mental-health-addiction-workforce-action-plan-2017-2021-2nd-edn-apr18.doc

Our world is changing rapidly and with digital

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Our world is changing rapidly and with digital technology we can communicate in a range of different ways wherever we are. Now that people can be both mobile and connected, the way they interact with health services and their expectations have changed. The workforce needs to keep up with a fast-paced digital world, which offers many opportunities to connect and share information. We need to enable staff to use these opportunities to share their expertise, experiences and ideas to enhance service delivery in a considered way. With digital technology, consumers, family and whānau can also share their ideas and experiences and support one another. Mental Health and Addiction Workforce Action Plan 2017–2021 27
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What do we want in five years? Collaborative ways of working and care planning are clearly reflected and aligned at national, regional and local levels (from policy to practice). The workforce is mobile, is integrated with communities and primary care and has strong links with a number of different agencies, sharing skills, knowledge and resources. The mental health and addiction workforce has regular opportunities to come together with others working in health, welfare, justice, corrections and education. Understanding of how each contributes to wellbeing has increased. Agencies are working together to coordinate care and improve wellbeing at national, regional and local levels. Action 2.1 Enable a more mobile, responsive workforce that can adapt to new models of care 1–2 years Provide regular opportunities for staff to share ideas about better ways of working based on their experience and to learn skills that enhance their expertise. Provide opportunities to learn about developing mobile technology, shared records, collaborative care planning and developments as primary care models of care change and adapt. 3–4 years Provide opportunities for the workforce to co-design new models of care (including role design and reconfiguration) and lead change processes to make these models part of everyday practice. Action 2.2 Strengthen collaborative ways of working across the continuum to deliver coordinated and integrated responses 1–2 years Provide opportunities for the community, primary, peer, family and whānau and specialist mental health and addiction workforces and the wider health and disability workforce to come together to share practice, innovation and new initiatives. Provide platforms, such as interprofessional training, to increase understanding of the roles and responsibilities of workforces across the sector. Facilitate the Pacific allied health and community workforce to engage with and develop Pacific integrated approaches for mental health and addiction.
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Christopher Reinemann
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