Health Workforce Australia 2012-13 Work Plan

Health Workforce Australia 

2012-13 Work Plan 

Final Version 

Approved by the Standing Council on Health 10 August 2012 

1

© Health Workforce Australia 

This work is copyright. It may be reproduced in whole 

or part for study or training purposes only, provided 

that the acknowledgment below is included. 

Any reproduction for purposes other than those 

indicated above, or otherwise not in accordance with 

the provisions of the Copyright Act 1968 or any other 

legal obligation, requires the written permission of 

Health Workforce Australia (HWA). 

Enquiries 

Enquiries concerning this publication and its 

reproduction should be directed to: 

Health Workforce Australia 

GPO Box 2098, Adelaide SA 5001 

T +61 8 8409 4500 F +61 8 8212 3841 

E hwa@hwa.gov.au 

www.hwa.gov.au 

ISBN: 978-0-9873201-4-8 

2

Table of 

Contents 

Background & Context 6 

Background 6 

Context 6 

1. National Partnership Agreement on Hospital 

and Health Workforce Reform 6 

2. Health Workforce 2025 - Doctors, Nurses and Midwives 6 

3. National Health Workforce Innovation and Reform 

Strategic Framework for Action 2011 - 2015 7 

Strategic Directions 9 

Goal 9 

Objectives 9 

1. Building capacity 9 

2. Boosting productivity 9 

3. Improving distribution 10 

How we work 10 

Who we work with 11 

2012-13 Priorities 12 

Objective 1 - Building capacity 12 

Objective 2 - Boosting productivity 12 

Objective 3 - Improving distribution 13 

Building the evidence 13 

Providing leadership 14 

Working in collaboration 14 

2012-13 Work Plan 15 

3

1 Building Capacity 16 

1.1 Clinical Training Funding Subsidy 16 

1.2 Simulated Learning Environments 17 

1.3 Clinical Supervision Support Program 19 

1.4 Integrated Regional Clinical Training Networks 21 

1.5 International Health Professionals - National Policy 23 

1.6 International Health Professionals - 

Pathways into Practice 24 


Attraction and Marketing 25 

1.8 National Medical Training Network - 

National Governance and Coordination 

of the Medical Training Pipeline 26 

1.9 Nursing - Retention, Training Capacity 

and Productivity 28 

1.10 Workforce Development - 

Program Integration and Sustainability 30 

1.11 Aboriginal and Torres Strait Islander Health Workforce 32 

2 Boosting Productivity 34 

2.1 Aged Care Workforce Reform 34 

2.2 Workforce Flexibility - Competency 35 

2.3 Workforce Flexibility - Assistant and Support Roles 36 

2.4 Workforce Flexibility - Expanding Workforce 

Scope Initiatives 37 

4

3 Improving Distribution 38 

3.1 Geographical Distribution - Current Approaches, 

Future Policy and Program Options 38 

3.2 National Cancer Workforce Strategy 40 

3.3 National Rural and Remote Health Workforce 

Innovation and Reform Strategy 41 


Retention and Deployment 42 

3.5 Rural Training Pathways 43 

How We Work 44 

Building the Evidence Base 44 

Health Workforce Planning 44 

Australia’s Health Workforce Series 46 

Statistical Resource and Data Collections 47 

Research Program 48 

Providing Leadership 49 

Leadership for Sustainable Change 49 

Promoting Public Debate 50 

Working in Collaboration 52 

Collaboration 52 

5

Background 

& Context 

Background 

Health Workforce Australia (HWA) was established as a national health workforce 

agency through the 2008 National Partnership Agreement on Hospital and 

Health Workforce Reform. HWA drives a strategic long-term program which 

addresses the future challenges of providing a skilled, flexible and innovative 

health workforce. The reforms are needed to address workforce shortages and 

to ensure Australia’s health workforce can meet increasing demands for services 

resulting from an ageing population, increasing levels of chronic disease and 

community expectations. 

Context 

Three policy foundations form the context for HWA’s work: 

1. National Partnership Agreement on Hospital and Health 

Workforce Reform 

The National Partnership Agreement outlines the workforce reform initiatives 

agreed by governments to improve health workforce capacity, efficiency 

and productivity. These include funding, planning and coordinating clinical 

training across all health disciplines; supporting health workforce research 

and planning; improving international recruitment efforts; and progressing 

new workforce models and reforms. 

2. Health Workforce 2025 - Doctors, Nurses and Midwives 

Health Workforce 2025 - Doctors, Nurses and Midwives (HW 2025) 

provides long-term, national workforce projections and presents the best 

available planning information on Australia’s future health workforce. HW 

2025 finds that without nationally coordinated reform Australia is likely to 

experience limitations in the delivery of high quality health services. This is a 

consequence of workforce shortages and maldistribution, inefficiencies and 

insufficient capacity in the training system, and continued reliance on poorly 

coordinated skilled migration to meet essential workforce requirements. 

6

HW 2025 concludes that reform is essential and Australia cannot afford 

to continue business-as-usual approaches to work practices, productivity, 

training, geographical distribution and immigration. It is simply not tenable. 

It presents the case for essential coordinated, long-term reforms by 

government, professions and the higher education and training sector to 

secure a sustainable and affordable health workforce capable of maintaining 

high quality health care for Australia’s future. 

HW 2025 identifies a range of policy directions covering workforce reform, 

training, immigration and geographical distribution that can be adopted to 

deliver a more sustainable health workforce. 

The findings of HW 2025 provide a key focus for HWA’s work and will have 

an enduring influence on HWA’s work plan. It will be updated with new data, 

and future iterations will include allied health professions, oral health and key 

service domains. 

3. National Health Workforce Innovation and Reform Strategic 

Framework for Action 2011 - 2015 

The National Health Workforce Innovation and Reform Strategic Framework 

for Action 2011 - 2015 has been approved by Health Ministers and provides 

an overarching, national platform to guide health workforce reform. HWA 

aligns all of its programs and initiatives with the five domains for action 

identified in the Framework. The five domains are the essential areas of 

activity for development of a sustainable health workforce for the future. 

HWA is focused on driving national workforce reform through a suite of 

programs and measures. HWA works in partnership with governments, 

higher education, the training sector, employers, professions and regulatory 

bodies to progress its work programs. 

Much of the essential reform enablers require action under Domain 

5 - Health workforce policy, funding and regulations. This is the core 

responsibility of governments and regulatory bodies. 

The domains and their objectives are outlined in Figure 1 on page 8. 

BACKGROUND 

7

Figure 1. National Health Workforce Innovation and Reform Strategic Framework 

for Action 2011 - 2015 domains and objectives 

KEY DOMAINS 

OBJECTIVES 

1. HEALTH WORKFORCE REFORM FOR 

MORE EFFECTIVE, EFFICIENT AND 

ACCESSIBLE SERVICE DELIVERY 

Reform health workforce roles to improve 

productivity and support more effective, 

efficient and accessible service delivery models 

that better address population health needs 

2. HEALTH WORKFORCE CAPACITY AND 

SKILLS DEVELOPMENT 

Develop an adaptable health workforce 

equipped with the requisite competencies 

and support that provides team-based and 

collaborative models of care 

3. LEADERSHIP FOR THE 

SUSTAINABILITY OF THE 

HEALTH SYSTEM 

Develop leadership capacity to support and 

lead health workforce innovation and reform. 

4. HEALTH WORKFORCE PLANNING 

Enhance workforce planning capacity, both 

nationally and jurisdictionally, taking account 

of emerging health workforce configuration, 

technology and competencies. 

5. HEALTH WORKFORCE POLICY, 

FUNDING AND REGULATION 

Develop policy, regulation, funding and 

employment arrangements that are supportive 

of health workforce reform. 

8

Strategic Directions 

Goal 

To build a sustainable health workforce for Australia. 

Objectives 

In order to meet this goal HWA’s work plan is driven by three core objectives: 

1. Building capacity 

Building capacity by delivering more workforce, fit for purpose, more quickly 

and efficiently. 

Strategies to meet this objective include: 

Creating a more efficient training system. 

Creating a more efficient migration pathway. 

Creating a nationally coordinated approach to retention. 

2. Boosting productivity 

Boosting the productivity of the workforce and maximising the utility of the 

workforce. 


Delivering a cost efficient health workforce that is skilled and flexible. 

Maximising the potential of the health professional workforce to work at 

the top of their license. 

Building an appropriate, skilled assistant and support workforce to boost 

productivity and flexibility. 

Fostering nationally scalable health workforce innovation including 

new workforce models. 

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3. Improving distribution 

Getting the workforce in the places they are needed. 


Supporting a more balanced health workforce profile across professions 

and specialties to meet health service needs, including a focus on 

generalist skills. 

Facilitating a more equitable geographic distribution of the health 

workforce. 

How we 

work 

To deliver the three objectives and help drive health workforce reform nationally, 

HWA works in the following ways: 

Building the evidence - Providing the evidence base for health workforce 

reform through planning, research and evaluation to inform key directions for 

national health workforce reform and innovation. 

Providing leadership - Providing policy advice and leadership to inform and 

influence national policy and program decisions in relation to health workforce 

innovation and reform. 

Working in collaboration - Working with key stakeholders to deliver targeted 

programs to drive reform. Providing information, guidance and support to 

assist governments, policy makers and key decision-makers to deliver the 

necessary legislative, funding and regulatory reform required to support a 

sustainable health workforce. 

This is illustrated in Figure 2. 

PRODUCTIVITY 

A SUSTAINABLE 

HEALTH 

WORKFORCE 

FOR AUSTRALIA 

CAPACITY 

DISTRIBUTION 

Building 

the Evidence 

Providing 

Leadership 

Working 

in Collaboration 

Figure 2. HWA Strategic Directions 

10

Who we 

work with 

HWA provides funding to deliver and support implementation of a wide range of 

health reform initiatives. These funding programs form only one part of the story. 

To deliver national reform to achieve a sustainable health workforce for the future 

it is necessary for the full array of stakeholders to work together to provide the 

necessary changes required to deliver and support sustainable reform. This 

requires work by governments, regulatory, funding and policy bodies, and is 

why the National Health Workforce Innovation and Reform Strategic Framework 

for Action 2011-2015 is a key policy guide for the health sector. The Framework 

provides a national approach to guide all stakeholders in their actions to support 

the changes necessary to drive essential workforce reform. 

In delivering HWA funded programs and more broadly, in helping to drive and 

support the necessary changes to support national reform, HWA works with a 

wide range of stakeholders including: 

Commonwealth, State, Territory and Local Governments 

Health service providers 

Employers 

Private and non-government sector 

Higher education sector 

Training sector 

Health professional bodies, colleges and associations 

Health professional registration and accreditation agencies 

National agencies focused on health reform, information, efficiency, equity, 

quality and safety 

Peak bodies 

Health advocacy bodies 

Consumers 

Unions 

Student and trainee workforce 

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Priorities 

2012-13 

Priorities 

In 2012-13 HWA will deliver the following major programs: 

Objective 1 - Building capacity 

The outcome sought by activity undertaken under this objective is to increase 

the capacity of the training system and to streamline the process for international 

health professionals to enable a more efficient process from attraction through to 

retention. 

Supporting the delivery of more health professionals into the workforce 

by providing a funding subsidy to support growth and efficiency in clinical 

training, and funding for the establishment of infrastructure to provide greater 

training capacity. 

Boosting the efficiency of training through improved quality and consistency 

of clinical supervision and fostering innovative training methods such as 

simulation and on-line learning to enhance existing modalities. 

Supporting a more streamlined approach to the attraction, registration and 

retention of international health professionals. 

Devising policy and program measures to develop more efficient and 

coordinated training pathways. 

Undertaking research and policy development to consolidate evidence on 

retention and attraction, including an assessment of the effectiveness of 

current policy measures. 

Objective 2 - Boosting productivity 

The outcome sought by activity under this objective is to progress workforce 

reform on a more systematic and larger scale. The work program provides for the 

demonstration of successful targeted programs which have potential for national 

implementation. 

12

These projects will identify what works and identify the requirements for national 

implementation. 

Implementing new workforce models and expanded scopes of practice for 

health professionals to enable them to work at the top of their licence. 

Development of new support and assistant roles to enable more efficient 

utilisation of the health workforce. 

Supporting the delivery of a more flexible workforce with a specific focus on 

priority areas including aged care, Aboriginal and Torres Strait Islander health, 

cancer and rural and remote services. 

Addressing leadership capability and skills to ensure the delivery of innovation 

and reform. 

Objective 3 - Improving distribution 

The outcome sought by activity under this objective is to implement programs 

that will contribute to improved distribution of the health workforce and identify 

national policy levers and opportunities that will provide for a sustainable and 

equitable distribution of the health workforce. 

Implementing the National Rural and Remote Health Workforce Innovation & 

Reform Strategy and the National Cancer Workforce Strategy. 

Implementing the International Health Professionals Program, which includes 

the Rural Health Professionals Program, expansion of Work Place Based 

Assessments, national marketing of international recruitment, and reducing 

red tape. 

Supporting the ongoing development of programs to address the balance of 

generalists and specialists in the health workforce. 

Evaluating the effectiveness of current measures and developing policy 

options to achieve improved distribution of health professionals. 

Building the evidence 

Developing the National Statistical Resource. 

Undertaking supply and demand modelling for selected allied health 

professionals to 2025, and targeted services groups such as oral health and 

mental health. 

Informing the sector by publishing health workforce data and reports, 

including Nurses In Focus and Clinical Training In Focus. 

2012-13 PRIORITIES 

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Delivering a research program to inform the development of Australia’s health 

workforce. 2012-13 research themes are: understanding rural health workforce 

issues; evaluating workforce reform and innovation, and measuring and 

costing clinical teaching and training. 

Developing an evaluation method to assess the applicability of local 

innovations for national implementation. 

Providing leadership 

Fostering national debate and decision making on health workforce reform 

matters across the health, education and training sectors. 

Implementing a national engagement program across health workforce 

leaders and stakeholders to drive innovation and reform responses to HW 

2025. 

Convening the HWA National Conference in November 2012, which will 

provide a national focus and leadership in health workforce reform and 

innovation. 

Supporting the Future Health Leaders Council including a national conference 

for students and early career professionals. 

Working in collaboration 

Systematically engaging with the Australian Health Ministers’ Advisory Council 

and the Standing Council on Health to ensure alignment of HWA’s work program 

with national reform directions and the provision of policy advice as required. 

Establishing and maintaining formal engagement and relationships with 

relevant organisations to progress national health workforce reform. 

Developing international partnership opportunities with like workforce 

agencies. 

Engaging with workforce stakeholders through effective project 

governance, Standing Advisory Committees and Integrated Regional 

Clinical Training Networks. 

14


The following section provides a detailed list and description of the HWA 

program initiatives. For each program a summary of the purpose, a general 

description and a list of output measures is provided. For each program the key 

domains it relates to, from the National Health Workforce Innovation and Reform 

Strategic Framework for Action 2011-2015, are also identified. 

To assist understanding of how the programs relate to the core objectives of 

Capacity, Productivity and Distribution the icons are displayed for each program. 

The primary focus of the program is identified through the use of the appropriate 

coloured icon. A grey scale icon indicates that the program has a secondary 

impact on one or more of the other objectives. 

2012-13 PRIORITIES 

15

1 Building Capacity 

1.1 Clinical Training Funding Subsidy 

Purpose 

To increase the capacity of the health system by supporting growth in clinical 

training places for health professional students. 

Key activities 

The key activities to be undertaken in 2012-13 include: 

Providing recurrent funding to higher education, government and nongovernment 

health providers to subsidise clinical placement growth from 

2011- 2013. 

Providing one-off capital and establishment funding to higher education, 

government and non-government health providers to develop infrastructure to 

support growth in clinical training activity. 

Output measure(s) 

Growth in baseline of commencing students across the funded professions. 

Growth in clinical training days across targeted settings and professions. 

National Health 

Workforce 

Innovation & 

Reform Strategic 

Framework for 

Action - Domains 

Domain 2 - Health workforce capacity and skills development 

1.1 CLINICAL TRAINING FUNDING SUBSIDY 

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1. BUILDING CAPACITY 

1.2 Simulated Learning 

Environments 

Purpose 

To increase the capacity and efficiency of the training system through the use 

of simulated learning methodologies in clinical training. This measure will also 

increase equity of access for students to simulated educational experiences in 

regional, rural and remote settings. 



Program Responses 

Progressing jurisdictional Simulated Learning Environments (SLE) projects in 

public, education, private and non-government organisation sectors. 

Developing and implementing projects to embed simulation in clinical training 

in a range of health professions. 

Developing and implementing a model of using virtual world technology to 

improve clinical training capacity for professional entry students, focusing on 

communication and professional practice. 

Enabling 

Implementing a national simulation educator and technician/coordinator 

training package to train up to 6,000 individuals. 

Developing and implementing a national simulation e-portal to provide a 

network for simulation professionals and a case-bank of simulation material for 

the purposes of promoting interprofessional collaboration and resource sharing 

within Australia’s health workforce. 

Developing a costing model for simulation education and training. 

Developing a model of accreditation of SLE programs in the Australian setting. 

Developing and implementing a national directory of SLE providers and 

programs. 

1.2 SIMULATED LEARNING ENVIRONMENTS 

17



Evidence 

Undertaking a research program on the cost effectiveness of simulation versus 

other clinical training modalities. 

Completing SLE curricular reports addressing the use of SLE in all health 

professional disciplines. 

Developing, implementing and evaluating models of distributed simulation 

to increase access to SLEs for professional entry students training in rural and 

remote areas. 

Developing and implementing a model of certification within Australia to 

include SLE educators working in the healthcare sector. 


Number of curriculum projects complete. 

Number of enabling projects complete. 

Number of embedding projects complete. 

Extent of expanded simulation activity attributable to the programs. 



Innovation & 


Framework for 



Domain 5 - Health workforce policy, funding and regulation 

1.2 SIMULATED LEARNING ENVIRONMENTS 

18


1.3 Clinical Supervision 

Support Program 

Purpose 

To improve the capacity of the training system by expanding clinical supervision 

capacity and competence across the higher educational and training continuum 

through measures to support and develop a competent clinical supervision 

workforce, which delivers quality clinical training. 



Delivering Clinical Supervision Support Program initiatives through Integrated 

Regional Clinical Training Networks (IRCTNs) to promote continuous 

improvement and innovation in clinical supervision. This will include a grants 

funding program to support proposals facilitated by IRCTNs. 

Defining roles, responsibilities and accountabilities of key stakeholders involved 

in the delivery of clinical training and supervision. 

Embedding clinical education and training principles, as defined in the 

National Clinical Supervision Support Framework, through incorporation in 

documentation and practice. 

Improving the quality of clinical supervision at organisation, service and clinical 

supervisor levels. 

Developing a National Competency Framework for Clinical Supervision, 

including guidelines for intra-professional and interprofessional learning and 

practice. 

Implementing projects focused on Models of Clinical Supervision for 

Medicine - coordinated national approach to medical supervision, and Allied 

Health - a targeted national approach for professionals who have limited 

access to training 

1.3 CLINICAL SUPERVISION SUPPORT PROGRAM 

19



Improving coordination and consistency of supervision approaches across 

higher education and clinical training providers. 

Developing discipline specific competency based clinical placement 

assessment tools for a number of professions. 

Developing guidelines based on best practice for clinical placement 

agreements and student placement documentation. 

Enhancing clinical supervision capacity in the health system. 

Implementing a national recognition program for excellence in clinical 

supervision. 

Identifying elements to promote quality learning experiences for health 

profession students. 

Developing an online platform for clinical supervision. 


Number of clinical supervisor training programs delivered and total number of 

participants. 

Number of projects completed. 



Innovation & 


Framework for 



1.3 CLINICAL SUPERVISION SUPPORT PROGRAM 

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1.4 Integrated Regional Clinical 

Training Networks 

Purpose 

To increase the capacity of the training system by supporting the operation 

of Integrated Regional Clinical Training Networks (IRCTNs) across States and 

Territories, to facilitate coordination, planning and delivery of quality clinical 

training activity across the health sector, including public and non government 

health providers and higher education and training providers. 


The key activities to be undertaken in 2012-13 include funding and supporting 

the IRCTNs to: 

Promote access to clinical training placements opportunities i.e. network 

profiling to determine available placement types and number. 

Report on clinical training activity key performance indicators (KPIs). 

Build relationships and collaborations between higher education and 

government and non-government clinical training providers to source new 

clinical placement settings and opportunities, facilitate practical solutions to 

barriers, and auspice innovative projects within and across IRCTNs. 

Undertake planning and deployment of training requirements and placement 

opportunities i.e. monitoring and addressing local workforce needs to better 

inform training efforts. 

Match supply and demand for placements and recommend distribution 

accordingly by facilitating planning and negotiation processes for clinical 

placements. 

Support higher education and training providers and government and nongovernment 

employers in the management of clinical placements including at 

the local level. 

Support and engage with higher education and government and non 

government clinical training providers on other key national workforce reform 

issues consistent with the National Partnership Agreement. 

1.4 INTEGRATED REGIONAL CLINICAL TRAINING NETWORKS 

21



Systematic reporting from IRCTNs on supply and demand for clinical training 

places by profession across the state or territory. 

Growth in clinical training placements, including growth in new settings. 

Engagement of all sectors in the planning and delivery of clinical training 

through IRCTNs. 

Facilitation and support of workforce reform by IRCTNs. 



Innovation & 


Framework for 



1.4 INTEGRATED REGIONAL CLINICAL TRAINING NETWORKS 

22


1.5 International Health Professionals 

- National Policy 

Purpose 

To identify potential opportunities to improve the efficiency and effectiveness 

of international health professional migration. 



Scoping Australian health sector international recruitment activity. 

Reviewing pathways to practice for international health professionals. 

Analysing international health labour market trends (push/pull factors). 


Identification of opportunities to improve and streamline the pathway for 

practice for international health professionals. 

Identification of more effective and efficient approaches for the attraction and 

deployment of international health professionals. 



Innovation & 


Framework for 


Domain 1 - Health workforce reform for more effective, efficient and accessible 

service delivery 



1.5 INTERNATIONAL HEALTH PROFESSIONALS - NATIONAL POLICY 

23



- Pathways into Practice 

Purpose 

To increase the capacity of the workforce by streamlining and creating a more 

efficient pathway into practice for international health professionals. 



Streamlining the pathway to practice for international health professionals. 

Supporting coordinated and consistent approaches to the orientation of 

international health professionals to the Australian health system. 

Delivering programs that provide quality integration into practice. 

Expanding work place based assessment programs. 


Expanded Work Place Based Assessment Program. 

Coordination of delivery of orientation programs. 



Innovation & 


Framework for 




1.6 INTERNATIONAL HEALTH PROFESSIONALS - PATHWAYS INTO PRACTICE 

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- Attraction and Marketing 

Purpose 

To increase the capacity of the health workforce by streamlining and 

coordinating international health professional attraction and marketing. 



Coordinating the management of international attraction and marketing events. 

Assisting international health professionals to access timely and accurate advice 

about living and working in Australia. 


Development of a marketing and branding strategy for Australia for the 

recruitment of international health professionals. 

Development and implementation of a coordinated attraction program for 

international health professionals. 

Establishment of an international health labour market presence for Australia 

through the use of a single portal and national branding initiative. 



Innovation & 


Framework for 




1.7 INTERNATIONAL HEALTH PROFESSIONALS - ATTRACTION AND MARKETING 

25


1.8 National Medical Training 

Network - National Governance 

and Coordination of the Medical 

Training Pipeline 

Purpose 

To build workforce capacity and improve geographical distribution of the 

medical workforce through establishment of a National Medical Training 

Network to enhance planning, coordination and governance of medical training 

from professional entry through to vocational training. This is consistent with 

HW 2025 findings regarding better national organisation of the training pipeline 

for doctors, and recognises the need to balance the local training and service 

requirements of jurisdictions with the management of medical training as a 

national resource. 


In 2012-13 HWA will establish a National Medical Training Network to: 

Align overall national medical training effort to agreed national medical 

workforce planning parameters. 

Facilitate equitable geographical distribution of appropriately accredited 

training places according to need. 

Monitor performance of the national medical training system. 

Inform medical workforce planning and training program developments 

undertaken by HWA, Commonwealth, State/Territory Governments, Colleges, 

GPET, Higher education sector, employers, Medicare Locals and clinical training 

providers. 

Support the work of the IRCTNs to coordinate regional, state and national 

planning. 

Facilitate national consistency in approaches to clinical supervision and training 

reforms. 

Establish a profile of current and potential accredited training places occupied 

by international medical graduates to provide guidance on national medical 

immigration requirements. 

1.8 NATIONAL MEDICAL TRAINING NETWORK - NATIONAL GOVERNANCE... 

26



Five Year National Training Plan for doctors - professional entry through to 

post graduate training. 

State and regional training plans for doctors linked to the Five Year National 

Training Plan. 

Annual estimates of intakes and program adjustments needed to meet 

agreed national workforce planning parameters - for Universities, Colleges, 

Government, GPET, DIISRTE. 

Annual report of performance on national training effort. 



Innovation & 


Framework for 



Domain 4 - Health workforce planning 

1.8 NATIONAL MEDICAL TRAINING NETWORK - NATIONAL GOVERNANCE... 

27


1.9 Nursing - Retention, Training 

Capacity and Productivity 

Purpose 

HW 2025 findings identify retention of nurses in the workforce as the most 

significant factor in reducing the projected gap between supply and demand 

for nurses. This project will focus on workplace, employer and training 

responses to nursing retention and reform, inclusive of approaches to 

leadership and management, industrial relations practice and KPIs, as well as 

examining attraction of early career graduates. 

This work will complement other HWA projects which target factors impacting 

on nurse retention and training reform (see under Productivity). It will identify 

workplace, industrial and management practices from the literature (e.g. 

Magnet Hospitals) proven to be positively correlated with nurse retention, and 

assess their current state of uptake and adoption across the health sector. It will 

also identify potential KPIs of best practice and propose training reforms which 

could be incorporated into HWA’s suite of clinical training reform programs. 



Reviewing literature for best practice in nursing retention relevant to workplace, 

employer, industrial and training practice. 

Analysing uptake and adoption rates of evidence based best practice 

approaches to retention of nurses across Australia by sector and what works in 

relation to attraction for early career graduates. 

Identifying KPIs of best practice retention at enterprise and sector level. 

Identifying management, regulatory and industrial barriers and enablers to 

adoption of best practice in retention. 

Developing reform options, inclusive of high level economic analysis, for 

consideration by governments, higher education sector, employer and 

professions. 

1.9 NURSING - RETENTION, TRAINING CAPACITY AND PRODUCTIVITY 

28



Report on current status of adoption of proven best practice approaches to 

nurse retention across Australia, and reform options to enhance uptake. 

Development of a core set of KPIs for nurse retention. 

Identifying recommendations to address program improvements. 

Implementation Plan to address high priority evidence based nursing retention 

strategies. 



Innovation & 


Framework for 





Domain 3 - Leadership for the sustainability of the health system 


1.9 NURSING - RETENTION, TRAINING CAPACITY AND PRODUCTIVITY 

29


1.10 Workforce Development 

- Program Integration and 

Sustainability 

Purpose 

To map and identify the range of targeted health workforce development 

programs funded and implemented across the Commonwealth, State and 

Territory Governments and assess their alignment with priority reform directions 

identified in the HW 2025 and the National Health Workforce Innovation & 

Reform Strategic Framework for Action 2011-2015. 

Health workforce development programs have been developed progressively 

at the Commonwealth, State and Territory government levels over several years. 

The programs have responded to successive issues over several years, in the 

absence of an overarching planning framework and national policy framework 

for coordinated national action. 

All governments have agreed to move to national activity based funding 

models for public hospital services, including teaching and training, with 

the Independent Hospital Pricing Authority (IHPA) to establish a national 

efficient pricing mechanism for such activity by 2018. This will enable greater 

transparency and accountability for outputs and outcomes in clinical training. 

The modern health workforce is not confined by jurisdictional, sectoral and 

national boundaries. Programs targeting its planning and development need 

to be considered in this light. With the advent of HW 2025, the National Health 

Workforce Innovation & Reform Strategic Framework for Action 2011-2015 

and the emergence of activity based funding for aspects of Australia’s health 

workforce development it is appropriate to consider alignment of current 

targeted workforce programs with these key national foundations and their 

sustainability into the future. 



Mapping the current range of national, state and territory health workforce 

development programs 

Assessing alignment of effort in these programs against HW 2025, and the 

National Health Workforce Innovation & Reform Strategic Framework for 

Action 2011-2015. 

Making recommendations to improve the alignment and targeting of programs 

against agreed priorities. 

1.10 WORKFORCE DEVELOPMENT - PROGRAM INTEGRATION AND SUSTAINABILITY 

30



Report on current program alignment and recommendations to enhance 

national coordination and alignment of targeted workforce programs to HW 

2025 and the National Health Workforce Innovation & Reform Strategic 

Framework for Action 2011-2015. 

Annual reporting to Health Ministers on activity under the National Health 

Workforce Innovation & Reform Strategic Framework for Action 2011-2015 

and HW 2025 implementation efforts. 



Innovation & 


Framework for 



1.10 WORKFORCE DEVELOPMENT - PROGRAM INTEGRATION AND SUSTAINABILITY 

31


1.11 Aboriginal and Torres Strait 

Islander Health Workforce 

Purpose 

To increase the capacity of the Aboriginal and Torres Strait Islander health 

workforce, especially Aboriginal and Torres Strait Islander Health Workers/ 

Practitioners. This work will support the recommendations of the final report 

of the Aboriginal and Torres Strait Islander Health Worker project. 

This work also supports and contributes to the workforce targets under the 

2008 COAG National Partnership Agreement on Closing the Gap in Indigenous 

Health Outcomes. 



Developing an Implementation Plan for the recommendations of the Final 

Report of the Aboriginal and Torres Strait Islander Health Worker project. 

Reviewing and updating the national Aboriginal and Torres Strait Islander 

Primary Health Care Training Package. 

Undertaking skill recognition and upskilling for Aboriginal and/or Torres Strait 

Islander Health Workers to meet national registration requirements. 

Reviewing and updating a Clinical Log Book for Aboriginal and Torres Strait 

Islander Health Workers as a competency based assessment tool. 

Developing a multimedia resource to promote awareness and respect of the 

significant role of Aboriginal and Torres Strait Islander Health Workers. 

Developing a culturally inclusive, interdisciplinary Aboriginal and Torres Strait 

Islander health curriculum framework for implementation in health professional 

education courses. 


Development of national training program for Aboriginal and Torres Strait 

Islander Health Workers to support national registration of Aboriginal and 

Torres Strait Islander Health Practitioners from July 2012. 

Development of a culturally inclusive, interdisciplinary Aboriginal and Torres 

Strait Islander health curriculum framework to be integrated into entry level 

health profession training. 

1.11 ABORIGINAL AND TORRES STRAIT ISLANDER HEALTH WORKFORCE 

32




Innovation & 


Framework for 







1.11 ABORIGINAL AND TORRES STRAIT ISLANDER HEALTH WORKFORCE 

33

2 Boosting Productivity 

2.1 Aged Care Workforce 

Reform 

Purpose 

To increase productivity and flexibility of the aged care workforce through 

implementation of new workforce models. Specific focus will be on the 

development of the support and assistant workforce, generalist roles, and 

expanded scope of practice for complex care. 

Key activities The key activities to be undertaken in 2012-13 include funding up to 30 

workforce projects to: 

Explore various scopes of practice and workforce redesign to optimise current 

workforce skills and adaptability within aged care. 

Broaden inter-disciplinary practice, improve integration within disciplines 

delivering care and improve delegation of service activity in selected areas of 

high need. 

Determine the supports required for national adoption and sustainability of 

new workforce models. 


Up to 30 projects implemented and scaled up for regional or national application. 



Innovation & 


Framework for 






2.1 AGED CARE WORKFORCE REFORM 

34

2. BOOSTING PRODUCTIVITY 

2.2 Workforce Flexibility - 

Competency 

Purpose 

To increase productivity and capacity through the establishment of a national 

common health competency resource. The resource will be able to be used to 

refine training, deployment and flexibility of the workforce. 



Developing the national common health workforce competency resource to 

support health workforce innovation and reform. 

Focusing on developing mental health workforce competencies by building 

upon work already undertaken by various groups in this area. This work will 

support implementation of the National Mental Health Workforce Strategy 

and Plan. 


A national common health competency resource for the Australian health 

workforce endorsed by stakeholders. 

Alignment of mental health competencies to mental health practice standards. 



Innovation & 


Framework for 





2.2 WORKFORCE FLEXIBILITY - COMPETENCY 

35


2.3 Workforce Flexibility - Assistant 

and Support Roles 

Purpose 

To increase the productivity and capacity of the health workforce by identifying 

opportunities for the development of assistant and support roles. 



Implementing proven assistant and support roles with a focus on primary 

health care, mental health, and the acute sector. 

Implementing projects that focus on policy and practice change (e.g. 

regulation, industrial relations and workplace management) to support national 

adoption of assistant and support roles. 


Provision of policy advice on training, regulatory and practice changes needed. 

Scoping study on the applicability of medical practice assistants in primary 

health care. 

Number of successful local innovations and reforms scaled up for regional or 

national application. 



Innovation & 


Framework for 






2.3 WORKFORCE FLEXIBILITY - ASSISTANT AND SUPPORT ROLES 

36


2.4 Workforce Flexibility - Expanding 

Workforce Scope Initiatives 

Purpose 

To increase workforce productivity, recruitment and retention by expanding 

the scope and uptake of established health professional roles. These projects 

will identify workforce changes that have potential for national scalability and 

provide information on the necessary funding, regulatory and policy changes 

required to support national implementation. This has applicability to all health 

professionals. 


The key activities to be undertaken in 2012-13 include delivery of the following 

projects: 

Health Professionals Prescribing Pathway 

Extending the Role of Paramedics 

Physiotherapists in the Emergency Departments 

Nurses in the Emergency Department 

Advanced Practice in Endoscopy Nursing 


National approach to prescribing by health professionals (National Health 

Professional Prescribing Pathway). 

Implementation plan for a national Health Professionals Prescribing Pathway. 

Development of evidence base, toolkits and implementation guidelines to 

support national adoption of expanded scope of practice roles. 

Provision of implementation and evaluation support for up to 20 reform 

initiatives across various health care settings. 



Innovation & 


Framework for 






2.4 WORKFORCE FLEXIBILITY - EXPANDING WORKFORCE SCOPE INITIATIVES 

37

3 Improving Distribution 

3.1 Geographical Distribution - Current 

Approaches, Future Policy and 

Program Options 

Purpose 

To evaluate the effectiveness and efficiency of current measures to manage 

and achieve geographical equity of medical practitioners. This includes 

identifying the policy, program, regulatory, industrial and funding options to 

achieve a positive shift in geographical distribution. This is timed to maximise 

the potential distributional benefit of the recent significant growth in Australian 

trained medical graduates. 



Mapping and quantifying the current range of medical distribution policy and 

programs across Commonwealth, State and Territory Governments. 

Reviewing all extant program and policy evaluations of medical workforce 

distribution measures across Commonwealth, State and Territory jurisdictions. 

Identifying best practice program exemplars with proven efficacy and 

efficiency for potential scalability and national adoption. 

Identifying regulatory and legislative barriers and enablers to distribution; and 

developing policy, regulatory, legislative and program reform options, inclusive 

of high level economic analysis, for consideration by Governments, higher 

education sector, employer and professions 

3.1 GEOGRAPHICAL DISTRIBUTION - CURRENT APPROACHES, FUTURE POLICY 

38

3. IMPROVING DISTRIBUTION 


Meta-analysis of recent evaluations of effectiveness and efficiency of medical 

workforce distribution measures across Commonwealth, State and Territory 

jurisdictions. 

Mapping (cost, criteria, core features, scale etc.) the current range of medical 

distribution policy and programs across Commonwealth, State and Territory 

Governments. 

Report on policy, regulatory, legislative and program reform options, inclusive 

of high level economic analysis, for consideration by Governments, higher 

education sector, employer and professions. 



Innovation & 


Framework for 



3.1 GEOGRAPHICAL DISTRIBUTION - CURRENT APPROACHES, FUTURE POLICY 

39


3.2 National Cancer 

Workforce Strategy 

Purpose 

To develop a National Cancer Workforce Strategy and implement key activities 

identified in the strategy that have potential for national application. 



Developing the National Cancer Workforce Strategy. 

Implementing activities to address key cancer workforce issues identified in the 

National Cancer Workforce Strategy. 

Supporting national adoption and implementation of the strategy 

recommendations. 


Enhanced data, planning and modelling projections for the cancer workforce. 

Implementation measures to support national adoption of innovative workforce 

models. 



Innovation & 


Framework for 






3.2 NATIONAL CANCER WORKFORCE STRATEGY 

40


3.3 National Rural and Remote 

Health Workforce Innovation 

and Reform Strategy 

Purpose 

To develop a national rural and remote health workforce strategy and 

implement projects to improve service access by addressing workforce gaps. 

This strategy will complement the Commonwealth National Strategic Framework 

for Rural and Remote Health, endorsed at the April 2012 meeting of the Standing 

Council on Health. 



Developing the National Rural and Remote Health Workforce Innovation and 

Reform Strategy. 

Developing an implementation plan to address the recommendations 

identified in the National Rural and Remote Health Workforce Innovation and 

Reform Strategy 

Implementing activities to address key workforce issues identified in the 

National Rural and Remote Health Workforce Innovation and Reform Strategy. 


Stakeholder acceptance of the National Rural and Remote Health Workforce 

Innovation and Reform Strategy. 

Implementation Plan developed. 

Implementation projects established. 



Innovation & 


Framework for 






3.3 NATIONAL RURAL AND REMOTE HEALTH WORKFORCE INNOVATION AND REFORM STRATEGY 

41


3.4 International Health 

Professionals - 

Retention and Deployment 

Purpose 

To improve deployment, retention and contribution of international health 

professionals. 



Delivering the Rural Health Professionals Program to provide recruitment, 

orientation and retention of nurses and allied health professionals into rural and 

remote Australia and into Aboriginal Health Services. 

Supporting Australia’s compliance with the WHO Global Code of Practice 

on the International Recruitment of Health Personnel 2010 with a focus on 

Australia’s responsibilities and source country capability. 

Output measure(s) Implementation of Rural Health Professionals Program and delivery of over 250 

additional nurses and allied health professionals to rural and remote Australia. 



Innovation & 


Framework for 





3.4 INTERNATIONAL HEALTH PROFESSIONALS - RETENTION AND DEPLOYMENT 

42


3.5 Rural Training Pathways 

Purpose 

To support the development of clearly articulated training and career pathways 

to support service models that meet specific rural and remote community 

needs. 



Building upon existing rural and remote training pathway models to increase 

the range of generalist pathway opportunities available across rural and remote 

settings. 

Developing a nationally consistent approach to training pathways and 

placements to support rural training. 

Developing an evaluation approach that will contribute to the evidence for 

efficacy of a national approach to improvements in the education, recognition 

and support for rural generalists. 


National implementation support program developed. 

National evaluation approach developed. 

Acceptance by colleges and professions of a national approach to rural 

generalist training. 



Innovation & 


Framework for 






3.5 RURAL TRAINING PATHWAYS 

43

How We Work 

Building the Evidence Base 

Health Workforce Planning 

Purpose 

To provide health workforce planning including modelling and projections to 

inform planning and reform. 


HW 2025 uses simulation modelling to project the number of health 

professionals required under a number of planning scenarios, as well as 

pipelining analysis. The first of these has been completed for Doctors, Nurses 

and Midwives. Medical Specialities and selected allied health professionals 

will be undertaken in 2012-13. HWA will also update the 2011 work based on 

new data and undertake specific analyses highlighted in the 2011 edition: 

economic analysis, a more detailed regional analysis and development of 

more sophisticated methods of measuring the effects of specific reforms and 

innovations. 

In addition to profession based planning, HWA will undertake sector based 

planning, with an initial focus on the oral health workforce and mental health 

workforce. 


HW 2025 - Medical Specialities delivered to Health Ministers 

HW 2025 - selected Allied Health Professions delivered to Health Ministers 

Report on Oral Health Workforce 

Report on Mental Health Workforce 

HEALTH WORKFORCE PLANNING 

44

HOW WE WORK 



Innovation & 


Framework for 



HEALTH WORKFORCE PLANNING 

45

HOW WE WORK 

Australia’s Health Workforce Series 

Purpose 

To produce a series of regular workforce profiles which bring together 

information on various health workforces, focusing on student pathways, 

immigration, deployment geographically and within settings and working 

patterns. 

To make available a set of data resources on the health workforce to allow 

jurisdictions, researchers and other stakeholders to conduct detailed workforce 

analysis and planning using a common, nationally comparable data source. 


The program delivers reports from a series of workforce profiles focusing 

on particular professions, settings or issues of interest. The major health 

professions are covered, as well as areas such as aged care, acute care, 

rural and regional workforce or the overseas trained and temporary migrant 

workforces. In addition to the reports a statistical resource will be developed 

including data cubes, which will allow researchers and others interested in 

workforce issues to access and analyse the data. 


Release of reports on nurses, oral health and rural and regional health 

workforce and associated data products. 



Innovation & 


Framework for 



AUSTRALIA’S HEALTH WORKFORCE SERIES 

46

HOW WE WORK 

Statistical Resource and Data Collections 

Purpose 

To develop the HWA statistical resource and data library, including workforce, 

training and activity data to underpin HWA workforce planning and modelling 

work. 


The program has several major streams of work, involving the development of 

data management and analysis infrastructure; management and analysis of data 

from secondary sources, including Australian Health Practitioner Regulation 

Agency (AHPRA), Medical Schools Outcomes Database and workforce surveys 

conducted by professional associations; development and promulgation of 

policies regarding data access and the development and management of any 

ongoing primary data collection (e.g. clinical placements). 

In 2012-13 the major sub-projects will include: 

expansion of coverage to all AHPRA registered professions 

assistance to self-regulated and unregulated professions to collect data under 

the health workforce National Minimum Data Set 

inclusion of self-regulated and unregulated professions data 

inclusion of more detailed activity data 

provision of regionally based data to assist IRCTNs 

collection of clinical placement data. 


Centrally available data from which further analysis can be conducted by HWA 

staff or externally. 

Ease and level of data use. 



Innovation & 


Framework for 



STATISTICAL RESOURCE AND DATA COLLECTIONS 

47

HOW WE WORK 

Research Program 

Purpose 

To carry out a series of research projects to assist in the development of 

methodological and theoretical tools that can assist in HWA’s ongoing program 

of assessing workforce and education reform and innovation, and developing 

an improved information base on health workforce. The program will be 

conducted both internally and in collaboration with external partners. 


The broad research themes to be addressed in 2012-13 are: 

understanding rural health workforce issues 

evaluating workforce reform and innovation 

measuring and costing clinical teaching and training. 


Reports providing technical advice to HWA and stakeholders. 



Innovation & 


Framework for 



RESEARCH PROGRAM 

48

HOW WE WORK 

Providing Leadership 

Leadership for Sustainable Change 

Purpose 

To develop national health leadership training and capacity building 

mechanisms to drive innovation and reform and improve productivity. 



Developing a nationally agreed Health Leadership Framework that identifies 

qualities required to deliver leadership necessary to support innovation 

and reform. 

Developing and implementing a leadership development program that 

successfully engages the most senior and influential health leaders across the 

non-government, private and public sectors. 

Developing and implementing an effective and culturally appropriate 

leadership development program for Aboriginal and Torres Strait Islander 

health leaders. 


A nationally agreed Health Leadership Framework. 

A senior leadership development program. 

An Aboriginal and Torres Strait Islander health development program 

implemented. 



Innovation & 


Framework for 



LEADERSHIP FOR SUSTAINABLE CHANGE 

49

HOW WE WORK 

Promoting Public Debate 

Purpose 

To promote public debate by informing and engaging key stakeholders on 

health workforce reform through national engagement. 


Four key events planned for 2012-13 are: 

Healthy Australia: a series of public forums to be run across Australia which are 

designed to generate public interest in health workforce reform and engage 

the public in dialogue on critical issues facing Australia’s health workforce. 

Inaugural HWA Conference ‘Inspire 2012: Reshaping Australia’s Health 

Workforce’: This two and a half day conference will expose delegates to a mix 

of international and national health workforce reforms and innovations, building 

capacity and inspiring the collective action required to affect change. 

Future Health Leaders Conference ‘Shaping Tomorrow, Today’: This two 

day conference will engage and inspire student and early career health 

professionals in five key streams - global health, mental health, rural health, 

Aboriginal and Torres Strait Islander health and workforce innovation. 

National Innovation and Reform - A two day event bringing together national 

health workforce leaders to focus on the identification of innovation and 

reform initiatives to support the policy directions identified in HW 2025 and 

the National Health Workforce Innovation and Reform Strategic Framework for 

Action 2011-2015. 

A range of other events will be coordinated according to HWA project needs, 

such as stakeholder consultations and project network events. 


The audience mix is appropriate for each event (i.e. 80% of attendees are from 

the specific target audience). 

80% of anticipated attendance achieved. 

80% of attendee evaluations are positive and indicate improved understanding 

of the issues. 

90% of speaker evaluations are positive. 

PROMOTING PUBLIC DEBATE 

50

HOW WE WORK 



Innovation & 


Framework for 



PROMOTING PUBLIC DEBATE 

51

HOW WE WORK 

Working in Collaboration 

Collaboration 

Purpose 

To ensure collaboration and partnership with relevant organisations to support 

the HWA work plan and broader health system reform 


HWA uses the following mechanisms to foster collaboration: 

Formal Memorandums of Understanding and collaborative agreements with 

key organisations 

Collaboration with international organisations 

HWA Standing Advisory Committees 

IRCTNs 

Formal project governance which utilises experts and representatives from 

across the health, education, training, private, non-government sectors and 

professional associations and colleges. 


Broad stakeholder support for HWA activity 

Active participation in HWA work programs 



Innovation & 


Framework for 



COLLABORATION 

52

WORKING IN COLLABORATION 

53

Health Workforce Australia 2012-13 Work Plan

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