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he pou oranga carving

Both nationally and internationally, a significant body of work has been undertaken to address the growing gap between workforce capacity and health care demands.

Allied Health workforce is facing increasing demands for Allied Health services in the future. They include:

  • An ageing population
  • Increasing incidence of chronic disease 
  • Increase focus on prevention, rehabilitation and provision of Primary Health Care

It has been bought into focus the need to understand the models of service delivery that will need to be developed in the localities, and the impact this will have on Allied Health resources required to provide the service delivery model to meet the population’s health needs.

He Pou Oranga is a project that was initiated by the Director of Allied Health to develop an Allied Health therapies model of care that supports the maximisation of skills and experience of the existing workforce, optimises the use of Allied Health support staff to ensure services meet the needs of the population.

He Pou Oranga (Allied Health Enabling Locality Development) project is seeking to answer these questions, in line with CM Health’s shift towards a localities model of service delivery. 

  • What does the future look like in Counties Manukau? 

  • What are the needs of our population going to be? 
  • What needs to change to make sure we meet those needs? 

  • Who is available, both within CM Health and in the community, to help? 

At the end of the He Pou Oranga (Allied Health Enabling Locality Development)project, we should have: 

  • A defined model of care for AH in community settings 

  • A defined role and scope for AH professions in the community to maximise the scope of practice and support the extended scope of practice 

  • Skill sharing across Professional disciplines within Allied Health

Frequently Asked Questions 

What is the project?

The He Pou Oranga (Allied Health Enabling Locality Development) project provides an evidence-based approach to improve the way we work across the range of services and pathways of community and outpatient care.

Allied Health in the community plays a crucial role in the new shape of the localities. There is an opportunity through this project to challenge the workforce to be meeting the healthcare needs of the population.

It will increase patient-facing contact time, reduce inefficient work practices and put staff at the forefront of redesigning their service practices.

Who is it for?

The He Pou Oranga (Allied Health Enabling Locality Development) project is focused on community/outpatient settings for Allied Health disciplines.

What are the benefits?

  • It will improve the time CM Health Allied Health staff have to manage referrals 
  • We will perform a needs-based modelling exercise to show what the workforce is required to meet demand 
  • He Pou Oranga (Allied Health Enabling Locality Development) will engage with non-DHB Allied Health staff in the community so we know who else is out there 
  • This will encourage engagement between professions, both in and out of CM Health 
  • GPs will become more aware of the benefits of the Allied Health workforce 
  • We hope these changes will help improve team morale.

What are the links between the development of Localities and He Pou Oranga (Allied Health Enabling Locality Development)?

Locality Clinical Partnerships are four networks between hospital and primary care clinicians in Franklin, Manukau, Otara/ Mangere and Eastern, working together to support patients in their community. 

He Pou Oranga (Allied Health Enabling Locality Development) is developing and supporting Allied Health teams to design, deliver and lead high-quality community services through the empowerment of frontline staff. This is in line with CM Health's shift towards a localities model of service delivery. 

How long does it take a discipline/team to complete all three stages?

The purpose of the redesign is for frontline staff to be engaged in an organisational-wide change programme which will vastly increase Allied Health’s capacity and capability for meeting the needs of our populations. The speed at which a team completes the three stages is largely dependant upon the quality of the leadership and support it receives and the amount of time it can dedicate to the tasks required. Teams will progress through some stages quite quickly, while others will take more time as teams address any internal barriers to completion.

We are hoping to complete this project in 13 - 16 months (approximate completion by May 2014). 

Is this framework appropriate for other services and disciplines?

The framework we are using can be adopted to other services and disciplines such as district/community nursing. 

How will you communicate with the staff?

A communication plan has been developed to provide consistent, certain and timely information to all stakeholders. It is our aim to communicate openly and as often as we can with you.

The consultation will take place at many different points throughout the project to ensure key messages are communicated consistently in a range of forums and mediums. Existing channels will be regularly used wherever possible to cover the range of activities occurring within the project.

If you have any queries at any time, please email Project Manager, Mark Young.

Is this project about job cuts and substitution of the workforce?

All projects that involve staff and redesigning services create uneasiness around employment but this project is not about job cuts. It is about redesigning the workforce to be able to meet the needs of the population we serve. The framework we are using will allow us to question what we do now (current state) and what we can improve for the future (future state). It will look at how other resources can assist us to meet the needs of the population and that may include using assistants or moving staff who are currently employed in one area to another. The redesign may lead to current staff either shifting to localities, aligning with localities or providing more support to primary care. 

It's all very well talking about the future state but how do we service the needs of the patients now? How do we meet the demand now? 

It is always a challenge to meet the growing demand for health services. There is no short term solution other than to reconfirm you are not alone in dealing with the pressures you face. You are part of a bigger team and you should continue talking to your team and raising any risks, concerns and issues through to your clinical leads, section heads and line managers for constructive advice on how to manage your work demands.

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