NSW Health Good Health - Great Jobs: Aboriginal Workforce ...€¦ · POLICY STATEMENT NSW HEALTH...

Policy Directive

Ministry of Health, NSW73 Miller Street North Sydney NSW 2060

Locked Mail Bag 961 North Sydney NSW 2059Telephone (02) 9391 9000 Fax (02) 9391 9101

http://www.health.nsw.gov.au/policies/

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NSW Health Good Health - Great Jobs: Aboriginal WorkforceStrategic Framework 2016 - 2020

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Document Number PD2016_053

Publication date 21-Nov-2016

Functional Sub group Personnel/Workforce - Workforce planning

Summary The Aboriginal Workforce Strategic Framework 2016 - 2020 is intended tosupport Local Health Districts, Specialty Networks and other NSW Healthorganisations to grow and to develop their Aboriginal workforce. It setsout the Aboriginal workforce development priorities and desired outcomesfor NSW Health for the period 2016-2020.

Replaces Doc. No. Aboriginal Workforce Strategic Framework 2011-2015 [PD2011_048]

Author Branch Workforce Planning and Development

Branch contact Workforce Planning & Development 02 9424 5745

Applies to Local Health Districts, Board Governed Statutory Health Corporations,Chief Executive Governed Statutory Health Corporations, SpecialtyNetwork Governed Statutory Health Corporations, Affiliated HealthOrganisations, Public Health System Support Division, Community HealthCentres, Dental Schools and Clinics, Environmental Health Officers ofLocal Councils, Government Medical Officers, NSW Ambulance Service,Ministry of Health, Public Health Units, Public Hospitals, NSW HealthPathology, Cancer Institute (NSW)

Audience All NSW Health staff

Distributed to Public Health System, Divisions of General Practice, EnvironmentalHealth Officers of Local Councils, Government Medical Officers, HealthAssociations Unions, NSW Ambulance Service, Ministry of Health,Tertiary Education Institutes

Review date 21-Nov-2021

Policy Manual Not applicable

File No. H16/59231-1

Status ActiveDirector-GeneralspaceThis Policy Directive may be varied, withdrawn or replaced at any time. Compliance with this directive is mandatoryfor NSW Health and is a condition of subsidy for public health organisations.

POLICY STATEMENT

NSW HEALTH GOOD HEALTH – GREAT JOBS ABORIGINAL WORKFORCE STRATEGY 2016 – 2020

PURPOSE The NSW Health Good Health – Great Jobs: Aboriginal Workforce Strategic Framework 2016 – 2020 (the Framework) is intended to support Local Health Districts, Specialty Health Networks and other NSW Health organisations to grow and to develop their Aboriginal workforce. Building on the previous Framework (2011-2015), it sets out the Aboriginal workforce development priorities and desired outcomes for NSW Health for the period 2016 - 2020 and the key actions that need to be taken to achieve these priorities and outcomes. The Framework is structured around six key priorities areas:

1. Lead and Plan Aboriginal Workforce Development

2. Build Cultural Understanding and Respect

3. Attract, Recruit and Retain Aboriginal staff

4. Develop the capabilities of Aboriginal staff

5. Work with others to achieve workforce priorities

6. Track our achievements and improve results.

While the Aboriginal representation in the NSW Health workforce has grown, organisations will continue to set their own targets, based on local Aboriginal populations and specific Aboriginal health service needs. This includes not only organisations servicing regional areas with higher Aboriginal population shares, but also organisations in Sydney Metropolitan area (Blue Mountains, Central Coast) where around a third of the Aboriginal population of NSW live; and is inclusive of local government areas with large Aboriginal community populations and suburbs with large Aboriginal communities. All of NSW Health will be actively contributing to the achievement of our Aboriginal workforce – even small, specialist organisations. The Framework encourages organisations to take specific action to improve the representation of Aboriginal people across all roles (clinical and non-clinical) and at all levels including management and executive level. This is in line with the NSW Public Sector Aboriginal Employment Strategy (2013 – 2023) which sets a target of 1.8% Aboriginal representation across all public service classifications1. Data published by the NSW Public Service Commission (PSC) suggests that, across NSW Health as a whole, there has been encouraging growth in the Aboriginal workforce. In the past 4 years the representation of Aboriginal people grew from 1.8% in June 2011 to 2.4% in June 2015. NSW Health continued to maintain this rate of growth (0.15% per year) and has reached 2.5% in June 2016.

1 NSW Public Sector Aboriginal Employment Strategy 2014 – 2017 – Sector Wide Strategy 3, Key Performance Indicator

PD2016_053 Issue date: November-2016 Page 1 of 3

POLICY STATEMENT MANDATORY REQUIREMENTS In order to achieve the key objectives a number of Key Performance Indicators (KPI) will be reported against annually to measure the Framework’s implementation progress. The NSW Ministry of Health will be required to collect and report on the following KPIs:

1) Aboriginal employees against total employees. Progress towards the target of 1.8% Aboriginal representation at all salary levels and occupations across Aboriginal health workforce in NSW to be reported by Local Health District, Specialty Health Networks and other NSW Health organisations

2) Percentage Aboriginal workforce by occupation

3) Percentage Aboriginal workforce by salary level (male / female)

4) Aboriginal recruitment entries and exits to NSW Health

5) Number of Aboriginal Cadetships

6) Number of Aboriginal Traineeships

7) Aboriginal Workforce Strategy Implementation Plan

8) Aboriginal Employment Coordinator appointed

9) Respecting the Difference Aboriginal Cultural Training.

IMPLEMENTATION The NSW Department of Health will oversee the implementation of the Framework and will be supported by the NSW Health Aboriginal Workforce Strategic Steering Committee (Steering Committee). The Steering Committee will guide the implementation of the Framework and is made up of representatives of the NSW Ministry of Health, Local Health Districts, Specialty Health Networks and other public health organisations. The Steering Committee will exist for the duration of the Framework from 2016 to 2020. The NSW Ministry of Health will provide annual reports to the NSW Health Aboriginal Workforce Strategic Steering Committee. Local Health Districts, Specialty Health Networks and other NSW health organisations will be required to provide annual reports against the key performance indicators which will be presented to the NSW Aboriginal Workforce Strategic Steering Committee. The Steering Committee will provide an annual report for NSW Health in April of each year to the Secretary. The NSW Ministry of Health will work in collaboration with Local Health Districts, Specialty Health Networks and other NSW health organisations to develop strategies to implement the Framework.

REVISION HISTORY Version Approved by Amendment notes

November 2016 Deputy Secretary, Revision to PD2011_048. – The revised Framework has


POLICY STATEMENT

(PD2016_053) Governance, Workforce and Corporate

maintained Key Priorities, Outcomes and Actions. The Framework has reduced Key Performance Indicators from 18 to 9.

July 2011 (PD2011_048)

Deputy Director General

New policy

ATTACHMENTS 1. The NSW Health Good Health – Great Jobs Aboriginal Workforce Strategic

Framework 2016 – 2020


ABORIGINAL WORKFORCESTRATEGIC FRAMEWORKTaking the next STEP UP in growing a strong and culturally supported Aboriginal Workforce

NSW MINISTRY OF HEALTH 73 Miller Street NORTH SYDNEY NSW 2060 Tel. (02) 9391 9000 Fax. (02) 9391 9101 TTY. (02) 9391 9900 www.health.nsw.gov.au

Produced by: Aboriginal Workforce Unit NSW Ministry of Health

This work is copyright. It may be reproduced in whole or in part for study or training purposes subject to the inclusion of an acknowledgement of the source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written permission from the NSW Ministry of Health.

© NSW Ministry of Health 2016

PD2016_053 SHPN (WPD) 160401 ISBN 978-1-76000-501-6 (print) ISBN 978-1-76000-502-3 (online)

Further copies of this document can be downloaded from the NSW Health website www.health.nsw.gov.au

This document and other related resources may contain images of Aboriginal people who may be deceased.

first published August 2011revised February 2013 revised November 2016

Acknowledgement of CountryNSW Ministry of Health acknowledges the people of the many traditional countries and language groups of New South Wales. It acknowledges the knowledge and wisdom of Elders who have passed, those of today and tomorrow and pays respect to Aboriginal communities of the land.

Credit: Amanda James Photography.

NSW HEALTH PAGE 1Aboriginal Workforce Strategic Framework 2016–2020

Acknowlegment of Country ........................................................ii

Aboriginal People of NSW ..........................................................2

Foreword from the Secretary .................................................... 4

Introduction ...................................................................................5

Some Significant Facts ................................................................6

The NSW Health Aboriginal Workforce ...................................7

Key Outcomes .............................................................................. 11

Vision and Principles .................................................................. 12

Key Performance Indicators ..................................................... 15

Key Priorities, Outcomes and Actions .................................... 16

Governance and Monitoring .....................................................22

Glossary of Terms and Definitions .......................................... 24

Contents

NSW HEALTH Aboriginal Workforce Strategic Framework 2016–2020

Aboriginal People of NSW

Aboriginal people are the First Peoples of Australia, and have maintained a strong culture through a continuous connection to Country. The resilience of Aboriginal people provides the foundation upon which to build further efforts to improve Aboriginal health and wellbeing.

Before European arrival Aboriginal peoples inhabited most areas of what today is referred to as NSW; each speaking one or more different languages, with distinct lifestyles, spiritual and cultural traditions.1 The First Peoples of Australia were adaptable and creative, with simple but highly efficient technology, complex social systems and highly developed traditions reflecting their deep connection with the land and the environment.

In 2015, 225,349 Aboriginal people resided in NSW, representing 3% of the NSW population and 30.9% of the Aboriginal population of Australia2.

Aboriginal people in NSW have fought long and hard for their rights and several important landmarks have marked modern Aboriginal history. For example3,

■ In July 1971 the first Aboriginal Medical Service (AMS) was established by the local Aboriginal community in Redfern.

■ In 1983, the Aboriginal Land Rights Act 1983 (NSW) was passed in NSW, promoting Aboriginal land rights on the basis of needs and compensation as well as prior ownership and tradition.

■ In 1992, in the historic Mabo judgement, the High Court of Australia reversed the concept of ‘terra nullius’ by holding that a ‘native title’ to land had survived the invasion and colonisation of Australia, thus enshrining Aboriginal and Torres Strait Islander land rights in Australia’s common law.

Despite these advances, social indicators for Aboriginal people, including health indicators, remain the lowest of all Australian groups. Understanding the impacts of past injustice and striving to eliminate discriminatory practices are important factors in improving social outcomes for Aboriginal Australians.

Aboriginal, when used in this document is inclusive of the terms Aboriginal and/or Torres Strait Islander and/or Indigenous peoples.

1 Refer to City of Sydney Online Resource Barani for interactive examples: http://www.sydneybarani.com.au/themes/early-contact/2 Source: Aboriginal Affairs NSW, Key data – NSW Aboriginal people, December 2015 (Available at Aboriginalaffairs.nsw.gov.au/

wp-content/uploads/2015/11/AA_KeyData5.pdf)3 NSW Health Communicating positively – A guide to appropriate Aboriginal terminology4 NSW Health Good Health – Great Jobs: Aboriginal Workforce Strategic Framework 2011 – 2015 (PD2011-048)

Leona McGrath, Senior Adviser,

Aboriginal Nursing and Midwifery Strategy,

Nursing & Midwifery Office

“Aboriginal people are best placed to determine and define the mechanics of support, assistance and delivery of health needs for Aboriginal individuals and communities. The engagement and support of the Aboriginal workforce is crucial to providing effective health services in NSW”. 4

DR MARY FOLEY DIRECTOR GENERAL, NSW HEALTH GOOD HEALTH – GREAT JOBS: 2011-2015

http://www.sydneybarani.com.au/themes/early-contact/

Aboriginalaffairs.nsw.gov.au/wp-content/uploads/2015/11/AA_KeyData5.pdf

Aboriginalaffairs.nsw.gov.au/wp-content/uploads/2015/11/AA_KeyData5.pdf

Stepping Up gathering


Foreword from the Secretary

The NSW Health Aboriginal Workforce Strategic Framework 2016-2020 has been developed to continue NSW Health’s commitment to engaging, growing and respecting a culturally safe workplace across the public health sector in clinical, non-clinical and leadership roles for Aboriginal people.

Available data suggests that since Good Health – Great Jobs was launched in 2011, NSW Health as a whole has made good progress towards the Aboriginal workforce participation target of 2.6% that was set in 2009.

At an individual organisational level, there remains a variation in performance, sometimes quite significant. Clearly more work is needed to ensure that Aboriginal people are better represented across all NSW Health organisations, in all occupations and at all salary levels.

The commitment by the Premier of NSW to double the number of Aboriginal people in senior leadership roles in the government sector in the next 10 years is within our reach and we are aiming to try and achieve 1.8% Aboriginal participation in the senior leadership group. Our commitment to have more Aboriginal people employed by NSW Health is important – in frontline services, policy and program development, support roles that leads to better understanding of individual and community needs, better services, better access and better outcomes.

We are genuine in our willingness to engage in discourse in relation to the issue of cultural safety. NSW Health will strive to encourage the identity of all members of the Aboriginal workforce, who they are and what they need to succeed.

Growing and strengthening the Aboriginal workforce and ensuring the cultural safety of its members will necessitate greater shared respect, shared meaning, shared knowledge and experience, learning together with dignity, and truly listening.

Enhancing the personal empowerment of members of the Aboriginal workforce and encouraging Aboriginal people into health disciplines will inevitably promote more effective service delivery for Aboriginal people in NSW.

NSW Health recognises that the people most equipped to provide culturally safe spaces for Aboriginal people are Aboriginal people themselves. The more we listen and learn, and the more we critically evaluate our work practices; the more we will be ensuring effective pathways to genuine empowerment.

NSW Health is committed to continuing to create an environment that is; spiritually, socially, emotionally, and physically safe for Aboriginal people. We need to ensure that we are creating environments of cultural resilience within Aboriginal communities across NSW, and cultural competency by those who engage with Aboriginal people and their communities.

The next evolution of our Framework builds on our commitment, and while acknowledges progress made to date, strives to avoid complacency.

We must do more to close the gap on Aboriginal disadvantage in health and by growing and strengthening our Aboriginal workforce, NSW Health cannot help but support this.

Elizabeth Koff Secretary, NSW Health


Introduction

4 NSW Public Sector Aboriginal Employment Strategy 2014-2017 – Sector Wide Strategy 3, Key Performance Indicator

5 Australian Government, Department of the Prime Minister and Cabinet – Closing the Gap Report 2016

The Good Health – Great Jobs: Aboriginal Workforce Strategic Framework 2016-2020 is intended to support Local Health Districts, Specialty Health Networks and other NSW Health organisations to grow and to develop their Aboriginal workforce. Building on the previous Framework (2011-2015), it sets out the Aboriginal workforce development priorities and desired outcomes for NSW Health for the period 2016-2020 and the key actions that need to be taken to achieve these priorities and outcomes.

Key Priorities 1. Lead and Plan Aboriginal

Workforce Development2. Build Cultural Understanding

and Respect3. Attract, Recruit and Retain

Aboriginal staff4. Develop the capabilities

of Aboriginal staff5. Work with others to achieve

workforce priorities6. Track our achievements

and improve results

While the Aboriginal representation in the NSW Health workforce has grown, organisations will continue to set their own targets, based on local Aboriginal populations and specific Aboriginal health service needs. This includes not only organisations servicing regional areas with higher Aboriginal population shares, but also organisations in the Sydney Metropolitan area, Blue Mountains and Central Coast where around a third of the Aboriginal population of NSW live; and is inclusive of local government areas with large Aboriginal community populations and suburbs with large Aboriginal communities. All of NSW Health services will be actively contributing to the achievement of our Aboriginal workforce – even small, specialist organisations.

The Framework encourages organisations to take specific action to improve the representation of Aboriginal people across all roles (clinical and non-clinical) and at all levels including management and executive level. This is in line with the NSW Public Sector Aboriginal Employment Strategy (2013-2023) which sets a target of 1.8% Aboriginal representation across all public service classifications4. Data published by the NSW Public Service Commission (PSC) suggests that, across NSW Health as a whole, there has been encouraging growth in the Aboriginal workforce. In the past 4 years the representation of Aboriginal people grew from 1.8% in June 2011 to 2.4% in June 2015. NSW Health continued to maintain this rate of growth (0.15% per year) and has reached 2.5% in June 2016.

To provide additional practical guidance, Good Health – Great Jobs is supported by an online resource – Stepping Up (www.steppingup.health.nsw.gov.au). This resource includes detailed “how to” descriptions and “case studies” designed to guide Hiring Managers in employing and supporting Aboriginal staff. Stepping Up will be regularly updated with suggestions, resources to share details of good practice and what works in Aboriginal workforce development.

“Being employed improves the health, living standards and the social and emotional well-being of individuals, families and communities. Employment not only brings financial independence and choice, it also contributes to self-esteem. Growing up in a household where one or both parents are employed gives children strong role models to shape their own aspirations.”5

www.steppingup.health.nsw.gov.au

www.steppingup.health.nsw.gov.au


Some Significant Facts

The Aboriginal Population6

PopulationIn 2015, 225,349 Aboriginal people

resided in NSW, representing 3% of the NSW population and 30.9% of the Aboriginal

population of Australia.

Infant mortalityBetween 2009 and 2013, the rate

of infant mortality was 3.9 per 1,000 for Aboriginal infants, compared with 3.6 per

1,000 for non-Aboriginal infants.

AgeThe median age of the NSW Aboriginal

population is 21 years, compared with 38 years for the non-Aboriginal population.

Subjective well-beingIn 2011-13, 66% of Aboriginal people

assessed their own health as good, very good or excellent, compared with 86% of

the total population.

Location44.6% of the NSW Aboriginal population are located in major cities, 33.7% in inner regional

areas, 17.2% in outer regional areas, 2.9% in remote areas, and 1.6% in very remote areas.

DisabilityIn 2011, Aboriginal people in NSW were nearly

twice as likely as non-Aboriginal people to require assistance with daily activities.

Life expectancyThe Difference in life expectancy in NSW

is 9.3 years lower for Aboriginal males and 8.5 years lower for Aboriginal females

compared with non-Aboriginal people.

EmploymentIn 2012-13, 45% of Aboriginal people aged

15-64 years in NSW were employed, compared with 76% of non-Aboriginal people.

3 Source: Aboriginal Affairs NSW, Key data – NSW Aboriginal people, December 2015 (Available at Aboriginalaffairs.nsw.gov.au/wp-content/uploads/2015/11/AA_KeyData5.pdf)


The NSW Health Workforce

Aboriginal Nursing and Midwifery Strategy■ Cadetship Program – since inception

110 cadets have graduated as Registered Nurse’s, Enrolled Nurse’s and Midwives.

■ The strategy is committed to employ 20 cadets each year.

Aboriginal Medical Workforce Recruitment Pathway ■ Pathway program – since inception

72 Aboriginal Doctors have been offered internships and 67 Aboriginal Doctors have accepted internships.

■ The purpose of the pathway procedure is to promote the success of Aboriginal and/or Torres Strait Islander medical graduates in the NSW health workforce by recruiting them to prevocational training positions in a rural preferential hospital or prevocational training network of their first choice.

Aboriginal Allied Health Cadetship Program■ Cadetship Program – since its

inception is hosting 13 cadets (full subscription).

■ Strategy 8 of the Health Professional Workforce Plan (HPWP) 2012-2022 is aiming for 20 Aboriginal cadetships for Allied Health Practitioners per annum.

Aboriginal Health Worker Workforce■ Aboriginal Health Workers (AHWs)

play a key role in combating the high burden of disease and mortality rates in Aboriginal communities within NSW. There are approximately 380 (June 2016) AHWs employed in NSW Health across a wide variety of roles.

■ Traditionally, AHWs in NSW Health have provided services such as community liaison and engagement, advocacy, health promotion and education, culturally safe services, cultural education and brokerage, community development, and disease prevention.

■ AHW roles in NSW Health come under five categories; Aboriginal Community Health Workers, Aboriginal Hospital Liaison Officers, Aboriginal Health Practitioners, Principal Aboriginal Health Workers and Senior Aboriginal Health Workers.

Headline statistics current at June 2016 for Aboriginal workforce in NSW Health.■ 97 Aboriginal medical

staff – a 54% increase from 63 in 2015

■ 726 Aboriginal nursing staff – an 11.3% increase from 652 in 2015 and;

■ 105 Aboriginal Allied Health Professionals – a 10.5% increase from 95 in 2015


Aboriginal Health Practitioner■ Aboriginal Health Practitioners (AHPs) provide

direct clinical and other health services to Aboriginal clients and communities. To work as an AHP in NSW, Aboriginal Health Workers must have completed a Certificate IV in Aboriginal Primary Health Care Practice or equivalent, and be registered with the Aboriginal and Torres Strait Islander Health Practitioner Board of Australia (ATSIHPBA)

■ The overwhelming majority of registered AHPs are in the Northern Territory, with the majority of registrants nominating the NT as their Principal Place of Practice (PPP).

■ New South Wales hosts the second largest registrant base in the community and public health sector (as at July 2016) for this profession followed by Western Australia, Queensland and South Australia.

Aboriginal Health Worker Guidelines for NSW Health■ The Good Health – Great Jobs: Aboriginal

Workforce Strategic Framework 2016-2020 aims to continue to build a NSW Health workforce which closes the gap between Aboriginal and non-Aboriginal people by providing culturally safe and competent health services provided by the AHW and AHP workforce.

■ The Aboriginal Workforce Unit developed the Aboriginal Health Worker Guidelines and the Decision Making Framework for Aboriginal Health Workers – Undertaking clinical activities in NSW Health to provide a framework for defining, implementing and supporting Aboriginal Health Worker and Aboriginal Health Practitioner roles in NSW Health.

ABORIGINAL HEALTH WORKER

GUIDELINES FOR NSW HEALTH

Aboriginal Workforce Strategic Framework

2011–2015

Designed by Aboriginal Elder Harold Thomas in 1971. Yellow represents the sun (giver of life) and yellow ochre. Red represents the red earth (the relationship to the land) and the red ochre used in ceremonies. Black represents the Aboriginal people.

Stepping Up by artist Jessica Birk. Aboriginal people from all parts of NSW on a journey towards the top of the hill. With one foot firmly on the earth, the other just hovering above in an effort to achieve more, with the sky being the only limit to people’s opportunities.

An initiative of NSW Health to halve the gap in employment outcomes between Aboriginal and non-Aboriginal people within a decade.

SHPN (WDI) 110049

110049 Aboriginal Workforce Strategic Framework_Cover_v8.indd 4-5 05/08/2011 11:43:38 AM

Decision Making Framework for Aboriginal Health Workers

undertaking clinical activities in NSW Health

Aboriginal Workforce Strategic Framework

2011–2015

Designed by Aboriginal Elder Harold Thomas in 1971. Yellow represents the sun (giver of life) and yellow ochre. Red represents the red earth (the relationship to the land) and the red ochre used in ceremonies. Black represents the Aboriginal people.

Stepping Up by artist Jessica Birk. Aboriginal people from all parts of NSW on a journey towards the top of the hill. With one foot firmly on the earth, the other just hovering above in an effort to achieve more, with the sky being the only limit to people’s opportunities.

An initiative of NSW Health to halve the gap in employment outcomes between Aboriginal and non-Aboriginal people within a decade.

SHPN (WDI) 110049

110049 Aboriginal Workforce Strategic Framework_Cover_v8.indd 4-5 05/08/2011 11:43:38 AM


Cultural training through eLearning and face to face modules

Respecting the Difference: Aboriginal Cultural Training for NSW Health Since the introduction of the Respecting the Difference: Aboriginal Cultural Training Framework in 2011 and the eLearning module in 2012, over 104,000 staff have completed the eLearning module and 41,949 staff completed the face-to-face training component across all NSW Health organisations.

The purpose of this training is to motivate staff to recognise the positive influence that greater appreciation for cultural values, beliefs and practices can have upon healthcare provision and health outcomes for Aboriginal people.

To continue our efforts in motivating staff to question attitudes, behaviours and action in delivering health services to Aboriginal people and addressing issues like racism in our workplace, we are committed to an implementation target that reflects this ongoing requirement which can be achieved without risking the quality and organisational impact of the training. To achieve this, NSW Health is committed to reach a desired realistic face to face completion target of 80% by 2018 and 90% by 2020.


Links to practical support through the Stepping Up Resource

Stepping Up Resource (www.steppingup.health.nsw.gov.au) is an online recruitment resource and was launched in 2015 to support Aboriginal people interested in a career in public health. Stepping Up assists with the recruitment process for Aboriginal people seeking employment in NSW Health, and addresses some of the challenges that are currently experienced by “Hiring Managers” recruiting to jobs.


Key Outcomes

The NSW Ministry of Health has outlined key priorities and actions to build on previous attempts to increase the Aboriginal workforce. The implementation of these priorities and actions will lead to a number of key outcomes being achieved to assist us to grow a strong and culturally supported Aboriginal workforce over the duration of the Framework.

Implementation of the Framework will deliver the following outcomes:

■ Leaders understand and demonstrate their commitment to promoting Aboriginal workforce development and planning.

■ All NSW Health organisations understand, respect, honour and celebrate Aboriginal cultures, heritage and identity.

■ Grow the Aboriginal workforce and create culturally safe workplaces and spaces for Aboriginal staff, utilizing recruitment practices that are appropriate for Aboriginal people.

■ Aboriginal staff have increased skills, qualifications and development opportunities

■ Collaborative partnerships with education and training providers and local Aboriginal organisations to strengthen career pathways and opportunities for current and future Aboriginal workforce.

■ Leaders ensure accuracy of Aboriginal workforce data and implement effective monitoring and evaluation practices.

Achieving these outcomes will require effective resource allocation, sustainable partnerships with Aboriginal people and relevant organisations, and cooperative efforts and leadership at all levels of government and across the health service delivery and education sectors.

Ms Amanda Larkin, Chief Executive,

South Western Sydney LHD – Stepping Up

Forum 2015


Vision and Principles

VisionThe NSW Good Health – Great Jobs Aboriginal Workforce Strategic Framework 2016-2020 shares the vision of the following;

■ National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework (2016-2023)8

■ National Aboriginal and Torres Strait Islander Health Plan 2013-20238

■ NSW Aboriginal Health Plan 2013-2023 9

These National Frameworks and State Plan have a vision of an Australian health system that is;

■ Free of racism and inequality, and where all Aboriginal people have access to health services that are effective, high quality, appropriate and affordable;

■ That the health system is comprised of an increasing Aboriginal health workforce in delivering culturally safe and responsive health care; and

■ Strengthening the Aboriginal workforce by attracting, developing and sustainably supporting more Aboriginal people to work in health.

PrinciplesThe Framework is based on a commitment to the following principles.

1. Centrality of Culture■ Effective, comprehensive and culturally-safe

and responsive approaches to service delivery should have the flexibility to reflect the local context and the diversity of Aboriginal communities. Aboriginal health workforce participation is an essential element within all health workforce initiatives, settings and strategies.

■ Aboriginal health workforce initiatives, and the wider health system, acknowledge and respect a holistic view of health that includes attention to physical, spiritual, cultural, emotional and social well being, community capacity and governance.

2. Health Systems Effectiveness■ Central to increasing access to health services

that are effective, high quality, appropriate and affordable, must be the development of a health workforce with appropriate clinical and cultural capabilities to address the health needs and improve the health outcomes of Aboriginal people. Appropriate ongoing professional development and training that is recognised, supported and resourced is essential to achieving this.

7 National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework (2016-2023)8 National Aboriginal and Torres Strait Islander Health Plan 2013 20239 NSW Aboriginal Health Plan 2013 – 2023

Maurice Terare, Policy Officer, Strategy

& Partnerships Team, Centre for Aboriginal Health

Nicole Turner, Indigenous Health

Academic, Centre for Rural and Remote

Mental Health, Newcastle University


3. Partnership and Collaboration■ Respectful, effective and ongoing

inter-professional partnerships, collaboration, education and support is essential to build a strong and sustainable Aboriginal health workforce.

■ The Aboriginal health workforce and communities must be actively included in decision making.

4. Leadership and Accountability

■ Strong quality Aboriginal leadership at the senior manager and executive levels is essential to planning and designing culturally respectful health care services for Aboriginal people.

■ Intentional leadership and talent development initiatives are required to advance Aboriginal people.

■ Creation of structured career pathways is a vital element in leadership development and retention of Aboriginal employees.

■ Strong leadership from both Aboriginal and non-Aboriginal health professionals is essential in building social participation and eliminating racism from the health system. Commitment and accountability across and between all levels of government and non-government sectors are critical requirements to support health workforce strategies.

■ Workplaces must be encouraged to attract and develop Aboriginal people across all levels of the organisation, including management and representation in governance arrangements.

5. Evidence and Data■ Workforce models and strategies

are needed to develop an effective Aboriginal workforce. They must be based on community needs and evidence based practice, and is supported by relevant and reliable data.

Cultural performance –

Muggera Dancers


Other State and National Policies

The Framework is informed by the State and National policy contexts within which we operate. Key State and National policies include:

■ National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework (2016-2023)

■ National Aboriginal and Torres Strait Islander Health Plan 2013-2023

■ National Partnership Agreement for Indigenous Economic Participation, 2009 [National]

■ NSW Public Service Commission – NSW Public Sector Aboriginal Employment Strategy 2014-2017

■ OCHRE – NSW Government’s Plan for Aboriginal Affairs: Education, Employment and Accountability

■ NSW Aboriginal Health Plan 2013-2023

■ NSW Health, Health Professionals Workforce Plan 2012-2022

■ The Government Sector Employment Rule 26, Employment of eligible persons

■ Cultural Respect Framework (For Aboriginal and Torres Strait Islander Health) 2016-2026

■ A Blueprint for Action – Pathways into the health workforce for Aboriginal and Torres Strait Islander People, National Aboriginal and Torres Strait Islander Health Council, 2008 [National].

Julie Smith, Manager Aboriginal Employment, Hunter New England Local

Health District

Sharon Williams, Aboriginal Workforce

Advisor, Workforce, Culture and Innovation,

Nepean Blue Mountains LHD


Key Performance Indicators

The Good Health – Great Jobs 2016 – 2020 Framework consists of nine Key Performance Indicators (KPIs).

The KPIs organisations are required to report against are:

1. Aboriginal employees against total employees. Progress towards the target of 1.8% Aboriginal representation at all salary levels and occupations across Aboriginal health workforce in NSW to be reported by Local Health District, Specialty Health Networks and other NSW Health organisations

2. Percentage Aboriginal workforce by occupation

3. Percentage Aboriginal workforce by salary level (male/female)

4. Aboriginal recruitment entries and exits to NSW Health

5. Number of Aboriginal Cadetships

6. Number of Aboriginal Traineeships

7. Aboriginal Workforce Strategy Implementation Plan

8. Aboriginal Employment Coordinator appointed

9. Respecting the Difference Aboriginal Cultural Training

The purpose of the indicators is to:

a) Provide measureable statistics to enable the Aboriginal Workforce Strategic Steering Committee (AWSSC) to monitor the progress of the outcomes resulting from the Framework initiatives.

b) Highlight any areas within NSW Health which are underperforming in relation to the achievement of the Framework priorities.

c) Assist the Steering Committee to develop strategies to expedite the achievement of the required Framework priorities.

Progress towards achieving the key outcomes of the Framework will be collected annually and reported by the NSW Ministry of Health for the NSW Health system.

Yearly reports on the following KPIs;

■ Percentage completion rate of Respecting the Difference Aboriginal Cultural Training;

■ Percentage of Aboriginal Workforce;

■ Percentage of Aboriginal Workforce by salary will be reported as part of performance and reviews.

Report collection■ Statewide Management Reporting Service (SMRS) HealthShare will produce

the outcomes for the first six Key Performance Indicators (KPIs).

■ KPIs seven and eight are to be completed by Local Health Districts, Specialty Health Networks and other NSW Health Organisations.

■ Respecting the Difference eLearning and Face to Face course attendance data, KPI nine, is collected through The Health Education Training Institute (HETI) reporting processes.

■ The report for each agency will be sent to the Aboriginal Workforce team for their review and for inclusion in the development of the Good Health – Great Jobs: Key Performance Indicator Report to be disseminated to agencies.


Key Priorities, Outcomes and Actions

Lead and PlanKey Priority 1: Lead and Plan Aboriginal Workforce DevelopmentOutcome Leaders understand and demonstrate their commitment to promoting Aboriginal workforce development and planning

Key Performance Indicators1, 2, 3, 4, 5, 6, 7, 8, 9

Principles1, 2, 3, 4, 5

Actions1.1 In consultation with key stakeholders, develop, implement and monitor Aboriginal

workforce development action plans that include appropriate local targets, actions to be taken in line with the Framework, and accountability and internal reporting arrangements

1.2 Aboriginal workforce representation targets in action plans reflect local Aboriginal populations and health service needs and address a 1.8% representation at all salary levels and occupations.

1.3 Contemporary structure, governance and resourcing ensure an effective Framework for Aboriginal workforce development strategies that are staffed with experts in Aboriginal workforce.

1.4 Review and update Human Resource (HR) systems and processes to ensure they accurately measure Aboriginal workforce representation

1.5 Actively encourage Aboriginal staff to self-identify through StaffLink as a means of improving Aboriginal workforce development and support

Responsibility MoH, LHD, SHN, Other NSW Health Organisations

Measures ■ Report on status of action plan development and implementation■ Regular updates by HR on steps taken to ensure data accuracy

Resources ■ Guide/Checklist for developing Aboriginal workforce action plans■ Position/Role description for identified staff member responsible for Aboriginal

workforce recruitment, retention and support ■ Good practice guide for maintaining Aboriginal workforce data


Cultural UnderstandingKey Priority 2: Build Cultural Understanding and RespectOutcome All NSW Health organisations understand, respect, honour and celebrate Aboriginal cultures, heritage and identity



Actions2.1 All staff across NSW Health have completed Respecting the

Difference Aboriginal cultural training – both the eLearning module and the face-to-face module (as per Policy Directive 2011_069).

2.2 Incorporate Aboriginal cultural practices and protocols in official meetings and events, display the Aboriginal flag, acknowledge and promote key Aboriginal community events (e.g. NAIDOC Week).

2.3 Review programs and services delivered to Aboriginal people and communities to ensure they respect and celebrate Aboriginal culture, heritage and identity

2.4 Acknowledge and accommodate cultural responsibilities and commitments of Aboriginal people in employment arrangements and workforce planning (e.g. “Sorry Business”, the fact that many Aboriginal people will be seen by their communities as representatives of NSW Health outside work hours)

2.5 Provide the Aboriginal workforce the opportunity to cite their perspective of cultural safety

2.6 Collect information (e.g. through surveys) on Aboriginal staff/client perceptions of the workplace/service and act on this

2.7 The establishment and participation in Aboriginal staff networks is encouraged and supported at all levels

2.8 Aboriginal staff retention is monitored and HR systems and exit interviews used to identify cultural understanding issues affecting results.

2.9 Engage in research that promotes cultural safety in the workplace.

ResponsibilityMoH, LHD, SHN, Other NSW Health Organisations

Measures■ Percentage of staff completing Respecting the Difference training

(80% by 2018 and 90% by 2020)■ Impact evaluation of Respecting the Difference by Ministry of Health■ Retention rate compared to non-Aboriginal staff

Resources■ Respecting the Difference: Aboriginal Cultural Training resources■ Cultural Audit Tool■ Case studies on collecting information on Aboriginal staff/client satisfaction ■ Case studies on successful Aboriginal staff network models


Recruit and RetainKey Priority 3: Attract, Recruit and Retain Aboriginal staffOutcome Grow the Aboriginal workforce and create culturally safe workplaces and spaces for Aboriginal staff, utilizing recruitment practices that are appropriate for Aboriginal people



Actions3.1 Establish entry-level opportunities for Aboriginal people – including traineeships

and apprenticeships – in occupations that offer career opportunities in the organisation and elsewhere in NSW health

3.2 Target positions for Aboriginal recruitment to achieve 1.8% participation in salary bands (NSW PSC).

3.3 Develop, implement and use talent pools of Aboriginal job applicants assessed as suitable for roles at various levels

3.4 Increase the number of Aboriginal Nursing and Midwifery and Allied Health Cadets.3.5 Recruit more Aboriginal people in identified and targeted positions in specific

health services identified as being of critical importance in “Closing the Gap” in health outcomes (e.g. Cancer, Chronic Disease, Mental Health).

3.6 Grow Aboriginal Health Practitioner (AHP) roles in line with service delivery requirements through up skilling of Aboriginal Health Workers and external recruitment of qualified AHPs.

3.7 Recruit Aboriginal university graduates into frontline health professions.3.8 Recruit Aboriginal people into leadership roles where they can directly influence

policy development and service delivery.3.9 Use identified good practices in recruiting Aboriginal people as set out in the

“Stepping Up” resource – be prepared to adjust “standard” practices to accommodate cultural differences

3.10 Reach out to Aboriginal people and communities to communicate the job and career opportunities available in NSW Health. Encourage and support applications and link Aboriginal job applicants to the “Help Me Apply” Stepping Up resource.

3.11 Develop partnerships with employment service providers with expertise in Aboriginal employment to source, prepare and provide post-placement support and mentoring to new Aboriginal recruits. Ensure Aboriginal involvement in provider choice.


Measures■ Minimum 2.6% Aboriginal staff representation and/or continued growth above 2015 percent levels■ Progress towards 1.8% representation of Aboriginal people across all salary bands (Public

Service Commission)■ Aboriginal employees and percentage of workforce by occupation/classification/salary band■ Create and Report on Aboriginal identified and targeted roles in specific health services and

services addressing critical health issues (CTG)■ Total Aboriginal staff commencements p.a. by salary band (number and percent all

commencements)■ Aboriginal trainee/cadet/graduate commencements p.a. (by type)

ResourcesApply the “Help me Hire” section of the "Stepping Up" Resource and promote the “Help Me Apply” section to Aboriginal applicants


Capability DevelopmentKey Priority 4: Develop the Capabilities of Aboriginal staffOutcome Aboriginal staff have increased skills, qualifications and development opportunities



Actions4.1 Gather relevant information on Aboriginal staff capabilities,

aspirations and development needs and use this to improve Aboriginal workforce development and planning.

4.2 Use proven professional development and performance management practices effectively in alignment with service needs

4.3 Ensure all Aboriginal staff have access to ongoing professional development, education, training and support in planning and pursuing their career pathways.

4.4 Support staff who have been recruited into Aboriginal Identified roles to fill any skill gaps that might restrict their career progression/mobility in NSW Health

4.5 Support Aboriginal medical, nursing and midwifery and allied health graduates during their transition to working in NSW Health and provide a culturally safe workplace.

4.6 Include Aboriginal staff in succession plans for all management and leadership roles in NSW Health

4.7 Develop staff capability to fill senior roles through secondments, short-term acting in higher roles, job shadowing and mentoring

4.8 Support Aboriginal staff participation in NSW Public Service Commission leadership development programs and NSW Health management and leadership program.


Measures■ Measuring staff satisfaction with access to training and development through

surveys (see KP2 – action 1.6)■ Staff rostering supports participation in Aboriginal professional and cultural

development events and networking.■ Increased staff participation in leadership programs ■ Increased staff secondment to short-term acting in higher roles, job shadowing

and mentoring opportunities.

Resources■ See “Career pathways for Aboriginal people in NSW Health” in Stepping Up

Resource ■ The Stepping Up Communications Implementation Plan and Toolkit ■ Good Health – Great Jobs Aboriginal Health Worker Guidelines for NSW Health


PartnershipsKey Priority 5: Work with others to achieve workforce development prioritiesOutcome Collaborative partnerships with education and training providers and local Aboriginal organisations to strengthen career pathways and opportunities for current and future Aboriginal workforce



Actions5.1 Involve representatives of local Aboriginal communities in Aboriginal Workforce

Advisory Committees, Events and Cultural Safety training.5.2 Establish mechanisms to assess and continuously improve Aboriginal community

perceptions of and experiences with NSW Health 5.3 Engage with university and training sectors to influence program enrolments that

reflect NSW Health’s needs (current and forecast) for skilled and qualified Aboriginal staff.

5.4 Work with schools, training providers and Opportunity Hubs (established by the NSW Government to assist Aboriginal school to work transition) to provide opportunities for Aboriginal students for structured vocational education work placements and School-based Apprenticeships and Traineeships

5.5 Collaborate with the Aboriginal Community Controlled Health Sector in promoting careers in health to Aboriginal communities

5.6 Identify opportunities to collaborate in health promotion and service delivery, and to organise developmental secondments between the Sector and NSW Health

5.7 Involve representatives of the Sector in Aboriginal workforce planning


Measures■ Aboriginal Workforce Implementation Plan describes local and Ministry engagement with

partners and service providers in workforce development

Resources■ Good practice in School-based Traineeships and General traineeships

11 The Government Sector Employment Rule 26, Employment of eligible persons; http://www.legislation.nsw.gov.au/#/view/regulation/2014/65/part5/rule.26

http://www.legislation.nsw.gov.au/#/view/regulation/2014/65/part5/rule.26


Monitor and ReportKey Priority 6: Track our Achievements and Improve ResultsOutcome Leaders ensure accuracy of Aboriginal workforce data and implement effective monitoring and evaluation practices



Actions6.1 Collect qualitative and quantitative information on organisations’

implementation of the Framework annually.

6.2 NSW Health workforce data collections and reports enable routine reporting on Aboriginal workforce numbers, recruitment, professional development and exits.

6.3 Collect and analyse performance data and circulate summary report annually

6.4 Make key performance data available through an online dashboard

6.5 Use annual reports to gather information on effective strategies and publish these through “Stepping Up” resource and Good Health – Great Jobs Newsletter

6.6 Support the network of Aboriginal Workforce Development Managers (MAWDs) with provision of quarterly meetings and encourage the sharing of their knowledge and experience across all organisations in NSW Health

6.7 Hold NSW Health Stepping Up Forums in 2017 and 2019


Measures■ Performance (as per Priority 3)■ Annual report completed■ Twice yearly update of “Stepping Up” resource to include good practice

examples

Resources■ Reporting template ■ Good Practice template


The NSW Health Aboriginal Workforce Strategic Steering Committee was established in 2011 to oversee the implementation of the 2011 – 2015 Framework and was made up of representatives of the NSW Ministry of Health, Local Health Districts, Specialty Health Networks and other NSW Health organisations. The Steering Committee will continue for the duration of the revised Framework from 2016 to 2020.

The Steering Committee will oversee monitoring of the Framework and will provide collated reports annually to the Secretary, NSW Health.

Local Health Districts, Specialty Health Networks and other NSW Health organisations will be required to provide annual reports against the Key Performance Indicators which will be presented to the NSW Aboriginal Workforce Strategic Steering Committee.

The NSW Ministry of Health will work with Local Health Districts, Specialty Health Networks and other NSW Health organisations to develop “Aboriginal Health Workforce Action Plans” to implement the Framework.

Governance and Monitoring

L-R: Damien House, Aboriginal Policy Pathway Program, Centre for Population Health, NSW Health; Nicole Turner, Indigenous Health Academic, Centre for Rural and Remote Mental Health, Newcastle University; Charles Davison, Manager, Aboriginal Workforce, Workforce Planning & Development, NSW Health.


The NSW Ministry of Health will undertake a review of this Framework in 2018 and following its completion in 2020.

Local Health Districts, Specialty Health Networks and other NSW Health organisations will be required to evaluate their local Aboriginal Health Workforce Action Plans throughout the duration to ensure appropriate and satisfactory implementation and achievement of priority outcomes. This is fundamental to the ongoing success of the Framework.

Evaluation can be assessed in three key areas:

1. Assessment of the Key Priorities

Was the priority setting process that led to the development of the Key Priorities appropriate and comprehensive?

2. Evaluation of strategic program development and implementation

Were the Key Priorities adequately planned and implemented?

3. Effectiveness Have the Key Performance

Indicators achieved their outcomes with regard to health workforce, culturally safe service provision, health improvement, cultural safety of workers and community empowerment?

Evaluation

ContactFor inquiries regarding the NSW Health Aboriginal Workforce Strategic Framework contact: Aboriginal Workforce Unit, Workforce Planning & Development Branch, NSW Ministry of Health.

EMAIL: [email protected]

[email protected]


This Framework provides the following glossary of terms and definitions to provide some direction to the use of terminology within the area of Aboriginal workforce and cultural respect.

AboriginalAboriginal, when used in this document, is inclusive of the terms Aboriginal and/or Torres Strait Islander and/or Indigenous peoples.

Aboriginal Identified RolesIdentified roles are those in which Aboriginality is a genuine occupational qualification. Typically, such roles work directly with Aboriginal people and are involved in developing and/or delivering services and programs which have an impact on Aboriginal people and/or involve dealing with Aboriginal communities.

Action PlanAn action plan is a document that lists what steps must be taken in order to achieve a specific goal. The purpose of an action plan is to clarify what resources are required to reach the goal, formulate a timeline for when specific tasks need to be completed and determine what resources are required.

“aspirational” target of 1.8%“NSW Public Sector Aboriginal Employment Strategy’s aspirational target of 1.8% representation across all classifications”

“This Strategy introduces an aspirational target of 1.8% by 2021 for each of the Sector’s salary bands to overcome the ‘pyramid’ effect of the previous target and approach. The aim of the target is to improve the distribution of our Aboriginal employees across all classifications of the Public Sector rather than having the majority of our 2.9% Aboriginal staff population at the lower levels of our structure.”

Closing the Gap (CTG)Closing the Gap is a strategy that aims to reduce Aboriginal disadvantage with respect to life expectancy, child mortality, access to early childhood education, educational achievement, employment outcomes. Endorsed by the Australian Government in March 2008, Closing the Gap is a formal commitment developed in response to the call of the Social Justice Report 2005 [1] to achieve Indigenous health equality within 25 years.12

Career Mobility Career mobility is the movement of an employee through reassignment, transfer, or secondment. It includes secondments and temporary assignments to a higher grade or band than the employee’s ongoing employment.

Cultural Awareness Demonstrates a basic understanding of a relevant cultural issue. There is no common accepted practice and what actions are taken depends upon the individual and their knowledge of Aboriginal culture.

Cultural Capabilities The skills, knowledge, and behaviours that are required to plan, support, improve and deliver services in a culturally respectful and appropriate manner.

Cultural Competency A set of congruent behaviours, attitudes, and policies that come together in a system, agency, or among professionals and enable that system, agency or those professionals to work effectively in cross-cultural situations.

Glossary of Terms and Definitions

12 Australian Indigenous Health Infonet

http://www.healthinfonet.ecu.edu.au/%7Bexternal_link:477%7D

http://www.healthinfonet.ecu.edu.au/%7Bexternal_link:477%7D


Cultural Respect The recognition, protection and continued advancement of the inherent rights, cultures and traditions of Aboriginal people.

Cultural Respect is about shared respect. Cultural Respect is achieved when the health system is a safe environment for Aboriginal peoples and where cultural differences are respected.

It is a commitment to the principle that the construct and provision of services offered by the Australian health care system will not wittingly compromise the legitimate cultural rights, practices, values and expectations of Aboriginal peoples.

The goal of Cultural Respect is to uphold the rights of Aboriginal peoples to maintain, protect and develop their culture and achieve equitable health outcomes.

Cultural Responsiveness Refers to health care services that are respectful of, and relevant to, the health beliefs, health practices, cultures and linguistic needs of Aboriginal consumer/patient populations and communities. That is, Aboriginal communities whose members identify as having particular cultural or linguistic affiliations by virtue of their place of birth, ancestry or ethnic origin, religion, preferred language or language spoken at home.

Cultural responsiveness describes the capacity to respond to the health care issues of Aboriginal communities. It thus requires knowledge and capacity at different levels of intervention: systemic, organisational, professional and individual.

Cultural Safety Identifies that health consumers are safest when health professionals have considered power relations, cultural differences and patients’ rights. Part of this process requires health professionals to examine their own realities, beliefs and attitudes.

Cultural safety is not defined by the health professional, but is defined by the health consumer’s experience – the individual’s experience of care they are given, ability to access services and to raise concerns.

The essential features of Cultural Safety are:

a) An understanding of one’s culture,

b) An acknowledgment of difference, and a requirement that caregivers are actively mindful and respectful of difference(s),

c) It is informed by the theory of power relations – any attempt to depoliticise cultural safety is to miss the point,

d) An appreciation of the historical context of colonisation, the practices of racism at individual and institutional levels, and their impact on First Nations People’s living and wellbeing – both in the present and past,

e) Its presence or absence is determined by the experience of the recipient of care – it is not defined by the caregiver.

Cultural Security Commitment to the principle that the construct and provision of services offered by the health system will not compromise the legitimate cultural rights, values and expectations of Aboriginal people.

It is achieved by developing accessible and effective health care systems for Aboriginal people based on acknowledgement of Aboriginal people’s right to self-determination, empowerment and health care and as such, an understanding and responsiveness to cultural views, beliefs and knowledge systems which play an integral role in adherence to health care services.


Local Health DistrictsLocal Health Districts are responsible for providing health services in a wide range of settings, from primary care posts in the remote outback to metropolitan tertiary health centres. Eight local health districts cover the greater Sydney metropolitan regions, and seven cover rural and regional NSW.

Ministry of HealthThe NSW Ministry of Health supports the NSW Minister for Health, as well as the Minister for the Prevention of Domestic Violence and Sexual Assault, Minister for Mental Health, Minister for Medical Research, Minister for Women and Assistant Minister for Health to perform their executive and statutory functions.

These functions include promoting, protecting, developing, maintaining and improving the health and wellbeing of the people of NSW, while considering the needs of the state and the finances and resources available.

Secondments These involve the transfer of employees between government sector agencies (GSA) for temporary period of time.

Succession Plans Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company.

Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.

Targeted Roles Targeted roles are ‘mainstream’ roles that are filled using advertising and recruitment strategies that maximize applications from Aboriginal people. Agencies may reserve a targeted role for filling by a suitable Aboriginal applicant, with career development opportunities for Aboriginal people.

Workforce Diversity Workforce diversity encompasses initiatives to: build positive workplaces and provide support for all employees; strengthen workforce planning capability to integrate workforce diversity strategies; build a workforce which reflects the diversity of the wider community; achieve the government’s broader social responsibility objectives.

Specialty Health Networks and other NSW Health Organisations These organisations plan, deliver and coordinate local health services. They are responsible for providing services such as public and community health, public hospitals, psychiatric hospitals, emergency transport, acute care, rehabilitation, counselling, and many community support programs.

The Government Sector Employment Rule 26, Employment of eligible persons GSE Rule 26 allows agencies to target positions to ‘eligible persons’ who belong to one of the groups deemed to be disadvantaged in employment. This will remove the need to seek a separate exemption from the NSW Anti-Discrimination Board to target a position for eligible persons covered by the Rule. The Rule also allows for such modifications to recruitment and selection policies or procedures as are necessary to facilitate the employment of eligible persons in the agency.

i Australian Human Rights Commission, 2011. Social Justice Report 2010. Retrieved from http://www.humanrights.gov.au/sites/default/files/content/social_justice/sj_report/sjreport10/pdf/sjr2010_full.pdf on 2/06/2016.

ii Queensland Health Aboriginal and Torres Strait Islander Cultural Capability Framework 2010-2013. Page 9iii Congress of Aboriginal and Torres Strait Islander Nurses and Midwives (CATSINaM), 2013, Towards a shared understanding of

terms and concepts: strengthening nursing and midwifery care of Aboriginal and Torres Strait Islander peoples, CATSINaM, Canberra.

iv Aboriginal Cultural Respect Framework for Aboriginal and Torres Strait Islander Health 2004-2009. AHMAC March 2004, page 7.v Aboriginal Cultural Respect Framework for Aboriginal and Torres Strait Islander Health 2004-2009. AHMAC March 2004, page 7.vi Cultural responsiveness framework: Guidelines for Victorian health services, 2009, produced by Rural and Regional Health and

Aged Care Services, Victorian Government, Department of Health, page 12vii Papps, E and Ramsden, I (1996) ‘Cultural Safety in Nursing: the New Zealand Experience’, International Journal for Quality in

Health Care, Vol 8, No 5, pp. 491-497.viii Department of Health Western Australia. (n.d.), “WA Health Aboriginal Cultural Respect – Implementation Framework.” page. 3

from www.aboriginal.health.wa.gov.au

www.aboriginal.health.wa.gov.au


NSW Health Aboriginal Workforce Strategic Framework 2016–2020

Lead and PlanLead and Plan Aboriginal Workforce Development

Cultural UnderstandingBuild Cultural Understanding and Respect

Recruit and RetainAttract, Recruit and Retain Aboriginal Staff

Capability DevelopmentDevelop the Capabilities of Aboriginal staff

PartnershipsWork with others to achieve workforce development priorities

Monitor and ReportTrack our Achievements and Improve Results

NSW HEALTH ABORIGINAL WORKFORCE STRAT

EGIC

FRAM

EWORK

2 16— 2 20

Stepping Up by artist Jessica Birk. Aboriginal people from all parts

of NSW on a journey towards the top of the hill. With one foot firmly

on the earth, the other just hovering above in an effort to achieve more,

with the sky being the only limit to people’s opportunities.

An initiative of NSW Ministry of Health to halve the gap in

employment outcomes between Aboriginal and non-Aboriginal

people within a decade.

SHPN (WPD) 160401

NSW Health Good Health - Great Jobs: Aboriginal Workforce ...€¦ · POLICY STATEMENT NSW HEALTH...

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