The Role of the Health Workforce New Zealand
Citation: Ministry of Health. 2014. The Role of the Health Workforce New Zealand. Wellington: Ministry of Health.
Published in November 2014
by the Ministry of Health
PO Box 5013, Wellington 6145, New Zealand
ISBN 978-0-478-42887-2 (print)
ISBN 978-0-478-42888-9 (online)
This document is available at www.health.govt.nz
This work is licensed under the Creative Commons Attribution 4.0 International licence. In essence, you are free to: share ie, copy and redistribute the material in any medium or format; adapt ie, remix, transform and build upon the material. You must give appropriate credit, provide a link to the licence and indicate if changes were made.
the Board Executive Chair
Health Workforce New Zealand
The Health Workforce New Zealand (HWNZ) Board is pleased to release this report on The Role of Health Workforce New Zealand. It is a companion document to our first yearly update on The Health of the Health Workforce 2013–2014, and provides background and contextual information to sit alongside that report.
The past five years have seen HWNZ lead a comprehensive response to the workforce challenges faced in New Zealand in 2009, some of which we will continue to face in years to come. However, these challenges are well understood and corrective strategies have been, or are being, put in place.
In the past five years, we have applied workforce intelligence based on the innovative and world- leading HWNZ health service forecasting methodology. We have tested innovative roles that move away from traditional approaches to workforce planning that will become increasingly unaffordable in years to come. We have substituted an outcomes perspective for a siloed profession-by-profession approach to forecasting because we are confident that this will deliver greater benefits to New Zealanders.
HWNZ was established to provide guidance and leadership in the health sector. It is heartening to see at the end of five years that many of our health workforces in New Zealand are no longer in crisis. Together with the sector, we are working on sound responses to the issues we face today and those we expect to face in the future.
The HWNZ Board looks forward to carrying on the work we have started over the past five years.
Professor Des Gorman BSc MBChB MD (Auckland) PhD (Sydney)
Board Executive Chair, Health Workforce New Zealand
The dedicated people who work in New Zealand’s health and disability sector are crucial to the delivery of high quality services to all. Arguably they are the most critical component of our health system.
HWNZ’s goal is to ensure that the workforce is appropriately trained and configured to meet current and future health needs, so New Zealanders can be confident that they will receive the best health care possible.
Our role is that of facilitator, working with and through stakeholders to build a sustainable workforce. We support and, where appropriate, lead health sector responses to workforce planning and development. This can only occur through the coordinated efforts of training organisations, employers, unions, staff, regulatory bodies, professional associations and government bodies.
To identify and develop joined-up, mutually owned solutions to the challenges our sector faces, HWNZ has developed a taskforce and work programme for each of the key workforces – doctors, nurses, midwives, allied health workers, non-regulated workers, and those in leadership and managerial roles. Each taskforce comprises a steering group, made up of representatives drawn from across the health sector and a smaller working group. The working groups will implement defined programmes of work to improve professional development, recruitment and retention.
For now, the six taskforces will focus on their designated professions, mirroring the traditional approach taken to workforce planning. Additional projects are also under way, on mental health and the Māori and Pacific health workforces. The focus will then shift to new models of aged, primary and cancer care and other health priorities. In particular, we will examine how individual workforces can combine and align their efforts. For example, aged care will rely increasingly – but not exclusively – on kaiāwhina care workers working closely with general practitioners (GPs), practice nurses and allied health professionals.
This programme of work will enable us to develop more sophisticated responses to meeting the future health needs of New Zealanders.
Dr Graeme Benny
Director, Health Workforce New Zealand
the Board Executive Chair
Health Workforce New Zealand 3
Foreword from the Director
Health Workforce New Zealand 4
Responses to health care challenges 8
The purpose of Health Workforce New Zealand 9
Workforce challenges for Health Workforce New Zealand 10
Responses to workforce challenges 11
Developing the workforce to meet government health targets 12
Working with the sector 14
Building a sustainable workforce 15
Developing workforce intelligence 16
Workforce service forecasts 17
The need for workforce data 19
Demonstrating innovative roles 20
Recruitment, retention and distribution initiatives 22
Voluntary Bonding Scheme 22
Advanced Trainee Fellowship Scheme 23
Rural Health Interprofessional Immersion Programme 24
Managing the medical and nursing pipelines 25
Medical workforce taskforce 25
Setting up the nursing workforce programme 26
Developing the non-regulated (kaiāwhina) workforce 27
Increasing the number of targeted training opportunities 29
General Practice Education Programme 29
Midwifery First Year of Practice programme 29
Allied health, science and technical workforce review 29
Regional workforce development hubs 30
Career planning 31
Removing barriers to innovation 32
Clinical pharmacist prescriber 32
Extending legal functions to a range of health practitioners 32
Allocation of the HWNZ funding pool 35
Appendix 1: Summarised recommendations of Workforce Service Forecasts 36
Appendix 2: Voluntary Bonding Scheme maps 40
List of Tables
Table 1: Examples of demonstrations supported by HWNZ 20
Table 2: VBS registrants 2009–2014 22
Table 3: Hard-to-staff specialties for 2015 23
Table 4: VBS registrants 2014 23
List of Figures
Figure 1: Developing sustainable workforces and new models of care 13
Figure 2: Distribution of HWNZ funding, totalling more than $165 million14 33
Figure 3: Medical hard-to-staff communities 2015 40
Figure 4 Nursing hard-to-staff communities 2015 41
Figure 5: Midwifery hard-to-staff communities 2015 42