WA Clinical Training Network (CTN) Network Development Framework
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1 WA Clinical Training Network (CTN) Network Development Framework March
2 Network Framework WA Clinical Training Network (CTN) Contents Introduction 3 Background 3 Aim of the Clinical Training Network 3 Aim of this Framework 3 Western Australia s Uniqueness 3 WA CTN Plan on a Page 4 WA CTN Actions 5 KPIs for the Successful Implementation of the Network 6 WA CTN Outcomes 6 Who are the Members & Stakeholders? 7 Professional Networks 7 Communities of Interest 7 Setting up the WA Clinical Training Network 8 Functions and Structure (Flow diagram) 9 Responsibilities of Key Individuals 10 How the various parts of the CTN Structure Interact 11 Authors: Brooke Sanderson and Jed Handmer, Workforce Education and Reform WA Health would like to acknowledge Victoria s Strategic Plan for Clinical Placements and the WA Health Clinical Networks Framework in the preparation of this document. 2
3 Introduction Background In order to secure an adequate supply of appropriately skilled clinicians, Health Workforce Australia (HWA) has funded the development of new Integrated Regional Clinical Training Networks (IRCTNs) in each jurisdiction. The networks will bring together the health and education sectors to collaborate upon clinical training reforms. This framework provides an outline of the development of the WA CTN. Aim of the Clinical Training Network The WA CTN aims to improve the system wide management of clinical training and to promote access to clinical placements by building relationships, supporting reform projects and improving data gathering and communications. The result should be an improvement in the quality and quantity of clinical training activity across public and non government health and education providers. The scope of clinical training will include all priority clinical professions at all levels of study. Aim of this Framework This document outlines the high level principles, structures and relationships of the WA CTN. It does not detail the nature of stakeholder participation, input and ongoing relationships. Success will be reliant upon culture change across numerous organisations, and the guided evolution of stakeholder owned and operated clinical training networks. Western Australia s Uniqueness The rationale behind the approach to WA s CTN, in particular the decision to engage each profession individually (see page 8), was based on the unique context for clinical education and training in this state. In comparison with other states and territories: WA is a small town with well developed face to face relationships that are not seen in larger jurisdictions WA has a number of well established network groups. A number of these groups already collaborate to address clinical training issues WA has a high degree of good will and cooperation as evidenced by numerous projects and partnerships between education providers; and cross sectoral collaborations between education and health industries WA s placement market is buffered. Five local universities and 12 Vocational Education and Training colleges utilise the majority of clinical placements. Interstate arrangements tend to be highly targeted, mutually beneficial arrangements. Eastern states placements are competed for by 60+ university campuses and numerous other education providers Inter jurisdictional linkages and management issues are less complex 3
4 Quality system Efficient system Reliable System WA CTN Plan on a Page Priorities Principles Outcomes Core business Collaboration Roles and responsibilities are clear Build relationships and collaborations Existing relationships are valued Intellectual property is respected Stakeholders own and operate the network Partnerships are strong and enduring To enhance capacity Distribution adds value Evidence based Sufficient clinical placements across expanded settings Data and information are used to plan and accurately monitor the clinical training activity Unnecessary complexity is eliminated Appropriate support and resourcing Streamlined coordination processes & management tools are used To assure and improve quality Resources allocated to clinical placements are well used Clear systemic perspectives and linkages The system generates a skilled and competent workforce Based on Models of Care To support innovation Grow your own Innovative Sufficient clinical placements are accessible to all education providers and disciplines Locally driven The system recognizes and rewards innovation 4
5 WA CTN Actions Enhance capacity Investigate clinical placement management systems Develop a standardised information and data gathering profile Collect monitor and report data on clinical training capacity Analyse health workforce data to facilitate forward planning of training requirements Develop and implement a framework that supports clinical placement planning, facilitation and negotiation Support for increasing clinical training capacity in outer metropolitan, country, private, non-government & community settings Support projects that enhance clinical placement capacity Build relationships and collaborations Build projects and partnerships between education and clinical training providers Develop & implement a communication strategy with a focus on developing an accessible, transparent & connected clinical training community Support network members to share knowledge and approaches Provide a neutral forum for all stakeholders to raise and resolve clinical training issues Support stakeholders by linking them with other network members to collaborate on projects Demonstrate strong cultural leadership of and advocacy for clinical training Disseminate outcomes of projects across the network Maintain reporting to and communication with Health Workforce Australia Support Innovation Identify, promote and support innovative models of training Support statewide clinical training projects where there is system wide benefit Support clinical training projects that align to the CTN s strategic priorities and address local needs Support and engage with education and clinical training providers on HWA program and other key national workforce reform issues consistent with the National Partnership Agreement (NPA) Promote quality Support projects that enhance clinical placement quality Collect monitor and report data on the quality of clinical placements 5
6 KPIs for the Successful Implementation of the Network The key performance indicators for the CTN will be: 1. documentation of management support for clinical training placement providers 2. documentation of actions to engage with all sectors 3. documentation of all clinical training placements in your jurisdiction at 6 monthly intervals and growth in clinical training placements that have resulted 4. documentation of supply and demand per profession in WA including oversupply and undersupply of clinical training placements Outcomes WA CTN Outcomes A reliable system Clinical training is properly resourced and supported Clinical placements are accessible to all education providers and disciplines Roles and responsibilities are clear Partnerships are strong and enduring Well designed IT systems generate accurate reporting Data and information are used to plan and monitor clinical training activity Consistent costing methodologies, policies and agreements are in place Placement supply matches demand The training pipeline meets employers needs Standardised and streamlined coordination processes & tools are used A quality system The training system Outcomes generates a skilled and competent workforce There is improved availability and choice of clinical placements Clinical placements are available in new settings A range of initiatives target priority settings in aged care, community care, disability services, mental health, primary care, indigenous and country health The system is progressive and continually realigns with emerging evidence based best practice The system actively recognises, promotes and supports innovation An efficient system Unnecessary complexity is eliminated One stop support is available to navigate, negotiate + access clinical placements Related workloads are better managed Staff are trained and supported to provide clinical supervision Education providers have better information on and access to clinical placements Missed opportunities and non uptake of places are minimised No duplication of stakeholder resources occurs Economies of scale are exploited IT systems support management and allocation are user designed and friendly 6
7 Who are the Members & Stakeholders? WA Health has entered into a contract with Health Workforce Australia (HWA) to provide the administrative support to the WA CTN. WA s CTN will be a single extended network, also termed the clinical training metacommunity. Membership of the WA CTN will encompass public, private and non government health and education providers. It will be horizontally integrated to include all clinical professions and vertically integrated to address all levels of clinical training including non degree, undergraduate, professional entry, postgraduate and specialist training. The WA CTN will be made up of a number of professional networks and communities of interest. These groups are referred to hereafter as network groups. Professional Networks In order to engage stakeholders who represent the clinical education and training interests of each profession, professional network groups will be identified. A professional network is any group that convenes within a profession with a focus on (but not restricted to) clinical training. Most, but not all professionals have existing groups. They may be formal or informal, standing or occasional. Communities of Interest Communities of interest are groups with an interest in clinical training that cover a range of disciplines. Early priorities include country, aged and community care, primary care, mental health, aboriginal health and interprofessional groups. 7
8 Setting up the WA Clinical Training Network The process of identifying and engaging with network groups is outlined below. This process will be lead by the respective network groups and as such, network groups will dictate timeframes. 1. Identification of existing Professional Networks and Communities of Interest 2. Once group is identified, make contact and forward basic WA CTN information 3. Initial engagement upon invitation of group, informal briefing to provide outline of the WA CTN and proposal for groups engagement All professions will be engaged individually unless a specific request to engage multiple professions is made by the relevant stakeholders 4. Initial engagement will be followed by a 2 hour workshop which will generate a shortlist of network group s priorities in the area of clinical education and training 5. Network group s priorities compiled as a Charter and assessed by the Executive Committee to confirm the strategic/systemic value of each priority 6. Guided by network groups priorities, the Executive Committee will review and endorse a range of work / projects 7. Establishment of expert groups - members of network groups invited to sit on expert groups for applicable projects 8. Network groups self nominate a chair to sit on the WA CTN Forum in order to articulate groups CET priorities to the larger forum 9. WA CTN staff attendance at network group meetings (when invited) 8
9 Functions and Structure (Flow diagram) 9
10 Responsibilities of key individuals Responsibilities of Key Individuals 10
11 How the various parts of the CTN Structure Interact 11
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