Against the backdrop of increasing demand for information, building knowledge and understanding of the health workforce requires coordination across sectors.
In order to meet MDGs 4 & 5, increased funding, better health and information systems, a stronger health workforce, improved coordination and, most importantly, immediate action is needed.
The recommendations are presented in such a way that the shortcomings of the system can be addressed in critical areas, including a well-trained public health workforce; interagency coordination; private sector, hospital, and emergency response integration in public health; technical and educational interventions; and domestic and global investment in public health.
Despite this, internal care coordination workforce planning frameworks and mechanisms to build workforce capability were found to be insufficiently detailed.
All the functions and activities performed by the care coordination workforce were identified and mapped into a model or classification of care coordination workforce functions and the time taken for each activity according to function and domain was quantified.
The aim of this study was to map and analyse the workflow functions of an existing care coordination workforce whose sole role was within a care coordination service.
The LHN's care coordination workforce comprises clinical staff from four health care disciplines – nurses, social workers, physiotherapists, and occupational therapists.
A workflow activity log with considerable detail of all the LHN's care coordination workforce functions was developed into a spreadsheet and used to collect data.
As an umbrella for services the LHN has, over time, attracted a substantive care coordination workforce providing generalist and specialist clinical and non-clinical roles.
