Workforce Strategy
Building our Workforce to deliver Quality Healthcare
Review
2015 - 2019
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Printed copies are uncontrolled
Effective from: 13 December 2018 Review date: 30 June 2019 Version: 1.1 TCHHS-CORP-HR-STRAT-0447
Table of contents
1. Introduction...... 3 2. Vision and Values ...... 4 3. Workforce Planning and Development Framework ...... 5 4. Purpose of the TCHHS Workforce Plan ...... 5 5. Overview of Torres and Cape Hospital and Health Service ...... 6 6. TCHHS Workforce Demographics ...... 10 6.1 Historical Overview of TCHHS Workforce ...... 10 6.2 Current Overview of TCHHS Workforce ...... 10 6.3 Workforce Diversity ...... 10 7. Our Challenges ...... 12 8. TCHHS Workforce Strategy and Action Plan ...... 13 8.1 Principles of the Workforce Strategy ...... 14 9. Workforce Action Plan ...... 15 Domain 1 – Forward planning and workforce design ...... 15 Domain 2 – Healthy organisation and workforce culture ...... 16 Domain 3 – Workforce capability ...... 17 Domain 4 – Workforce sustainability ...... Review ...... 18 Domain 5 – Organisational governance and workforce accountability ...... 19 10. Resources ...... 19 11. Evaluation ...... 20 12. Approval ...... 20 13. Effective Dates ...... 20 14. Version Control ...... 20
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1. Introduction
On 1 July 2014 Cape York Hospital and Health Service (CYHHS) and Torres Strait - Northern Peninsula Hospital and Health Service (TSNPHHS) merged to form the Torres and Cape Hospital and Health Service (TCHHS). The new HHS delivers health services to approximately 25,500 people across an area of about 180,000 square kilometres, including the 18 populated Torres Strait islands. Those services are provided through two hospitals, one multi-purpose health service, 1 integrated health service and 31 primary health care centres.
TCHHS is an independent statutory body governed by a single Board, and managed from hubs in Weipa, Cairns, Cooktown and Thursday Island. It builds on the strengths of the two legacy HHSs to create a single organisation with greater reach, flexibility, and capability (TCHHS Strategic Plan 2014-2018).
Workforce sustainability is a core focus for TCHHS. Substantial population growth is expected, an ageing workforce and growing community diversity all play a part in how the organisation will continue to deliver services.
TCHHS Workforce Strategy will assist the organisation to shape and structure the workforce in order to achieve sufficient workforce capability and capacity in service delivery. Alignment with the overarching strategic direction along with National, State and Departmental business and workforce planning initiatives will support andReview be reflected within internal workforce planning functions and management plans.
“We are committed to strengthening our public health system through the delivery of high quality, safe and sustainable health care that meet the needs of our local communities”
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2. Vision and Values
Queensland Health Vision and Values Torres and Cape Hospital and Health Service Vision and Values Vision Healthcare that Queenslanders value. Vision To provide high quality health care delivering measurable improvements in the health of people in the communities of Torres Strait and Cape York. Purpose To provide leadership and direction for the health Purpose sector, and create an environment that encourages To: innovation and improvement in the delivery of • Respect Aboriginal and Torres Strait Islander health services. cultures; • Work in partnership with communities and other organisations; and • Lead high quality, innovative and effective Values remote health services. • Customers first • Ideas into action Objectives • Unleash potential To ensure that communities across far north • Be courageous, and Queensland are strong and healthy, the TCHHS will • Empower people focus on achieving the following objectives: Review1. Consistently provide safe patient focused health care services for Torres Strait and Cape York communities; 2. Provide innovative and effective healthcare focusing specifically on the cultural, social and health needs of Torres Strait and Cape York communities; 3. Build, strengthen and maintain relationships with key service partners to enable integrated service delivery throughout the local Under community; and 4. Develop and empower our workforce to ensure staff are both capable and focused on meeting service and community needs.
Torres and Cape Hospital and Health Service Workforce Vision TCHHS will become a leader in Australian rural and remote healthcare by building a motivated and professional workforce to meet existing community healthcare needs, while also developing workforce capabilities and attracting new staff to meet the future healthcare needs of Far North Queenslanders.
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3. Workforce Planning and Development Framework
We strive for excellence across the workforce continuum: through planning, managing and developing our workforce (from hiring staff, developing their professional and personal skills, through to planning for their retirement or separation).
Source: Queensland Health – Office of Rural & Remote Health: Rural & Remote Health Workforce Plan 2009-13 (Also quoted in Cairns & Hinterland Health Service District Strategic Workforce Plan 2012-14). Review
4. Purpose of the TCHHS Workforce Plan
Workforce planning is the process by which we identify gaps between our current and future workforce needs, and also identify solutions (or actions), developed in line with TCHHS’s strategic vision and priorities, all designed for delivering quality health outcomes for Torres and Cape communities.
Workforce planningUnder is the tool that will enable TCHHS to link its business strategy with having the right people with the right skills in the right place at the right time. This will ensure first class health services to Far North Queenslanders.
The purpose of the TCHHS Workforce Strategy is to: • Provide an understanding of the current workforce profile and future workforce projections; and • Identify risks that impact upon TCHHS workforce.
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5. Overview of Torres and Cape Hospital and Health Service
The Torres and Cape Hospital and Health Service (TCHHS) is the most northerly of Queensland’s Hospital and Health Services. It takes in the vast and culturally rich regions of the Torres Strait Islands, which extend south from the international border with Papua New Guinea, to the Northern Peninsula and majority of Cape York.
TCHHS serves a population of approximately 25,500 people. It is one of Queensland’s most demographically diverse areas of which 63.7% identify as Aboriginal/Torres Strait Islander. Approximately 50 % of people speak a language other than English at home. In addition to the resident population, TCHHS provides some emergency services to the coastal people of the Western Province of Papua New Guinea.
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The majority of corporate functions for TCHHS are based in Cairns.
5.1 TCHHSUnder has four major health facilities
• Thursday Island Hospital • Bamaga Hospital • Cooktown Multipurpose Health Service • Weipa Integrated Health Service
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5.2 There are Primary Health Care Centres in the following areas
Western Sector Northern Sector • New Mapoon • Aurukun • Badu Island • Saibai Island • Kowanyama • Bamaga • Seisia • Mapoon • Boigu Island • St Pauls • Napranum • Coconut Island • Stephen Island • Pormpuraaw • Darnley Island • Thursday Island • Dauan Island • Umagico Eastern Sector • Horn Island • Warraber Island • Coen • Injinoo • Yam Island • Hope Vale • Kubin • Yorke Island • Laura • Mabuiag Island
• Lockhart River • Murray Island • Wujal Wujal
5.3 Torres Strait and Cape York Population Information
TCHHS provides services to people living in more Local Government Areas (LGA’s) than any other HHS in Queensland (Aurukun Shire Council, Cook Shire Council, Hope Vale Shire Council, Northern Peninsula Area Regional Council, Pormpuraaw Shire Council, Torres Shire Council, Torres Strait Island Regional Council, Weipa Town Authority and Wujal Wujal Shire Council).
Estimated resident population by LGA, Torres and Cape region and Queensland Review
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Torres and Cape Regional Profile – Queensland Treasury and Trade’s OESR’s website (based on ABS data for LGAs) Based on statistics listed in the Torres and Cape Regional Profile – Queensland Treasury and Trade’s OESR, the estimated resident population for the region was 25,477 at 30 June 2014 and is expected to increase to approximately 26,148 by 2016 and to more than 31,000 people by 2036.
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5.4 Estimated population by age and sex, Torres and Cape region and Queensland, 30 June 2013
In 2013, Torres and Cape region had a much larger percentage (27.6%) of the population aged 0-14 years, than the Queensland average (19.8%). In 2013, only 5.7% of Torres and Cape’s population was aged 65 years and over, compared to the 13.6% of Queensland’s overall population.
When considering the incredibly high percentage of Torres and Cape’s population aged between 0-14 years compared to other Queenslanders, it is imperative that focus be on providing specialist services in maternal and Reviewchild health to assist new and existing families with improving their health and wellbeing. With population data also indicating a much lower population percentage of 65+years compared to other Queenslanders, TCHHS will be focusing on assisting entire communities to become healthier in order to live well into their old age.
Over 60% of the population identified as Aboriginal or Torres Strait Islander and unfortunately the leading cause of death amongst Indigenous Australians is chronic diseases such as cancers, cardiovascular disease (heart attacks and stroke) and diabetes. Given the high Indigenous population, the prevalence and treatment of chronic diseases are significantly higher than Queensland as a whole, placing a much greater demand on the health service to provide high quality remoteUnder chronic disease services. With approximately 50% of Torres and Cape region’s population speaking a language other than English at home, local community participation in the provision of health services is vital. To ensure maximum patient safety and culturally appropriate care, TCHHS is committed to engaging appropriately with all community stakeholders.
With almost double the unemployment rate of the Queensland average, lower socio-economic conditions in Torres and Cape region are likely to negatively impact on people’s general health and well-being. The health service is committed to building and maintaining strong relationships with other government and non-government agencies within the local communities.
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6. TCHHS Workforce Demographics
6.1 Historical Overview of TCHHS Workforce
A historical overview of the workforce showed that as at 30 June 2013, TS-NPHHS employed 392 full-time equivalent (FTE) staff1, and CYHHS employed 368 FTE staff2.
Sourcing data over a five-year timeframe allows direct comparisons of FTEs across each occupational stream at the TS-NPHHS and the CYHHS as follows:
2009-10 2010-11 2011-12 2012-13 Feb 2014* Overall Staff 34 TS- TS- TS- TS- TS- by Stream CYHHS CYHHS CYHHS CYHHS CYHHS NPHHS NPHHS NPHHS NPHHS NPHHS
Medical inc 12.82 4.12 13.24 6.20 14.24 10.00 14.45 14.00 11.75 14.50 VMOs
Nursing 102.67 129.63 112.76 138.41 125.72 151.65 121.39 143.90 120.05 138.75
Professional and 11.00 11.26 15.42 19.63 23.00 16.85 21.00 16.00 23.63 20.84 Technical Managerial 82.88 65.59 78.38 75.52 94.91 84.50 76.74 80.92 86.87 93.37 and Clerical
Operational 157.91 123.05 155.17 132.01 167.30 118.69 136.93 111.32 133.58 110.01
Trade and 4.00 0 2.00 0 2.90 2.00 1.00 2.00 3.00 2.00 Artisans Total Review 371.28 338.01 376.97 371.77 428.07 383.57 371.48 368.14 378.88 379.47 Streams *Note: workforce data as at end-February 2014 is presented, due to data not yet being available for the complete 2013-14 financial year
Data above shows that over the five year period, FTE staff numbers at TS-NPHHS remained fairly static, with a peak in 2011-12, and an overall increase of only seven FTE positions over the period from 2009-10 to February 2014. Similarly, FTE positions in CYHHS peaked in 2011-12 and, from 2009-10 to February 2014, FTE positions at CYHHS increased by 41.
6.2 Current Overview of TCHHS Workforce
The workforce is currently made up of six designated occupational groupings, both frontline and non-frontlineUnder service functions. Current MOHRI Occupied FTE and External FTE As at 30 June 15, TCHHS had a total of 836 MOHRI Occupied FTE staff. The following table shows the breakdown by classification.
1 Torres Strait-Northern Peninsula Hospital and Health Service Annual Report 2012-13, page 18 2 Cape York Hospital and Health Service Annual Report 2012-13, page 35 3 Data for 2009-10 to 2012-13 was published in the Torres Strait-Northern Peninsula Hospital and Health Service Annual Report 2012-13, page 19 4 Data for 2009-10 to 2012-13 was provided in an email dated 26/3/14 by Danielle Nielsen, HR Coordinator, HR Unit, Workplace Services, Weipa Integrated Health Service, CYHHS
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6.3 Workforce Diversity
TCHHS is committed to creating a fair and inclusive professional environment that values and utilises the contribution of its employees from diverse backgrounds and experiences. TCHHS recognises that all people have different skills, backgrounds, experiences and attitudes towards work and thatUnder recognising and valuing and making the most of these differences can improve the workplace.
As at 30 June 2015: • Approximately 15% of TCHHS’s workforce consisted of people form Non-English Speaking Backgrounds • Approximately 31% of TCHHS’s workforce consisted of Aboriginal and Torres Strait Islander people • Approximately 1.75% of TCHHS’s workforce consisted of People with Disabilities • Turnover rate was less than 1%.
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− average turnover rate for January – June 2015 period was 1.22% per month suggesting a very impressive retention rate of 85% when extrapolated over a twelve month period.
Age and Gender TCHHS is made up of approximately 680 female employees compared to approximately 250 males as at 30 June 2015. The health workforce has a majority of female workers which is in line with national trends where almost 80% of the Australian healthcare workforce are women (with some 90% of Australian nurses being female5) This compares with the overall composition of the Queensland public service, where two-thirds of the workforce are women.
A breakdown by age of TCHHS workforce is as follows: • 19 – 28 years old – 11% • 29 – 38 years old – 20% • 39 – 48 years old – 25% • 49 – 58 years old – 31% • 59 – 68 years old – 12% • 69 – 78 years old – 1% The workforce is comprised predominantly of staff between 39-58 years of age, with 70% of TCHHS’s headcount being over the age of 39. The aging workforce is a challenge for TCHHS as people are remaining employed longer, generating challenges in succession planning and maintaining a skilled workforce. TCHHS is committed to developing and implementing strategies for induction of employees, career development, performance and management and recognition right through to retirement age.
When referring to workplace diversity and inclusionReview we remain focussed on driving change within TCHHS and beyond. We will continue to recognise the diversity of our customers and the capability a diverse workforce provides us. It is excellent business practice to develop and invest in an inclusive workplace that enables us to focus on and achieve our goals and objectives.
7. Our Challenges
TCHHS is an extremely unique health service and given the geographical dispersion of health services across both the Torres Strait and Cape York areas, many workforce challenges exist. These include:Under
• Meeting organisational performance targets and desired outcomes within tight operating practices • Continually developing a capable, skilled, engaged and resilient workforce within allocated funding arrangements • Development of learning and development strategies that can affectively reach targeted audiences • Alignment of service demand growth with projected purchasing intent;
5 http://www.abs.gov.au/AUSSTATS/[email protected]/Lookup/4102.0Main+Features20April+2013
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• Geographical distribution of services and workforce • Ageing workforce, generational change and managing workforce expectations; • Population growth within Queensland and TCHHS; • Prevalence of chronic disease and new management strategies • Closing the gap on Aboriginal and Torres Strait Islander health outcomes and building a culturally capable workforce • The age and condition of staff accommodation which is a “major barrier to attracting and retaining a skilled workforce”6 • Distance from major centres (e.g. Cairns and Brisbane) which generally offer wider career, education and lifestyle opportunities • Attracting and retaining skilled staff in a competitive national and global labour market • Delivering consistent, quality and accessible health care to patients across a vast region • Engaging more with the community to encourage local Aboriginal and Torres Strait Islanders to work at all levels of the healthcare profession, thereby building local capacity and engendering a strong sense of community involvement in all aspects of local healthcare • Engagement with other health service providers and integration of services • Planning for expanding healthcare needs as the population increases in future years • Developing best-practice models of care (e.g. community-based, family-centred etc.) for the future.
Further considerations of potential impacts on the TCHHS workforce
• National and State-wide health initiativesReview • Changes in Federal and State governments and associated policies • Competition of the private sector in attracting TCHHS staff • Quality of the applicant pool that TCHHS will recruit from • Introduction of health technology (i.e. Integrated Electronic Medical Record).
8. TCHHS Workforce Strategy and Action Plan
In alignment with the TCHHS Strategic Plan, the TCHHS Workforce Strategy sets out the broad approach for Underattracting, developing and retaining a highly-professional workforce, designed so that TCHHS becomes one of the most innovative and sought-after HHS employers in Queensland.
The TCHHS Workforce Strategy includes initiatives designed to drive a culture of performance in the TCHHS, encompassing clinical, financial/administrative and individual performance, all contributors to a high-achieving organisation.
6Queensland Health: “Service Profile for Thursday Island Hospital” (July 2010) http://www.health.qld.gov.au/publications/infrastructure/documents/s-prof-thurs-island.pdf
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8.1 Principles of the Workforce Strategy
People-focused Demand-driven Flexible Recognises the Acknowledges that the Board, Aims to establish and importance of a diverse taking into account community maintain a and skilled workforce needs, sets strategic and professional and operational directions and responsive workforce priorities Recognises that Acknowledges the unique Aims to build a significant demands from servicing a sustainable improvements in large and relatively-remote workforce which Aboriginal and Torres region of the State and can meet future Strait Islander supports the needs of a needs of the peoples’ health can be geographically diverse community achieved through workforce increasing the involvement of Aboriginal and Torres Strait Islander peoples in health care delivery Recognises the Acknowledges that Encourages need to use community needs and innovation culturally- expectations about among the appropriate healthcare are valid and workforce to recruitment, should be addressed support changing retention and Reviewneeds in health support strategies service delivery Nurtures individuals Fosters a strong connection Seeks to learn and work units between the workforce from best affected by changes servicing health needs of practice in from the recent individual patients as well workforce merger of two as playing a role in planning HHSs, assisting the improving health and well- occurring across workforce to move being in the wider Australia and ahead community (that is, internationally Underachieving healthier people in our communities) Values the existing Recognises that resources Rewards workforce and may need to be assigned innovation and supports all temporarily to priority flexible individuals in areas as needs arise and to approaches to achieving their full help strengthen capabilities workforce potential planning by individuals and work units
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9. Workforce Action Plan
TCHHS will build our highly-professional workforce and also create a highly-desirable work environment by adopting a range of strategies which are set out under five domains: 1. Forward planning and workforce design; 2. Healthy organisation and workplace culture; 3. Workforce capability; 4. Workforce sustainability; and 5. Organisational governance and workforce accountability.
The strategies / actions outlined below have been informed by specific initiatives identified by a workforce gap analysis.
Domain 1 – Forward planning and workforce design
Objective: Determine the workforce we need immediately and in the next 1-3 years to deliver our healthcare services Strategy / Action Resp. Determine the optimal model of care to deliver healthcare needs across our HSCE/ communities EMT • Seek input from all relevant stakeholders to determine the community’s healthcare needs through the establishment of the Consumer and Community Advisory Group Align the organisational structure of TCHHSReview with the model of care to EDWIP deliver healthcare needs across our communities • Analyse data on the existing workforce to identify gaps in critical skill areas and hard-to-fill roles • Adjust the composition of workforce portfolios to align organisational requirements Build a sustainable workforce which can meet future needs of the HSCE community • Determine priorities for filling vacancies and engage in strong recruitment campaigns to fill roles (particularly hard-to-fill roles) • IncreaseUnder number of Aboriginal and Torres Strait Islander line managers and staff across all occupational streams throughout TCHHS • Consider increasing the number of Nurse Practitioners to develop sustainable care models across palliative care, chronic disease, aged care, mental health and primary healthcare7 • Develop traineeship program in TCHHS • Consider the employment of a Chief Information Officer and ICT team to meet the information technology requirements of TCHHS • Employ staff in priority areas, as needs arise, to help strengthen
7 As outlined in Queensland Health’s “Nursing Strategy and Action Plan” (2013-2016) at http://www.health.qld.gov.au/nmoq/documents/strengtheninghltservicesummary.pdf
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capabilities Deliverables • Develop Consumer and Community Advisory Groups • Increase number of Nurse Practitioners • Implement traineeship program
Domain 2 – Healthy organisation and workforce culture
Objective: Develop a healthy organisation and a cohesive workforce culture to deliver quality healthcare services for Torres and Cape communities Strategy / Action Resp. Ensure TCHHS’s values and strategic vision are conveyed to all staff Board/ • Introduce a regular newsletter from the Board Chair to all staff HSCE Proactively manage changes and the opportunity to reshape our workforce HSCE/ • Ensure that the opinions of all staff are heard and valued as part of the EMT strategic planning process and workforce planning cycle Build a strong and cohesive workforce HSCE/EMT • Encourage staff rotations and secondments throughout TCHHS to build a cohesive, integrated workforce with the experience and skills to service individual patients and the wider community’s needs • Ensure succession planning is established across the organisation to ensure key positions are covered in periods of absence • Consider a formal staff exchange program with another HHS in Queensland or interstate to enable the cross-fertilisation of ideas and experiences Grow the reputation of TCHHS from withinReview and externally HSCE (with • Strive to make TCHHS a healthy and attractive work environment so that EMT & Board help) employees take pride in working for the HHS • Introduce staff recognition and achievement awards for excellence in workforce planning and service delivery • Grow the reputation and achievements of TCHHS at state, national and international levels to engender pride within existing staff as well as helping to attract high-quality staff from other jurisdictions • Include staff case studies on the TCHHS internet site (and the Queensland Health Work for Us website) to attract other high-quality staff DeliverablesUnder • Monthly newsletter from Board • Implement annual reward and recognition program • Utilise the results of the employee opinion survey and implement strategies to mitigate risks and resolve concerns
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Domain 3 – Workforce capability
Objective: Generate pathways to grow and develop staff in ways which build a culture of performance and accountability Strategy / Action Resp. Align community healthcare needs with infrastructure and the capabilities HSCE/ of staff EMT • Identify all key components of TCHHS health infrastructure network and align service needs with the capabilities of staff • Identify any gaps in areas of skills, experience and capabilities, and actions to address these gaps Build staff capability to improve the quality of the work we do HSCE/ • Ensure that performance development plans and appraisal processes are EMT and all managers in place for all staff • Ensure that reviews and appraisals are meaningful and fair, and that managers are trained in how to develop performance development plans and conduct appraisals • Provide staff with access to relevant training and development activities, as part of their development plans • Specifically grow and develop Aboriginal and Torres Strait Islander staff skills and capabilities across all occupational streams Clarify and communicate the skills, aptitudes and positive attitudes HSCE required by all staff of the TCHHS • Ensure regular communication flows from the HSCE to all staff through newsletters and face-to-face meetings/forums Build a culture of excellence and innovationReview across all six occupational HSCE streams to promote performance capabilities and accountability • Recognise and reward staff excellence and achievements across all streams and all levels in terms of delivering quality healthcare for patients, providing high-quality accountability for the TCHHS, and improving patient and staff safety • Encourage all staff to look at ways to be more innovative and more accountable; and introduce a new annual award for innovation in workforce accountability Recognise and nurture potential leaders/high performers of the future HSCE/ • Through informal reviews and formal performance development planning EMT and all Under managers and appraisal processes, ensure that potential leaders and high performers are recognised and nurtured Deliverables • Ensure effective Performance and Development meetings across all streams • Develop specific training targeting Managers and Line Managers • Newsletter to be distributed monthly • Implement annual reward and recognition program • Improved internal communication • Implement Indigenous Health Worker training/registration programs
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Domain 4 – Workforce sustainability
Objective: Build a sustainable workforce aimed at developing and maintaining a skilled workforce, from on-boarding through to separation to ensure the effective delivery of healthcare services. Strategy / Action Resp. Engage with and motivate the workforce HSCE • Convey the importance of workforce planning to all staff Build workforce skills and potential HSCE and all • Ensure that all managers have appropriate skills to manage different managers personalities and ensure equity within their teams • Ensure that the workforce has the technical skills and individual attributes needed to deliver quality services • Professionally manage and nurture all staff to reach their potential and, for very talented staff, encourage them to strive for even higher levels of attainment beyond their initial aspirations Build innovation HSCE and all • Help staff to identify gaps in service delivery and new ways to deliver managers services • Use flexible work practices which support and respect changing needs and limitations Build brand and attract new staff HSCE/ • Build a strong brand for TCHHS which staff can identify and be used in EMT marketing and recruitment activities • Develop robust and varied recruitment tools to attract new staff to supply critical skills, address hard-to-fill roles, Reviewand maintain workforce flexibility • Embrace cultural diversity and seek to open all occupations to national and international applicants (where applicable) Deliverables • Implement the Nursing and Midwifery Student Placement Program • Implement the Nursing and Midwifery New Graduate Program • Develop recruitment marketing and promotion strategy • Establish a TCHHS Recruitment team within Human Resource department • Implement Principal House Officers/Registrar Rotational Program • Implement a Director of Nursing and Midwifery Rotational Placements Strategy • ImplementUnder a Rural and Remote Transition Program
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Domain 5 – Organisational governance and workforce accountability
Objective: Build stronger organisational governance and improved accountability Strategy / Action Resp. Strengthen corporate governance HSCE/ • Ensure that TCHHS governance framework is strong and robust EGM / CFO • Ensure that all necessary operational policies and procedures are in place and made known to staff Increase efficiency and effectiveness within TCHHS HSCE/ • Ensure that managers are equipped to manage staff and other resources EMT in a proactive, efficient and effective way • Encourage all staff to look at innovative ways of performing their jobs in more efficient and effective ways, and recognise and reward staff who do so Undertake training to increase workforce compliance with governance EGM/ requirements CFO/All managers • Train all staff in basic corporate governance and the Code of Conduct, in particular, covering individual responsibilities and accountabilities, and the need for transparency in the use of public funds Commit to building a stable workforce HSCE • Recognise loyalty, commitment, professionalism and years of service in long-serving staff members • Recognise dedication and professionalism amongst staff members Commit to open dialogue and regular reporting HSCE/ • Constantly seek staff input and ideas about better workforce practices EMT • Review Provide regular reports to staff from the HSCE and the Board • Provide avenues for the HSCE and staff to report regularly to the Board on key issues Deliverables • Review operational policies and procedures and ensure they reflect new organisational goals • Ensure TCHHS is compliant in mandatory training across all streams • Provide annual length of service awards • Develop Recognition week • ReviewUnder the agreement with the Shared Service Provider (Recruitment) in Cairns 10. Resources • Torres and Cape Regional Profile – Treasury and Trade’s OESR’s website • Torres Strait-Northern Peninsula Hospital and Health Service Annual Report • Cape York Hospital and Health Service Annual Report • Queensland Health’s Workforce Informatics Unit: Monthly Workforce Profile • Public Service Commission – statistics • Australian Bureau of Statistics
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11. Evaluation To ensure the effectiveness and success of the Workforce Strategy and Action Plan, evaluation of the key aspects will be undertaken 6 months prior to the expiration of the Plan. The effectiveness of the main components will be examined to ensure continual improvement.
12. Approval Document Officer Senior Human Resources Advisor, People and Culture
Document Custodian Executive Director of Workforce and Performance, People and Culture
Endorsing Committee or Position People and Culture Governance Committee
Approving Officer Beverley Hamerton Health Service Chief Executive The following Officer has approved this document Name: Beverley Hamerton Position: Health Service Chief Executive, Torres Cape Hospital Health Service
Signature______Review Date: ____13/12/2018______13. Effective Dates Approval date 17 August 2015 Effective from 13 December 2018 Next Date of Review 30 June 2019 Supersedes New
14. Version Control Under Version Date Prepared by Comments 0.1 29 July 2015 Senior Human First draft of document Resources Officer 1.0 17 August 2015 Reviewed by Board Quality and Safety Committee 1.1 13 December 2018 Reviewed by Board Quality and Safety Committee
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