ABORIGINAL AND TORRES
STRAIT ISLANDER HEALTH
WORKFORCE ACTION PLAN
2013–2018
Foreword
increase the numbers of Aboriginal and Torres
Strait Islander people employed in the health
workforce. Employing, recruiting and retaining
Aboriginal and Torres Strait Islander people in
the health workforce, strengthens our ability to
provide an effective, responsive and culturally safe
health system which is of mutual benefit to the
community and our organisation.
Our responsibility as the leading health
organisation in the ACT and surrounding region is
to make Aboriginal and Torres Strait Islander health
our business and therefore make a difference
through the delivery of healthcare and healthrelated services.
I would like to acknowledge the Ngunnawal
people, the traditional custodians of the ACT
and surrounding region and to also pay respect
to their elders both past and present.
Contributing to closing the gap in Aboriginal
and Torres Strait Islander health by 2030 is a
commitment that ACT Health made under the
Council of Australian Governments’, National
Partnership Agreement on Closing the Gap in
Aboriginal and Torres Strait Islander health
outcomes.
Under the National Partnership Agreement,
our commitment to develop an Aboriginal and
Torres Strait Islander workforce plan seeks to
I am grateful for the work undertaken by the
Aboriginal and Torres Strait Islander Workforce
Plan Committee led by Dr Paul Kelly, Chief Health
Officer, staff of the Aboriginal and Torres Strait
Islander Health Unit and People Strategy and
Services Branch.
I am pleased to present the ACT Health, Aboriginal
and Torres Strait Islander Health Workforce Action
Plan 2013-2018 which is a formal part of the
organisation’s, Workforce Plan 2013-2018.
Dr Peggy Brown
MB, BS (Hons) FRANZCP
Director‐General
ACT Health
Contents
1. Introduction
3
2. ACT Aboriginal and Torres Strait Islander Population
4
3. Guiding Principles
5
4. Increasing Aboriginal and Torres Strait Islander Employment 7
5. Stakeholder Ownership
8
6. Outcomes and Objectives
9
7. How will we do it?
8. Actions, Measures and Links –– Employment and Recruitment
10
11–16
11
–– Culturally Competent Health Services
13
–– Support and Development Opportunities
15
–– Growth and Development
16
9. Monitoring, Evaluation and Reporting
17
10. Risks to implementing the 2013–2018 Action Plan
18
–– 10.1 Risks to the Department if the Plan is not implemented
18
11. Glossary
19
12. References
20
1. Introduction
Developing an Aboriginal and Torres Strait Islander
Health Workforce Action Plan 2013-2018 is an
initiative of the Council of Australian Governments
(COAG) National Partnership Agreement, ACT
Implementation Plan on Closing the Gap in
Aboriginal and Torres Strait Islander Health
Outcomes.
In 2008, COAG established an agenda for all
Government’s to commit to a combined effort to
achieve equality of life outcomes, health status
and life expectancy for Aboriginal and Torres Strait
Islander peoples by 2030.
Included under the COAG agenda is the Aboriginal
and Torres Strait Islander Economic Partnership
Agreement whereby the ACT Government
committed to increase the participation of
Aboriginal and Torres Strait Islander peoples in
the ACT Public Service. Hence, the development
of an ACT Public Service Employment Strategy
for Aboriginal and Torres Strait Islander People
– Building a culturally diverse workforce, 2010
that established an outline for all Directorates to
increase and maintain Aboriginal and Torres Strait
Islander participation rates. The Employment
Strategy forms part of the Government’s
overarching Respect, Equity and Diversity
Framework (RED Framework).
The National Aboriginal and Torres Strait Islander
Health Workforce Strategic Framework 20112015 provides an aspirational target of 2.6 per
cent of the whole Australian health workforce
being Aboriginal or Torres Strait Islander. The
National Framework aims to ensure Aboriginal
and Torres Strait Islander peoples are strongly
represented across all health disciplines and that
representation of Aboriginal and Torres Strait
Islander peoples in the health workforce more
than matches the proportional composition of the
total population. In 2011, the Australian Health
Ministers’ Advisory Council endorsed the National
Framework, prepared by the Aboriginal and Torres
Strait Islander Health Workforce Working Group
(ATSIHWWG).
Specific actions contained in ACT Health’s
Reconciliation Action Plan 2012-2015 further
supports commitment to increase the number
of Aboriginal and Torres Strait Islander peoples
employed in ACT Health and the ACT public health
sector.
The National Aboriginal and Torres Strait Islander Health Workforce
Strategic Framework 2011-2015 aims to ensure Aboriginal and
Torres Strait Islander peoples are strongly represented across all
health disciplines and that representation of Aboriginal and Torres
Strait Islander peoples in the health workforce more than matches
the proportional composition of the total population.
3
2. ACT Aboriginal and Torres
Strait Islander Population
At the 2011 Census the ACT Aboriginal and Torres
Strait Islander population was identified as 5,185.
This represents 1.5 per cent of the ACT population
and 1 per cent of the total Aboriginal and Torres
Strait Islander population of Australia.
The Australian Bureau of Statistics (ABS) estimates
this population will increase to between 6,101 and
6,148 persons by 2021.
The ACT Aboriginal and Torres Strait Islander
population has a much younger age structure than
the total population in the ACT, with over half
(55 per cent) of the Aboriginal and Torres Strait
Islander population aged 24 years and under,
compared to 33 per cent of the ACT population as
a whole.
Targeting Aboriginal and Torres Strait Islander
secondary school students through the provision
of work experience programs and traineeships that
promote ACT Health as an employer of choice will
help increase the number of potential employees
in the future.
In 2010, 48 Aboriginal and Torres Strait Islander
students completed year 12 in the ACT. Thirtyfour students received a Year 12 Certificate while
six students achieved a Year 12 Certificate and a
VET Certificate.1 This provides an indication of the
potential target group.
The number of self-identified Aboriginal and Torres
Strait Islander employees in the ACT Public Service
as at 30 June 2010 was 176 (0.9 per cent of the
total full-time equivalent of the ACT public sector
workforce). The Community Services Directorate
and the Canberra Institute of Technology have the
highest representation of employees identifying
as Aboriginal and Torres Strait Islander. The ACT
Government target of more than doubling the
30 June 2010 numbers was set, identifying an
increase from 0.9 per cent (176 employees) to
2 per cent (407 employees)2.
Developing programs and strategies that recruit, employ and
develop skills in the health workforce is recognised as having
mutual benefit to all through enhancing our investment
and commitment to Closing the Gap in health outcomes
for Aboriginal and Torres Strait Islander peoples.
1 ACT Department of Education and Training Annual Report 2009-2010
2 ACT Public Service Employment Strategy for Aboriginal and Torres Strait Islander People, ‘Building a culturally diverse workforce’ 2010
4
3. Guiding Principles
The Principles of the National Aboriginal and
Torres Strait Islander Health Workforce Strategic
Framework 2011-20153 provide a mechanism
to assist planning, prioritising, target setting,
monitoring and reporting of progress in Aboriginal
and Torres Strait Islander health workforce
capacity.
Cultural Respect
Ensuring that cultural diversity, rights, views, values
and expectations of Aboriginal and Torres Strait
Islander peoples are respected in the delivery of
culturally appropriate services.
A holistic approach
Recognising that the improvement of Aboriginal
and Torres Strait Islander health status must
include attention to physical, spiritual, cultural,
emotional and social well-being, community
capacity and governance.
Health sector responsibility
Improving the health of Aboriginal and Torres Strait
Islander individuals and communities is a core
responsibility and a high priority for the whole of
the health sector. Making all services responsive to
the needs of Aboriginal and Torres Strait Islander
peoples will provide a greater choice in the services
people are able to use.
Community control of primary
health care services
Supporting the Aboriginal and Torres Strait Islander
community controlled health sector in recognition
of its demonstrated effectiveness in providing
appropriate and accessible health services to
communities. Supporting community decision
making for self determination and control of health
service delivery ensures Aboriginal and Torres Strait
Islander peoples are provided with health services
in a holistic and culturally appropriate manner.
Working together
Combining the efforts of government, nongovernment, the community controlled sector and
private organisations within and outside the health
sector and, in partnership with the Aboriginal
and Torres Strait Islander health sector, providing
the best opportunity to improve the broader
determinants of health.
Localised decision making
Ensuring decision making about health needs
and priorities is driven by local Aboriginal and
Torres Strait Islander communities so that health
needs are met in a culturally-appropriate way
and promote collaboration between Aboriginal
and Torres Strait Islander and mainstream health
services.
3 National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework 2011-2015
5
State/Territory and national
decision making
Accountability of health
outcomes
Requires health authorities from respective
jurisdictions at all levels to be inclusive and
responsive to Aboriginal and Torres Strait Islander
peoples in high-level decision making.
Recognising that accountability is reciprocal and
includes accountability for health outcomes
and effective use of funds by Aboriginal and
Torres Strait Islander community controlled
and mainstream services to government and
communities. Governments are accountable for
effective resource application through funding
support, meaningful policy, planning and service
development in genuine partnership with
Aboriginal and Torres Strait Islander communities.
Promoting good health
Recognising that health promotion and illness
prevention is fundamental to comprehensive
primary health care and must be a core component
of all health services for Aboriginal and Torres Strait
Islander communities.
Partnerships and coordination
Building the capacity of health in policy development,
services and communities
planning, implementation,
Strengthening the delivery of health services
monitoring and evaluation
and building community expertise to respond to
health needs. This includes effectively equipping
staff with appropriate knowledge and clinical
expertise, building physical, human and intellectual
infrastructure and fostering leadership, good
governance and financial management.
Recognising the critical importance of the
coordinated effort required across all sectors
of government, industry and service delivery to
achieve Aboriginal and Torres Strait Islander health
workforce outcomes.
Mechanisms for accountability
Ensuring that planning, prioritising, target setting
and reporting are systematically undertaken by
all relevant bodies at local, state, territory and
national levels, so that progress in addressing
health workforce and health priorities will be
monitored and reported.
6
4. Increasing Aboriginal and Torres
Strait Islander Employment
As at August 2012, ACT Health employed 5,416
full time equivalent (FTE) employees. A total of
0.98 per cent self identified as Aboriginal and/
or Torres Strait Islander. To meet the agreed ACT
Public Service target of 2 per cent of all employees
identifying as Aboriginal and Torres Strait Islander,
the numbers of self identified Aboriginal and
Torres Strait Islander employee numbers needs to
increase to 108 FTE by 2018. Increasing the current
numbers is an essential part of this plan over the
next five years.
The Australian Institute of Health and Welfare,
Closing the gap clearinghouse, Issues paper
no. 3 Increasing Indigenous employment rates4
reported that available evidence suggests several
approaches that are likely to increase Aboriginal
and Torres Strait Islander employment and
contribute to closing the employment gap. These
approaches include:
• Increasing the human capital of Aboriginal and
Torres Strait Islander Australians via formal
education and training;
• Pre-employment assessment and customised
training for individuals in order to get
Aboriginal and Torres Strait Islander job seekers
employment-ready;
• Non-standard recruitment strategies to increase
the likelihood of Aboriginal and Torres Strait
Islander peoples who would be screened out
from conventional selection processes having
the opportunity to win the job; and
• Multiple and complementary support
mechanisms to improve the retention of
Aboriginal and Torres Strait Islander employees
including:
–– On-going mentoring and support;
–– Flexible work arrangements to allow Aboriginal
and Torres Strait Islander employees to
meet their work, family and/or community
obligations;
–– Provision of family support; and
–– Tackling racism in the workplace via initiatives
such as the provision of cross cultural training.
These approaches are therefore embedded in the
ACT Health Aboriginal and Torres Strait Islander
Health Workforce Action Plan 2013-2018.
4 The Australian Institute of Health and Welfare, Closing the gap clearinghouse, Issues paper no. 3 Increasing Indigenous employment rates
7
5. Stakeholder Ownership
ACT Health is the lead agency for implementing
health initiatives under the COAG National
Partnership Agreement, ACT Implementation Plan
on Closing the Gap in Aboriginal and Torres Strait
Islander Health Outcomes. Commitment to an
ACT Aboriginal and Torres Strait Islander Health
Workforce Action Plan is against Priority 3 – Fixing
the gaps and improving the patient journey.
Stakeholders with responsibility for the
implementation of this Action Plan include:
• Executive Council has responsibility for the
delivery of outcomes across the organisation
and the organisation’s outcomes under the
COAG National Partnership Agreements.
• People Strategies and Services Branch is
responsible for providing the tools to enable
ACT Health Managers to deliver the outcomes
including the collection of performance data.
• Managers in service delivery areas have
responsibility to deliver outcomes to Aboriginal
and Torres Strait Islander patients and clients
including staff recruitment, retention and
development.
8
• Managers have a broad responsibility in their
role as supervisors of Aboriginal and Torres Strait
Islander staff, trainees, work experience and
graduate placements.
• Aboriginal and Torres Strait Islander staff have
a responsibility to work within the objectives
of the Action Plan to drive career development
opportunities and support the organisation to
achieve outcomes in the recruitment, retention
and development of Aboriginal and Torres Strait
Islander staff.
• All ACT Health staff have a responsibility to
support the implementation of the Action Plan.
• All ACT Government agencies have responsibility
to work towards increasing Aboriginal and Torres
Strait Islander employment, recruitment and
retention in line with the ACT Public Service
Employment Strategy for Aboriginal and Torres
Strait Islander people – Building a culturally
diverse workforce, 2010.
6. Outcomes and Objectives
Implementing the Aboriginal and Torres Strait
Islander Health Workforce Action Plan 2013-2018
will assist in meeting a range of outcomes against
the various frameworks and strategies related
to increasing and maintaining Aboriginal and
Torres Strait Islander employment in the health
workforce, including:
• Meeting responsibility under the COAG National
Partnership Agreement.
• Meeting the ACT Public Service vision of more
than doubling the employment of Aboriginal
and Torres Strait Islander employees across the
service by 20155 (0.9 per cent in 2010), thereby
contributing to the COAG target of 2.6 per
cent of the Australian health workforce being
Aboriginal and Torres Strait Islander by 2015.
(The ACT target is 2 per cent, as the COAG target
aims for representation of Aboriginal and Torres
Strait Islander peoples in the health workforce to
more than match the proportional composition
of the total population, which is about 1.5 per
cent in the ACT).
• Committing to the National Aboriginal and
Torres Strait Islander Health Workforce Strategic
Framework, 2011-2015 aims and principles,
to achieve equitable health outcomes for
Aboriginal and Torres Strait Islander peoples
through a competent health workforce that has
appropriate clinical, management, community
development and cultural skills.
• Increasing retention of Aboriginal and Torres
Strait Islander health workforce employees
through the implementation of targeted
programs that will make ACT Health an employer
of choice for Aboriginal and Torres Strait Islander
peoples.
• Providing Aboriginal and Torres Strait Islander
employees with professional development
opportunities, supportive networks, mentors,
relevant education and training, and clear career
guidance.
• Measuring ACT Health’s activity on growing
and developing the Aboriginal and Torres
Strait Islander health workforce, based on
the collection of appropriate data on the
numbers of Aboriginal and Torres Strait Islander
staff: recruited; undertaking professional
development; allocated a mentor; undertaking
further study; on scholarship; and the number of
exit interviews with Aboriginal and Torres Strait
Islander employees.
5 ACT Public Service Employment Strategy for Aboriginal and Torres Strait Islander people ‘Building a culturally diverse workforce’ 2011-2015
9
7. How will we do it?
We intend to achieve outcomes under the
following Focus Areas articulated in the ACT Health
Workforce Plan 2013-2018:
• Focus Area 2 Health Workforce Development;
• Focus Area 3 Health Workforce Leadership;
• Focus Area 4 Health Workforce Planning; and
• Focus Area 5 Health Workforce Policy.
The following four objectives are designed to achieve
the broader intention of the Action Plan which is to
increase the number of Aboriginal and Torres Strait
Islander peoples employed in ACT Health, including
sustaining achievements into the future.
Objective 1
Increase the numbers of Aboriginal and Torres Strait Islander peoples
employed in ACT Health and the public health care sector in the ACT.
Objective 2
Provide a work environment that is culturally competent and skilled in
Aboriginal and Torres Strait Islander histories, cultures and health and
healthcare needs.
Objective 3
Provide specific programs for Aboriginal and Torres Strait Islander peoples
and employees that support development, education and training
opportunities in the health care sector.
Objective 4
Collect appropriate data on Aboriginal and Torres Strait Islander
employment, recruitment and retention to inform evaluation and the
future development of the Aboriginal and Torres Strait Islander Health
Workforce Action Plan 2013-2018.
Multiple and complementary support mechanisms are necessary to
improve the retention of Aboriginal and Torres Strait Islander employees.
10
11
6. Increase opportunities for Aboriginal and Torres Strait
Islander peoples to apply for ACT Health positions in
food services, hospital support staff eg wards men, ward
assistance and ancillary staff.
5. R
e-classify Aboriginal and Torres Strait Islander liaison
officer positions within ACT Health as identified positions
to be filled by Aboriginal and Torres Strait Islander
peoples.
Investigate the identification of other positions with a
direct role in Aboriginal and Torres Strait Islander affairs.
Relevant Line Areas.
Relevant Line Areas.
PSSB (Lead responsibility)
Recruitment team.
Focus Area 4. Health Workforce
Planning.
Focus Area 4. Health Workforce
Planning.
Focus Area 4. Health Workforce
Planning.
PSSB (Lead responsibility)
4. A
dvertise ACT Health vacancies in the National Indigenous
Times, Koori Mail and ACT Aboriginal and Torres Strait
Islander and media networks to attract Aboriginal and
Torres Strait Islander applicants.
Relevant Executive Directors.
Focus Area 4. Health Workforce
Planning.
Focus Area 4. Health Workforce
Planning.
PSSB (Lead responsibility)
Recruitment team in
consultation with advertising
manager.
Professional Leaders.
PSSB (Lead responsibility)
- whole of Branch to create
direction and contact details.
Professional Leaders.
Relevant Executive Directors.
Work Experience Coordinator.
Focus Area 2. Health Workforce
Development.
To commence by June 2014 and up to 2018.
Opportunities are provided using the measures for
advertising in media identified in Action 4.
To be completed by June 2014.
Positions are reclassified.
Feasibility of identifying other positions with a direct
role in Aboriginal and Torres Strait Islander affairs is
investigated.
To commence in June 2014 and up to 2018.
The statement ‘Aboriginal and Torres Strait Islander
peoples are encouraged to apply’ to be included in all
positions advertised by ACT Health.
Vacant positions are advertised in Aboriginal and Torres
Strait Islander media/sources.
Completed by June 2014.
HR processes and forms are revised to include an
appropriate statement on cultural awareness training.
All advertised positions include the statement.
To commence in February 2014 and up to 2018.
An assistance package is developed and implemented.
To commence in February 2014 and up to 2018.
Package developed and implemented.
A promotion package is developed and distributed to
Aboriginal and Torres Strait Islander secondary school
students, university programs and at community
events.
Link to Health Workforce Plan
Measure and Timeframe
2013-2018
3. A
ll positions advertised by ACT Health include a statement
advising that Aboriginal and Torres Strait Islander cultural
awareness training and skills development is available for
all staff.
2. P
rovide Aboriginal and Torres Strait Islander applicants
with assistance in navigating the ACT Health online
recruitment process.
Executive Director
1. P
romote ACT Health as an employer of choice for
Aboriginal and Torres Strait Islander peoples by effectively
marketing to secondary school students and Aboriginal
and Torres Strait Islander university programs including
community events.
People, Strategy and
Services Branch (PSSB) (Lead
responsibility).
Responsibility
Action
Objective 1: Increase the numbers of Aboriginal and Torres Strait Islander peoples employed in ACT Health and the public health care sector in the ACT.
8. EMPLOYMENT AND RECRUITMENT – Actions, Measures and Links
12
Policy & Government Relations
(Lead Responsibility).
Executive Director,
Relevant Executive Directors.
Focus Area 4. Health Workforce
Planning.
To commence by June 2013 and up to 2018.
The Support Network is supported and utilised in
recruitment processes and Aboriginal and Torres Strait
Islander organised events/activities.
To commence by January 2014 and up to 2018.
Current leave provision on Aboriginal and Torres Strait
Islander leave ‘Other Leave’ as per Annex D of the
ACT Health Enterprise Agreements 2011-2013 are
promoted.
PSSB (Lead Responsibility).
Focus Area 4. Health Workforce
Planning.
To commence by January 2014 and up to 2018.
Relevant policy is in place.
Aboriginal and Torres Strait Islander staff/community
representatives are included on appropriate selection
panels.
Selection Panels – all
recruitment panels.
Relevant Line Areas.
Focus Area 4. Health Workforce
Planning.
Link to Health Workforce Plan
Measure and Timeframe
2013-2018
Promoting ACT Health as an employer of choice for Aboriginal and
Torres Strait Islander peoples will require effective marketing to
secondary school students, Aboriginal and Torres Strait Islander
university programs and local community events.
9. S upport and utilise the ACT Health Aboriginal and Torres
Strait Islander Health Workforce Support Network.
8. E nsure staff and Managers are aware of cultural leave
provisions for Aboriginal and Torres Strait Islander staff
as well as leave available to attend and participate in
Aboriginal and Torres Strait Islander significant events
that may include National Sorry Day, Reconciliation Week,
Mabo Day and NAIDOC Week.
PSSB (Lead responsibility)
7. E nsure an Aboriginal and Torres Strait Islander staff
member (or community representative) is assigned
to selection panels where Aboriginal or Torres Strait
Islander applicants are interviewed or where positions
require Aboriginal and Torres Strait Islander knowledge,
understanding and experience.
Recruitment team.
Responsibility
Action
13
4. P
rovide positions in ACT Health for the ACT Public
Service Aboriginal and Torres Strait Islander
Traineeship Program.
3. W
ork in partnership with the ACT Education and
Training Directorate to provide opportunities for
Aboriginal and Torres Strait Islander secondary
students to undertake work experience and work
placements in a healthcare related environment.
2. Include in the Electronic Learning and
Achievement Planning (ELAP) for the DirectorGeneral, Deputy Director-General and senior
managers, commitment to provide leadership in
Aboriginal and Torres Strait Islander health and to
undertake cultural awareness training.
PSSB (Lead responsibility)
1. P
rovide cultural awareness training and skills
development to all ACT Health staff, ensuring that
supervisors and mentors of Aboriginal and Torres
Strait Islander staff complete the training.
Relevant Executive Directors.
PSSB (Lead responsibility).
Staff Development Unit (management of work
experience process and program).
Inclusions Officer (identification of possible
applicants).
PSSB (Lead responsibility)
Relevant Executive Directors.
Deputy Director- General.
(Lead responsibility).
Director – General
Relevant Executive Directors.
P&GR (content).
Staff Development Unit.
Responsibility
Action
Focus Area 2. Health
Workforce Development.
Focus Area 4. Health
Workforce Planning.
Focus Area 2. Health
Workforce Development.
Focus Area 3. Health
Workforce Leadership.
Focus Area 2. Health
Workforce Development.
Focus Area 2. Health
Workforce Development.
Link to Health
Workforce Plan
2013-2018
To commence by June 2013 and up to 2018.
ACT Public Service trainee positions are offered under the
program to Aboriginal and Torres Strait Islander trainees
with an interest in working in the health and healthcare
sector.
To commence by June 2014 and up to 2018.
Work Experience and Secondary School Work Experience
Policy is revised and provision made for Aboriginal and
Torres Strait Islander student placements.
To commence by February 2014 and up to 2018.
Revised ELAP includes commitment and leadership to
Aboriginal and Torres Strait Islander health and cultural
awareness training.
To commence by February 2014 and up to 2018.
Training is made available to all staff including Senior
Executive and attendance records are kept on Orientation,
eLearning and Skills Development Workshops.
Measure and Timeframe
Objective 2: P
rovide a work environment that is culturally competent and skilled in Aboriginal and Torres Strait Islander histories, cultures and health
and healthcare needs.
CULTURALLY COMPETENT HEALTH SERVICES – Actions, Measures and Links
14
Surgery and Oral Health (SOH).
MOSU.
Professional Leaders. (Lead responsibility).
Medical Officer Support Unit (MOSU).
Professional Leaders.
Staff Development Unit (Nursing positions).
Focus Area 4. Health
Workforce Planning.
Focus Area 2. Health
Workforce Development.
Focus Area 4. Health
Workforce Planning.
Focus Area 2. Health
Workforce Development.
Link to Health
Workforce Plan
2013-2018
To commence by February 2015 and up to 2018.
Scholarships and Cadetships are available and actively
promoted to Aboriginal and Torres Strait Islander graduates
and placements offered.
To commence by February 2015 and up to 2018.
Aboriginal and Torres Strait Islander health graduates are
offered opportunities for placement and employment.
Measure and Timeframe
Providing opportunities to Aboriginal and Torres Strait Islander
secondary students to undertake work experience and work
placements in ACT Health or healthcare related environments will
help to create awareness of the range of health careers available.
6. P
rovide ACT Health Scholarships and Cadetships
for Aboriginal and Torres Strait Islander students –
Nursing, Allied Health, Dental and Medicine.
PSSB (Lead responsibility)
5. P
rovide opportunities for the placement of
Aboriginal and Torres Strait Islander health
graduates to ACT Health or health care services
including community controlled Aboriginal and
Torres Strait Islander organisations.
Organisational Development.
Responsibility
Action
15
4. D
evelop support mechanisms such as supervisors
and mentors for Aboriginal and Torres Strait Islander
work experience, trainees and graduate placements.
Support to include opportunities for further study and
development.
3. E nsure positions are available on Management
Development Programs and develop support
mechanisms including mentors for Aboriginal and
Torres Strait Islander staff
2. P
rovide advice and support for Aboriginal and Torres
Strait Islander staff to gain further experience in a
health care or related field including exchanges/
rotations across ACT Government as well as community
controlled organisations and other health care services.
PSSB (Lead responsibility).
1. Identify clear career pathways for Aboriginal and Torres
Strait Islander peoples wanting to work in ACT Health or
related health services.
Professional Leaders.
P&GR.
Inclusions Officer.
PSSB (Lead responsibility)
Relevant Executive Directors.
Organisational Development.
PSSB (Lead responsibility)
Relevant Executive Directors.
PSSB (Lead responsibility).
Relevant Executive Directors.
Responsibility
Action
Focus Area 5. Health Workforce Policy.
Focus Area 4. Health Workforce Planning.
Focus Area 2. Health Workforce
Development.
Focus Area 3. Health Workforce
Leadership.
Focus Area 2. Health Workforce
Development.
Aboriginal and Torres Strait Islander staff
gain experience in a variety of health related
environments.
Focus Area 4. Health Workforce Planning.
To commence June 2014.
Supervisors and mentors have been selected. Cultural
awareness training has been completed. Work
experience students/trainees and graduates have
been linked with mentors or supervisors.
To commence June 2014.
Mentors have been selected and made available to
Aboriginal and Torres Strait Islander staff.
Senior Aboriginal and Torres Strait Islander staff
have been advised and participate on appropriate
Management Development Programs.
To commence June 2014.
Aboriginal and Torres Strait Islander staff have been
offered and have undertaken exchanges/rotations.
To commence by February 2014.
Clear career pathways across the health workforce
have been negotiated and developed with Aboriginal
and Torres Strait Islander staff, including work
experience students, trainees and graduates.
Measure and Timeframe
Focus Area 2. Health Workforce
Development.
Focus Area 5. Health Workforce Policy.
Focus Area 4. Health Workforce Planning.
Focus Area 2. Health Workforce
Development.
Link to Health Workforce Plan
2013-2018
Objective 3: P
rovide specific programs for Aboriginal and Torres Strait Islander peoples and employees that support development, education and
training opportunities in the health care sector.
SUPPORT AND DEVELOPMENT OPPORTUNITIES – Actions, Measures and Links
16
5. M
aintain data on the number of Aboriginal and Torres Strait
Islander peoples on scholarships and type in ACT Health.
4. M
aintain data on the number of Aboriginal and Torres Strait
Islander health graduates recruited to ACT Health.
3. M
aintain data on the number of Aboriginal and Torres Strait
Islander peoples on traineeship programs, secondary students
on work experience and health graduates on placements in
ACT Health.
Focus Area 5. Health Workforce Policy.
Focus Area 5. Health Workforce Policy.
Professional Leaders.
Focus Area 5. Health Workforce Policy.
Workforce Policy.
SOH.
MOSU.
Professional Leaders.
Focus Area 4. Health Workforce Planning.
PSSB (Lead responsibility)
Health Professionals Administrative
Officer.
Focus Area 4. Health Workforce Planning.
PSSB (Lead responsibility).
Professional Leaders.
Focus Area 4. Health Workforce Planning.
Inclusions Officer and Staff
Development Unit.
Focus Area 5. Health Workforce Policy.
PSSB (Lead responsibility)
Staff Development Unit.
Focus Area 4. Health Workforce Planning.
Focus Area 5. Health Workforce Policy.
Workforce Policy.
PSSB (Lead responsibility)
Focus Area 4. Health Workforce Planning.
PSSB (Lead responsibility)
1. M
aintain data on the numbers of Aboriginal and Torres Strait
Islander staff employed, recruited, undertaking professional
development (eg management programs), on exchange/
rotation (ACT Government or community organisation) and
the numbers leaving ACT Health and the reasons.
2. M
aintain data on the number of staff undertaking cultural
awareness and skills development training in ACT Health.
Link to Health Workforce Plan
2013-2018
Responsibility
Action
To commence February 2014.
Relevant data is collected to determine
trends and a six monthly report provided
to Executive Council through the
Executive Director’s Council.
To commence February 2014.
Relevant data is collected to determine
trends and a six monthly report provided
to Executive Council through the
Executive Director’s Council.
To commence February 2014.
Relevant data is collected to determine
trends and a six monthly report provided
to Executive Council through the
Executive Director’s Council.
To commence June 2013.
Relevant data is collected to determine
trends and a six monthly report provided
to Executive Council through the
Executive Director’s Council.
To commence February 2014.
Relevant data is collected to determine
trends and a six monthly report provided
to Executive Council through the
Executive Director’s Council.
Measure and Timeframe
Objective 4: C
ollect appropriate data on Aboriginal and Torres Strait Islander employment, recruitment and retention to inform the future
development and evaluation of the Aboriginal and Torres Strait Islander Health Workforce Action Plan 2013-2018.
GROWTH AND DEVELOPMENT – Actions, Measures and Links
9. Monitoring, Evaluation
and Reporting
ACT Health’s Aboriginal and Torres Strait Islander
Health Coordination Group will oversee the
implementation of the Aboriginal and Torres Strait
Islander Health Workforce Action Plan 20132018. Monitoring, reporting and evaluation of the
action plan will be coordinated by ACT Health’s
Employment Inclusion Officer, Employee Services,
Strategy and Corporate, People Strategy and
Services Branch. Evaluation will be in line with ACT
Health’s Workforce Plan 2013-2018 and will include
quality data collected against Objective 4 – ‘Collect
appropriate data on Aboriginal and Torres Strait
Islander employment, recruitment and retention
to inform the evaluation of ACT Health’s Aboriginal
and Torres Strait Islander Health Workforce Action
Plan 2013-2018 and the development of future
workforce initiatives.
Half yearly reports that provide information on
employment trends (including data collected)
and progress against actions of this plan will
be provided to the Aboriginal and Torres Strait
Islander Health Coordination Group for input prior
to submitting to the Executive Directors Council
and Executive Council.
ACT Health is required to report on the actions
in this plan to the Chief Minister and Cabinet
Directorate and the ACT Aboriginal and Torres
Strait Islander Elected Body as part of the reporting
arrangements for the Whole-of-Government ACT
Public Service Employment Strategy for Aboriginal
and Torres Strait Islander People.
Reporting to the Commonwealth will be provided
through the Aboriginal and Torres Strait Islander
Health Workforce Working Group (ATSIHWWG) and
to the Australian Health Ministers’ Advisory Council
(AHMAC), through Health Workforce Principal
Committee (HWPC).
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10. Risks to implementing the
2013–2018 Action Plan
• Communication strategies are not effectively
targeted to the Aboriginal and Torres Strait
Islander communities.
• Managers are not aware of the Aboriginal and
Torres Strait Islander Health Workforce Action
Plan 2013-2018 and therefore do not support its
implementation.
• Training opportunities are not negotiated or
supported.
• Insufficient availability of career development
opportunities.
• The Aboriginal and Torres Strait Islander Health
Workforce Action Plan 2013-2018 is not accepted
as part of ‘normal business’ by Managers.
• Managers do not use the Aboriginal and Torres
Strait Islander Health Workforce Action Plan
2013-2018 to increase Aboriginal and Torres
Strait Islander employment, recruitment and
retention.
• Lack of resources to support the outcomes of
the Aboriginal and Torres Strait Islander Health
Workforce Action Plan 2013-2018.
• Employees are not aware of or do not support
or participate in Aboriginal and Torres Strait
Islander initiatives.
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• Managers do not release Aboriginal and Torres
Strait Islander staff to participate in training and
development activities.
• Aboriginal and Torres Strait Islander peoples do
not apply for employment positions or training
opportunities.
10. 1 Risks to the Department
if the Plan is not implemented
• Aboriginal and Torres Strait Islander staff are
not employed throughout ACT Health.
• Aboriginal and Torres Strait Islander staff
continue to leave ACT Health.
• ACT Health is not viewed as an employee of
choice for Aboriginal and Torres Strait Islander
peoples.
• ACT Health is unable to achieve commitments
under the COAG National Partnership Agreement
and the various strategies that are linked to
the Aboriginal and Torres Strait Islander Health
Workforce Action Plan 2013-2018.
11. Glossary
AHMAC
Australian Health Ministers’ Advisory Council
ATSIHU
Aboriginal and Torres Strait Islander Health Unit
ATSIHWWG
Aboriginal and Torres Strait Islander Health Workforce Working Group
COAG
Council of Australian Governments
MOSU
Medical Officer Support Unit
P&GR
Policy and Government Relations
PSSB
People, Strategy and Services Branch
SOH
Surgery and Oral Health
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12. References
1. ACT Education and Training Directorate, Annual
Report 2009-2010
8. General Enterprise Agreement 2010-2011,
ACT Health
2. ACT Public Service Employment Strategy for
Aboriginal and Torres Strait Islander people
‘Building a culturally diverse workforce’ 2011-2015
9. Increasing Indigenous Employment Rates, Closing
the gap clearinghouse, March 2012, Australian
Institute of Health and Welfare
3. ACT Health Workforce Plan 2013-2018
10.Reconciliation Action Plan 2012-2015,
ACT Health
4. Australian Bureau of Statistics, Census Indigenous
Profile, Australian Capital Territory, Cat. No. 2002.
2012
5. Australian Institute of Health and Welfare,
Closing the gap clearinghouse, Issues paper no. 3
Increasing Indigenous employment rates, March
2012
6. Corporate Plan 2010-2012, ACT Health
7. Employment Action Plan 2011-2013, ACT
Government Community Services Directorate
20
11.Secondary Student Work Experience Placement,
ACT Health
12.Secondary Student Work Experience Programme,
ACT Health
13.National Aboriginal and Torres Strait Islander
Health Workforce Strategic Framework 2011-2015
14.NSW Government Health, Aboriginal Workforce
Strategic Framework 2011-2015