3 · Web view2020-07-16 · PROPOSED CLASSIFICATION STRUCTURE. NON-CLASSIFICATION RELATED INITATIVES. PROFESSIONAL DEVELOPMENT. Training versus Professional Development. For the

Review of Health Professional and Related

Classifications

Final Report

January 2004

Review of Health Professional and Related Classifications – ACT Health – January 2004

ACKNOWLEDGMENTS

Interstate consultations: The Review Team wishes to express their thanks to the following organisations and individuals who had contributed to this report. We thank them sincerely for their time and the effort they made to provide valid and useful data.

Royal Prince Alfred Hospital – Sydney Physiotherapy Dept – Julie Penn Dietetics Dept – Anne Carvalho Biomedical Engineering Dept – Rowley Hillier Radiation Oncology Dept – Darren Martin and Natalka Suchowerka Pathology Dept – Michael Ko

Prince of Wales Hospital – Sydney Speech Pathology Dept – Claire Quinn Radiation Oncology Dept – Margaret Schneider Nuclear Medicine Dept – Jenny Dixon

Sydney Children’s Hospital Speech Pathology Dept – Jenny McIntyre

New South Wales Health Department Human Resources – Trevor Craft

Hunter Area Health Service – Newcastle Human Resources Dept – David Rhodes

John Hunter Hospital – Newcastle Pathology Dept (HAPS) – Garry Douglass Medical Imaging Dept – Phillip McConnell

Mater Hospital – Newcastle Radiation Oncology Dept – Karen Jovanovic

Wollongong Hospital Human Resources Dept – Wendy Collis Medical Imaging Dept – Brett Crilley Allied Health Manager – Bronwyn Schumack

Royal Brisbane Hospital Orthotics and Prosthetics Dept – Mark Holian Physiotherapy Dept – Elaine Unkles Psychology Dept – Anne Clair Pharmacy Dept – Karen Allen Occupational Dept and Allied Health Director (Acting) – Susan

Laracy Pathology Dept – Dr Michael Whiley and Paul Bailey

Queensland Health Department Allied Health Advisor – Ruth Cox Radiation Therapy Review Team Advisor – Janine Wyatt

2


Society of Hospital Pharmacist – Victoria Branch Government Liaison Officer – Susan Kainey

Austin Hospital – Melbourne Nuclear Medicine Dept – Nick Alexopoulos and David Thomas, Social Work Dept – Jill Feltham Occupational Therapy Dept – Amanda Bladen

Victorian Dental Service Human Resources Dept – Robert Croft and Tony James

Victorian Police Science Centre Human Resources Dept – Alistair Ross

Victorian Department of Health Human Resources Dept – Sue Mountford

Victorian Department of Human Services Human Resources Dept – Joanne Preston and David Reid

Bendigo Health Care Group – Bendigo Hospital Human Resources Dept – Mark Quirk Physiotherapy Dept – Melanie Taylor Dietetics and Nutrition Dept – Jenny Harriet Occupational Dept – Graeme Allan

Tertiary Institutes: The Review Team would like to thank the universities who were able to provide us with student information.

University of South Australia Flinders University Royal Melbourne Institute of Technology Monash University

ACT Health, Health Professionals: The Review Team would like to thank the Health Professional staff of ACT Health for their contribution and assistance in the gathering of information about our workforce.

3


TABLE OF CONTENTS

ACKNOWLEDGMENTS 2

EXECUTIVE SUMMARY 5

SUMMARY OF RECOMMENDATIONS 8

CONTEXT OF REVIEW 10

METHODOLOGY 11

PROCESS 13

SCOPE – WHO’S IN AND WHO’S OUT 16

COMMENTS AND RECOMMENDATIONS 18

CLASSIFICATION STRUCTURE 18

NON-CLASSIFICATION RELATED INITATIVES 24

RECOMMENDATIONS OUTSIDE OF SCOPE 27

OTHER ISSUES OUTSIDE OF SCOPE 30

4


EXECUTIVE SUMMARY

The stated objective of the Health Professional review was “To review existing classification and remuneration structures for Allied Health and related occupations in light of the industry in which they work.” This was in recognition of the ongoing recruitment and retention issues faced by the Health Professional group.

During the past three months the Review Team has conducted approximately ninety consultation sessions with ACT Health managers and professional/technical staff in an attempt to better understand the deficiencies of the current structure. The Review Team also visited operational and corporate areas in Queensland, New South Wales and Victoria.

A draft final report was tabled with the Joint Union/Management Steering Committee on 17 December 2003. The report makes recommendations based on a number of new concepts including:

Classification Related Initiatives

Classification structure

Although staff and unions pointed to NSW as the logical comparator, the NSW classification structure is discipline based. Still operating under an arbitrated award system has meant wage rates have been adjusted discipline by discipline with no real work value comparisons made across professions.

Feedback from managers, staff and unions indicated that moving away from the existing professional wide, single classification structure, to a discipline-based model would be seen as divisive and driven by “labour markets” rather than “work value”. It is also worth noting that both the HSUA and NSW operational managers were of the view that a future move to a single structure in NSW for Health Professionals was likely. It is because of these factors that a single, six level classification structure with competency and qualification based incentives have been proposed. The proposal also provides for a choice of practitioner, educator and management career pathways

The broadening of the classification bands to include competency based progression arrangements will allow ACT Health to advertise a remuneration package that would be more competitive with other states, the APS and the private sector.

Recognition of Professional Skills

During the consultation phase of the review it became apparent that one of the main factors influencing a Health Professional’s decision to leave an employer was the lack of clinical/professional career progression available. The current ACT structure has no incentives for a practitioner to remain performing professional work for the long term resulting in professionals moving in to non-practitioner management roles or seeking employment elsewhere.

The proposed structure builds in senior practitioner roles as well as competency based progression within practitioner bands. Competency based progression will allow a clinician/professional to be recognised for demonstrating a high level of competence without corrupting the work value principles underpinning the classification structure.

5


Rates of pay comparable with NSW

While there are no consistent remuneration arrangements in NSW for Health Professionals it is fair to say that they are generally more attractive than ACT Health rates. This creates significant barriers when attempting to attract and retain professionals from outside of the ACT. Attached is a table comparing NSW classification rates to the current ACT Health arrangements.

ACT universities currently provide courses in less than 25% of the approximately 30 professions employed by ACT Health. And while new graduate rates in the ACT are competitive, the rates for experienced professionals fall behind NSW leading to an exodus back across the border. To retain newly trained staff in the ACT remuneration packages must, as a minimum, be comparable with those offered by NSW

ACT health currently has difficulty in attracting and retaining Radiation Therapists, Dieticians, Pharmacists, Nuclear Medicine Technologists, Physiotherapists, Radiographers, Sonographers, Medical Physicists, Environmental Health Officers, Speech Pathologists and Neuropsychologists. Some of these disciplines are currently working at as low as 60% establishment.

Emerging shortages include Occupational Therapists, Psychologists and some specific Laboratory Scientist streams. In some departments such as Nutrition, Pathology, Podiatry and Calvary Hospital Pharmacy, there is an ageing workforce which will only serve to compound the situation as senior staff retire over the next few years.

While remuneration is not the only factor that should be taken into account when looking at workforce shortages, past experience with Radiation Therapists and Radiographers indicates that matching NSW increases the ability to recruit. It is projected that implementation of the proposed structure would have an immediate impact on both recruitment and retention rates.

Non-Classification Related Initiatives

Professional Development

It is fair to say that the professional development requirements for many professional groups can be quite onerous, particularly given issues including physical location, access to funding and the ability to backfill when away attending professional development.

The report recognizes the need to further investigate access and support to professional development for Health Professionals. A number of models have been canvassed in the report with a summary of the benefits of each model.

Market Allowance

While more competitive classification and remuneration structures will impact on ACT Health’s ability to attract and retain staff it is critical that ACT Health retain the capacity to address labour market pressures that arise from time to time. To avoid the temptation of using classification creep to address these situations it is recommended that the ability to apply a market allowance continue to be available.

Overtime/Flex at All Levels

It is apparent that a significant number of Senior Officers are currently performing over and above the hours of work normally required or expected of a Senior Officer.

6


Often a Senior Officer will cover an out of hours shift, with no financial recognition, to relieve clinical/professional staff of onerous overtime rosters. Other times it is the result of a manager that performs administrative tasks after hours because of the amount of clinical/professional work they perform during normal working hours.

It is recommended that access to overtime and flex leave arrangements be made available to all levels of Health Professionals carrying a full or part professional load. This initiative should also extend to on-call provisions.

7


SUMMARY OF RECOMMENDATIONS

Scope: Inclusions and Exclusions

1. In order to bring consistency across the Department with regards to work value and classification, it is recommended that Radiation Therapists be included in the same classification structure as other Health Professionals.

2. It is recommended that Technical Officer positions, specifically health related, requiring a mandatory qualification at the Associate Diploma level be moved into any new Health Professional classification structure.

3. It is recommended that TO1 and TO2 health support positions be reviewed in the future in order to identify the Organisations support role needs.

4. Due to the extensive qualification requirements for registration as a Medical Physicist, it is recommended that further investigation be carried out on the merits of a specific classification for this group. In the interim, it is recommended that they are included in any new Health Professional classification structure.

5. As feedback from Clinical Coder staff and Health Information Managers has been positive about their new classification structure, it is recommended that Clinical Coders remain in their current structure.

Classification and Remuneration

6. It is recommended that ACT Health adopt a six level classification structure, for Health Professionals, with professional career options and competency based personal up-grades as proposed within the report.

7. It is recommended that the Health Professional classification structure be underpinned by remuneration arrangements that are competitive with NSW Health.

8. It is recommended that all PO1/HP2 Health Professional staff working as sole practitioners, as defined by relevant work level standards, be classified at PO2/HP3.

9. There needs to be recognition of the difference between training and profession specific professional development. It is recommended that Professional Development needs to be specifically funded and supported throughout ACT Health. The application of such funding requires further debate.

10. It is recommended that ACT Health retain the ability to apply a market allowance to address labour market issues.

11. It is recommended that access to overtime and flex leave arrangements be available to all levels of Health Professionals carrying a full or part-time professional load.

12. As a sub-committee of the ACT Government Joint Council, an ACTPS wide joint union/management consultative committee, are currently reviewing on-call/re-call arrangements on a service wide basis, the Review Team has chosen not to make any recommendation on these issues, other than to say that any

8


arrangement must be applied consistently and to all levels of Health Professionals carrying a clinical/practitioner specific load.

Out of Scope Recommendations

13. It is recommended that an operational focus on workforce planning be established, close to both recruitment and operational areas, to develop and implement recruitment and retention strategies for all health related disciplines.

14. It is recommended that a database be established to gather discipline specific workforce data to assist in understanding the workforce makeup and emerging workforce issues.

15. It is recommended that stronger relationships be built with other jurisdictions to allow for better information sharing and planning.

16. It is recommended that ACT Health support, encourage and monitor the participation of its Health Professional workforce in undergraduate and post-graduate clinical/professional education programs.

17. It is recommended that ACT Health make further use of flexible working arrangements as a recruitment and retention strategy.

9


CONTEXT OF REVIEW

During the ACT Health negotiations for the current certified agreement the issue of staff shortages amongst professional staff became a major focal point. While both parties acknowledged ongoing recruitment and retention issues, ACT Health was not convinced that an across the board, relative salary increase, greater than that passed on to the broader ACTPS was an acceptable solution.

As a result the parties agreed to a more detailed review of classifications for the professional group. This was also in recognition that the current structure was based on the Commonwealth Public Service model and pre-dated the inception of the ACT Government and the ACTPS as a stand-alone public service.

Section V of the current “ACT Health Clerical, Technical, Professional and General Service Officer’s Agreement 2003-2004” commits the parties to conducting a “joint review of Allied Health Professional and related classifications”.

Section V – Allied Health Professionals and Others

130. Review of Allied Health Professionals and Related Classifications

130.1 Preamble

ACT Health recognises the need to address the workforce issues regarding Allied Health Professionals and related classifications. To address the issue a joint union/management review of all allied health and related classifications will commence immediately following certification of this agreement. This comprehensive review will be finalised by October 2003 to allow time for consideration of its findings prior to the next agreement. The intention of this review is to recognise when classifying occupations within the allied health area that appropriate work value, remuneration and employment conditions comparators exist within the broader health industry.

Subject to the agreement of the relevant parties, the outcomes of the review will be implemented either by variation to this agreement, a further certified agreement during the life of this agreement, or a successor agreement to this agreement.

130.2 Objective

“To review existing classification and remuneration structures for allied health and related occupations in light of the industry in which they work.”

130.3 Joint Working Party

A joint working party will be established to oversee progress of the review and the implementation of any outcomes. The working party will be made up of representatives from:

Relevant unions ACT Health Any other relevant ACTPS agency with an interest

130.4 Other Stakeholders

It is recognised by all parties that the Chief Minister’s Department (CMD) is the policy setting organisation regarding employment arrangements in ACT Government. CMD will be invited to participate in working party meetings.

10


130.5 Scope of Review

The review will cover all Conditions of employment including, though not limited to:

Rates of Pay Allowances – including: shift work, on-call/recall, uniform, Work value – including: upskilling, broadskilling and specialising Workload issues Hours of duty Qualification requirements Registration requirements Professional development Previous experience recognised on appointment Incremental advancement systemsIn conducting the review ACT Health will gather information from NSW, Victoria, and other relevant State and Federal Government jurisdictions, as well as the private sector where appropriate. The review will also look at other comparative occupations ie. Nurses.

130.6 Timeframe

While the parties acknowledge the size of the exercise it is important to put targets to stages of the review. The following dates are intended only as indicators, however if any party believes there is an unnecessary delay in progressing the review the dispute settlement procedures of the agreement should be accessed.

June - Identify occupational groupingsJuly-August - Information gatheredSept-Oct - First draft of proposed structure tabledOctober - Proposed translation arrangements tabled

METHODOLOGY

Steering Committee and Review Team

A Senior Human Resources Practitioner was identified as co-ordinator to coordinate the establishment of a Joint Union Management Steering Committee to oversee the review. The draft project plan, generated by ACT Health, was tabled at the first Steering Committee meeting on 14 August, 2003, for endorsement. While the project plan remained a draft document for the life of the review it formed the basis for a proposed way forward. A copy of the draft project plan can be found at Appendix 1.The project plan suggested a three person review team to conduct the review under the direction of the steering committee. It was proposed the membership of the Review Team consist one Senior HR practitioner, one Senior Professional Manager and one union nominated Health Professional. Following further negotiation it was agreed to increase the membership to include a second union nominated Health Professional.

Expressions of interest were sought to fill the positions of Senior Professional Manager and union nominated Health Professionals. The role of the Senior Professional Manager was to liaise with management as well as to bring an organisational focus to the project. The union nominated representatives role was to bring a level of technical knowledge to the project as well as credibility to the process.

11


Steering Committee Membership

Management

Laurann Yen – Comm Health (Chair)Brian Jacobs – Mental HealthPeter Kaylock – The Canberra HospitalDeborah Clark – Calvary HospitalJohn Woollard – Health Protection ServicesDoug Jackman – Corporate DivisionKaren Murphy – Allied Health AdvisorWendy Edwards – Review TeamChris Hodgson – Review TeamChris May – Chief Minister’s Dept

Mick Beardsley – Disability ServicesPauline Brown – Disability ServicesUnion

Steve Percival – CPSUMartin Sainsbury – APESMAIan Faulks – AMWUBert Coquilan – HSUADarren Brown – HSUATerry Rafferty – HSUA AlternateMary Brun – Review TeamEmma Enzerink – Review Team

Review Team

Wendy Edwards – Business Manager, ACT PathologyChris Hodgson – Manager, Workplace RelationsEmma Enzerink – Physiotherapist, Calvary HospitalMary Brun – Laboratory Scientist, ACT Pathology

Reporting Lines

The Review Team met on a regular basis with the Steering Committee to seek endorsement of the broad approach of the project, to table findings and formulated ideas, and to seek further direction.

It must be recognised that while the Steering Committee involves senior portfolio managers, the ultimate decision making body for ACT Health is the Portfolio Executive Group.

12


PROCESS

1. Identifying Health Professionals within ACT Health

Early into the project, the complexity of identifying and mapping the staff for whom the review was intended became apparent: 28 disciplines across five divisions in a multitude of locations.

A two-fold approach was taken to identify and map the ACT Health Professional workforce. Firstly the Management Representative met with managers across the portfolio to acquire information including disciplines within programs, location of staff, staffing establishments and vacancy rates. Secondly, information was obtained from the Perspect Pay System and Calvary Hospital Human Resources Department.

2. Review of University Courses

From Tertiary Institution websites, Professional Association information, JobSearch and other websites, and local Health Professionals a summary of Health Professional courses available across Australia and the ACT was complied, see Appendix 10.

3. Communication Strategy

With consultation as a key focus of the Review Team, communication with staff to seek their involvement was paramount. Two communication strategies were utilised. Firstly, a Health Professional Review Team email address was established where staff were invited to make comments, raise issues or to ask questions. The second was to utilise a newsletter format to inform staff of the aims and objectives of not only the total project, but also of the separate stages within the process. Three newsletters were distributed during the life of the project.

4. First Staff Consultation Process

From the identification and mapping information, program based staff consultation sessions were organised. The purpose of the first round was to gain an understanding of the issues faced by professionals, as well as tap into their industry knowledge regarding models from other jurisdictions. (Appendix 5 contains a list of consultations and Appendix 6 a summary of feedback from the first round of staff consultation.)

A number of out-of-hours and generic sessions were organised to facilitate maximum access to Health Professional staff.

Questions put to focus groups included:

Service provided Allowances paid Ability to take leave Access to flex Access to professional development Career/Professional advancement Other issues

During the first 6 weeks of the project, approximately 90 sessions with managers and professional staff occurred.

13


5. Workforce Survey

A survey was distributed via email in an attempt to attain a clear picture of the Health Professional workforce, as well as to quantify how staff felt about their workplace.

The survey was designed based on ideas from the Western Australian Allied Health Taskforce of Workforce Issues Questionnaire, and the People Matter Survey 2002/2003 developed by the Office of Public Employment, Victoria.

Part 1 of the survey was designed to obtain a demographic snapshot of the workforce so as to allow for future comparisons and to highlight some demographic issues such as age, and information on levels of professional experience, while Part 2 aimed to obtain a clear quantifiable measure of staff satisfaction in a range of work based topics.

A total of 344 surveys were returned representing about 45% of the Health Professional workforce. Appendix 12 contains the survey and data charts.

6. Information From Other Jurisdictions.

Following the first round of staff consultation the Review Team visited operational and corporate areas in Queensland, New South Wales and Victoria. (Appendix 7 provides a detailed breakdown of those areas approached.) The main purpose of these visits was to:

Obtain a view on pros and cons of their classification structures; Gain an understanding of the application of Awards and Agreements with

regards to operational, classification and work value structures; Look at vacancy rates and any initiatives they had in place to address

shortages; and Investigate other factors such as professional development schemes and

allowance arrangements.Information gathered from other jurisdictions is available in Appendix 8.

7. University Questionnaire

A series of questions was distributed to 11 universities throughout Australia involved in training Health Professionals required by ACT Health.

The information the review team was seeking included:

Course TER for 2001, 2002 and 2003 Number of enrolled students for a given course in 2001, 2002, and 2003 Number of graduating students for a given course in 2001 and 2002 New graduate employment placement requirements How student clinical placements are organised Effect of graduates on local workforce needs HEC costs per course as of 2003 Post-graduate course available for a given discipline

Appendix 11 contains the data received.

14


8. Concept Formulation and Staff Feedback

Following the compilation of information gathered from staff, management and interstate jurisdictions, the team developed a set of core concepts, which were tabled in a preliminary report to the Steering Committee on the 26th November 2003.

The preliminary report included a draft classification structure and a number of other initiatives. Following some minor changes influenced by the Steering Committee, a summary paper was then put to a targeted management group for comment prior to going back to staff for a second round of consultation.

A second round of staff consultation was then conducted, deliberately around discipline specific groups, focusing mainly on the merits of the proposed classification structure.

Appendix 9 contains summary of consultation comments.

DEFINITION OF “HEALTH PROFESSIONAL”

For the purpose of this review the term Health Professional refers to:

“Professionals who diagnose and/or treat physical and mental illnesses and conditions and recommend, administer, dispense and develop medications or treatments to promote, restore or manage good health…In addition science and engineering professionals have been included who perform analytical, conceptual and practical tasks in the health environment.”

Reference Australian Bureau of Statistics – Australian Standard Classification of Occupations

The professions identified as encompassing “Health Professionals” will have a level of skill commensurate with an associate diploma or bachelor degree or equivalent qualification. Where industry or legislation demands, relevant experience is required in addition to the formal qualification.

The term Health Professional will be used for the following professions; Biomedical Engineers and Technicians, Cardiac Perfusionists, Cardiac Technologists, Dental Hygienist/Therapists/Prosthetists, Dieticians, Environment Health Officers, Environmental Scientists, Forensics Scientists, Genetic Counsellors, Health Information Managers, Medical Laboratory Scientists and Technicians, Mammographers, Neurophysiologists, Neuropsychologists, Nuclear Medicine Technologists, Occupational Therapists, Orthotists/Prosthetists, Pharmacists, Physiotherapists, Podiatrists, Psychologists, Radiographers, Radiation Therapists, Radio-Pharmacists, Remedial Therapists, Social Workers, Speech Pathologists, Sonographers and Thoracic Technologists.

Due to the breadth of the review, the word clinical has been used to generically cover work not only in relation to direct patient care, but other work done specific to the disciplines listed.

Work Value (Definition)

For the purpose of this review, work value relates to “the nature of the work, skill and responsibility required or the conditions under which work is performed.”

Reference: National Wage Case of October 1993.

15


SCOPE – WHO’S IN AND WHO’S OUT

Disciplines to be Included

Currently the Health Professional workforce is covered by the ACT Health Clerical, Technical, Professional and General Service Officers Certified Agreement 2003-2004. However there are several different classification and remuneration structures covering the disciplines included in the scope of this review. In order to bring consistency across the Department in regard to Health Professional’s work value and classification, it is proposed to bring a number of employment groups that currently sit outside the Professional Officer structure into the proposed Health Professional structure. These groups have comparable work value or in the case of some technical classifications actually perform the same duties.

Prior to the last round of enterprise bargaining a Radiation Therapist specific classification structure was created through the use of Australian Workplace Agreements. The main driver behind the establishment of the new structure was a need to address a labour market issue. This classification structure was then rolled into the new Certified Agreement in April 2003. The new structure is in no way consistent with work value standards applied to other ACT Health professionals. It was also seen by other professionals as inappropriate and not equitable.

It is the recommendation of the Review Team that Radiation Therapists be included in the same classification structure as other Health Professionals disciplines included in the scope of this review. At the commencement of the review both Radiation Therapy management and staff requested to be involved in the review. Any continuing labour market issues could then be addressed through a market allowance in the same way as pharmacists and radiographers/sonographers. It is also worth mentioning at this point that ACT Health has very competitive remuneration for Radiation Therapists. In fact, ACT Health currently pays between 5% 20% above NSW rates, depending on the interpretation given to work value standards. While it is acknowledged there is an Australia wide shortage, the agencies approached by the Review Team were all at or close to full establishment.

In order to bring consistency across the Department with regards to work value and classification, it is recommended that Radiation Therapists be included in the same classification structure as other Health Professionals.

At the outset of the review a decision was made to include Technical Officer classifications where work performed was in a specifically health related field, and where there was the requirement for a mandatory qualification. In general this covered all technical classifications at Technical Officer Grade 2 (TO2) and above with the exception of some officers at the TO2 level working in Pharmacy, Pathology and Physiotherapy where there was no mandatory qualification requirement. Following a closer look at this group it is proposed that Technical Officers requiring a mandatory qualification at the Associate Diploma level be moved into any new Health Professional classification structure.

It is recommended that Technical Officer positions, specifically health related, requiring a mandatory qualification at the Associate Diploma level be moved into any new Health Professional classification structure.

In working through the issue of identifying which Technical Officers were comparable to professionals it became evident that many staff employed at the TO1 and TO2 classifications were undertaking health support roles. While the existing Technical

16


Officer structure allows for not having a qualification it does not promote career opportunities for these staff. It is the recommendation of the Project Team that these health support positions be looked at separately in order to identify the organisation’s support role needs. It is possible that this type of position could be developed over time to take on less complex tasks currently carried out by qualified staff. It could also improve career opportunities for staff.

Disciplines to be Excluded

A separate classification structure already exists for Dentists. It is also clear dentists are not included with Health Professionals in any other Australian jurisdiction. It was therefore felt that in the ACT this should continue to be the case.

While Medical Physicists are included in the current Professional Officer classification in ACT Health they are captured in various ways across the other States. Primarily because of the extensive qualification requirement for registration as a Medical Physicist it would be difficult to incorporate this group into the Health Professional structure without the group being disadvantaged. The Review Team proposes that further investigation be carried out on the merits of a specific classification for Medical Physicists.

It is recommended that further investigation be carried out on the merits of a specific classification for Medical Physicists. In the interim, it is recommended that they are included in any new Health Professional classification structure.

Although in most jurisdictions Health Information Officers are included with Health Professionals, as they are in the ACT, Clinical Coders are not. As a result of recruitment problems, the Clinical Coder classification structure has only recently been reviewed and updated. The structure is competency based and, although there continues to be a labour shortage, is very competitive in comparison to other areas. The new structure has not been in place long enough to effectively evaluate. It would be detrimental to propose a second structural change in such a short time frame. It is also fair to say that the Clinical Coders indicated that they where quite satisfied with their current structure.

As feedback from Clinical Coder staff, and Health Information Managers, has been positive about their new classification structure, it is recommended that they remain in their current structure.

Hospital Librarians are currently classified as Professional Officers, however they are not included as Health Professionals in the majority of other jurisdictions. It is also apparent that, while Hospital Librarians tend to remain within the health sector, their work value is best compared to other librarians. Taking this into consideration the potential would exist for a flow on to other ACT Government agencies if this group were picked up in the new classification structure. It would be more appropriate that any review of librarians be conducted at a whole of ACT Government level.

Within the Technical Officer classification, there are an array of staff without formal qualifications specifically required for the position in which they are employed. They are in the main at the TO1 level with a small number at the TO2`s. Within the therapy areas they are often locally titled as Assistants, for example Physiotherapy or Pharmacy Assistants. These staff usually have good local knowledge of the department in which they work, are multi-tasked and are of high value to their local department. They do a multitude of predictable and routine tasks that allow health professionals to maximise their time doing discipline specific work.

17


While it was not seen as appropriate to include this group in the review it could be productive to have a closer look at their role and how they might be better organised in support roles across the portfolio.

It is recommended that TO1 and TO2 health support positions be reviewed in the future in order to identify the organisations’ support role needs.

A consistent message given during Consultation Round 1 was that work intensity is constantly increasing for range of reasons. However, the access to Assistants/support staff in some areas is not available. Examples: Podiatrists currently have no assistant support and utilise lunch breaks to clean and autoclave equipment; Nuclear Medicine Technologists take their own bookings as there is no designated clerical support.

Given the shortages of staff and increases in service demands for Health Professional skills, it only seems sensible that there is increased access to both health assistant and clerical support staff across the board in Health Professional areas to maximise Health Professional time to their discipline specific skills.

COMMENTS AND RECOMMENDATIONS

The following proposals bring together a number of more positive aspects of the current ACT model and models from other jurisdictions in an attempt to deliver a new classification structure that builds in incentives and rewards, while recognising the increasing need for Health Professionals to up-skill and specialise within disciplines.

A number of non-classification initiatives have also been recommended in recognition that:

Senior clinical staff historically have not had access to the same conditions of employment made available to the PO1 and PO2 levels;

Access to professional development is difficult for some disciplines due to lack of funding, the inability to backfill and physical location

Labour market pressures will continue to be an issue for this group at least in the short to medium term.

The Review Team has also made observations and recommendations that were not necessarily within the scope of the review on the basis of information gathered or provided during the local and interstate consultation phase.

CLASSIFICATION STRUCTURE

Single, Six Level Structure

Although staff and unions pointed to NSW as the logical comparator, the NSW classification structure is discipline based. Also, operating under an arbitrated award system has meant NSW wage rates have been adjusted discipline by discipline with no real work value comparisons made across professions.

Feedback from managers, staff and unions indicated that moving away from the existing professional wide single classification structure to a discipline based model would be seen as divisive and driven by “labour markets” rather than “work value”. It is also worth noting that both the HSUA and NSW operational managers were of the view that a future move to a single structure in NSW for Health Professionals was likely. It is because of these factors that a single, six level classification structure with competency and qualification based incentives, is proposed. The proposal will also provide for a potential choice of clinical, educator and management career pathways.

18


The six level classification structure addresses most of the issues identified during the consultation process and includes some of the better features from classification structures in other jurisdictions. Primarily they are the inclusion of a discrete classification level for new graduates and the opening up of the Senior Professional Officer level to offer greater flexibility as a recruitment and retention strategy.

Broadbanding of the HP2 and HP3 was also considered and is operating successfully in some structures interstate, however the feedback from programs was that this would create operational issues.

The broadening of the classification bands to include competency based progression arrangements will allow ACT Health to advertise a remuneration package that would be more competitive with other states.

It is recommended that ACT Health adopt a six level classification structure, for Health Professionals, with professional career options and competency-based personal upgrades as proposed within the report.

Recognition of Professional Skills – Competency Based Progression

During the consultation phase of the review it became apparent that one of the main factors influencing a Health Professional’s decision to leave an employer was the lack clinical/professional career progression available. The current ACT structure has no incentives for a clinician/practitioner to remain performing professional work for the long term resulting in professionals moving to non-practitioner management roles or seeking employment elsewhere.

The proposed structure builds in senior clinical roles as well as competency based progression within practitioner bands. Competency based progression will allow a clinician/professional to be recognised for demonstrating a high level of competence without corrupting the work value principles underpinning the classification structure.

Progression between classification levels will be on merit with the exception of:

HP1 to HP2 where there is a requirement for a mandatory level of competence; and

accessing the HP5 National Expert classification.Increment progression within classification levels will be consistent with the current arrangement.

Higher Qualification Recognition

Recognition and reward for individuals who have taken the further step of achieving a post-graduate qualification relevant to their current position, is a retention strategy currently utilised within the Victorian health system. The Victorian model applies an allowance linked to the value of the qualification.

The issues around an allowance include; the acknowledgement that the ability to obtain further qualifications differs in availability from profession to profession, in differing life situations, and operational workloads. Also recognised is that further qualifications may not necessarily translate into increased benefit at the workplace. With the introduction of the personal up-grade, there is also a potential equity issue of obtaining both access to further pay points and an allowance while performing the same work standard level of someone without a further qualification.

19


The Review Team felt that the recognition of postgraduate qualifications was important, however, the application of a classification based model was more broadly supported than the application of an allowance. There was the view that post-graduate qualifications could be best linked to competence and therefore should form part of any competency progression.

Rates of pay comparable with NSW

While there are no consistent remuneration arrangements in NSW for Health Professionals, it is fair to say that they are generally more attractive than ACT Health rates. This creates significant barriers when attempting to attract and retain professionals from outside of the ACT. Attached at Appendix 2 is a table comparing NSW classification rates to the current ACT Health arrangements.

ACT universities currently provide courses in less than 25% of the approximately 30 professions employed by ACT Health. And while new graduate rates in the ACT are competitive, the rates for experienced professionals fall behind NSW leading to an exodus back across the border. To retain newly trained staff in the ACT remuneration packages must, as a minimum, be comparable with those offered by NSW.

ACT health currently has difficulty in attracting and retaining Radiation Therapists, Dieticians, Pharmacists, Nuclear Medicine Technologists, Physiotherapists, Speech Pathologists, Radiographers, Sonographers, Medical Physicists, Environmental Health Officers and Neuropsychologists. Some of these disciplines in the past have worked at as low as 60% establishment.

Emerging shortages include Occupational Therapists, Psychologists, Podiatrists and specific Laboratory Scientists streams. In some departments such as Nutrition, Pathology, Podiatry and Calvary Hospital Pharmacy, there is an aging workforce, which will only serve to compound the situation as senior staff retire over the next few years.

While remuneration is not the only factor that should be taken into account when looking at workforce shortages, past experience with Radiation Therapists and Radiographers indicates that at least matching NSW increases the ability to recruit. It is projected that implementation of the proposed structure would have an immediate impact on both recruitment and retention rates.

It is recommended that the Health Professional classification structure be underpinned by remuneration arrangements that are competitive with NSW Health.

Sole Practitioner

Information gathered during consultation indicated that some positions were classified at the PO2 level, where they might otherwise have been classified at PO1 but for the lack of access to professional supervision, based on the previous ACTPS Work Level Standards.

The Review Team did not assess past application of Sole Practitioner Standards to current positions. However, it is the view of the Review Team that a Health Professional working as a sole practitioner, as defined in the relevant work level standards, classified at a PO1 or HP2, be classified at the PO2 or HP3 level.

It is recommended that all PO1/HP2 Health Professional staff working as sole practitioners be classified at PO2/HP3.

20


PRINCIPLES BEHIND THE PROPOSED STRUCTURE

In an attempt to address common Health Professional issues identified during the review a single six level classification structure has been proposed. Appendices 3 and 4 provide further information on definitions and work level descriptions of the classifications.

Health Professional Level 1 – New Graduate Classification

It is proposed that Level 1, comprising several pay points, be the entry level for all new graduates, whether it is an intern year, a Professional Development year or at the completion of either an associate diploma, or a three, four or five year degree. The HP Level 1 starting increment will be determined by the specific disciplines based on length and clinical significance of the degree.

Currently most new graduates enter directly into the PO1 structure at a level commensurate with their qualification however new graduates do not meet the Work Level Standards for this classification and it was felt that a classification that recognised the professional training and support required at this level was needed.

Health Professional Level 2

Once graduates have successfully completed the ‘intern’ year they will progress to Level 2 at an increment commensurate with the value of their qualification. For example an associate diploma would commence at the first HP2 increment whereas a three year degree would commence at a higher increment. (More work needs to be carried out on establishing the value of qualification packages.) HP2 level staff would then progress incrementally through the classification on an annual basis.

Once a Health Professional has spent a minimum of one year at the top increment of the HP2 classification, an application for a “Personal Upgrade” can be made. The applicant’s competency will be assessed against profession specific criteria, to allow progression to a pay point equivalent to the first increment of the Health Professional Level 3 (HP3) classification. Annual progression will only extend to increment two of the HP3. The ‘Personal Upgrade’ allows for structural flexibility to acknowledge experience and competence. Further work will need be done to develop general process guidelines and discipline specific assessment criteria.


The HP3 classification reflects the work levels of the existing Professional Officer Grade 2. This level encompasses the Health Professional who, as well as performing routine professional work, also performs novel, complex or critical professional work under professional supervision or who works as a sole practitioner.

Once a Health Professional has spent a minimum of one year at the top increment of this classification, application for a ‘Personal Upgrade’ can be made on the same basis as a HP2. Again further work will need to be done to develop the process and assessment criteria.

The application of a sole practitioner should be applied consistently across ACT Health to include all health professionals working alone, performing routine professional work under minimal professional supervision. However this should only be applied for the periods that staff are functioning as sole practitioners.

21



The HP4 classification provides a career structure for Health Professionals to advance to either the position of a senior specialist practitioner or educator/tutor as well as the traditional manager classification.

Before a HP4 is created an operational need for a position at this level should be identified. The establishment of senior practitioner positions should include both HP3 and HP4 positions at any given time.

Health Professional Level 5 – Expert Practitioner

This level should only be approved to reward the outstanding achievement and performance of a Health Professional who is acknowledged as a national leader in their professional field. At least part central funding should be made available for a position at this level to allow for the occupant to carry a reduced clinical/practitioner load while performing research and education duties. There should be flexibility in working/funding arrangements to allow the occupant time to take on research, education and writing/presenting etc. Further work will need to be done to develop the details around accessing this position.

Health Professional Level 5 – Manager

The HP5 classification reflects the work levels of the existing Senior Professional Officer Grade B.


The HP6 classification reflects the work levels of the existing Senior Professional Officer Grade A.

22


Health Professional

Level 6

Health Health ProfessionalLevel 5

National Expert

Professional Level 5

Manager

Health Health HealthProfessional Professional ProfessionalLevel 4 Level 4 Level 4

Specialist Practitioner

Tutor/Educator

Manager

PersonalUpgradePersonal Upgrade

HealthProfessional

Level 3

PersonalUpgradePersonal upgrade

HealthProfessional

Level 2HealthProfessional

Level 1

PROPOSED CLASSIFICATION STRUCTURE

23

HP1 - New Graduate EntryProgression to HP2 is after successful completion of all relevant professional requirements (equivalent to at least a full time year).


NON-CLASSIFICATION RELATED INITATIVES

PROFESSIONAL DEVELOPMENT

Training versus Professional Development

For the purpose of these discussions, training refers to both the maintenance of skills as well as broad “corporate” training meaning generic organisational training such as computer skill training and courses for developing interpersonal skills.

Professional Development (PD) refers to discipline specific education that not only maintains but also furthers the professional skills of the individual. It is the education required to remain up-to-date with technology and research.

During consultation with staff, it has become clear that Professional Development is a significant area of need. There is concern that any proposed changes to existing PD arrangements will reduce funding to areas that have a working model in place. Also of concern is the ability to release staff to attend PD due to operational requirements.

Funding within ACT

Currently the funding support or budget for PD varies from location to location. While some areas indicated access to and funding of PD was not an issue, other areas raised problems such as: little or no local budget, lack of budget control, inadequate staffing to allow the release of staff, no access to Private Practice Fund. Other issues raised specifically by staff included:

Approval processes can go through non-health professionals who are unable to properly assess their PD needs.

By far, majority of most appropriate profession specific PD is not available in the ACT.

The most common issue raised as a barrier to access of PD is the lack of operational backfill.

Other Jurisdictions

Consultation with other jurisdictions also revealed an inconsistency of PD funding models. Some departments had no budget and used non-salary budget, had budget based on number of staff ranging from $200 per staff member to 2% of all private earnings of a unit put aside for PD (equating to approx $2,500 per staff member). Some areas created PD trusts through earnings of marketable products or profits made through casemix model.

Funding Models

The following models were put to the management and discipline specific focus groups to gain an opinion on which might best suit ACT Health’s and its staff’s requirements. However, while some models were preferred over others there was no consensus on a standout approach. It is therefore proposed that further investigation be carried out before a decision is made about which approach to take.

24


Central Funding.With equity of access process and varying funding as consistent issues, one model suggested by staff has been a central pool of funds that is administered centrally or through the Staff Development Unit with Health Professional Representation.

Pros: Firstly the process of access is the same no matter which area or discipline the staff member applying for funding is working. Secondly, the use of funds can be used imaginatively to import experts, to run locally based PD, or to fund new initiatives that are PD orientated. It enables maximum flexibility in how funds are utilised. Thirdly, if reported on annually, funding allocation would be a transparent process.

Cons:There is a potential that the bureaucratic process of applying for funding to become to a hurdle in itself if it takes too long to enable access to funds for PD where short notice of the course/workshop is given. Who would administer the process is another issue. Lastly, some groups may still perceive themselves not having the same access to supported funding as others if the processes are not transparent.

Central Profession Based Funding.A suggestion was made that each profession is allocated a central fund for access of staff in that specific discipline. This is a variation of the above Central Funding Model which would allow each discipline greater involvement in where the funding is utilised, however it may be perceived as limiting to professions with small staff numbers.

Personal Allocation.This model suggested by an array of staff is the annual allocation of funds directly to each staff member.

Pros:Each and every staff member gets some funding support in a transparent manner. It allows the ability to include in advertisements a guaranteed PD allowance. If the allocations were administered as a personal “bank”, it would allow staff to save up their PD funds from one year to the next if they are aware of a more costly but appropriate course or conference occurring in the future.

Cons:The administration of a personal “bank” would be difficult. If this were tracked locally, PD funds would need to be separate to allow it to roll from on year to the next. As there is no central fund, the ability of using the funds in alternative ways would not exist so flexibility of use would be compromised.

Combination ModelThis proposed model is a combination of the Central Funding model and the Personal Allocation model. A proportion of the total PD funds would be allocated to each staff member in this model, but the rest would be centrally held for PD initiatives to allow for support for innovative and multi-disciplinary PD programs.

There needs to be recognition of the difference between training and profession-specific professional/clinical development. It is recommended that Professional Development needs to be specifically funded and supported throughout ACT Health. The application of such funding requires further debate.

25


Market Allowance

It is critical that ACT Health retain the capacity to address labour market pressures. To avoid the temptation of using classification creep in these situations it is recommended that the ability to apply a market allowance continue to be available.

Clearer guidelines and processes need to be established to allow not only consistency of application and review arrangements for this allowance, but to allow longer-term strategies to be initiated and assessed.

ACT Health Clerical, Technical, Professional and General Service Officers Certified Agreement 2003-2004 includes “as soon as the Agency determines that there is a need for special employment arrangements that require specific occupational group related payments to meet operational requirements, the relevant union (s) will be consulted. The purpose of the consultations will be to develop a framework under which these payments may be applied”.

The application of a Market Allowance has been utilized in the areas of Medical Imaging, and Pharmacy in an attempt to assist in the recruitment and retention of staff due to local and national shortages.

It is recommended that ACT Health retain the ability to apply a market allowance to address labour market issues. Clearer guidelines and processes need to be established for application and review of such market arrangements.

Overtime/Flex at All Levels

It is apparent that a significant number of Senior Officers are currently performing over and above the hours of work normally required or expected of a Senior Officer. This has come about because of staff shortages and the resulting need for operational loads to be covered in peak times, or the backfilling of absent staff.

Often a Senior Officer will cover an out of hours shift, with no financial recognition, to relieve clinical/professional staff of onerous overtime rosters. Other times it is the result of a manager that performs administrative tasks after hours because of the amount of clinical/professional work they perform during normal working hours.

It is recommended that access to overtime and flex leave arrangements be made available to all levels of Health Professionals carrying a full or part professional load. This initiative should also extend to on-call provisions.

On-call/Re-call

The application of the on-call/re-call provisions are inconsistently applied across the Portfolio. Some areas are paying on-call allowances determined by the General Conditions Award, other areas are paying restricted duties rates determined by the Restricted Duty Award.

Currently on-call/re-call provisions technically apply only to PO1-2 and TO1-4. However, some areas have local arrangements where Senior Officers are recognised for out of hours work for professional/clinical reasons, usually due to inadequate clinical/professional staffing levels.

While the ACT pays the Award requirement of minimum 3 hours regardless of the number of call-outs in that period, NSW pays minimum 4 hours per callout regardless of the time involved in each callout. There was some anecdotal information indicating

26


this was done to deter doctors and nurses from re-calling professional staff unless absolutely necessary.

Although the scope of the review extended to allowances, the Review Team chose not to make a recommendation at this stage regarding remuneration arrangements relating to on-call/re-call. A sub-committee of the ACT Government Joint Council, an ACTPS wide joint union/management consultative committee, is currently reviewing on-call/re-call arrangements on a service wide basis. The Review Team felt it would be inappropriate to pre-empt any outcomes that the review might deliver except to say that any arrangements that are put in place should be applied consistently and to all levels of Health Professionals carrying a full or part clinical/practitioner load.

The review team has chosen not to make any recommendation on these issues, other than to say that any arrangement must be applied consistently and to all levels of Health Professionals carrying a clinical/practitioner specific load.

RECOMMENDATIONS OUTSIDE OF SCOPE

It is fair to say that a number of problems were encountered while conducting the review. Although the following comments/recommendations fell outside of the Scope of the review the Review Team felt it appropriate to make the following observations:

Workforce Planning

While there is a workforce unit located in the Policy and Planning Branch of ACT Health the focus of this group seems to be at a high level, providing input to policy development and national initiatives. An opportunity now exists to build on and learn from the information gathered during the professional review.

The Review Team recommends that an operational focus be established, close to both recruitment and operational areas, to develop and implement recruitment and retention strategies for all Health related disciplines.

Lack of workforce statistical information

In understanding workforce trends the requirement exists to fully understand the workforce makeup. Currently the systems available to ACT Health can only provide information such as demographics at a Professional Officer level. More specific discipline based data would be of great value to accurately monitor our workforce.

The Review Team recommends that a database be established to gather the types of information mentioned above.

Traineeships/Cadetships

A number of Health Professionals commented on the lack of access to traineeships/cadetships. In the past disciplines such as Laboratory Science offered opportunities to gain a range of skills and experience in working environment.

The benefits of such programs are that they allowed the employer the opportunity to provide training, which is tailored to be organisation specific.

Cadets can enter training at different levels depending upon educational and/or skill level and experience. However, positions for non-qualified staff would not be part of the new classification structure.

27


Market Information

Most representatives from interstate health services were cooperative in providing information, however, it was apparent while other States were also looking at Health Professionals there was no real networking or partnerships in this exercise.

The Review Team recommends that stronger relationships be built with other jurisdictions to allow for better information sharing and planning. A national register of remuneration and conditions of employment would go a long way to stem the competition between States.

Generic Therapist

Recently proposals have been put forward to explore the concept of a generic therapist in an attempt to address the Health Professional deepening recruitment and retention problem. This will only have a detrimental effect on Health Professionals as a whole, with the loss of professional identity and the downgrading of discipline specific skills, knowledge and expertise. The negative impact on service delivery could be politically risky.

Partnerships with Universities

Most undergraduate courses are designed to provide new graduates with broad, general knowledge of the discipline rather than preparation for a specific workplace.

Better workforce preparation and fit can only occur where there are collaborative, cooperative and constructive relationships with the universities that train the Health Professional workforce, the professional associations and the employer.

ACT Health provides clinical/work-based education (undergraduate placements) for a number of the disciplines. There are some difficulties experienced in a number of areas with respect to ability of clinicians and management to participate fully in clinical education programs. Difficulties arise as a result of increasing workloads and current staffing. (The number of placement possible is affected by the size of the workforce in a given area.)

ACT Health support, encourage and monitor the participation of its Health Professional workforce in undergraduate and postgraduate clinical education programs by:

Supporting and encouraging the development of joint-funded clinical and research Health Professional positions.

Recognising participation in relevant training and the development of advanced clinical education skills as a means of career development and progression.

Collecting information that describes and quantifies the involvement of ACT Health Professionals in clinical education activities.

Developing shared student induction, orientation and skill development programs to reduce duplication.

Investigating ways to assist in accommodation of interstate students.

Clinical/professional education can play a key role in determining employment preferences. ACT Health as a provider of clinical education should strategically exploit the marketing opportunities this relationship offers. The returns on this investment of time and professional expertise should be realised in terms of potential Health

28


Professional recruitment outcomes and in influencing work readiness of graduates entering ACT Health employment.

It is recommended that ACT Health support, encourage and monitor the participation of its Health Professional workforce in undergraduate and post-graduate clinical education programs.

Recognition of Work and Life Responsibilities

ACT Health through the latest Certified Agreement has acknowledged the need to provide sufficient support and flexibility at the workplace to enable employees to balance work and life responsibilities. During the consultation phase it was noted that the availability of part time work was variable across different disciplines and/or programs. This appears to be based on caseload characteristics (more likely where outpatient caseloads predominated – presumably this is based on the fact that the Health Professional has more control of their workload), clinical setting and size of discipline, and in some cases the attitude of individual managers.

Given the gender profile of the Health Professional workforce and the trend for some employees to alter their employment status because of parenting/caring responsibilities, ACT Health should actively promote a workplace that enable employees to balance work and life responsibilities. ACT Health managers should, while taking careful consideration to operational requirements, be supported to explore part time and job sharing arrangements not only as an effective way of reconciling the sometimes conflicting demands of an employee’s work and personal commitments but also as a recruitment and retention strategy for their specific discipline.

It is recommended that ACT Health make further use of flexible working arrangements as a recruitment and retention strategy.

29


OTHER ISSUES OUTSIDE OF SCOPE

During the consultation process there were many issues brought to the attention of the Review Team that were outside the scope of this review. This information will be given to the appropriate forums to be addressed.

The following is a list of some of these issues:

Lack of Health Professional representation at service planning forums – this may be addressed in part with the appointment of the Allied Health Adviser

Not all professions are represented at Health Professional management meetings

Issues regarding inconsistencies in the provision of excessive or unpaid overtime

Recognition of the need for Health Professional managers to have health professional classifications rather than administrative

Senior Professional Officer AWA’s in Community Health Lack of public image for Health Professionals Impact of “conditions” from other EBA’s Perceived service gaps (podiatry, audiology) Staffing levels not linked to activity levels

30


Appendix 1 DRAFT PROJECT PLAN

Review of Allied Health Professional and Related Classifications

IntroductionACT Health employs approximately 700 Allied Health Professionals in at least 42 separate disciplines, and 200 Technical Officers, involved in delivering health services.

During the recent negotiations for the ACT Health Clerical, Technical, Professional and General Service Officer Certified Agreement the parties agreed to conduct a joint union/management review of all allied health and related classifications to be finalised by the end of October this year. The objective mentioned in the certified agreement is as follows:

“To review existing classification and remuneration structures for allied health and related occupations in light of the industry in which they work.”

Below is a proposed project plan breaking the review into the following parts:

1. Stakeholders – who needs to be involved in the review.

2. Process – a stage by stage outline of how the review will be carried out.

3. Resources – an estimate of staffing and financial resource implications.

1. STAKEHOLDERS

Steering Committee

The steering committee should comprise an equal number of union and management representatives. While the role of the steering committee would not be an operational one it would have management representation from the relevant line areas and relevant unions, and would set the broad direction and framework for the review. It would be appropriate for the committee to meet monthly to oversee work carried out by the project team.

Relevant unions include: CPSU

HSUA

APESMA

AMWU

Proposals would be agreed and endorsed at this level at each stage before going to Executive for final sign-off.

Any implementation arrangements that may impact on the current or subsequent certified agreement would also be finalised and agreed by the steering committee prior to being tabled at the Single Bargaining unit.

31


Project Team

MembershipIt is envisaged that this team will be coordinated by a Senior Officer from the Human Resource Management Group. While it is recognised such an officer would still have an ongoing IR role in the portfolio, the review would be the Officer’s main focus.

The team will also be staffed by two off-line Health Professionals nominated by the relevant unions. It is important for the unions to agree to the occupant of these positions for credibility reasons. The occupants will play a significant role in selling any proposals both at development and implementation stages. They would also bring a level of technical knowledge to the project team.

The team will also be supported by a Senior Health Professional. This position will take on the role of management liaison as well as bringing an organisational focus to the project.

Focus GroupsIt is anticipated that a number of issues based focus groups be established as part of the consultation process to assist with information gathering reality checking each stage of the review. It should be recognised that line managers and staff will have an important contribution to make both through their own knowledge of the work performed and the networks they may have access to for the purposes of validating information that is often anecdotal.

A Management Advisory Group will also be established to focus on organisation and operational requirements. This group will look at the longer term planning issues that should be addressed by the review.

Time will also be made available for the union to canvass the views of their membership at various stages of the review.

Briefs to ExecutiveRegular briefings to the Portfolio Executive will occur. Particularly at stages three, four and five of the review. It may also be appropriate to involve relevant Senior Executives in Steering Committee meetings at the implementation stage. It must be recognised that while the Steering Committee will involve senior portfolio managers, the ultimate decision making body for ACT Health is the Portfolio Executive Group.

Other StakeholdersAt all steps of the process the project team will meet with other affected agencies to flag proposals and receive input. These stakeholders will include:

The Chief Minister’s Department Disability, Housing and Community Services (Given the number of Health

Professionals employed by DH&CS it would be appropriate to invite them to sit on the Steering Committee)

Justice and Community Safety Department of Education

32


2. PROCESS

Stage 1 – Identify Scope of Review

Clause 130.5 of the certified agreement makes reference to the scope of the review as:

Scope of Review

The review will cover all Conditions of employment including, though not limited to:

Rates of Pay Allowances – including: shift work, on-call/recall, uniform Work value – including: upskilling, broadskilling and specialising Workload issues Hours of duty Qualification requirements Registration requirements Professional development Previous experience recognised on appointment Incremental advancement systems

In conducting the review ACT Health will gather information from NSW, Victoria, and other relevant State and Federal Government jurisdictions, as well as the private sector where appropriate. The review will also look at other comparative occupations ie. Nurses.

ACT Health employs a large number of professional, technical and administrative staff that may fall in to such a review. While the review in the main will apply to Professional Officers there are a number of fringe groups/employees that probably should be at least looked at, and decisions made about whether they would be brought in to the review. For example TCH Pathology advertises a number of positions with dual PO/TO classifications. In this instance the qualifications of applicants may vary though the work is substantially the same. A number of other examples apply across ACT Health and other ACTPS agencies.

It is proposed that all Professional Disciplines employed by ACT Health will be included in the review.

Attached is a table outlining those Technical Officer positions proposed for the review. However it is recognised that there may still be a small number of Technical Officers not mentioned that may be brought in as the review progresses.

There may also be merit in making recommendations on potential career progression from the technical to professional streams where appropriate. It is worth recognising that some universities now recognise TAFE qualifications as prior learning towards degree level qualifications.

While the intent of the review was to focus on classification structures, a decision will also need to be made on the scope in terms of broader recruitment and retention strategies, employment practices, terms and conditions of employment etc.

While the project team is collecting information from other jurisdictions on classification structures it would also seem sensible to fully understand what recruitment strategies each area has in place and how successful they are. These initiatives would include such things as rural allowances, relocation costs, professional development leave and costs, professional registrations and other terms and conditions.

33


Stage 2 – Information Sessions

Feedback indicates there is quite a bit of confusion regarding the implications of the review, it’s timeframe, implementation arrangements and how staff might input to the process.

The project team has proposed to circulate a newsletter via email informing staff the review has commenced. This will be followed by a series of program based meetings to inform staff in more detail of the scope. It will also be an opportunity to gather discipline specific information from staff.

An email distribution list will be established to circulate regular newsletters direct to relevant staff and managers. The email address will also be used as a means of fielding questions.

Stage 3 – Information Gathering

Information would be gathered from the Commonwealth, local government, state public health systems, and where possible the private sector. Information would include classification structures(note: States classify Hospitals by size and function, internships), rates of pay (including penalties, allowances, overtime and annualised salaries, recognition of post graduate quals), conditions of employment, work value standards and qualification and/or competency requirements.

It will also be useful to speak directly to employers, employee representatives and professional bodies from these areas to gauge issues such as suitability of their current structures, recruitment and retention issues faced by them, and any future direction/proposals they may be investigating.

Information will also be gathered from tertiary institutions on the availability of discipline specific courses and current student numbers. This information will be linked to the shortages in those and adjacent jurisdiction. While this review is largely about classification structures it will be useful to understand the impact of course availability on recruitment.

Following the compilation of information gathered from other jurisdictions etc. a further round of staff consultation will occur. It is envisaged this would be attempted by discipline group if operationally possible. If this is not achievable the consultation would again occur at a program level with a possibility of smaller discipline based focus groups.

This information will be summarised and presented to the Steering Committee as part of the third stage of the review.

Stage 4 – Proposed New Classification and Remuneration Structure

A broad first draft proposal will be put to the Steering Committee as part of stage four of the review. This would not include work value standards or rates of pay. It would be intended that this draft should do nothing more than get an agreement from the steering committee for the direction in which the structure is headed.

Following endorsement of the broad approach the project team will draft the detail required for the new structure. This will include:

Draft work level descriptionsQualification/competency requirements

34


Advancement mechanismsJob titlesRates of payOther employment conditions

The final draft structure with all supporting information would be presented to the steering committee for comment following validation by focus groups. A further four to six weeks may then be needed for some negotiation at the steering committee.

Stage 5 – Implementation

It might be useful at this stage of the process to hold a mini-workshop of the steering committee and other stakeholders to work through the implementation issues. Some of the issues will include:

Budget impactTranslation to new structureImplementation mechanism/agreement variation

The project team would present an implementation and communication plan to the Steering Committee as part of the final stage of the review. This would be signed off and sent up the line (CE, CMD, Minister) as a brief for approval.

35


Review of Allied Health Professional and Related Classifications

36

Steering CommitteeDirector HR CPSUTCH HSUACalvary APESMAACTCC AMWUPopulation HealthMental Health(Disability?) (CMD?)

Project TeamHR x 1 Health Prof(union nominee)GAA /SOGA

Management Advisory GroupBusiness ManagersProfessional Heads

Program/Discipline Based Prof/Tech Focus Group/sUnion endorsed representativesOthers?

Other stakeholdersCMDJACSDECS(Disability?)

Other Information SourcesOther StatesProfessional groups(Universities?)

Single Bargaining

Unit Portfolio Executive


Appendix 2 COMPARISON OF PROFESSIONAL OFFICER RATES OF PAY ACT/NSWACTProfOfficer

TherapGroup(NSW)

Scient(NSW)

SocialWork(NSW)

Dietitian(NSW)

EnvHealthOfficerNSW

Radiog(NSW)

Pharm(NSW)

Pharm(ACT)

RadTherapy(NSW)

RadTherapy(ACT)

7683874209

72307 71045 7230769799

68976 6874167565 65498 65891 66456

65169 64697 6313363972 64369 63402 63652

62393 62015 62114 6235861392 61347 61347 61864 61347

59962 59543 5817757075 57035 57035

56467 56989 56705 56690 56431 55800 5557855288 55252

51926 54048 5437350525

49430 49340

45494

40851 40851 4098139397 39730

38770 38648 38291 38489 38515

SPOC equivalent

PO2 equivalent

37


PO1 equivalent

COMPARISON OF PROFESSIONAL OFFICER RATES OF PAY ACT/NSW

ACTProfOfficer

Dental TherapistNSW

BiomedEngineerNSW

PsychologistNSW

ClinicalPsychologistNSW

HealthAnd Ageing

Centrelink

7481373109

71507 7225070860 70080

6897665237

64822 6596063972 64893

61400 61862 6055259613 58400

56467 5598453674

52196 5271750525 51353

4943046526

45583

40856 4161638770 39483 38899

36553

38

DRAFT


Appendix 3 HEALTH PROFESSIONAL CLASSIFICATIONS

Definitions

Complex – Complex professional work demotes work which includes various tasks involving different and unrelated processes and methods. It depends on analysis of the subject, phase or issues involved in each assignment and the appropriate course of action may have to selected from the many alternatives. The work involves conditions and elements that must be identified and analysed to discern interrelationships.

Critical – Critical professional work is used in the sense commonly accepted in technological areas in relation to a critical component, critical issue or critical decision. It means a cornerstone, or fundamental decision, requiring the exercise of sound professional judgement of the effects of a decision within a particular professional field.

Health Professional – The term Health Professional will be used for the following professions; Biomedical Engineers and Technicians, Cardiac Perfusionists, Cardiac Technologists, Dental Therapists/Prosthetists, Hygienists, Dietitians, Environment Health Officers, Environmental Scientists, Forensics Scientists, Genetic Councillors, Health Information Managers, Mammographers, Medical Laboratory Scientists and Technicians, Neurophysiologists, Neuro-psychologists, Nuclear Medicine Technologists, Occupational Therapists, Orthotists/Prosthetists, Pharmacists, Physiotherapists, Podiatrists, Psychologists, Radiographers, Radiation Therapist, Radio-Pharmacists, Remedial Therapists, Social Workers, Sonographers, Speech Pathologists, and Thoracic Technologists. Professions identified as “Health Professionals” will have a level of skill commensurate with an associate diploma or bachelor degree or equivalent qualification. In all cases, relevant experience is required in addition to the formal qualification.

Novel – Novel professional work encompasses work requiring a degree of creativity, originality, ingenuity and initiative and of a type not normally undertaken in a department or significant organisational unit within a department. The term may refer to the introduction of a new technology or process used elsewhere.

Professional Judgement – involves the application of professional knowledge and experience in defining objectives, solving problems, establishing guidelines, reviewing the work of others, interpreting results and providing and assessing advice or recommendations and other matters which have an element of latitude or decision making.

Professional Knowledge – includes the knowledge of principles and techniques applicable to the profession. It is obtained during the acquisition of professional qualifications and relevant experience.

Professional Isolation – refers to the situation where a Health Professional is the only Health Professional of their discipline at their site and is not supported by a structured face to face professional supervision or mentoring programme.

Professional Supervision – refers to supervision given to subordinate professional officers, which requires the exercise of professional judgement and consists of:

Setting guidelines for the work of the professional officer Suggesting approaches to the conduct of professional work Solving technical problems raised by subordinate professional officers Reviewing and sometimes checking the work of other professional officers.

39

DRAFT


Sole Practitioner – refers to a practitioner who performs normal professional work in isolation under general professional guidance with minimal supervision.

Sole Practitioner Allowance – refers to the higher rate of pay paid to persons, covered by the HP2 classification, as compensation for working in isolation with minimal access to supervision. However the higher rate of pay is only payable for the period of work when the changed conditions occur.

Student Education – Participate in a range of teaching /training activities in the workplace e.g. tutorials, lectures, placements, supervision.

Supervision – General – involves the application of professional knowledge and experience in defining objectives, solving problems, establishing guidelines, reviewing the work of others, interpreting results and providing and assessing advice or recommendations and other matters which have an element of latitude or decision making.

Work Value

For the purpose of this review, work value relates to “the nature of the work, skill and responsibility required or the conditions under which work is performed.”

Reference: National Wage Case of October 1993

Differences in the value of work as defined by the Work Level Standards are based on the skill, responsibility, accountability and level of supervision required.

40

DRAFT


Appendix 4 WORK LEVEL DESCRIPTIONS


DefinitionThis is the graduate commencement level. The level is the initial professional, industry based formation phase of a new graduate Health Professional; this is in recognition of the fact that they have limited practical experience in the application of their professional knowledge.

DescriptionThe expectation is that staff at this level will only work to established principles, techniques and methods.

Work of all new graduates is subject to professional supervision of a more senior classified Health Professional for the equivalent of a full time year. They do not provide general supervision or training of other professional staff or students.

This level is to be used for all new graduates including pre-registration year, professional development year, and internship year.


DefinitionA Health Professional at this level will have successfully completed all relevant professional requirements for progression from Level 1.

DescriptionInitially, work is subject to professional supervision. As experience is gained, the contribution and level of professional judgement increases and professional supervision decreases, until a wide range of professional tasks are capable of being performed with little technical direction.

May be required to provide general supervision of and /train technical and other non-professional staff.

Will be required to exercise independent judgment on routine matters. They may require professional supervision from more senior members from the profession when performing novel, complex or critical tasks.

Health Professional Level 2 – Personal Upgrade

GuidelinesApplication to this level may only take place after achieving the top pay increment of a Health Professional Level 2 for a minimum of one year.

A Health Professional at this level would:

Be working independently and as such would be required to exercise independent judgment on routine matters. They require limited professional supervision from more senior members of the professional or health team when performing novel, complex and critical tasks.

Have demonstrated a commitment to continuing professional development. Be contributing to workplace education through provision of seminars, lectures or in-

services. Be actively involved in quality improvement activities or research.

41

DRAFT


Be contributing to the evaluation and analysis of guidelines, methods and procedures applicable to their clinical/professional work

Contributes to the supervision of discipline specific students and/or Health Professionals at Level 1.


DefinitionAs a Health Professional at this level, may perform novel, complex or critical professional work under professional supervision or may perform normal professional work as a sole practitioner under general professional guidance.

DescriptionAt this level, staff perform as part of an organisational unit, general professional work or professional work of a specialised nature and accept technical responsibility and accountability for these tasks.

In addition to normal professional work, staff may also be expected to perform difficult or novel, complex or critical professional work under professional supervision, or normal professional work where they are isolated from immediate professional supervision.

Health Professionals at this level are expected to exercise independent professional judgement when required in solving problems and managing cases where principles, procedures, techniques and methods require expansion, adaptation or modification.

Staff may carry out research under professional supervision and may be expected to contribute to advances of the techniques used.

Work at this level may include professional supervision of HP Level 2, undergraduates and new graduates.

Professionals at this level may also be required to train HP Level 1 and HP Level 2 staff with respect to the professional work performed by the organisational unit.

Health Professional Level 3 – Personal Upgrade

GuidelinesApplication to this level may only take place after achieving the top increment of the Health Professional Level 3 for a minimum of one year. The upgrade at this level is based on recognition of outstanding achievement and performance and the advanced clinical skills/knowledge and or contribution to clinical research and education relevant to the area.

Applications will be assessed against profession specific criteria using a merit based process based on competency, skill, qualification, knowledge and experience taking into account the contribution they have made to the needs of their work area, their profession and ACT Health.

A Health Professional at this level:

Would have extensive specialist knowledge or broad generalist knowledge, skills and experience within the specialised area of their profession.

Would exercise independent professional judgement based on expert knowledge to improve the service offered by the area.

May have professional achievement demonstrated by the possession of relevant postgraduate qualifications or have undertaken professional courses to improve skills and knowledge in the discipline.

42

DRAFT


Would actively participate in professional activities and networks and encourage staff to participate in these activities with the aim of improving the quality and outcomes of the service.


1. Senior/Specialist Practitioner Stream

DefinitionHealth professionals at this level will be able to perform novel, complex or critical work at a high level of expertise and assume responsibility of performing a consultative role within their professional field of specialty.

DescriptionA senior Health Professional demonstrates a high level of expertise in a specific area as recognised and is consulted for professional advice by other professionals from their work area and works in an area that requires high levels of specialist knowledge as recognised by their employer.

They are expected to contributes to the development of their field of expertise in their own workplace, and be actively contributing to the development of professional knowledge and skills in their field of work as demonstrated by positive impacts on service delivery.

2. Tutor/Educator Stream

DefinitionHealth professionals at this classification will have responsibility for the provision of clinical training and professional development for students and Health Professional staff.

DescriptionThe Health Professional Level 4 Tutor has responsibility for the co-ordination of student education and student resources in the workplace for their professional group. They will facilitate and build strong links with tertiary education bodies.

A tutor/educator will make significant contribution to the development of professional education for their profession and may have responsibility for the teaching and training of other Health Professionals.

They are required to maintain up to date practical clinical skills and participate within departmental programs.

3. Manager

DefinitionWill have professional responsibility for a specific team or clinical unit within a department and undertakes a discipline specific workload in that department.

DescriptionHealth Professionals at this level are required to provide regular feedback and appraisal regarding the performance of staff.

They are responsible for maintaining effective relationships within the department to ensure priorities are met.

43

DRAFT


Health Professionals at this level assist with the development and implementation of policies, procedures, standards and practices for the hospital or area health service.

They are responsible and accountable for providing a professional level of services to the hospital(s) or area health service or oversee the management of aspects of services and the staff.

In some circumstances persons perform the role of team/project leader requiring the co-ordination of the work of a number of professionals and /or other staff. The staff co-cordinated need not necessarily be in the same discipline as the leader. The health professional that works at this team/project leader level should have skills and the experience necessary to perform all the tasks undertaken by the team or have the knowledge and professional judgement to seek and utilise specialist advice when it is required.

Health Professional Level 5 – National expert

The Level 5 is to recognise and reward the outstanding achievement and performance of eligible Health Professional employees within ACT Health Department.

Access to this level must be assessed on individual application, by a recognised professional panel against set of criteria achieved within the last 5 years, and chaired by the Allied Health Advisor. Final delegation resides with the CEO of Health.

Applicants for Level 5 must demonstrate:

Extensive history of leading edge innovation and achievement within the specialised area of their discipline. Recognition at a State, National and/or International level as a leader having substantial originality, creativity and vision in professional practice and exemplar of professionalism and ethical behaviour.

Implementation into laboratory or Practice and promotion at an ACT Health service level of advanced or innovative methodologies (including practice standards and/or practice guidelines, and technology).

Distinguished professional achievement as shown by the possession of relevant postgraduate qualifications and targeted continuing professional development to maintain a high level of professional proficiency and continuously improve their knowledge to provide leadership in the area of their profession.

Leadership, initiative, planning, supervision and evaluation of significant projects and quality improvement programs or collaborative research projects that have an impact at a state and National level.

Health Professional Level 5 – Manager

DefinitionThis position under broad policy control undertakes the roles of senior Professional Practitioner and/or senior Professional Manager.

DescriptionPersons at this level are expected to have extensive experience in their professional field and to perform a range of tasks in the absence of general professional guidance.

Programs, strategies and priorities are generally decided at a higher management level but they have the authority to decide on how to achieve results within limits of available resources.

Decisions at this level have direct consequences on the achievement of results for the area that the person is responsible.

44

DRAFT


Senior Professional Practitioners should have extensive experience in their professional field and are expected to apply significant professional knowledge and professional judgement in one or more professional disciplines or fields in relation to more novel, complex or critical work.

The role of senior Professional Manager at this level leads directs an organisational element or team of professionals and other staff, requiring considerable co-ordination and is responsible for human, physical and financial resources under the control of the position. The Professional manager contributes directly to the development of agency policy for the work area and has a sound understanding of the wider policy and strategic content.


Classification of a position at Health Professional Level 6 requires careful consideration in comparison with Health Professional Level 5 positions in regard to the level of accountability, complexity, competencies and professional judgement required to determine whether it carries a level of responsibility beyond that of a Health Professional Level 5.

DefinitionThe position may under broad policy control and direction undertake the role of senior Professional Manager having a high level of accountability, competency, professional judgement and responsibility.

DescriptionThe Grade A Professional Practitioner, within their area of responsibility exercise a high degree of independence in the determination of overall strategies, priorities, work standards and the allocation of resources. Work performed has a high corporate impact.

The senior Professional Manager at this level leads, directs and co-ordinates a major function or a work area in an agency. They have significant responsibility for the human, physical and financial resources under their control.

Persons at this level may be responsible for initiating planning and contribute significantly to the development of agency or government policy.

45


Appendix 5 STAFF CONSULTATIONWeek Monday Tuesday Wednesday Thursday Friday8th Sept Ian Faulks AMWU

Peter McNiven Robyn Cross Canberra Imaging-Deakin

HR staff mtg Jenny Brogan and Robyn

Cross Lyn Brown Sue Alexander Peter Kaylock Jenny Baker

Brian Jacobs Narelle Brodie June Gunning

Deborah Clark Fiona Baillie John Cerne Dagmar Janecek Seija Graham Ian Dalziel

15th Sept Leslie Condon Marie Smith Rebecca Parton

Biomed TCH Steering Committee Working Party HSUA

AHA ACT Jenny Elliott

22nd Sept Helen Matthews Linda Koelhagen Consuelo Barreda Hanson

Marylee Sinclair Vogt Equipment and Appliance Service

CSPU AH Ref. Group

Kate Starick Debbie Booth

29th Sept

SchoolHolidays

Sally Pink June Gunning Breast Screening Joint Unions meeting

Robyn Cross Margaret Fisher & Bev

Lang, OT Pharmacy – TCH Medical Record – TCH

Physiotherapy – TCH CMD Medical Imaging – TCH Community – Nutrition Allied Health Advisor IHCP Nutrition

Project Team Meeting

6th Oct

SchoolHolidays

Public Holiday Giovanna Richmond, Denise

Lamb Nutrition – OP MDT

Program

Cal AH HOD metting Health Protection Holder Cal – Combined Discipline

meeting Cal – Pharmacy

Biomedical Engin – TCH TCH – Medical Imaging Comm Health Staff Forum Bev Gow-Wilson Jenny Russell

CPSU

13th Oct Clinical Coders – TCH Calvary Pathology AH Advisor Project Team Meeting

Psychology – TCH Pathology – TCH Speech Path. Inpatient,

MDT, Rehab. Evening Session – Calvary

Social Work – TCH Social Work – Regional Podiatry Cal – Medical Imaging &

Biomedical Disabilities

CPSU AH Ref Group MH Psychology TCH Generic session OT IHCP & Link Team Doug Jackman Annabel Wynham

Rad Oncology – TCH YC Lee Charmaine Gray Allied health advisor

20th Oct Steering Committee Joint Union Meeting

Central Reg. Health Team Phillip Health Centre Health Protection – Envir. Evening Session – TCH

Pathology – TCH Belconnen Health Centre HSUA

MH – Social work Calvary – Med. Records Breast clinic –

mammography

Staff consultation Management consultation

46


Appendix 6 STAFF CONSULTATION ROUND 1 SUMMARYAcross the board, staff and management groups articulated issues with:

A lack of a professional based career path; The lack of backfilling, for an array of reasons including no backfilling component

within funded establishment, to unfilled establishment so the backfill position remained unfilled;

Inability to attend professional specific professional development, again for different reasons including access, funding support, lack of understanding of need if line manager not of the same profession, and ability to be released from the workplace for operational reasons.

All programs that have multi-classified positions voiced strong concerns about these positions. The issues related to an inability to clearly define a profession for the job requirement.

Other issues raised by many disciplines at these forums included:

Workload intensity, due either to unfilled positions or increase in demands: complexity and/or volume, without increases in staffing positions.

Unsustainable expectations of Senior Officers to provide unrecognised clinical loads, out-of-hours clinical supervision and overtime.

Lack of incentive to attain, or ability to recognise further post-graduate qualifications and specialisation.

Difficulties in recruitment especially at the experienced professional level. Perceived inequities or inconsistencies of pay and conditions within the ACT Health

Portfolio. Lack of representation: professionally, strategically, and at operational planning levels.

Profession specific comments are summarised below.

Biomedical Engineering Difficulty having training compared with professional development understood by the

Organisation. Students are not entering the university courses. Potential students are opting into

Information Technology as salaries and career paths are perceived to be more attractive.

No recognition of skill specialisation because there is no official qualification, specifically radiation oncology.

Calvary Dept – there is an inequity in classifications compared to TCH New staff require a 6-12 months training period. Difficulty in recruiting technicians with medical training. Inequity with radiation therapists who are part of a larger team in radiation oncology

Cardiac Technologists PO1’s with sonography qualifications are not being recognised. There is a sense that

these positions are under-classified. PO2 managing staff. Again, a sense that this position is under-classified. Organisation has provided support to staff to do post-graduate studies specific to

cardiology.

47


Cardiac PerfusionistsWere unable to attend any consultation sessions.

Health Information Management Use of contractors: difficult and expensive. Concerned that coder training may be phased out. New coder structure with includes trainee positions appears to be assisting with

recruitment and retention at Calvary. Coders pleased with recently introduced competency based structure.

Environmental Health Officers Workplace safety. Work vehicle are Holden Rodeos: safety and security concerns. NSW counterparts access private plated lease vehicles. Currently unable to maintain prevention programs adequately. Difficulty developing measures for benchmarking with other jurisdictions because of

the way functions are divided. Inequity between various sections of Health Protection Service with regards to on-call

provisions. Trainee program that existed until June 2000 was very effective – would like to see it

re-introduced.

Dental Therapists Gender issues of limited flexibility for use of part-time arrangements. Difficulty accessing Purchased Leave, again an issue for female dominated profession. Felt a need for a uniform allowance due to having patient contact. Reduction of 3 SPOC`s to 1 and loss of specific dental specific health promotion staff,

has led to a perceived reduction in the effectiveness of dental health promotion service to the community.

Staff encouraged to undertake skills update course offered by the Adelaide University. Concerns around potential changes due to the proposed Health Professionals

Legislation Bill.

Dietetics Inability to provide accommodation is a significant hurdle to recruiting locums into the

ACT. Concerns about PO3 and SPOC positions being used inconsistently across the Health

Portfolio. Highly concerned about the impact of having to provide undergraduate student

supervision for the new University of Canberra courses – will have immediate to medium term impact on an already stretched area.

High turn over of young staff. Professional profile is that of a very young staff group and a very experienced staff

group. Retirement of the experienced staff will present a future problem. Concerned about succession planning. Concerned about ACT Community Health’s reputation due to perceived constant re-

structuring and implications for recruiting.

48


Medical laboratory Scientists Concerns about succession planning and training/support for managers. Would like a “cadetship/traineeship” program re-introduced. Suggested unknown substance allowance when dealing with Anthrax scares. HDA not taken up as responsibility at “PO2 and C” level deemed too great compared

to the remuneration. Issues with access to 30% night loading if relieving. Issues with current TO/PO classification. PO1 plus penalties currently earns more than a PO2, this is seen as a disincentive to

apply for PO2 positions given the additional responsibilities this level carries. Harassment and bully from medical officers is a significant contributor to work place

stress. Professional identify is an issue.

Health Protection Service Felt the extreme stress for forensic staff of having to publicly defend their professional

reputations in court needs to recognised.

Neurophysiologist Traineeships are very important as it is a “learn on the job” while gaining remote

qualifications process.

Medical Imaging Felt a need for a uniform allowance due to having patient contact. Concerned about safety issues with staff not always getting a full 8 hour breaks

between shifts. There are difficulties accessing Purchased Leave: an issues for staff with school aged

children. RN support removed when other areas experienced nursing shortage, this tends to

occur without consultation. Sonography and RSI: OH&S concerns. Significant workplace stressors including harassment from other staff. Professional indemnity becoming an issue. Balance between family and work.

Radiation Therapy Felt there was a need to have 2 officers to work as a team out of hours, this is due to

manual handling issues. Felt required a “health maintenance” program of personal assessment, exercise and

massage. Allowance issues: felt required access to uniform allowance and PDY

allowance/training allowance. Felt childcare is limited on site. Felt staff need a 9 day fortnight due to the stress of the job. ‘A vision for Radiotherapy’ tabled at session.

Radio-pharmacy Scarcity: only 10 qualified in Australia. Succession planning a major issue.

49


Nuclear Medicine Technologists Succession planning a problem. Professional profile of the Nuclear Medicine Technology area is that of a very young

staff group and one very experienced member of staff. Increased radiation a potential issue as these staff do all injections of

radiopharmaceuticals. Issues with radiation exposure. No clerical support available for patient bookings.

Occupational Therapy HDA limited by budget constraints, not performance. Consultation improvements are need when new structures or services are

implemented. Issues with being managed by a non-health professional: they do not understand the

service needs or staff needs. Deskilling an issue if working in only one setting.

Orthotic/ProstheticNo attendance at consultation sessions.

Medical Physicists Feel that process to become acknowledged as a medical physicist by professional

body: minimum 9 years process, is not recognised. World-wide shortage. In equity with Radiation Therapy counterparts

Physiotherapy Increasing support staff would help physiotherapy staff spend more time with patients

rather than doing stats or more mundane tasks not physiotherapy specific. Felt Staff Development Unit doing great job for Nursing and Medicine: could see a

role for a similar SDU for Health Professionals. Extremely concerned about the impact of having to provide supervision for new local

Masters of Physiotherapy Course students (900 hours per student: 48 students) will have on already stretched staff resources: especially with inadequate funding.

Question: who uses the statistics that are provided to Health, and for what? Accountability processes consume clinical time. Home garaging. Concerns about providing service to an acute hospital, but not being part of its

structure and consultation process. Physio-link a great initiative. Should be putting more staff through Certificate 4 training. Concerns around potential changes due to the proposed Health Professionals

Legislation Bill. Grave reservations about the concept of Generic Therapists.

Pharmacy Use of the SPOC as senior clinician perceived as improving professional career path. Identified a need for a junior pay level for newly registered pharmacists. Raised discussion about potential use of the SPOB position in a clinical role.

50


Canberra University Masters Entry Course: student supervision responsibilities with low staffing an issue.

Podiatry Challenges – Podiatry Professional Leader has no budget control unlike other

professional managers. Staff are line managed by non-Health Professionals – this creates a number of

challenges. There are recognised efficiency gains to the service if there were an increased use of

Assistant and Clerical support. Identified potential Podiatry service growth in ACT Health in identified National

Health Priority Areas. Identified ability to increase orthotic service if increased access to equipment. Supervision of EN`s with foot care short course qualifications an added workload

burden. Succession planning: few young practitioners in the ACT.

Psychology High proportion of junior staff with few experienced staff who are able to provide

professional supervision: inappropriate ratios an issue in some areas. Structural differences with NSW increases the perception of low professional standing

and recognition within the ACT. Merit Promotion system had worked well until its removal. Feel a need to recognise staff who work in prisons to acknowledge the added stress of

that environment. Feel unrecognised in the contribution given to the training of students from the

University of Canberra and the ANU. Concerned about de-skilling and competency levels with the multi-classified position

structure within Mental Health. Generic positions – professional recognition and career structure lost. See a potential for research: would participate with if funding were made available. Lack of research opportunities due to funding and staffing. Neuro-psychologists are no longer trained in the ACT and are now rare. Accountability processes consume clinical time. Issues with managers who are not of own discipline. Concerns around potential changes due to the proposed Health Professionals

Legislation Bill.

Social Work Gender issues with need for part-time work balanced with operational needs, as well

as access to leave over school holiday periods. Concerns about staff turn over rates. See a need to define discipline core business to best fill the multi-classified positions

in Mental Health. See a potential to further develop Management and Leadership courses and support of

managers in Health Professional areas. See a need to improve recognition of time required to perform additional roles such as

OH&S representative.

51


Issues with pay and conditions difference with nursing counterparts. High levels of accountability at all clinical levels. Feel there is an over-use of the “train the trainer” philosophy. Accountability processes consume clinical time. Need to improve links with Universities and keen on being involved with research if

funding became available. Some clinical areas have historical difficulties with recruitment because the clientele

are challenging. Issues with being managed by a non-health professional: they do not understand the

service needs or staff needs.

Speech Pathology Would like clarification of the PO3 role. Succession planning: work force difficulties especially at the experienced clinician

levels. Support the idea of secondments and exchange programs with interstate sites. Would be keen to get involved in research if funding was available: would improve

job satisfaction. Gender issue of attracting staff back into the workforce after having children.

Remedial Therapy Down-grading of SPOC to PO3 further limited career path, and position now vacant

for more than 13 months. Could see improvements made in consultation processes with implementation of new

structures.

52


Appendix 7 INTERSTATE CONSULTATION

Wednesday 29th October

SYDNEY

Royal Prince Alfred Hospital

Physiotherapy Dept – Julie Penn

Dietetics Dept – Anne Carvalho

Psychology Dept – Helen McCathie

Biomedical Engineering Dept – Rowley Hilder

Radiation Oncology Dept – Darren Martin

Medical Physicist – Natalka Suchowerka

Thursday 30th October

SYDNEY

Royal Prince Alfred Hospital

Pathology – Michael Ko

Prince of Wales Hospital

Speech Pathology Dept – Claire Quinn

Radiation Oncology Dept – Margaret Schneider

Nuclear Medicine Dept – Jenny Dixon

Sydney Children’s Hospital

Speech Pathology Dept – Jenny McIntyre

NSW Dept of Health

HR – Trevor Craft

NEWCASTLE

Mater Hospital

Radiation Oncology Dept – Karen Jovanovic

Friday 31st October

NEWCASTLE

John Hunter Hospital

Pathology – Garry Douglass

Medical Imaging Dept – Phillip McConnell

Hunter Area Health Service HR Dept – David Rhodes

WOLLONGONG

Wollongong Hospital

Radiation Oncology Dept – Wendy Collis

Medical Imaging Dept – Brett Crilley

Wollongong Allied Health Manager – Bronwyn Schumack

Friday 7th November

BRISBANE

Royal Brisbane Hospital

Orthotics and Prosthetics Dept – Mark Holian

Physiotherapy Dept – Elaine Unkles

Psychology Dept – Anne Clair

Pharmacy Dept – Karen Allen

Occupational Therapy and Ag Director of Allied Health – Sue Laracy

Pathology – Michael Willey and Paul Bailey

Qld Department of Health

Allied Health Advisor – Ruth Cox

Radiation Therapy Review – Janine Wyatt

Monday 10th November

MELBOURNE

Society of Hospital Pharmacist – Victorian Branch

Government Liaison Officer – Susan Kainey

Austin Hospital

Nuclear Medicine Dept – David Thomas

Social Work Dept – Jill Feltham

Occupational Therapy Dept – Amanda Bladen

Victorian Police Science Centre

HR Dept – Alistair Ross

Victorian Dental Service

HR Dept – Robert Croft

Department of Health

HR Dept – Susan Mountford

Department Human Services

Mental Health Services – Joanne Preston and David Reid

Tuesday 11th November

BENDIGO

Bendigo Hospital

HR Dept – Mark Quirk

Physiotherapy Dept – Melanie Taylor

Nutrition Dept – Jenny Harriet

Occupational Therapy – Graham Allen

53


Appendix 8 INTERSTATE CONSULTATION SUMMARY

Profession: Biomedical Engineering

Topics RPA – Biomedical Engineering DeptContact Rowley HillierStaffing numbers 6Structure Biomedical Eng G6 x1

Technical Officers TO (NSW) level 2.4 x 5Technical Officers have an associate diploma in either electronics (4) or mechanical (1)Neuroscience has 2 biomedical engineers.

VacanciesBackfilling No one to backfill. Remaining staff just have to manage the workload.PDY and establishmentStaff turn-over and RecruitmentAllowances Some on-call as per award paid.Hours of WorkRDO/Flex arrangementsPDY ProgrammePD No specific training budget

Yearly conferencesAssociation of Medical and Biological EngineeringEngineering Physics and Life ScienceInstrument training is provided.Some staff development courses available.

ResearchTutor positionsOther comment No career pathway.

54


Profession: Dental Therapist

Topics Dental Health Services Victoria – HR Dept.Contacts Robert Croft and Tony JamesStaffing numbers 80 FTE – total of 140 staff.

Qualifications of the staff – all have the diploma (2005 a new university course will be starting where you can study to be a dental therapist or dental hygienist)

Structure Level 1 $38000 Level 2 $44000 Level 3 $47000 (Approx pay)Vacancies Some vacancies (number not given) – this is affecting service. Standard re-call for patients is now 18 to 24 months. Staff only managing to

cope with emergency cases. Patients tending to move across to the private sector to get service.The government is providing orthodontic work via a private contact.

Staff turn-over and Recruitment

Difficulty recruiting because the hourly rates in the private sector are soon much more (figure not given).There has been a graduate move by staff to go part-time in both the public and private system – those that enjoy the private sector eventually move completely across.

Allowances Award allowance to travel and relocation to remote area work eg. when the mobile unit goes to remote/rural local for 4-6 weeks.Hours of Work Standard Monday to Friday.PDY Programme Organisation has study leave and each request is reviewed case by case.

Dentists get 5 days study leave per year.Research/ Further qualifications recognition

No. Graduate Diploma only available.

Other comments Dental therapist have a very low profile. University positions are filled. There is an under supply of the profession. The government has changed the legistration which now allows dental therapist to treat individuals up to the age of 25. The profession is dominantly female and private sector seen as more flexible in term of available hours/options.

55


Profession: Dietetics Comparisons

Topics Bendigo Health Care Group Royal Prince Alfred – SydneyContacts Jenny Harriet – Manager of the Nutrition and Dietetics Dept Jenny Raven: Area Director (grade 4)

Anne Cavahlo: Assistant Director (grade 3)Staffing numbers 5.8 FTE for acute and rehab unit in the hospital and 3.5 FTE in the

community setting. G4 x1, G3x1, the remainder were G1 or G2 depending on experience (base grade level) plus 0.5 FTE nutrition aide.Dietetics is covered to the HSUA award.

16 FTE

Backfill No backfilling of positions for paid leave. No backfilling built into establishment numbers. Not permitted to backfill paid leave – maternity and long service leave.

Vacancies 1 position currently unfilled however there are no funds for this position.

Full from this week: first time in 5 years.


Currently very stable. Currently have a number of job share, part-time staff all reasonably happy.

Fairly stable staff. Recruitment difficulties due to recruitment freezes. Process onerous: quickest takes about 3 months.

New graduates 1 position advertised late September – 6 applicants, 4 withdraw prior to interview as they had successful obtained a job in Melbourne. Position filled with a very suitable applicant.

One New Graduate position: 12 month contract.

Allowances No On-call and re-call as per Social Workers Award: 8 hours on-call equates to 2.5 hours worked: agreed between HSU and Central Sydney Area Health.Over-time approval must go through Area Director who then has to go through further hoops to get approval.Grade 3 position: Assistant has Community Health Team Leader Allowance 948 ($1600 per year).Grade 4 Director accesses Community Health Team Leader Allowance ? number ($6000 per year). Allowances do not increase proportionally to base salary increases.

56


Profession: Forensic Chemists

Topics Victorian Forensic Science Centre Human Resources DepartmentContact Alistair RossStaffing numbers / Structure

Structure

Establishment numbers not availableDirectorAssist. Direct. FO7Branch ManagerFO6Toxicology ManagerFO5Scientists FO2 – FO4

Backfill Not possible for short term vacancies due to the sensitivity of the material being dealt with. Vacancies Not difficult have applicants for positions but hard to find experienced staff.Staff turn-over and Recruitment

Very stable workforce as they are a single provider and there is nowhere else to go in the state.

New graduates/PDY No PDY’sUndergraduate Placements:Payments: Uni, FacilityIncentive payments: Undergrads and new grads (HEC/fees)

May take undergraduates from the new course being offered by Deakin UniversityCurrently have placements from Latrobe

Allowances No special allowance for staff making court appearances however only FO4 and above go to court.Hours of Work 09:00 – 17:00

Staff are on a call roster. TBA re allowances/penaltiesRDO/Flex arrangements All staff FO2–FO4 have access to flexResearch/Further Qualification Recognition

No automatic remuneration for further qualifications however there are career paths for a clinical specialist

Tutor/teaching positions Staff are involved in teaching courses at Latrobe, Deakin and Swinbourne.There is no in house tutor/teaching positions

Senior staff issues/Other comments

57


Profession: Medical Imaging

Topics Wollongong Hospital John Hunter Hospital – NewcastleContacts Brett Crilly: Deputy Phillip McConnell; Chief RadiographerStaffing numbers 24 Radiographers

3 Sonographers: Level 3.23 Trainee Sonographers: in place as unable to fill with qualified staff.PDY: 5 to start in Dec, with 4 finishing so with another new staff member about to start will have 10 staff with less that 12 months qualifies experience.

75 staff. The unit consist of general radiology, nuclear medicine, fluoroscopy, tomography, angiography and interventional procedures, MRI and ultrasound (excluding mammography. Hunter health imaging service operates from 8 locations across the Hunter. 7 units are located with public hospital facilities.

Structure Majority of staff were in the PDYRT2.4 level. RT3 – senior responsible for a section 6 positions plus 4 personal upgrades.

Vacancies 2 permanent Sonography positions temporarily altered to trainee positions.

Vacancies not a real issue – 2 positions advertised, 12 applicants – 6 rated suitable for interview, the other 6 were probably OK if required.

PDY and establishment 5 PDY positions within establishment. 2 PDY positions available per year – offered as a 1year contact. Staff turn-over and Recruitment

Loss of 2 sonographers in last 6 months.Have a core of staff that are very stable, young staff mobile: last 6 going overseas or travelling within Australia.

Reasonably stable – tend to move for personal reasons. A number of PDYs tend to move on but return after about 5 years after travel etc. University has attracted locals to the profession – lifestyle and family ties have had a positive effect on staffing.

Allowances On-call.Re-call penalties apply for each and every call back regardless of timing.No teaching/training allowance.

Numerous shifts and on-call are in place – John Hunter Hospital provided a 24 hours. JHH operates using 3 shifts. On-call penalties apply. Various rotating shifts and some backfilling are in place to cover all the units. Eg. Work 2 days at JHH and 1 day at Maitland etc, some staff enjoy working at different site during the week – gives them variety etc.

Hours of Work 35 hour week at per award.RDO/Flex arrangements All staff bar 5 senior clinicians work shift rosters. PD Staff have part-payment obligations if not member of AIR rest paid for

by Private Practice Fund.Limited access to Trust fund. Some in-house service. Sonography training is part of an in-house service. Individuals tend to initiate/fund attendance to conferences etc.

Research No commentTutor positions No: take undergraduate students but no payment from university

received by the hospital.No set position – training of students is done by experienced radiographers – just part of the day to day duties.

Innovations/Issues Sonographers in Private practice earn approx $10 more per hour than public sector staff.No over-use injuries in sonographers so far.Radiographers and sonographers on same Award.

Nuclear medicine – staffing is an issue but related to the number of new graduates produced by university. With the change to graduating students annually instead of bi-annually it is hoped this short-fall will be addressed, loss to private sector can also be a bit of a problem.Sonographers not employed only to do ultrasound. All trained staff rotated through most of sections– reducing problems of RSI- work related injuries.

58


59


Profession: Medical Physicists

Topics Prince of Wales – Sydney Wollongong Royal Prince Alfred – SydneyContacts Jenny Dixon Wendy Collis: Operations Manager

(Non-Allied Health)Natalka Suckowerska

Staffing numbers 10 FTE 4 Physicists in Radiation Therapy: one position paid for by PPF

Natalka – position paid by PPF for research.

Structure L5.2 x 1L4 x 1L3 x 1L2 x 5L1 x 2

PS10PS01SO4 (needs to finish PhD before personal up-grade)SO8 plus TO

Vacancies Nil currently NilPDY and establishment L1-PDY: these are permanent positions:

consistently moving into L2 on completion of the year.No problem recruiting PDY`s.


NO retention

Allowances On-cAll 7 days/week as per Award rates.Re-call penalties as per Award but rarely used.No teaching/training allowance for undergrads or graduate students. Take 18 placements per year.

Hours of Work 38 hours per weekRDO/Flex arrangements ADOPD Access to Private Practice Fund for

conferences. No issue with funding. Scale funding according to whether presenting or not.Access to local PD depending on workload.

Access to Private Practice Fund for conferences. No issue with funding. Scale funding according to whether presenting or not.

Funding through PPF for journals etc.

60


Topics – Cont’d Prince of Wales – Sydney Wollongong Royal Prince Alfred – SydneyInnovations/Issues Historical issues exist between Physicists

and Radiation Therapists.Medical physicists are responsible for the quality of treatment program – involved in the planning stage. Responsible for the set-up of the linear accelerators.

Other comments Best physicist have gone overseas.Attracted overseas by better pay and research opportunity. Professional is very research orientated.In USA $140 000 US dollarsCanada $100 140 000 Canadan.Individuals who remain in Australia are here because of personal/family circumstances.Dept of Health and Aged Care – Developing a Registrar Program for Medical Physicist – 10 positions over a 4 year period.Approx 2 Physicists are required per linear accelerator.

61


Profession: Nuclear Medicine Technologists and Radio-pharmacists

Topics Prince of Wales – Sydney Austin & Heidelberg Hospitals, MelbourneContacts Jenny Dixon Nick Alexopoulos (Manager), David Thomas (Site Manager) Staffing numbers 10 FTE 14 FTE plus 2x internsStructure L5.2 x 1

L4 x 1L3 x 1L2 x 5L1 x 2

G5 x 1G4 x 1G3 x 2G2 x 6G1 x 4PDY/Intern x 2 paid (80% G1)

Vacancies Nil currently Nil currentlyPDY and establishment L1-PDY: these are permanent positions: consistently moving into L2 on

completion of the year.No problem recruiting PDY`s.

PDY(intern) positions are on temporary for 12 months and are super- nummary to the establishmentNo difficulty recruiting PDY’sTwo tutor positions at G2 have been created one at the Austin and one at the Repat.

Undergraduate Placements Two students from RMIT from years 2 and 3 attend 2 days/weekThere are no allowances paid to staff by the hospital or funding provided from the university.


Reasonably stable workforce with the exception of young staff travelling. Temporary vacant positions usually offered to interns when they have completed their Professional Development year.

Allowances On-call 7 days/week as per Award rates.Re-call penalties as per Award but rarely used.No teaching/training allowance for undergrads or graduate students. Take 18 placements per year.

On call penalties ($17.00/night) and recall rates as per award but rarely used. (3 hours at double time including travel time. Penalties paid for each new call if no longer on site) No teaching or training allowance

Hours of Work 38 hours per week Austin – 7:30 – 18:00Repat – 8:30 – 17:00

RDO/Flex arrangements ADO 1 ADO/month. Work 8 hours/day instead of 7:36Flex is not available.Reduction in sick leave since the introduction of ADO.

PD Access to Private Practice Fund for conferences. No issue with funding. Scale funding according to whether presenting or not.Access to local PD depending on workload.

Private Practice Fund pays for all PD.Conferences are fully funded. 2% of all private earnings goes to staff development and 25% to the capital equipment program.

62


Topics – Cont’d Prince of Wales – Sydney Austin & Heidelberg Hospitals, MelbourneResearch/Further qualification recognition

No comment Allowance paid for post grad qualification according to the agreement.On vacancy Grade 3 position for higher qualifications according to the agreementManipulate personal upgrade for staff with extensive experience

Innovations/Issues

Radio-pharmacist Pharmacy degree plus 1 year post graduate diploma in Radio-pharmacy from Monash University. No additional allowances Paid according to Pharmacy agreement

63


Profession: Occupational Therapy

Topics Royal Brisbane The Austin Bendigo Health Care GroupContact Susan Laracy –

Also Allied Health ChairAmanda BladenManager of Occupation Therapy Services

Graeme Allen

Staffing numbers 25.8 FTESusan Laracy also represents 18 FTE in Mental Health – no budget control in this function.

41.2 FTE with strong affiliation and professional links to 14.5 FTE at Royal Talbot.

The service covers acute, rehab, community and psychiatrics.28 FTE – G1Y1 – Diploma new graduatesG1.Y2 – Metro rate, G1.Y3 – Regional rate, G1 x 7, G2 x 17 (min of 2 years exp), G3 x 3 (leadership role) andG4 x 1 (chief – dept head)

Backfill Use relief within the rotation program. Have a backfill based on permanent full-time FTE: inadequate as many part-time positions.

No funding of LSL.Maternity leave and LWOP – backfill only for unpaid leave.

Vacancies 3 FTE: some locum coverage: currently 7 locums on staff.

Stable within permanent positions: very difficult to get locums: female dominated profession: 8 locums required last year for maternity leave alone.

G2 x 1, P/T G2 x 1, P/T G1 x 1


Stable core staff. Not a rapid staff turn-over.

New graduates tend to be very mobile eg. overseas travel.

4-5 new staff employed /year at least 3-4 new graduates. Lose about 3/year to overseas travel – 1 may stay. The remaining 25 staff are very stable – they are experienced and are established in the community.

New graduates Take 2 for a 2 year contact, these positions are part of the establishment. These positions are used to provide rotation program – gives new staff a broad and supported clinical experience.

No specific program.Dept of Education and Training will an agency $5000 if recruiting a new Graduate – money goes to institution not individual departments, but helps when preparing a case for new positions.

12 placements per year, universities include Latrobe, Bundoora and Charles Sturt. High quality for Charles Sturt university and more lightly to stay.

Allowances On-call, re-call as per Agreement.Access to SARAS: study assistance program.

Post Graduate Allowance.Access to 4 hours per week study leave for 26 weeks.

1/3 of staff on high education allowance.

RDO/Flex arrangements RDO: one per 4 week period RDO one per 4 week period. 1 ADO per month there is a flexible arrangement for taking ADO.

64


Topics – Cont’d Royal Brisbane The Austin Bendigo Health Care GroupUnder-graduate students Offer 45 placements per year: no

recognition from university or agency of this commitment. Department reports on students as part of monthly KPI`s.

LaTrobe runs 5 day supervisors course.Currently forum being created with representatives from academia, agencies and professional body re student supervision and other issues.The OT school does not get budget for student supervision: no fees to dept for taking students.

Establishment of graduate scholarship – Features include – clinical rotation, funded professional development, regular clinical supervision, mentoring support and online access to electronic databases. $1500 will be granted in three payments of $500 directly to the successful candidate: upon signing the employment contractwhen relocating to Bendigoat one year’s completion of employment as an occupational therapist with the Bendigo health care group.

Hours of Work No paid overtime: if unable to manage clinical workload – dept then starts to question if the service can/should be continued.

All unpaid over-time documented and put into monthly report: if sustained over long period this is used as evidence for new position.

Rehab – 8am to 4.30pm, Inpatient – 7.30am to 4pm.

RDO/Flex arrangements RDO: one per 4 week period RDO one per 4 week period. 1 ADO per month there is a flexible arrangement for taking ADO.

PD Internal programNo budget. Apply to Private Practice Trust.

No departmental budget: any funding taken out of non-staffing operational costs.No Private Practice Fund or equivalent.Internal supervision/support program.Within Casemix: Veterans service uncapped: generates income for Agency this is used to back submission for PD support..Encourage links with special interest groups (OTA)

Internal – 1 afternoon per month set program open to region, subcommittee work the content 30-40 attendees – standard is high. Within program tutorials, professional special interest groups plus guest speakers paid time off to attend. Conferences fully paid if presenting, new employee not funded to attend, delegates funded to 50%, full travel costs funded.

Research/Further qualifications

Internally support staff by absorbing 1 day a month to allow a day study leave.

65


Topics – Cont’d Royal Brisbane The Austin Bendigo Health Care GroupTutor positions No tutor position. Currently modifying existing position: upgrading to

Grade 4 to oversee Undergrad students and Masters entry students.

No tutor positions or teaching positions (distance is an issue). Graeme Allen is on The Charles Sturt advisory board, however he does have input into course structure and content.

Senior staff issues Head of Dept expected to be available/contactable 24/7, but not other staff. Sparing use of time in lieu arrangements.

Senior Clinician should be working at 70% clinical , 30% clinical service management.

Lack of allied health manager. Most area health service in Victoria have an allied health manager position. Rejected by the Bendigo Health Care Group Executive – viewed as unnecessary.Health professional leader get little involvement in the selection/appointment process eg. generic positions. Psych/RN/OT – other options offered by Health professional not considered if applicants not suitable for service required – professional input rejected.

Innovations/Issues Within current establishment the dept has created a 2 year contract position based in Chronic Pain Unit established to support a 2 years Masters of Research, with a professor available in situ as supervisor.This encourages and supports further qualifications as well as providing top quality service to a clinically difficulty to staff area.Have employed Master`s entry Occupational Therapy graduate: pay entry same as 4 year undergrad: deemed at same clinical output level.Feels strongly that representation must be constant at the service planning stage.

The Austin/Repat has solid “Organisational Programs”: Team Leaders Course, First-time Managers Course, 360 degree performance Course and more.OT trialled PD network with Talbot: some work culture barriers: but felt worked well until Talbot went in different direction: caseload dictated. Professional identity issues with graduates from Master entry level program: difficulties leaving behind old prof identity and picking up new one.OT Australia website has set up link for mentor program: electronic facilitator.

Victorian Health Care Associationrepresents employers and other stakehoulders.Mentoring program targeted to rural and new graduatesPart time FTE coordinator for various disciplines.No allied health input in hospital and regional issues and new services – allied health service tend to be ill-informed.Issue with competition between nurse managers and health professionals – Health professional tend to preform better overall.

66


Profession: Orthotics and Prosthetics

Topics RBH – QueenslandContacts Mark HolianStaffing numbers 6 PO positions plus 1 at the ChildrensStructure RBH PO5 x 1 (Director) Royal Children’s PO3 x1

PO4 x 2PO3 x 1PO2/3 x 2

Technical staff include – TO4 x 1 and TO2/3 x 2Vacancies Fully staffed – (2000 budget cuts)


No movement

Allowances None – do get a uniformHours of Work 7.30am-4.30pm Monday to FridayRDO/Flex arrangements 38 hour work – 9 day fortnight.Undergraduate Placements Undergraduate placements. 9 weeks in 4th year. Organised through the university – no funding.

University of NSW and Latrobe offer the course.University of NSW – no graduates yet (30 places). There is an associate diploma and degree – distance education available

PD 1995 – staff partially supported to obtain degrees. National society main conference two staff attend. If presenting fully funded, partially funded otherwise. Local staff development very basic.

Tutor positions No set tutor positions.Other comments Have gained recognition as a service over the years – have come a long way. Used to be part of Biomedical engineering.

Career structure – OK, but there is nowhere else to go.Qld health supports graduate certificate in management.About half of the staff also work in the private sector.A total of 20 professional in Qld – group small.

67


Profession: Medical Laboratory Scientists/Technicians

Topics Royal Prince Alfred – Sydney Hunter Area Pathology Service RBH (Centralised QLD)Contacts Michael Ko – Chief Scientist in

MicrobiologyGarry Douglas – Administration – HR Paul Bailey, Laboratory Manager Pathology

ServicesStaff numbers N/A 280 FTE N/AStructure Very flat – very little in terms of career

advancement.Very flat – majority of staff in base grade positions.NSW health currently reviewing senior structure for Pathology – gradual phasing out of chief and principal laboratory scientist positions by using health manager classification – cheaper options. Central reception area now managed by staff member with technical officer qualifications as a Health Manager Level 1.

24 laboratories

6 relief scientist positions, 5 of which are government funded and 1 is a training and education position funded by the Private Practice

Vacancies Anecdotal – new graduates easy to fill. More experience staff – somewhat more difficult. Many lab scientists enjoy the job itself – tend to stay. Problem in the next few years as the department will be losing a number of staff due to retirements.

New graduates relative easy to fill. ? Possibly too many places offered by the universities. Some experienced staff tend to move on due to lack of career structure – base grade position their entire working career. Changing work environment has lead to centralising work practices to larger centres – thus reducing number of senior positions available. There has been a trend to employ pathology aides (non-qualified personnel to perform more menial tasks and allow the laboratory scientist more time to spend on more complex tasks etc.

Very few vacancies. Easy to find new graduates.


Low turnover rates – many lab scientists work in the same lab all their lives. Some difficulties recruiting at the senior scientist level.

Low turnover rates – many lab scientists work in the same lab all their lives. Some difficulties recruit at the senior scientist level. HAPS is moving towards less scientists – more technical staff and increasing technical assistant/pathology aide positions.

Stable workforce. Low staff turn overWith few opportunities to move. There is also the assumption that sick leave and annual leave is covered within the establishment.The main areas of staff recruitment problems are Cytogenetics and Cytology.

68


Topics – Cont’d Royal Prince Alfred – Sydney Hunter Area Pathology Service RBH (Centralised QLD)Undergraduate placements QPS take undergraduates for 4 week

placements from QUT and James Cook Universities.

Allowances Standard award allowances for shifts etc. Standard award allowances for shifts etc. Standard award allowances for shifts.There is no training or rural allowance however rural staff may be offered up to 18months rent assistance.

Hours of operation Shift work in place – some centralisation of work to Concord Hospital which has a 24 hours service.

Main laboratory at John Hunter Hospital offers a 24 hour service, covered to rotating shifts. Some of the other smaller laboratories in the area operate some late evening shifts – a lot of the work out of hours is centralised to John Hunter laboratory.

24 hour shifts in place. Scientists work a 36.25 week. There is no flex or RDO’s available

Accountability Technical and scientific staff at the base grade level perform same jobs. Scientific staff are required to handle the more complex procedures and problem solve – however it is not unusual for experienced technical officers to also perform these functions.

Technical and scientific staff at the base grade level perform same jobs. Scientific staff are required to handle the more complex procedures and problem solve – however it is not unusual for experienced technical officers to also perform these functions. Senior scientist and principal scientist authorise some of the more difficult cases along with the pathologist.

Professional Development Some funding available for courses and conferences – specific information not obtained.

Trust Fund pays for conferences, operational training is funded from operational budget, staff do have access to study leave.

Private Practice Fund covers all PD. This money is under the control of Pathology. Funding usually covers registration, transport, accommodation and TA.

Tutor positions No educator/tutor positions within pathology.

No educator/tutor positions within pathology. One educator position funded by the Private Practice.

Other comments HAPS has introduced a trainee program to address the problem of recruiting cytology staff – cytology course paid by PAPS as part of the trainee program. (This has come about as a result of a national shortage).

69


Topics – Cont’d Royal Prince Alfred – Sydney Hunter Area Pathology ServiceMoral comment Laboratory scientists enjoy their work,

however the increasing workload, reduction in staff numbers is making it increasingly more difficult to maintain high spirits.

Laboratory scientists enjoy their work, however the increasing workload, reduction in staff numbers is making it increasingly more difficult to maintain high spirits. The trend to centralise services, reduced career opportunities in an already poorly structured profession is not helping to promote the laboratory science as a profession of choice.

QPS have identified the need for a flexibility in dealing with the workforce to maintain job satisfaction.There is no recognition of higher qualifications however staff may apply for the Pathology Conditional Advancement Scheme.

NSW Classification NSW QLD Classification

QLD – additional 4% due 1/8/2004

ACT ACT Classification

Hospital Scientist $39,260–56,386 Level 2 $37,579–$48,390 $37105–49430 TO2-3/PO1Current TO2 can not progress to TO3 unless there is a position.

Hospital Scientist in-charge of a section (Senior Scientist)

$61,152–64,946*Post-graduate degree in science required to access additional increments.

Level 3 $50,885–$55,661 $50,525–56,467 PO2/TO4

Chief hospital scientist in charge of a laboratory

$76,596–80,912*Post-graduate degree in science required to access additional increments.

Level 4 $66,976–$71,894 $63,972–68,976 SPOC

Principal hospital scientist in change of a department.

$86,684–93,444Will not progress beyond this salary unless officer holds post-graduate graduate in science at least equivalent to the PhD.

Level 5 $74,321–$78,659 $75,586–85,090 SPOB (1 at Calvary Pathology)

Level 6 $87,785 SPOA (Core Lab Manager TCH)

70


Profession: Pharmacy

Topics SHPA – Victorian Branch RBH – Queensland Bendigo Health Care GroupContacts Susan Kainey Karen Allen Richard Summers – phone contact only. Staffing numbers 32 FTE an additional 5 positions have

just been approved.Not available.

Backfilling There is the use of locums in the Metropolitan area. Remote areas tend to be more of a problem – there is a pharmacist who has come out of retirement – who is providing a locum service for remote area – need more of them!

No funding to backfill leave etc.Can only backfill leave without pay. Tend to use UK pharmacist on holiday for 3 months locum, rather than use local private locums.

Structure Trainee (Pre-registration) – 80% of G1.1 level.Base grade positions classified as G1 to G2Clinical specialist in-charge of a section classified as G3 – G4

Pre-registration 65% of PO2.02PO2 is a developing professional PO3 must meet criteria including eg. post grad diploma in pharmacy PO2 – PO3 (Base grade level)PO4 – Clinical specialist in-charge of a sectionPO5 – Deputy Director of a teaching hospital or Director of a small hospital PO6 – Director of a teaching hospital – only 3 in QLD Health

1 trainee pharmacist position (pre-registration) 2 trainee positions approved for 2004.Classification levels not available.Bendigo hospital pharmacy department maintains are service to hospital inpatients, outpatients and emergency department patients, as well as to specific groups of the Rehabilitation, hospice, respite and aged psychiatric wards.

Vacancies Hospitals and area health services were now using SHPA website to advertise positions – on 10/11/03 a total of 29 positions advertised.

2 positions vacant – one base grade position the other a senior position in the drug use management section.

PDY and establishment

4 Pre-registration positions currently in place – one is filling a registered pharmacist position.A large number of new graduates end up in community pharmacy or industry.


Some loss through overseas travel and move to private sector – PO4 level tend to leave for community pharmacy because of pay.

Have some problems with recruitment and retaining student.

71


Topics – Cont’d SHPA – Victorian Branch RBH – Queensland Bendigo Health Care GroupAllowances Post graduate diploma in pharmacy attracts

$57.60 per week. Post graduate qualifications must be relevant to pharmacy to allowance to be paid.

Standard award rates for on-call, out of hours work.Post graduate diploma in pharmacy recognised at the PO3 and PO4 level.

Hours of Work Community Health seen as more flexible – job share and part-time arrangements.

8am to 6pm service. Out of hours cover by on-call.

Monday to Friday. On-call cover for emergencies.

RDO/Flex arrangements

Work 40 hour week with one ADO per month.

PDY Programme Victorian government currently has a graduate training scheme – Victorian government pays 73% towards the wage of a trainee – 80 positions available for the state of Victoria.There is current a review of this scheme and it has been flagged that the government will pay 50% of a trainee wage. This scheme is available for a number of health professional disciplines – disciplines not identified.Check – Training and Development scheme ~ worth about $25000 per position.

3 funded positions for PDY programme.

Trainee positions funded by Vic government graduate scheme.

Professional Development

General comment that some funding was provided for courses / conference attendance.

Private trust is used to fund courses and conferences. Weekly in-service held.National conference – 6 attended

Student placements / University involvement

Placements come from Qld University and James Cook University.Unable to accept placements from interstate universities.The department has 2 conjoint positions with Qld University – 20% salary paid by University.These positions lecture at the university and co-ordinate the placement program.

The dept accepts students from LaTrobe and Monash university for practical training placement.This has caused additional pressure on existing staff. It is seen as an important part of the organisation to take placements – it is hoped that if students have a good experience they will consider Bendigo as a future employer.A joint position held between the Bendigo Health Care Group Pharmacy Dept and LaTrobe University Pharmacy faculty has just been created.

72


Topics – Cont’d SHPA – Victorian Branch RBH – Queensland Bendigo Health Care GroupOther Issues/Innovations

SHPA trying to raise the profile:website to advertise jobsraise awareness of jobs in hospitals during undergraduate placement period.Via university orientation week hold information sessions about hospital pharmacistsUniversities have now got a remote area entry scheme (entry levels reduced to give remote students an opportunity to enter universityBendigo campus has introduced an interview process to promote remote practiceIntroduction of clinical preceptor position 50/50 clinical work/clinical supervision paid at level G3Residency year (opportunity to rotate through various sections / with focus on expanding skills / knowledge in specialty area)

The department has tried to address the issue of staff shortages by modifying work practices – duties which can be performed by unqualified staff are now been done by pharmacy assistant and pharmacy technicians. A structure exists within Qld Health which allows the pharmacy department to use this work force.7-8 years ago the department had 6 assistants/aides now the department has 15 support staff.Classification include operation officer and pharmacy technician.

Recruitment methods Introduction of the SPHA-Victorian Branch website, NT is now a part. NSW is current considering it merits. ACT Health invited to enquired about service. Organisations using the site have given positive feedback in terms of filling positions. n June 2002 – 76 positions about 50% were filled reasonably quickly using the centralised register.There has been a trend to employ UK pharmacists currently on holidays in Australia to backfill for short periods.

The director of the department has developed an arrangement with immigration and an agency to recruitment UK pharmacists for locum positions. In addition, 2 UK pharmacist have been sponsored by the Director.

73


Additional Information obtained from Susan Kainey: SHPA –Victorian Branch regarding a survey not yet published . Students who do pre-registration year in community tend to stay away from the hospital setting. Students who do pre-registration year in hospital tend to stay in the hospital system for a couple of years then go over to community pharmacist because of pay. There is a perception rightly or wrongly that the more academic/intellectual end up as hospital pharmacist, those with a business sense tend to go to community. There is a reluctance to move from community to hospital pharmacy because to a perceived lack of appropriate skills/knowledge. There is a clear need to advertise hospital pharmacist positions as an overall package eg. Paid sick leave, annual leave, long service, maternity leave, super etc plus the

salary and on-call and other out of hours allowance plus professional development program which take place in individual organisations.The SHPA is trying to find ways to keeping new graduates in the system – Monash University will be increasing its intake to 250 new students/year. There needs to be a way of identifying those students which will stay in the industry long term – 50% leave the profession move to medicine, others move to quality use of medicines and remained move into policy areas.

Qld VictoriaPre-registration Year – 65% of PO2.2 wage Pre-registration Year – 80% of G1.1Developing Professional PO2 – $49,050 Base Grade level

Base Grade position – G1

Must meet criteria including Post graduate diploma in pharmacy PO3 – $57,564Base Grade Level – experienced professional

Base Grade position – G2

Clinical Specialist in-charge of a section PO4 – $66,196 In-charge of a section G3 – G4 – $67,000Deputy Director of a teaching Hospital or Director of a small hospital PO5 – $71,670Director of a teaching hospital – only 3 in Qld Health PO6 – $81,369

74


Professional: Physiotherapy

Topics Royal Prince Alfred – Sydney Royal Brisbane Bendigo Health Care GroupContact Julie Penn

Assistant DirectorElaine UnklesDirector of Physiotherapy Services

Melanie TaylorGroup Chief Physiotherapist

Staffing numbers 40 FTE filled with by 50 staff. 46 FTE – total number of staff not provided. Grade 1: 9 FTE, Grade 2: 7.63 FTE, Grade 3: 5.71 FTE, and Manager 1 FTEAdmin support: 1.13 FTEAssistant support: 7.51 FTEExercise Therapist: 4.17 (in 7 part-time staff)Total of 51 staff.

Backfill Have 1 reliever position funded but unfilled as establishment not filled.

Historically 3 FTE reliever positions in establishment: have maintained these even with significant staffing cuts as deemed extremely important.

No backfill funding.

Vacancies 11 Vacancies Variable: a stable core staff: large use of locums.

Never able to recruit locums: do not exist.Rate is masked as converted some positions to Assistant and Exercise Therapist positions.


Rapid turn-over.Last 4 advertisements: no responses.Grade 3 position in Outpatients (usually highly desirable position) vacanat. advertised twice so far.Issue with delayed recruitment processes -money saver but increases staff stress.

Young staff turn-over. Applicant pool shrinking rapidly. In recent times has been unable to get locums to fill position – this is a first.Expects to lose a large proportion of new graduate and young clinicians as a result of overseas travel each year.

Always lose junior staff in winter: last year lost 30% of staff FTE: strategies to minimise include upgrading positions: plan service programs to predict staff shortages a year in advance.Actively start recruiting New Graduates in October: sign them up even though need to wait until Jan to get Vic registration.

New graduates 12 Allocation positions: 12 month contracts.

5 Positions for New Graduates: 12 month contracts. These staff sometimes fill permanent positions as they become vacant. Expect them to travel overseas after allocation year.

No allocation positions no-one will take contract condtions: all new graduates are put into Grade 1 permanent positions: but have supported rotation program with Buddy and Mentor programs.

Allowances On-call and re-call as per Award.No formal allocated PD allowance.Staff access up to 4 hours per week study leave to support further tertiary qualifications related to work. Exam leave.

On-callHandling Foul Linen AllowanceTravel Allowance for on-callUniform AllowanceHigher Duties allowance Shift.

On-call: used for senior clinicians for remote supervision of junior staff rostered on weekends.Higher Qualifications Allowance: estimates 12 or more staff have access to this allowance.

75


Topics – Cont’d Royal Prince Alfred – Sydney Royal Brisbane Bendigo Health Care GroupHours of Work 38 hours per week. 24/7 service. Unpaid overtime: not excessive. Use time in lieu

arrangements.RDO/Flex arrangements RDO 1 every 4 weeks RDO once ever 4 weeks. RDO once ever 4 weeks.PD Use of Private Practice Trust fund plus

funds acquired from Uni of Sydney for taking under-grad students ($21 per student per week).

No departmental budget.Access to Private Practice Trust Fund. Full coverage of costs to conferences only if presenting: otherwise part-payment.In-house program.

Confidential arrangement with LaTrobe University re student payments: this is put into fund and used for PD. Spend b/w 10-15,000 each year on PD.Hospital runs “Corporate” training. In-house departmental in-service program

Research/Further Qualifications

Approximately 50% of staff either have or are working towards further qualifications.

Can apply for payment of Union Fees if tertiary course.

2 staff currently involved in research. Approx 12 staff with higher qualifications

Tutor positions 2 permanent educators grade 3: co-ordinate and supervise under-grads, support post-grad/research within department and provide some PD.

None. Considered a major issue. Used to have University based/funded student supervisors with 20-30 students at any one time. Ceased 3-4 years ago.Maximum of 12 students placement taken – quality is compromised and with increase staff stress.

DHS funded position to start: Associate Professor of Physiotherapy to: Oversee undergrade student program, supervise post-graduate students, promote Physiotherapy research, PD, EBP in the Region, and improve links with the university.

Senior staff issues Contactable 24/7 for staff as are clinical area leaders. No recognition of this.

Nil specific. Nil specific

Innovations/Issues Expectation of young staff is that they deserve a grade 2 position within a year out of Allocation.Grade 2 positions have been filled with in-experienced clinicians just to get a body in the door.“There is a poverty of senior clinical staff”.Issue of Nursing down grading the specialist nature of Allied Health clinicians and pushing generic therapy while pushing for clinical expertise recognition in the Clinical Nurse Specialist positions.

Cut to staffing levels has resulted in increased use of support staff -10.5 Physio Assistants and 3.5 clerical support staff.Has allowed physiotherapists to maximise their professional time.New course: double degree PT/ Sports science to graduate soon: 5 year degree.Have not yet employed a Graduate entry Masters Graduate: anticipate will bring in at same increment as undergraduate as performance likely to be comparable.Noted New Graduate Nursing Program have dedicated funded Nurse Educator positions.

New Graduates enter at G1 yr 3 as rural incentive.Dedicated student culture: take LaTrobe and CharlesSturt: often convert to staff.Employ students out of session as Physio Assistants.Latrobe has 3rd and 4th year cohort clinically based at Bendigo: students originally from rural areas.Placement of students into the community most challenging.Some staff work part-time in private practice: now aiming to try and use private practice for student placements.

76


Profession: Psychology

Topics – Cont’d Royal Brisbane HospitalContacts Anne ClairStaffing numbers 23 FTE across the divisionStructure Senior Psychologist – PO4 level.

No every district will have a director – depends on the number of psychologist employed.Clinical psychologist preferred.Team leader positions are multi-classified – (rural positions more difficult to recruit).

Backfill Only unpaid leave – automatically can put in a case for backfilling. Paid leave often use placements.Vacancies No issue filling positions. Up to 40 applicants for a position – not clinical psychologist.Staff turn-over and Recruitment

Stable workforce. Those who have clinical masters or pH tend to move into the private sector.

Allowances Danger money – work with high and medium security patients attracts an allowance.Hours of Work 8am – 6pm (38 hour/week) fulltime staff do have the option of an ADO.

Mental health access call.RDO/Flex arrangements Both flex and ADO is available.

New Graduates / PDY Programme

Mainly take post graduate placements – 5 month block of 2 days/week

PD Individual development program through an appraisal system. Approval for attendance required by line manager and professional leader. PD funding is provided by Qld government, PPF does fund all PD. Interstate conferences fully funded if presenting. Local conferences tend to be funded regardless if presenting or not. Monthly in-service takes place – internal or metropolitan specialist occasional interstate speaker – staff in community can access these in-services as well.Government support for mental health has improved access and support for workshops etc.

Research / Further qualification recognition

PO4 Clinical position – under threat currently been backfilled at a level PO2 – director felt PO2 level did not adequately provide the required service the requirement of the service.There is an allied health advancement scheme – competency based, PO2 to PO3 personal upgrade.

Senior staff issues Staff in non mental health positions were staying but Mental Health staff are not happy.Other innovations Qld Health – 2002 Advancement scheme

Criteria is based on contribution of service at the state, national or international level. Of 40 applications last year only 14 successful. – The bar has been set very high.

77


Profession: Radiation Therapy

Topics Royal Prince Alfred – Sydney Prince of Wales – Sydney Wollongong Mater – NewcastleContacts Darren Martin: Acting Chief MRT Margaret Schneider: Chief MRT. Wendy Collis: Manager of

Cancer Services: Nurse Manager.

Karen Jovanovic: Chief MRT.

Staffing numbers 30 FTE, 4 positions funded by “Trust Fund” (73% of staff are at the base grade level)

26 FTE(69% of staff are at the base grade level)

24 FTE(70% of staff at the base grade level)

25.4 FTE

Level 6 (Chief) x 1Level 5 (Deputy) x 2Level 4 x 7Level 3.2 x 1 (Tutor)Level 3 x 0Level 1and 2 x 22

Level 6 (Chief) x 1Level 5 (Assist) x 1Level 4 x 6Level 3 x 0Level 2 x 13Level 1 (base grade) PDY: 5

Level 5 (Chief) x 1Level 4 x 2Level 3 x 4 (3 as personal up-grades)Level 2 x 17

Unavailable.

Vacancies 3 FTE. Positions expected to be filled readily.

5 FTE: 2 of them PDY positions due to be interviewed for next week.

3 FTE: maternity leave. 1.7 FTE

PDY and establishment Funded within establishment Funded within establishment. PDY super-numerary.Staff turn-over and Recruitment

Reasonably stable. Felt would like to try PDY as super-numerary.

4 FTE on Maternity leave.Usually 1-2 resignations per year – tend to be new graduates for travel reasons. Often return to POW.Recruited from UK: AIR process of accreditation not onerous.

Difficulties recruiting for short-term contracts.

2 staff on maternity leave.Minimal difficulty recruiting.

Allowances 10% shift penalty if starting after 10am.No training allowance. On-call and re-call as per Award.No allocated PD allowance.

On-call and re-call as per Award.No training allowance.Over-time as worked through patient list with machine breakdowns.No allocated PD allowance.

On-call and re-call as per Award (only Chief and Deputy on on-call roster)No training allowance.No allocated PD allowance.

On-call and re-call as per Award.No training allowance.No allocated PD allowance.

Hours of Work 35 hours per week. 35 hours per week 35 hour per week. 35 hour per weekRDO/Flex arrangements 9 day fortnight (ie extended hours on

these days)1 day RDO per month. 1 day RDO 9 day fortnight (ie extended

hours on these days)PDY Programme Likes to operate with 3 qualified RTs

per 1 PDYPart of a 10 hospital PDY, PD program. Each facility hosting PD day every 6 weeks.

No comment No comment

78


Topics – Cont’d Royal Prince Alfred – Sydney Prince of Wales – Sydney Wollongong Mater – NewcastleNumber of machines 3 old machines (30yrs) 1 new instrument

in the process of set-up.3 machines 2 machines 3 (3rd machine limited in use).

Other 2 do 1,300 courses per year.

Equipment maintenance After-hours. Done on rotation as RT took rostered days off.

Done as RT`s took RDO`s. At end of the day: medical physicists have extended days.

PD Funded by Trust Fund: roster for interstate conferences. Local available to all.

2 USA attendees per year. Usually other overseas conferences paid for: all funded. Private fund pays for 1 world recognised specialist to spend 1 week in department for departmental

Funded through Private practice fund. Allocation an internal issue.

In-house program.Access to private practice fund for conferences: fund up to ARC membership costs. All else covered.

Research No Comment Multiple staff involved: funding supported.

No comment No comment

Tutor positions Given 1 NSW Health funded Tutor position at RT3.2

Given 1 NSW Health funded Tutor position at RT 3.2

.6 FTE Tutor position to be funded in 2005.

Given 1 NSW Health funded Tutor position at RT 3.2

Moral comment Good team dynamics. “Drove past other hospitals to work there”.No additional breaks required due to work for OH&S or other reasons.

Well supported staff. Counselling program in place for critical events.Felt that even in the paediatric area, further daily breaks or “time-out” was not necessary due to the stress of the job.

Commented on some internal issues.

Good moral/good dynamics.

ACT Levels ACT Pay Rates from July 2003

NSW Levels NSW Rates from 1.7.2003

RT1 $40,981 – 62,358 RT1 $39,265RT2 $63,133 – 66,456 RT2 $40,742 – 55,104Senior RTC $69,779 – 74,209 RT3 Grade 1 $56,882 – 61,183

RT3 Grade 2 $61,183 – 64,995Senior RTB $76,424 – 85,090 RT4 $68,557 – 72,114Senior RTA $93,038 RT5 $74,116 – 76,632

RT6 $88,889 – 91,286

79


Profession: Social Work

Topics The AustinContact Jill FelthamStaffing numbers Approx 69 FTE.Backfill Use of locums. 1FTE built into establishment for backfill, inadequate, covers less that a third of predicted annual leave.

Very difficult to recruit experienced locums.VacanciesStaff turn-over and Recruitment

Turn-over of about a third of staff in last 3 years, remaining staff has experienced little change over the last 10 years.Essentially no grade 1`s in mental health: feels this is a barrier to get people into the Mental Health system.Recruiting at the Grade 3 level can be difficult

New graduates No specific new graduate program.Under-graduate students Varies between 12-15 students: physical environment is limiting factor to numbers.

No university support with students.Allowances Shift penalties. Travel allowance and

higher Qualifications Allowance (have developed internal interpretation for application of this allowance).Hours of Work No budget provision for paid overtime.

Senior clinicians routinely work beyond paid hours.RDO/Flex arrangements 1 per 4 weeks.PD Internal PD program.

Internal hospital program.External PD is supported locally through creative use of non-salaries budget.Big struggle to support any international conference attendance.

Research/Further Qualifications

Support is a money/budget issue.

Tutor positions No tutor positions.AASW guidelines for supervision: 1 hour per week direct contact time for clinicians of less than 3 years clinical experience and 1 hour per fortnight for over 3 years.

Senior staff issuesInnovations/Issues The only teaching hospital in Melbourne without an Allied Health Manager.

Understands the DHS is in process of creating AH advisor to be within department as well.Social Work department has put multiple business cases up for out-of-hours service: knocked back so have made a stand for staff NOT to be available for out-of-hours contact.

80


Profession: Speech Pathology

Topics Sydney Children`s Hospital Prince of Wales – SydneyContact Jenny McIntyre: Manager for both Hospital and Community

(4FTE)Clare Quinn: Manager

Staffing numbers 9.9 FTEG4 x 1G2 x 3G1 – extensive use of part time staff at this level

6 FTEG4 x 1G3 x 3G2 x 2

Backfill No back fill. Able to shift hospital and community base staff around as required but managed is responsible for both areas.

No backfill: able to be flexible for long leave for community based person by using hospital based staff. (Good will arrangement).

VacanciesStaff turn-over and Recruitment

Long serving staff – have been able to utilise personal up-grades based on experience.

New graduatesAllowances On-call and re-call as per award. On-call allowance $6.70 with call back Sat 2 hrs at 1.5 and 2 hrs

at double time. Sunday 4 hrs double time.Hospital funds $6.50 per student per day (under-graduate course).

Hours of Work 38 hours per week 38 hours per weekRDO/Flex arrangements 1 ADO per month 1 ADO per monthPD In-services. $200/person /year – individuals pay for the rest. No allocated budget. Use sales from video to fund. PD. Have

access to Private practice funds.“Allied Health Education Committee”.

Research/Further QualificationsTutor positionsSenior staff issues Manager carries 35-40% clinical load. Manager carried 10% clinical load.Innovations/Issues Mentioned Allied Health Manager Allowance of $6000.

Issues with the University not taking responsibility for an array of issues. Poor links with University. No input into course content.Exit interview process within department with HR available if staff choose.Process in place for annual performance review.Noticed increases in paper work for community based staff with increased accountability.

University not taking responsibility for an array of issues. Poor links with University. No input in course content.Exit interview process within department with HR available if staff choose.Process in place for annual performance reviews.Issue with not being line manager for Community Speech Pathology: line managed by Nursing: Professional recognition/comprehension problem.

81


Interstate Government Departments

Susan MountfordHuman ResourcesIndustrial Relations Victorian Health

Janine WyattWorkforce Planning Unit Queensland Health

David RhodesDirector of Allied HealthJohn Hunter Area Health ServiceNewcastle

Next EBA negotiations about to commence. Current EBA expires in 2004.

Government will offer 2.25% to cover CPI and 0.7% for productivity, any other increases must be found within the departmentAllowanceThe only allowances known are some incentive payments paid to retain staff in rural areas. This is not part of the agreement but negotiated when necessary.Grade 4Position created to recognise a person with extensive experience in a significant management, administrative or educational role. This classification is not clearly defined and has been incorrectly used by many areas.

Is co-ordinating the Queensland arm of the “Skill Mix & work Analysis Project (Oncology Workforce)”

Unable to give much information at this stage regarding RT workforce or issues.

Janine gave the Team names and contacts details to facilitate networks into the ACT.

Comments regarding the ACT structure compared to NSW:

ACT has a more superior structure NSW has very little flexibility – HSU is moving

towards a single stream Current structure in NSW makes it very difficult

to pay above award NSW is looking to generic work value standards

Physiotherapy, Occupational therapy and speech pathology – work value standards – is best. No career path for dietetics, audiology and podiatry.

Have a Health Service Manager AwardClinical psychologist

Gradings for each level, move from psychologist to clinical psychologist

Past MOU in Canberra for clinical psychologist (93-94) staff moved from PO2 to SPOC.

Department funds registration for psychologist, physiotherapist, podiatry and pharmacy, use in hard to recruit areas

PD is written into the advertisement

82


Joanne Preston and David Reid Mental HealthDept of Human Services – Victoria

Mark QuirkHuman Resources Bendigo Health Care Group

Ruth CoxAllied Health AdvisorQueensland Health

Unable to clearly grasp what the Study was trying to achieve.Issues:2 different union representing NursesPsychology under different agreement to other AH profs.Case-management Model – Victoria went into “mainstreaming” in 1994.Have 3 levels of service:

Continuing Care – pure case management. All staff feel burdened due to case load.

Mobile Support and Treatment Service: Higher intensity case management for clients with higher risk of re-admission but also greater chance at becoming stable with appropriate treatment.

Crisis Assessment Team: Short-term treatment.

Staffing models (discipline profiles) differs around Victoria some due to local policy, some due to what disciplines can be recruited at the time.

EBA Claim Will follow on from the nurses 24% over

3 years Alex Djoneff 03 9520 1881 Victoria

Health Industry association is preparing the claims for Allied Health

No so called ‘rural allowances’ paid in the area

No AWA’s in the areaRecruitment

Problems recruiting all Allied Health professions

There has been a classification creep particularly from grade 1 to grade 2 over the last few years and this is now progressing to grade 3 in order to retain staff

Easily able to recruit new graduates but not so easy to retain them. People move to Bendigo mainly for the quality of life.

Difficult to attract middle managers and experienced staff

Take undergraduate placements from Latrobe and Charles Sturt

Pharmacists are the major issue we lose them to community pharmacy.

Represents Allied Health at the executive level.Current Major Responsibilities

Implementation of the Queensland Report in to Allied Health Recruitment and Retention 2001.

Negotiation on behalf of Allied Health for the next EBA.

Impact of clinical pathways on structure Training allowances Work practice in Pharmacy Radiotherapy work practice review Introduction of flexible employment practices

83


Joanne Preston and David Reid Mental HealthDept of Human Services – VictoriaCont’d

Mark QuirkHuman Resources Bendigo Health Care GroupCont’d

Ruth CoxAllied Health AdvisorQueensland Health

Able to discuss Nursing: unable to give any information on Allied Health.

Graduate Nursing program.Specialist Graduate Nurse program for Mental Health: not traditional positions: new especially for this program to encourage new graduates into community based MH.21 Nurse Educators.Post-graduate support: Department funds scholarships out of Nurse Policy Branch.Locally: within EBA there is an agreed PD package as well as clinical supervision.In process of developing MH Nursing specific training package.Stated that “over-award payments occurs”. Local arrangements occur.

Other Issues Allied Health needs to have recognition

– changes to work place culture They do have recognition of

qualifications, about 25 % of the Allied Health workforce have a post graduate qualification

No training allowances paid either by the hospitals or the universities.

Would prefer to pay over the award than to increase the classification in an attempt to maintain the integrity of the structure

84


Appendix 9 STAFF CONSULTATION ROUND 2 SUMMARY

Group1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7Questions raised

- Who would be responsible for assessing staff competencies for the personal upgrades and how will consistency be achieved?- How many increments in the HP2 Level?-How will the translation occur i.e. will all positions be spilled?-

- How many increments will be within each classification level?- Can the top of the Coders be linked to the top of the HP2 pay level?- What will the criteria and processes be for a market allowance to apply?- How would translation occur?

- Will structure be set in stone then each discipline does best fit?- How will pay translate?- What translates to HP4? How will it be utilised?-How will sole practitioner be applied?- Can previous years of experience still be recognised in the proposed structure?- Will the Management descriptors include numbers of staff to be managed?

- How will traineeships sit in the proposed structure?- How many people do you need to manage to be recognised as HP4 Manager?-Does the hospital provide courses for new managers or emerging managers?-Would a PO2 managing 6 staff translate to a HP4?-How will staff translate?

-How many increments within each level?-Will the personal up-grade positions be fully funded?-How will personal up-grades be assessed?-If post-grad qual is mandatory for the job, will this be reflected in the structure?-How will competency levels be determined and who will police them?-How does the structure reflect workload?-How were the work level standards developed?-How will it translate?

-How do the TO`s fit into the structure?-What happens to TO`s with certificates?-Does HP1 and 2 equate to PO1 and HP3 to PO2?-Can HP3 up-grade be used to recognise taking on management/administrative roles?-Will ASO stream be in front in pay? -Why not an up-grade at HP4 clinical level?-What happens to someone on a retention point?

-How does progression from HP1 to HP2 occur?- Who sets up up-grade criteria and assess applications?- How does PO and HP structure relate?-How many increments in each level?-How does this address PO1 bottleneck?-Where do PO3s translate?-How does this help small departments?-What processes will ensure Market Strategies will be utilised equitably rather than for the industrially strong?

85


Group1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7Discussion points

- Work level descriptions/standards must be clearly defined- -Felt a tight definition of what constitutes a Sole Practitioner was required- Most felt that the PD funding should be at the program level but there should also be central funding for across discipline education sessions- Minor concerns about HP4 managers managing HP4 clinical specialists/educators?- Agreed strongly that all Health Professionals including Radiation Therapists should be in a single structure.

- PO structure compared with HP structure.- Allowance versus structural recognition of further qualifications. No strong views as to which model would work best.- PD: felt centralised “bucket of funds” may have red tape issues for areas given only short notice of courses. No strong views on funding model.- Market Allowance discussions: wanted set criteria and processes so applied equitably on need not industrial power.

- Single structure concepts.-HP4 concepts.-Parity of application of the sloe practitioner recognition.-Difference between professional supervision and line management.-Recognition of New Graduate concepts.-PD: central, departmental, and individual allocation funding models: suggestion of Discipline specific central funding.- Higher qualification recognition: allowance compared with structural.

-Experience compared with competency.- HP4 roles.-Broad banding versus re-classifying of positions.-Discussed Personal up-grade and role of staff appraisals.-HP3 to HP4 process. Merit versus internal promotion. Ability to advertise to HP3/HP4 but classify on suitability of successful applicant.

-PD: discussed need for backfill, individual allocation models, MO and Nursing PD models, centralised funding models, use of current facilities for PD, need for equal access: between professions and classification levels.-Discussed ACT Employer of Choice.-Market allowance: application and freeze versus removal.-Discussed principles around the sole practitioner.

- Areas having difficulties recruiting new graduates.- Translation and need for an appeal mechanism.- Concept hurdles for a clinical level above HP5.- Penalties for senior officers.- PD and funding models.- Labour market issues.- NSW rates

-Recognition of further qualifications: allowance versus structure.-PD and different funding models.-Other hurdles to PD.-NSW comparisons.-Market strategy.

86


Group1 Group 2 Group 3 Group 4 Group 5Issues - Entry Level for a new

graduate with a 5 year degree. - Concerns that if a qualification allowance was paid as well as being included in the competency criteria that both would be accessed.- Insufficient funding would be made available to adequately support proposals- Backfilling staff to cover PD will continue to be an issue.

- Translation of PO3 to HP4 as not visually hierarchical for responsibility.

-New Graduate positions with psychology as new workforce staff may have Honours, Masters or even Clinical Doctorate.-Concerns were voiced about Organisation not adhering to classification work level standards. Staff wanted a statement from management about a commitment to the process and implementation.- PD funds may become available but access by backfill of staff continue to be a major hurdle.Felt strongly that earmarked backfill positions were needed in establishment.- concerned that any PD model would not recognise that in the main, most PD is accessed interstate.

- Inconsistency around ACT Health.-Concerned about translation process into proposed structure.

-RT rep stated RT requires less increments rather than more per level.-RT felt “work value” could not be compared with other HP`s, only NSW RT`s.- RT staff member stated structure would not work for RT in the ACT.- PD is often most appropriate interstate and cost issues with this.- Implementation problems if job descriptions are not up-to-date.Feel there needs to be an appeal mechanism after translation.- Will ACT Health start workforce planning and stop working in crisis management for industrially active groups?

- Implementation: concerned about consultation and equity of application.

-Workload issues.-Difficulties of small professions to utilise some of structure due to lack of numbers.-Understanding of professional supervision compared with line management.-implementation: interpretation, consultation and equitable application concerns.-How sole practitioner would apply.

87


Group1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7Concepts given support.

- Single structure for all Health Professionals- Possibility of a professional career path.- Identified funding for PD

- Access for Senior Officers to overtime, flex an on-call for clinical needs.- Need to be able to recognise and reward higher qualifications.

- Market Allowance so long as set criteria/processes set so it is the needy not the industrially strong.- Access for Senior Officers to overtime, flex an on-call for clinical needs.

- Concepts around the proposed structure especially the professional career path.

- Concepts behind single structure by Biomed and MI.- Access for Senior Officers to overtime, flex an on-call for clinical needs.

- Recognition of Senior Officer clinical pressures by use of penalties.- Proposed structure and increased professional career path.

-Need for a statement on PD.-Up-grade points.-Professional career structure.-Market strategy if applied equitably.

88


Appendix 10 UNIVERSITY FINDINGS

In an attempt to gain a better understanding of the Health Professional workforce the Review Team obtained information with regards to availability of university courses throughout Australia by accessing various university and professional association websites. As a result of this collation of information it has became apparent that the ACT only trains a very small percentage of the Health Professional workforce it requires. The information obtained indicates

that the workforce supply for ACT Health relies heavily on interstate training.

Discipline States and/or Territory offering course Qualification RequiredBiomedical Engineers South Australia, Western Australia, New South Wales,

Queensland and VictoriaDegree in Engineering or science a major in biomedical studies 5 year course

Cardiac Perfusionist Victorian Teaching Hospital Perfusion Course;1 year course – precursor to the current course.Prerequisites – Bachelors Degree in science, employment as a trainee perfusionist in an ABCP accredited hospital.

Variety of qualifications / backgrounds (allied health) and in house training.Certification via grandfather clause – 5 years min employment and 500 cases with written clinical competency.Certification via examination – 2 years min employment

Cardiac Technologist New South Wales and Victoria Degree in biomedical science, with studies in medical biophsyics and instrumentation , 3 years

Health Information Management

Victoria, New South Wales, Queensland and Western Australia Study in health science majoring in Health Information management, 3 years.

Environmental Health Officer

Western Australia, Queensland, Victoria and New South Wales Study science or applied science with a major in environmental health, 3 years.

Dental Hygienists Degrees: South Australia and QueenslandDiplomas: Western Australia and New South Wales

Degrees and/or Diplomas available.

Dental Therapist Degrees: South Australia and QueenslandDiplomas: Western Australia, New South Wales and Victoria

Degrees and/or Diplomas available.Degrees 3 years, Diploma 2 years.

Dental Prosthetist New South Wales, Queensland, South Australia, Victoria andWestern Australia

From ASCO Requirement is an AQF Diploma or higher qualification.Diploma of Dental Technology

Dietitian. Victoria, South Australia, Western Australia, Queensland and New South Wales

Study science, applied science, health science with a major in dietetics and nutrition. Post grad entry courses are at Masters 2 years.

Laboratory Scientist Australia Capital Territory, Victoria, South Australia, Tasmania,Western Australia, Queensland and New South Wales

Bachelor degree of Science with a medical laboratory science major, 3 years.

Forensics scientists South Australia, New South Wales, Victoria, Western Australia and Australian capital Territory

Degree in science with a major in forensics.Honours and postgraduate courses available.

Neurophysiology Scientists

Victoria Bachelor of Science and/or Diploma

89


Discipline States and/or Territory offering course Qualification RequiredMedical ImagingRadiographySonography

Victoria, Western Australia, Queensland and New South Wales Study science with a major in medical imaging.Sonography specific: University of SA.Graduate Certificate/Diploma and master.MUST complete a year of clinical practice before receiving full accreditation. On completion graduate is eligible for membership to the Australian Institute of Radiography. Must apply for license to practise.

Radiation Therapy New South Wales, Victoria, Queensland and South Australia Degree in medical radiation science, year 3.MUST complete a year of clinical practice before receiving full accreditation. On completion graduate is eligible for membership to the Australian Institute of Radiography. Must apply for license to practise.

Radio-pharmacy Victoria Pharmacy Degree, followed by one year Graduate Diploma in Radio- Pharmacy.

Nuclear Medicine New South Wales, Western Australia, Queensland, Victoria andSouth Australia

Bachelor of Medical Radiation in Nuclear Medicine Technology.MUST complete a year of clinical practice before receiving full accreditation. On completion graduate is eligible for membership to the Australian Institute of Radiography. Must apply for license to practise.

Occupational Therapist Victoria, South Australia, Western Australia, Queensland andNew South Wales

Study of occupational therapy at university, 4 yearsContinuing profession training compulsory to be accredited.In order to practise as an occupational therapist, graduates are require registration with the Occupational Therapists Registration Board of the state or territory in which they intend to work.

Orthotics/prosthetics Victoria and New South Wales Degree with prosthetics and orthotics major, 4 years.Medical Physicist Bachelor of science majoring in physics followed by 5 years work

experience. Accreditation by ACPSEM examination.Physiotherapy Victoria, South Australia, Western Australia, Queensland and

New South WalesBachelor of Physiotherapy, 4 years.Continuing professional training compulsory for professional association membership

Pharmacy Tasmania, Western Australian, Northern Territory, New South Wales, Queensland, Victoria and South Australia

Bachelor of Pharmacy, 4 years.To practise it is necessary to registered with the Pharmacy Board.Before applying for registration, graduates must successfully complete 2500 hours of practical experience.

Podiatry Victoria, South Australia, Western Australia, Queensland andNew South Wales

Degree in applied science or health science with a Podiatry major, 4 years.Continuing professional training compulsory for professional association membership in Queensland and WA.

90


Discipline States and/or Territory offering course Qualification RequiredClinical Psychologist Australian Capital Territory, New South Wales, Victoria, South

Australia, Western Australia, Queensland and Tasmania Bachelor and postgraduate degree courses must be accredited by the APS.

Psychologist Australian Capital Territory, New South Wales, Victoria, South Australia, Western Australia, Queensland and Tasmania

Bachelor and postgraduate degree courses must be accredited by the APS.Continuing professional training compulsory for APS members/specialists.

Social Work Australia Capital Territory, Victoria, Tasmania, South Australia, Western Australia, Queensland, North Territory and New South Wales

Degree course in social work, Bachelor of Social Work, 4 years.Continuing professional training compulsory for accredited social worker status.

Speech Pathology Victoria, South Australia, Western Australia, Queensland andNew South Wales

Degree in science with a major in speech pathology, 4 years

Remedial Therapist Australian Capital Territory Degree in human movement, sport science.

Discipline Training Available in ACT Level of QualificationLaboratory Scientist University of Canberra

Australian National UniversityUndergraduate degree

Clinical Psychologist Australian Catholic UniversityAustralian National University

Post-graduate qualifications

Dietetics University of Canberra Masters entry courseAnticipated commencement 2004

Pharmacy University of Canberra Masters entry courseAnticipated commencement 2004

Physiotherapy University of Canberra Masters entry courseAnticipated commencement 2004

Psychologist Australian Catholic UniversityUniversity of Canberra

Undergraduate degree

Social Work Australian Catholic University Post-grad course

Remedial Therapy University of Canberra Undergraduate degree of varying intake: broadly human sciences or applied exercise physiology.

Forensics scientists University of Canberra Undergraduate degree in science with a major in forensics.

91


Appendix 11 UNIVERSITY FINDINGS-2

A total of 11 universities were contacted throughout Australia who, via a number of sources appeared to offer Health Professional training.

A list of questions was distributed to the Vice-Chancellor’s Office in an attempted to better understand the emerging workforce. Data provided has been collated into a summary of the available courses. Unfortunately ACT universities due to time constraints were unable to provided any specific information to the Review Team, in addition information provided by Curtin University did not include enrolled and graduate student numbers as requested.

Royal Melbourne Institute of Technology

Number ofEnrolled Students

Number Graduated EmployedFT

Course 2001 2002 2003 2001 2002 2003 2001 2002Psychology (Hons)

4 17 18 12 16 3 2

Med Lab Science (Hons)

2 6 5 3 10 1 5

Social Work 115 112 69 41 46 21 20Med Lab Science 73 72 60 46 37 19 21Medical Radiations

85 99 98 71 58 47 39

Psychology 99 39 32 18 23 3 1Grad Dip Ultrasonography

6 0 0 11 3 6 3

Grad Dip sonography

35 3 1

University of South Australia

Entry Requirements

Number of Enrolled Students

Graduating Student Numbers

Course HECS 2003 2001 2002 2003 2001 2002 2003 2001 2002Social Work*

$2850 per full time year. Total HECS $11400

68.5 70.5 75.9 125 130 125 89 87

*Additional comments provided: – 86% employment rate for new graduates.

92


Flinders University

Entry Requirements


Graduating Student Numbers

Course HECS 2003 2001 2002 2003 2001 2002 2003 2001 2002Biomedical Engineer plus (Hons)

$5242 per full time year(Band 2)

82.8 77.85 76.45 15 10 12 14 16

Environ. Health Officer

$3680 per full time year (Band 1)

61.8 62.25 61.4 24 24 20 6 13

Dietitian $5242 per full time year(Band 2)

98 97.5 98.2 16 13 21 19 14

Forensic Scientist


80 80.55 80.75 35 32 40 24 29

Psychologist $3680 per full time year (Band 1)

96.35 95.2 95.8 25 25 25 19 29

Speech Pathologist


94 93.35 94.55 30 30 30 26 *25

Medical Lab Scientist


82.1 74.35 85.75 55 55 40 31 48

93


Monash University

Cost Entry Requirements


Number of Graduating Students

Course HECS 2003 2001 2002 2003 2001 2002 2003 2001 2002 2003Nutrition and Dietetics

$5242 per annum

93.5 93.1 95.5 25 31 29

Psychology major

Depends on bachelor’sdegree studied

1151 1278 1288 360 416

BA/Social Work – on campus

Approx $3600 per 4 years

79 80

BA/Social Work – off campus

Approx $3600 for 4 years

60 15 20

Social Work $3600 for 2 years

50 50 50 40 45

Social Work – off campus

Approx $3600 for 4 years

70 70 70 40 45

Radiography and Medical Imaging

$5367 per year – 4 years

36 39 35 30 35

Grad Dip Med Ultrasound

$12600 11 20 30 N/A 4

Nutrition and Dietetics – No graduates – first cohort of student graduating 2004

BA/Social Work – on campus – 10 full time places – no graduates to date

BA/Social Work – off campus – no graduate to date

Graduate Diploma in Medical Ultrasound – is a program for suitably qualified medical imaging practitioners aiming to gain a formal qualification to practice as a sonographer. Whilst the first 2 units of the course can be studied without a clinical training position, the remaining units cannot be studied unless the student has a clinical training position in a radiology department. Monash is not responsible for finding suitable clinical training placements for this program. The academic program is essential run via distance education comprising conventional and electronic delivery of coursework materials.

94


Appendix 12 Health Professional Workforce Survey

In an attempt to try and attain a clear picture of the Health Professional work force, as well as to attempt to quantify how staff felt about their workplace, the Project Team decided to distributed a survey.

The Survey was designed utilising ideas from the Western Australian Allied Health Taskforce of Workforce Issues, and the People Matter Survey 2002/2003 developed by the Office of Public Employment, Victoria.

Part 1 of the survey was designed to obtain a demographic snapshot of the health professional workforce so as to allow future comparisons and to highlight some demographic issues such as age and professional experience to assist in future workforce planning, while Part 2 was designed to obtain a clear quantifiable measure of staff satisfaction in a range of work based topics.

Unfortunately due to time and resource constraints, the team was unable to fully analyse the data obtained through the survey. The data collected will be forwarded to the ACT Health Workforce Unit and to the Allied Health Advisor so that the information obtained will not be lost.

Method

The survey was emailed to all Perspect identified Professional Officers, Pharmacists, Radiation Therapists, Medical Imaging staff and Technical Officers identified as being within the scope of the review. A two week period was set for return of the survey. Unfortunately, some problems were encountered by staff in returning the survey by email, this was especially so for Calvary Staff due to IT limitations.

The return rate was varied within each discipline, with the total return of 344 surveys.

Staff Satisfaction

Staff were asked to response on eight workplace topics indicating their levels of satisfaction on a 7 point scale ranging from “not satisfied at all” to “completely satisfied”. To analyse this information we were advised to combine the extreme responses ie. Responses 1and 2 were combined to form one rating and responses 6 and 7 were combined to form one rating.

The data has been collated by work location. Analysis has been limited by time and resources.

The following graphs demonstrate trends in staff perceptions. Though the information is not statistically robust, it is noteworthy that some trends clearly support comments staff have raised as issues. Most clearly illustrated are issues around remuneration, professional career structure and recognition of specialization.

95


1: Workload satisfaction.

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

Workload Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection

Satisfaction Rating (5 is Least Satisfied)

% S

taff

2: Total Remuneration (salary/superannuation/etc)

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

Remuneration Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

96


3: Hours of work

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

Hours of Work Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

4. Level of responsibility

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

Level of Responsibility Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

97


5. Career structure

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

80%

Career Structure Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

6.Recognition of specialisation

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

Recognition of Specialisation Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

98


7. Support by employer to meet qualification and registration requirements.

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

Support by Employer to Meet Qualifications Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

8. Access to professional development

1 2 3 4 50%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Access to Professional Development Satisfaction

TCH

Calvary

Mental Health

Community Health

Health Protection


% S

taff

99


Health Professional Review Survey

Profession:……………….... Classification:………………

1: Gender: Female Male

2: Age: …….. years

3: Location: TCH Calvary Mental Health Community Health

Health Protection Corporate

4: How long have you been working in your profession? ………years

5: How long have you been working in ACT public health system? ………years

6: What is your current employment status? Permanent Temporary Casual

7: What are your working arrangements? Full-time Part-time Shift Y/N

8: Professional Qualification: …………………………………. from: …………………

9: If you have you completed or are in the process of completing any post-graduate qualifications please specify qualification: ………………………………….…………………………………

Please rate your level of satisfaction with the following aspects of your current employment:

Not satisfied at all

Neither satisfied nor dissatisfied

Completely satisfied

1. Workload 1 2 3 4 5 6 7

2. Total remuneration (salary/superannuation/etc) 1 2 3 4 5 6 7

3. Hours of work 1 2 3 4 5 6 7

4. Level of responsibility 1 2 3 4 5 6 7

5. Career structure 1 2 3 4 5 6 7

6. Recognition of specialisation 1 2 3 4 5 6 7

7. Support by employer to meet qualification and

registration requirements N/A

1 2 3 4 5 6 7

8. Access to professional development 1 2 3 4 5 6 7

Which of the above would best describe your most pressing work concerns? _________________________,

Other __________________________

How long do you see yourself remaining in your current profession?

Do you envisage this being in ACT Health? Y N

Comments:

What are the main factors that would influence your decision with regards to the two previous questions?

Please return completed survey either via return email, faxing to 62051945 , or by mail to Health Professional Review, Level 1, Building 6, TCH by 7th November 2003.

Thank you for taking the time to complete this survey. If there are any further issues that you wish to bring to the attention of the Review Team, please contact them global email: Health Review Team, or individually.

100


Appendix 13 REFERENCES

Western Australian Allied Health Taskforce on Workforce Issues – Initial Report June 2002

Director General’s Allied Health Recruitment and Retention Taskforce

Queensland Health 2001

A Vision for Radiotherapy – Report of the radiation Oncology Inquiry.

Commonwealth of Australia 2002

Prof. Peter Baume AO, Chair, Radiation Oncology Inquiry

National Strategic Plan for Radiation Oncology (Australia)

Steering Committee for the National Radiation Oncology Strategic Plan

Review of Radiotherapy Services Victoria.

A Report to Department of Human Services, Victoria. April 1998

ACIL Consulting Pty Ltd. http://www.dhs.vic.gov.au/ahs/archive/radiotherapy/rtr/index.htm

Greater Metropolitan Transition Taskforcehttp://www.health.nsw.gov.au/policy/gap/gmt2/index.html

Requirements for Radiation Oncology Physics in Australia and New Zealand.

ACPSEM Position Paper.

Oliver L, Fitchew R, and Drew J (2000)

The dilemma that is ‘allied health’.

National Rural and Remote Allied Health Advisory Service.

Lowe S. (2003)

National Rural and Remote Allied Health Advisory Service – Discussion Paper.

Allied Health Professional – A method of classification developed from common usage of the term ‘allied health’, as applicable to rural and remote Australia.

Towards more rural nursing and allied health services: current and potential rural activity in the Division of Health Sciences of the University South of Australia. Laurence, C.OM, Wilkinson D, (2002) Rural and Remote Health 2,http://www.rrh.deakin.edu.au

101

http://www.rrh.deakin.edu.au/

http://www.health.nsw.gov.au/policy/gap/gmt2/index.html

http://www.dhs.vic.gov.au/ahs/archive/radiotherapy/rtr/index.htm


National Rural and remote Allied Health Advisory Service (NRRAHAS)

What does the Australian allied health workforce look like?

Farthing A, (2001)

Allied Health Professional Workforce Planning Project – Medical Scientist Information.

Tasmanian Department of Health and Human Services. (2002)

Allied Health Professional Workforce Planning Project: 2001 – 2002

Report of Focus Groups: Prepared by L. McInerney

Tasmanian Department of Health and Human Services. (2002)

Pharmacy Labour Force to 2001

Australian Institute of Health and Welfare – Commonwealth of Australia

National Health Labour Force Series No. 25

Health and Community Services Labour Force, 2001



Podiatry Labour Force 1999



Health and Community Services Labour Force 1996



Australia’s Health 2002 No.8http://www.aihw.gov.au/publictions/index

A Study of the Demand and Supply of Pharmacists, 2000-2010: Executive Summary

Health Care Intelligence Pty Ltd (2003)

Call for action to reduce impact of hospital pharmacist shortages.

The Society of Hospital Pharmacists of Australia. (2003)http://www.shpa.org.au

102

http://www.shpa.org.au/

http://www.aihw.gov.au/publictions/index


Profile of the Physiotherapist Labour Force in NSW, 2001

State Health Publication No (SWS) 030075www.health.nsw.gov.au/policy/ssdb/workforce/index.html

Workforce Characteristics

Speech Pathologists Re-registered in Queensland, 1994, 1995,1996,1998, 1999 and 2000

Health Information Centre, Queensland Health (2003)

Workforce Characteristics

Pharmacists Re-registered in Queensland, 1994, 1995,1996,1998, 1999 and 2000

Health Information Centre, Queensland Health (2003)

Australian Job Search http://www.jobsearch.gov.au/joboutlook/

Job Guide 2003http://www.jobguide.thegoodguides.com.au

Qualifications Framework – Health Training Package (HLT02)

Community Service and Health Training Australia

Australian National Training Authority 2002

ABS – Australian Standard Classification of Occupations, 2nd Edition.http://www.abs.gov.au

Health Workforce Australiahttp://www.healthworkforce.health.new.gov.au/anwac/sites.html

Meeting the Challenge: A Strategy for Allied Health Professions

Department of Health NHS (2000)

The Australian Psychologic Society (APS)

APS Accredited Course Listhttp://www.aps.psychsociety.com.au/study/studing

http://www.psychology.org.au/aps/default.asp

103

http://www.psychology.org.au/aps/default.asp

http://www.aps.psychsociety.com.au/study/studing

http://www.healthworkforce.health.new.gov.au/anwac/sites.html

http://www.abs.gov.au/

http://www.jobguide.thegoodguides.com.au/

http://www.jobsearch.gov.au/joboutlook/

http://www.health.nsw.gov.au/policy/ssdb/workforce/index.html


2002/03 Professional Scientists Remuneration Survey Report

The Association of Professional Engineers, Scientists and Managers Australiawww.apesma.asn.au

Australian professional organisations, associations and societieswww.journoz.com/ausproforgs.html

Australian Association of Social Workerswww.aasw.asn.au/about/education_eligibility/schools_sw_undergrad.htm

The Health Professionals Registration Boardshttp://www/hprb.health.nsw.gov.au/hprb/hprb_web/hprb-bds.html

Australian Podiatry Associationhttp://www.podiatry.asn.au/links.html

Podiatry in Australia

Labour Force Data – 1999 Summaryhttp://www.apodc.com.au

Australian Association of Occupational Therapistshttp://www.ausot.com.au/links.htm

Dietitians Association of Australiahttp://www.daa.asn.au/public/careers/become_a_dietitian/careers.asp

Speech Pathology Australiahttp://www.speechpathologyaustralia.org.au/pages/links/educational.html

Australian Institute of Medical Scientistshttp://www.aims.org.au/members/memberapp.htm

104

http://www.aims.org.au/members/memberapp.htm

http://www.speechpathologyaustralia.org.au/pages/links/educational.html

http://www.daa.asn.au/public/careers/become_a_dietitian/careers.asp

http://www.ausot.com.au/links.htm

http://www.apodc.com.au/

http://www.podiatry.asn.au/links.html

http://www/hprb.health.nsw.gov.au/hprb/hprb_web/hprb-bds.html

http://www.aasw.asn.au/about/education_eligibility/schools_sw_undergrad.htm

http://www.journoz.com/ausproforgs.html

http://www.apesma.asn.au/

Documents

3 · Web view2020-07-16 · PROPOSED CLASSIFICATION STRUCTURE. NON-CLASSIFICATION RELATED INITATIVES. PROFESSIONAL DEVELOPMENT. Training versus Professional Development. For the