Maternal and Child Heath Workforce Emerging Trends and Issues

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1 M&CH Leaders Workshop Maternal and Child Heath Workforce Emerging Trends and Issues Helen Rowe MCH Policy Adviser (Workforce Initiative) March MAV M&CH Leaders Workshop Introduction My background MAV role Working in partnership - LG and DEECD 1

2 Main points of this brief presentation MCH Workforce Initiative 2009 survey of issues and strategies MCH workforce demographics Your local workforce issues Re-active or pro-active response? Myths about ageing Annual WF data macro and micro analysis MCH Workforce Initiative Commenced 2004 In response to survey - projected WF deficit Achievements Monitored graduate transition to LG Strategies to support transition from acute sector to community setting 2

3 MCH Workforce Initiative (cont d) Raised profile of MCH nursing Marketing materials banner, logo, brochures Website Media advertising Expos Scholarship programs Strengthen networks Support exchange of new ideas, share best practice Survey of MCH Recruitment Issues & Strategies 2009 THEMES from feedback Ageing staff profile, changing employment patterns, recruitment difficulties Relief nurses in short supply Rural challenges Scholarship programs 3

4 Survey of MCH Recruitment Issues & Strategies 2009 (Themes cont d) Student placements Graduate support programs Larger teams of people to manage (HR) Maintain service quality (training & support) Pathways to becoming a MCH professional in Victoria Analysis of workforce data Age of MCH nurses Reference: Annual MCH Workforce Data 4

5 250 AGE of MCH nurses by Year <45 yrs yrs Number of nurses yrs yrs >60 yrs Linear (<45 yrs) Linear (>60 yrs) Challenging Community Myths about Ageing Older people take more time off due to sickness, accidents and caring responsibilities Mature age workers lack the drive & commitment of younger workers. Older people do not contribute Mature age workers are slower and less productive than younger workers. People stop learning once they reach 60 Older people find change difficult Older people don t understand new technologies Baby Boomers are one homogenous group Baby Boomers will retire early Reference - Ageing: Myth and Reality Reference: Queensland Government Department of Communities 5

6 The Part- Time Phenomena While the number of full time nurses remains static The increase in the total number of nurses is closely correlated with the number of part time staff 1,000 MCH nurses - Comparison of Part time and Full time (number of people) Total Full Time Part Time

7 What are the Issues for your MCH Service? Take a minute on your own Jot down a couple of points against the first two questions on the feedback sheet 1. What is the main workforce issue currently facing your MCH service? 2. Looking ahead 5 years, what do you think will be the main workforce issue for your MCH service? Hoping or Planning? Whose problem is it Involve your manager & HR co-ordinator Balancing the key elements Delivery of the program - availability, stability, quality Your people - contribution and development Reactive / Pro-active Use organisational annual plan & budget cycle to embed your R&R strategy 7

8 Annual Workforce Data Collection Categories Number of MCHN s and non-nurses in WF Identify priority councils for DEECD scholarships Breakdown of FT, PT, age, qualifications Is there other useful data that we could collect? How do you use the Workforce Data to develop your local MCH recruitment and retention strategy? 8

9 An example of micro-analysis of WF data one co-ordinator s working notes Whilst information gathering for the workforce data report I realised that the data did not give a true picture about the MCH workforce at XXX Council. Our figures showed that we had 11 full time staff and 16 part time staff. Of the total staff there are 12 part time staff and 3 full time staff under 55 years. This would suggest that we are tracking reasonably well. I then started to look at the number of hours each person worked and the results were alarming % of the available work hours within XXX MCH are worked by staff over the age of 55. Given that the majority of the staff over 55 years of age are also in a defined superannuation benefit scheme and may consider retirement between years of age, we could conceivably face a 50% turnover of staff within the next 5-10 years. All that knowledge and expertise lost!! Further in the last 3 years we have employed 9 staff with only one staff member being full time. This has implications for replacing staff as this would mean I would need to employ 13 or 14 staff members to replace the 8 full time staff. It seems that nurses like to continue to work some hours in the public hospital sector to maintain their midwifery skills, their LSL and the tax advantages. Working example of micro analysis 9

10 Reality check Natural attrition will deplete the pool Essential to have a succession plan in place Challenge the stereotypes about ageing Involve your manager and HR co-ordinator in finding solutions Workforce Issues Feedback Sheet Find some time to complete the feedback form at this workshop Keep a copy Place a copy in folder at registration desk The MAV is open to facilitating forums to support co-ordinators with HR and other management issues in the MCH service. 10