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OUR PEOPLE

Our goal is to provide an environment that supports individual career goals by engaging staff in their personal and professional growth, fostering key clinical and high performing staff, and providing managers with specific skills and expertise to ensure high quality services are achieved.

Staff Engagement

  • A number of local engagement groups meet quarterly to encourage a co-operative working environment and joint discussions that ensure ongoing improvements and refinements to existing services together with the introduction of new services/technology as required. The parties to these engagement groups include:
    • Association of Salaried Medical Specialists (ASMS)
    • Resident Doctors’ Association (RDA)
    • Bipartite Forum (all CTU affiliated unions are invited)
    • Safe Staff & Healthy Workplace.

Talent Management

  • Services identify and support potential leaders in various occupational groups to develop both technical and managerial skills, ensuring succession planning is facilitated. Training and development initiatives include the opportunity to participate in management, leadership and clinical programmes nationally and internationally including:
    • Continuing Medical Education for medical staff
    • Professional Development recognition programmes for nursing staff
    • Specific training identified for Associate Clinical Nurse Managers
    • Regular leadership workshops co-ordinated by the Learning and Development team
    • “Grow our Own” staffing initiatives through additional Maori scholarships for staff and a Pirihau Hauroa Maori Scholarship for students who whakapapa to Te Tai Tokerau hapu and iwi
    • Hosting advanced medical trainees under the Health Workforce New Zealand (HWNZ) Advanced Trainee
      Scheme (ATS)
    • Participation in HWNZ Northern Regional Training Hub for the “Transitional Years” project which focuses on Postgraduate Year One (PGY1) and Postgraduate Year Two (PGY2).

Management and Leadership Capability

  • Clinical leadership forums have been established at Northland DHB for medical, nursing, and allied health leaders to develop their roles and support professional development of leadership and management skills. A key focus for Northland DHB is engaging in clinical networks and effective partnerships between managers and clinicians at clinical governance level.  Partnership models include:
    • Clinical leadership operating at senior executive level
    • Clinicians are an integral part of the decision making process that drives key projects within the organisation
    • Clinical governance mechanisms at various levels of the organisation to support better outcomes for patients.

Health and Wellbeing

  • Northland DHB’s Occupational Health and Safety team actively promotes a number of high profile programmes and initiatives including:
    • Smokefree/auahi kore
    • Employee Assistance Programme (EAP)
    • Active management of ACC rehabilitation plans
    • On-site occupational health assessments
    • Workstation assessment programme
    • A range of specific policies and guidelines to protect and enhance employees’ health, safety and wellbeing
    • A collaborative approach to health and safety through a consultative agreement with unions on-site.

Workforce Profile and Equal Employment Opportunities

  • Northland DHB adheres to the good employer requirements in section 118 of the Crown Entities Act 2004 which cover:
    • Good and safe working conditions
    • An equal employment opportunities programme
    • The impartial selection of suitably qualified persons for appointment
    • Recognition within the workplace of the aspirations and needs of Maori, other ethnic or minority groups, women
      and people with disabilities
    • Training and skill enhancement of employees.

BEING A GOOD EMPLOYER

Northland DHB’s activities against the seven key elements of being a ‘good employer’ are summarised below.

Element

 Activity

Leadership, accountability
and culture
  • Leadership encouraged and supported at all levels of the organisation
  • Involvement of Te Poutokomanawa/Maori Health Service Directorate operating at all levels of
    the organisation
  • Maintains and promotes organisational values at all levels of the organisation.
Recruitment, induction and
selection
  • Robust recruitment and selection processes
  • Clinical and managerial positions advertised in national job portal
  • Regional and national collaboration for recruitment campaigns
  • Powhiri or Whakatau guidelines developed for visitors and new employees.
Employee development,
promotion and exit
  • Generic orientation day for all staff
  • Departmental orientation in place
  • Human resources orientation for managers
  • Continuing medical education opportunities provided for senior medical staff
  • Nursing staff encouraged and supported to participate in professional development programme
  • Development of e-learning packages on a range of clinical and non-clinical topics
  • Additional Maori scholarships for staff
  • Pirihau Hauroa Maori Scholarship for students who whakapapa to Te Tai Tokerau hapu and iwi.
Flexibility and work design
  • Flexible work hours are available based on employee needs and the requirements of the position
  • Specific disabilities are recognised and provided for
  • Cultural competency and Tikanga best practice workshops enable staff to increase their
    knowledge and understanding of Te Ao Maori (Maori Worldview).
Remuneration, recognition
and conditions
  • Remuneration and conditions are in line with collective employment agreements
  • Transparent job evaluation criteria are in place for a range of employee groups developed in consultation with relevant unions
  • Specific merit progression criteria is available for most employee groups
  • Commitment and ongoing contributions of staff recognised through Long Service Award presentations
  • Recognition of achievement of improvements and innovations across nine categories through the Northland DHB Quality Awards process
  • Recognition of best practice towards improved Maori Health outcomes through the biennial Matariki Hauroa Maori Awards.
Harassment and bullying prevention
  • New “Unacceptable Behaviour in the Workplace” policy has been approved and available to all staff
  • Managers trained in dealing with and managing unacceptable behaviour in the workplace
  • Campaign of zero tolerance to unacceptable behaviour in place
  • Code of Conduct and related policies are available to all staff.
Safe and healthy environment
  • The DHB recognises its obligations to the safety and wellbeing of its staff. This is supported by the following programmes:
    • Employee assistance programme (EAP)
    • Health & Safety policy and training provided
    • ACC partnership programme
    • ACC annual partnership programme audit
    • Family violence resource available
    • Workstation assessment programme
    • Manual Handling programme
    • On-site occupational health clinicians
    • QUIT support including nicotine replacement therapy patches
    • Provision of a gym and swimming pool.
Northland DHB workforce profile Total workforce: 2533 employees

The workforce profile is similar to that of other DHBs although Maori representation is higher reflecting a greater percentage of Maori in our region as shown below.
Age Profile Female average age: 45.8 years
Male average age: 46.2 years
Ethnic Profile European: 73.4%
Maori: 20.3%
Asian: 5.4%
Pacific: 0.7%
Other: 0.2%
Disability Profile While specific data is not currently available for this category, individuals with disabilities applying for vacancies are given full consideration based on the needs of the position.
Gender Profile Female: 2,021 employees
Male: 532 employees


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