protection/tribalism; gender and hierarchy of professions; need to value teamwork and promote collaboration between professions; stop wasting resources on solving same problems e.g. 40 different handwashing courses interprofessional acceptance of plasticity – demonstrating return on investment in new models; work with the willing Identify core competencies and overlapping scopes – agree model to clarify roles and responsibilities and paddle the waka together Role swaps Cross-professional undergraduate education (fund pilot programmes); MoU between providers Tap into data to drive change Leadership barriers between professions, reduced medical elitism shortage/unmet need – burning platforms; AI replacing some skills Need to retain some specialisms People reluctant to relinquish tasks Pressure to keep achieving more qualifications Patient acceptance Output not outcome measures of health planning; need to use data for population health; Collection of ethnicity data Focus on outcomes; enhance skills in analysing, communicating information More efficient and effective planning Better consumer experience Patient expectations – wealthy communities want more but need less Technology to improve communication with service users Increased health literacy; increased self-care Equity; age Consumer engagement; Health targets drive workforce planning Need to train/deploy for local context; one size doesn’t fit all Build services/workforce around what the community wants Develop regional health/education hubs More resourcing for Maori communities; acknowledge the Treaty; establish Maori advisory team Encourage generalist training Shift more care to community Enhance team work in curricula Individuals at centre of care; Improved buy-in to services, patient experience - If it works for Maori it works for everyone Improved confidence to practice Who decides what people want/need? Who is the community? Ongoing competency/safe practice Funding/incentives shift for population needs Need to ensure sustainability of primary care - younger generations want to access Focus on what communities want; Improve access to telehealth services e.g. apps Improved access Improved health outcomes Funding models
Need to support navigation of health system; care is fragmented Improve links with NGOs; blur boundaries between primary and secondary services; look at marae models Privacy/information sharing issues Flexible work arrangements; need for work/life balance Allow part-time opportunities for all; flexible and remote working options Best use of skills Encourage return for mothers Employer flexibility Stop activities that add no real value – DAP process and replace with big transformational programmes e.g. focus on equity Challenge all process that is for process sake or only adds incremental value Effect change Increased efficiency How do we have courage for genuine transformation? Volume and flow of information between services Triage information needed Develop national co-designed single electronic health record Develop standard discharge letters Increased efficiency Improved clinical communication Registrar training Small workforces not attractive e.g. radiation oncology Don’t make Colleges bid for posts Enhance interprofessional teams Increased marketing and promotion of range of careers; develop deliberate recruitment strategies Workforce sustainability