two remaining pilot positions. For this program to be successful it is critical that suitable individuals are recruited and supported through the program. Individuals entering the program should have at least one-year nursing experience (recent graduates with placement in a Northern hospital would qualify). Individuals accepted into the program will commence training using the developed tools. Priority for placement will be based on the Affirmative Action Policy The Department will actively promote the development of Community Health Nurses to Northern Nursing Students and recent graduates. Promotional material developed and distributed throughout the NWT. Increased participation in CHN Development by Northern Nurses. Human Resources (FMBS) will develop promotion material to encourage Northern Nurses to pursue CHN development as a part of their individual succession / developmental plan. A Senior HR Consultant (FMBS) met with Aurora College Students in January 2005 to discuss the Community Health Nurse Development Program. There appeared to be significant interest. See 1.6.1
30 Goal #2: Objectives: The Department and Authorities/Boards want to support and invest in its people, technology and workplace to promote safety, excellence, collaboration and innovation, both today and into the future. Support employees so that they may achieve the best results in their work. Provide for strong and inspired leaders, both today and in the future. Action Items Deliverables Status Status Report 2.1 Communication Improve the level and nature of communications within and across Authorities and the Department Human Resources (FMBS), the Department and Authorities/Boards will develop specific communications plans that will be designed to support crossprofessional discussion about workplace issues. These communications plans will be designed in such a way that they reflect operational circumstances and are flexible enough to allow for changes in staff availability, geographical locations, etc. Communications plan completed and distributed through the Department and Authorities/Board. Communications between employees and management, both at the Department and Authority/Board level will be clear, concise and free flowing. March 31, 2007 Delayed from March 31, 2006 due to operational requirements. For Future Development
31 Action Items Deliverables Status Status Report The Communications Unit in the Department will review and update, where appropriate, their internal communications plan to ensure that mechanisms are in place to get information out to staff within the Department and Authorities/Boards. This review should identify alternative methods of getting information to staff and may be used by the Authorities/Boards as a template for cross communication. Review of existing communication links and information dissemination to all staff of the Department and Authorities. Where appropriate, improvements will be recommended to the Joint Senior Management Committee for consideration.. The Communications unit of the Department is reviewing their existing mechanisms for getting information to staff within the Department and Authorities. Upgrades and changes occur on an on-going basis as deem necessary The Department and Authorities/Boards will make every reasonable effort to ensure that all staff have a GNWT account as well as access to the HSS Intranet. Employees will have access to the internet and in the workplace. Currently, all term and indeterminate employees within the Department have access to and the Internet. In addition, the majority of the employees within the Authorities/Board also have access. However, due to isolated locations and technical limitations not all employees within the Authorities/Board can have access at this time. Alternatives are always being considered.
32 Action Items Deliverables Status Status Report The Department will continue to develop intranet and Internet sites, which contain information specific to the health and social services system. These pages will be available to all employees of the Department of Health and Social Services as well as the Health and Social Service Authorities. Employees will have access to the intranet and internet in the workplace. Currently, all term and indeterminate employees within the Department have access to the Department specific Intranet and Internet web site. In addition, the majority of the employees within the Authorities/Board also have access. However, due to isolated locations and technical limitations not all employees within the Authorities/Board can have access at this time. On an annual basis the Departmental intranet and internet sites are reviewed and updated by the Communications Unit of the Department to ensure that accurate and timely information is present and that the sites continue to meet the standards set out by the GNWT with respect to visual identity The Department will research the possibility of implementing an electronic suggestion box as part of the H&SS Intranet, which allows staff to put forward ideas for improvement in the workplace. This will require commitment by management to respond within a reasonable time frame. An electronic suggestion box will be available on the intranet for employees of the Department and Authorities/Board to make comments on. Comments will be responded to from management where appropriate. A discussion paper will be completed by March 31, Deferred due to operational requirements. For future development.
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