Aboriginal Employment Plan

2016-2019

Western Health

ContentsTable of 1 AcknowledgementofTraditionalOwners

2 VictorianContextforAboriginalEmployment

4 Introduction

5 Background

6 WesternHealth:OrganisationProfile

6

7 AboriginalEmploymentPlan2012-2015inReview

9 AboriginalEmploymentPlan2016-2019-Proposed

9 2016-2019WHAboriginalEmploymentPlanKeyPriorities

10 ProposedImplementationPlan2016-2019

Target

WesternHealthrespectfullyacknowledgethe

TraditionalCustodiansofthelandonwhichall

WesternHealthsitesstand,theBoonwurrungand

WurundjeripeopleoftheKulinNationandpay

respecttoElderspastandpresent.

Throughoutthisdocumenttheterm‘Aboriginal’is

usedtorefertoallAustralianAboriginalandTorres

StraitIslanderpeoples.Itisinclusiveofpeoplein

VictoriawhoidentifyasIndigenousAustralians

KooriandKoorie.

WesternHealthiscommittedtobecoming

aleaderinAboriginalandTorresStrait

Islanderhealth,byprovidingaculturally

respectful,highquality,safe,collaborative

andholistichealthcareorganisation.

Traditional

Commitment

Owners

Acknowledgement of

Our

1

Aboriginal Employment

Victorian Context

for

The Victorian Government is working to address

continuing disadvantage within Aboriginal

communities. The focus is on eliminating the

causes of disadvantage. One of the ways this

can be achieved is by increasing Aboriginal

participation in the labour market and the

Victorian economy, including increasing

Aboriginal employee numbers employed

within the Victorian public sector.

2

In2010theVictorianGovernmentreleased‘KarreetaYirramboi’–AboriginalPublicSector

EmploymentandCareerDevelopmentActionPlan2010–2015.In2015-16theVictorian

DepartmentofHealthandHumanServicesinvitedpublichealthservicestoreviewandrefresh

theirAboriginalEmploymentPlans(AEP)forthenextthreeyears2016-2019.Theaimofthe

AboriginalEmploymentPlanis:

InlinewithKarreetaYirramboi,thisAboriginalEmploymentPlanwill:

• Fosteranenvironmentthat

embracesAboriginalpeoplein

ourworkplace,therebyusingthe

skills,knowledge,experiencesand

networksofAboriginalpeoplein

thedevelopmentofpoliciesand

programsandtheirdelivery

• Positionsourorganisationasa

preferredemployeramongst

Aboriginalcommunitiesandour

employees,therebycontributing

totheattractionandretention

ofAboriginalpeopletoworkat

WesternHealth

• Increasethecapacityofour

organisationtodeliverservicesmore

effectivelytoAboriginalpeople

andthewiderVictoriancommunity

becauseofthegreaterdiversity

intheworkforce.Thiswillallowa

greateralignmentofemployeeswith

communityinterestsandneeds

• ProvideAboriginalemployees

withtheskillstheyneedtodotheir

jobs,withafocusonenhancing

leadershipopportunities

• Assisttheorganisationtomeet

theVictorianGovernment’sCOAG

andKarreetaYirramboireporting

commitmentsandlegislativeand

policyrequirements.

To increase employment opportunities, implement targeted and sustainable

recruitment and retention initiatives and create more culturally responsive

services for Aboriginal communities.

3

Increasedpatientidentification&

referralstoAboriginalHealthUnit

IncreasedAboriginal

employment

opportunities

Increasedorganisational

wideculturalresponsiveness

Increasedcultural

awareness&programs

Increasedcollaborative

activitywithAboriginal

organisations

Increasedimplementation

ofevidence-basedpractice

Increasedparticipationofthe

AboriginalCommunityindesign

andbestpracticeatWesternHealth

IntroductionWestern Health: Aboriginal Health Roadmap 2015-2018

Enabling the Strategic Plan through leadership in

Aboriginal and Torres Strait Islander health, by providing

a culturally respectful, high quality, safe, collaborative

and holistic health care organisation.

4

Background

Western Health (WH) acknowledges that Aboriginal Victorians experience poorer

health and lower life expectancy than the wider community and this is something

Western Health is committed to addressing. Western Health has developed the

Western Health: Aboriginal Health Roadmap 2015 – 2018 in alignment with its

Strategic Plan 2015-2020, Koolin Balit: The Victorian Government’s Strategic

Directions for Aboriginal Health 2012-2022, Improving Care for Aboriginal

Patients (ICAP) and the WH Aboriginal Employment Plan 2012-2015.

In2011,theformerCommonwealthDepartmentofEducation,

EmploymentandWorkplaceRelations(DEEWR)andformer

VictorianDepartmentofHealthpartneredtoestablishanAboriginal

EmploymentPlanprojecttoassist32Victorianpublichealthsector

organisationswith500employeesormoretodevelopanindividual

AboriginalEmploymentPlan.

Anexternalconsultingorganisationwascommissionedtoinitiatethis

workandinconjunctionwithWesternHealthourinauguralAboriginal

EmploymentPlanwasdeveloped.Theobjectiveofthisplanwasto

increaseemploymentparticipationofAboriginalpeopleatWestern

Healthtoonepercentofthetotalworkforce(basedonheadcount).

Theplanfocussedonfourcriticalareas:

1 Internal–procedure,preparation,ownershipandmeasurement

2 Engagement–partnerships,networksandstrategicalliances

3 Development–employmentinitiatives,trainingandinvestment;

and

4 Retention–embeddingprocessesandprocedures.

ThecurrentAboriginalEmploymentPlan2012-2015isnowreadyfor

bothareviewandrefresh.

Findingsandoutcomesachievedfromthe2012-2015Aboriginal

EmploymentPlanhavebeenusedtoinformthe2016-2019Western

HealthAboriginalEmploymentPlan.

5

Aswell,the2016-2019WH

AboriginalEmploymentPlan

incorporatestherecently

revisedAustralianCommission’s

NationalSafetyandQuality

HealthService(NSQHS)

StandardsVersion2(July

2016).Attherequestofthe

NationalAboriginalandTorres

StraitIslanderHealthStanding

Committee,theCommissionhas

commencedaprojecttousethe

NSQHSStandardstoimprove

thecareprovidedtoAboriginal

andTorresStraitIslanderpeople

inhospitals.Accordinglythere

hasbeenanintroductionof

mandatorystandardsthat

improvethehealthoutcomes

forAboriginalandTorresStrait

Islanderpeople.Theseare:

• SafetyandQualityTraining:

(Ref1.21)Thehealthservice

organisationhasstrategies

toimprovethecultural

competencyandcultural

awarenessoftheworkforce

tomeettheneedsofits

AboriginalandTorresStrait

Islanderpatients

• SafeEnvironment(Ref

1.33)Thehealthservice

organisationdemonstrates

awelcomingenvironmentthat

recognisestheimportance

oftheculturalbeliefsand

practicesofAboriginaland

TorresStraitIslanderpeople

• Partnershipsinhealthcare

governanceplanning,design,

measurementandevaluation

(Ref2.13)Thehealthservice

organisationworksin

partnershipwithAboriginal

andTorresStraitIslander

communitiestomeettheir

healthcareneeds.

Western Health: Organisation Profile

WesternHealthprovides

comprehensivehealthservicesto

thoselivinginwesternMelbourne.

Coveringapopulationofmore

than800,000ourservicesare

acombinationofhospitaland

community-basedservicesto

newbornbabies,children,adults

andtheelderly.

WesternHealthemploys

approximately6,200employees

providingarangeofhealth

servicesfromemergency,

elective,medical,surgery,

obstetrics,paediatrics,

communitybasedrehabilitation,

acutegeriatricmedicineandsub-

acuteservicesfromthreeacute

hospitalcampuses–Footscray

Hospital,SunshineHospital

andTheWilliamstownHospital.

WesternHealthalsoprovides

adayhospitalatSunbury,

atransitioncarefacilityat

Williamstownandadrughealth

serviceintheFootscraysite.

Asacommunityhealthservice

wearecommittedtoimproving

thehealthandwellbeing

outcomesofAboriginal

andTorresStraitIslanders,

andtheculturallydiverse

anddynamiccommunityof

westernMelbourne.

Target

Western Health has a

target for Aboriginal

employment of 1%

of the workforce

with the potential for

increasing this to 2%.

6

Aboriginal Employment Plan 2012-2015 in reviewAspartoftheWHAboriginal

EmploymentPlan2012-2015

WHworkedtoachievea

cohesiveemploymentstrategy

frameworkwithsixkeypriority

areas:

1 Identificationof

employmentandtraining

opportunities

2 Fundingforprogram

sustainability

3 Culturalawareness

andorganisational

preparedness

4 Attractionandrecruitment

5 Mentoring

6 Guidance,monitoring

andassessment

Summary of achievements against the WH Aboriginal

Employment Plan 2012-15:

1 Identification of

employment and training

opportunities

• Formationofthe

AboriginalEmployment

WorkingGroup

• AboriginalHealthUnit

–trainingsessionsfor

employeesconducted

• DevelopmentofHR

systemsforidentification

andreportingon

Aboriginalemployment

• Developmentof

Aboriginalspecific

employmentresources

2 Funding for program

sustainability

Successfulfundingfor:

• KoolinBalitTraineeships

andevaluation

• 2healthadministration

traineeshipsand1

management/leadership

• AboriginalNursing

CadetshipProgram

3 Cultural awareness

and organisational

preparedness

• Acknowledgementof

traditionalownersplaques

acrossWesternHealth

sites

• Commissioningof

Aboriginalartworkfor

SunshineHospital

• Artworkdisplayedin

People&Cultureoffice

atFootscrayHospital

• Culturalsafetysurvey

conductedwith

Aboriginalemployees

• PartnershipwithRemote

AreaHealthCorps(RAHC),

NorthernTerritoryto

provide6weekremote

nursingexperience

for5nursesfromthe

EmergencyDepartment

FootscrayHospital

• AboriginalCultural

AppreciationTraining

conducted(totalof258

attendeestodate)

7

• WorkingwithAboriginal

andTorresStraitIslander

Employees,Graduates

andWorkPlacement

Studentstraining(38

attendeestodate)

4 Attraction and

recruitment

• Developmentof

recruitmentreportin

Mercurye-recruitto

identifyroleswherethere

areAboriginalapplicants

• Developmentof

relationshipswith

externalorganisationsfor

recruitmentandtraining

• DevelopmentofAboriginal

employmentwebpage,

advertisingtemplate,

recruitmentvideoand

employeeprofiles,with

Aboriginalartworkto

formaWHbrand

• Informationsession

regardingwork

opportunitiesin

collaborationwith

DjerriwarrhCommunity

&EducationServices

• Communityengagement

andschoolpartnerships

• Year10workexperience

program

5 Mentoring

• AboriginalRecruitment

andMentoringProgram

(ARaMP)forAboriginal

employees,includedan

inductiontrainingsession

formenteesandmentors,

mid-programnetworking

sessionandevaluationby

expertfacilitator

• Brandingartworkfor

ARaMP

6 Guidance, monitoring

and assessment

• Regularprogressreport

monthlytoCEO

• Quarterlyupdatesto

DHHS

• Activitiesincorporated

intoPeopleandCulture

workplan

• Evaluationofprograms,

initiativesandtraining

activities

8

Aboriginal Employment Plan 2016-2019 - Proposed

Western Health Strategic Plan aims:

Strategic Aim 2: Connecting the care provided to our community;

Strategic Aim 5: Valuing and empowering our people.

2016-2019 WH Aboriginal Employment Plan Key Priorities

1 Buildingrelationshipsandengagingwiththe

AboriginalCommunity

2 EmpowermentandengagementofAboriginal

employeesandvolunteers

3 Culturalsafety

4 RecruitmentandretentionofAboriginalemployees

andvolunteers

5 Governance,monitoring&evaluation

Aim

Deliverculturally

responsive&accessible

healthservices-by

increasingemployment

ofAboriginalpeopleand

therebyimproveaccess

&bettercare

Objectives

1. Increaseemployment

opportunities

2. Implementtargeted&

sustainablerecruitment

&retentionstrategies

3. Createmoreculturally

responsiveservices

Target

1%2%target

oftheworkforce,

potentialfor

9

Proposed Implementation Plan 2016-2019Key Priority 1: Building relationships and engaging with the Aboriginal community

Objective Strategy Action Responsible Leads*

Timelines

Tofurtherbuild

acloseworking

relationshipwith

theAboriginal

Community.

• Buildtrustand

investinlongterm,

sustainedeffort

toearntrustof

theAboriginal

Community.

• InviteandincludeAboriginal

Communitymembersto‘Come

OnIn’events,toursandmorning

teasandtobecomeVolunteers.

• InviteAboriginalCommunity

memberstopartnerinco-design

ofemploymentplanandspecific

strategies.

AHU/CE&V

AHU/CE&V

/PCC

Ongoing

–forthe

periodof

theplan

Ongoing

–forthe

periodof

theplan

• Ensurethe

environmentis

welcomingand

inclusivefor

Aboriginalpatients,

employeesand

community.

• IncreasethevisibilityofAboriginal

culturalsymbolsincludingart&

signageinthehospitalfacilities

andWHwebsite.

PCC/AHU Dec2017

• Ensurefrontline

employeesare

culturallyaware

andrespond

withsensitivity&

respect.

• InalignmenttoAboriginalHealth

Roadmap2015-18,providefront

ofhouseemployeeswithcultural

awarenesstrainingthatincludes

grief&traumainformedcare

andtheimportanceofaskingif

patientsidentifyasAboriginalor

TorresStraitIslander.

PCC/AHU Ongoing

–forthe

periodof

theplan

• Collaboratewith

otherservice

providersand

institutionsin

theWestto

buildcommunity

engagement.

• Collaboratewithlocalpartnersto

collectquantitativeandqualitative

dataontheAboriginalcommunity

employmentneeds.

PCC Ongoing

–forthe

periodof

theplan

*AHU–AboriginalHealthUnit,CE&V–CommunityEngagement&Volunteers,PCC–PeopleCultureandCommunications

10

Key Priority 2: Empowerment and engagement of Aboriginal employees and volunteers

Objective Strategy Action Responsible Leads

Timelines

Toenable

Aboriginal

employeesand

volunteersto

buildasense

ofcommunity

withinWH

andinfluence

strategiesfor

inclusionand

employment.

• Connectcurrent

Aboriginal

employeesand

volunteers.

• Organiseinformalcatch-ups

andformaleventsforcurrent

Aboriginalemployeesand

volunteers.

• FormallyinvitenewAboriginal

employeestotheseeventsas

awaytoconnectwithother

Aboriginalemployeesand

volunteerswithinWH.

PCC/AHU

/CE&V

PCC/AHU

/CE&V

Biannually

Biannually

• Consultwith

currentAboriginal

employeesand

volunteers.

• ConsultationwithAboriginal

employeesandvolunteers

aboutwhateventstheywould

beinterestedinhavingandwho

mightalsobeinvitedtoattendor

beaguestspeaker.

PCC/AHU

/CE&V

Biannually

• Co-design

resourcesand

strategieswith

currentAboriginal

employeesand

volunteers.

• ActivelyinvolveAboriginal

employeesandvolunteersin

co-designofresources,website,

signage,artworkandother

opportunitiestodevelopculturally

appropriateandsensitive

materials.

• ActivelyinvolveAboriginal

employeesandvolunteersin

communityactivities,careerdays,

workexperienceopportunities,

NAIDOCeventsandotherWH

culturalevents.

PCC/AHU

/CE&V

PCC/AHU

/CE&V

Ongoing

–forthe

periodof

theplan

Annually

11

Key Priority 3: Cultural Safety

Objective Strategy Action Responsible Leads

Timelines

Toensure

WHprovides

aculturally

appropriate

andsafework

environment,

cultureand

practices.

• Buildmanager

supportfor

Aboriginal

employmentacross

WH.

• People&Culturetoliaisewith

managersacrossWHtodevelop

greaterunderstandingofAEP

andincreasenumberofjobroles

targetingAboriginalemployment

opportunities.

PCC Ongoing

–forthe

periodof

theplan

• EnsureHR

informationsystems

identifyAboriginal

employees.

• AuditHRinformationsystems

coveringrecruitment,orientation,

employmentandemployee

developmenttocheckemployees

areappropriatelyidentifiedas

Aboriginalandwhereappropriate

linkthemtoadditionalsupport

andcommunitywithinWH.

PCC Annually

• Ensurethe

Aboriginal

HealthUnitisan

easilyaccessed,

welcomingspace.

• WorkwithAHUandAboriginal

employeesandvolunteersto

furtherdeveloptheAHUasa

placeforemployees,patientsand

community.

AHU/PCC

/CE&V

Annually

reviewed

• Broadentherole

oftheAboriginal

HealthUnitasa

centreforpatients,

employeesand

community.

• Considerstaffinglevelstoenable

arangeofsupportprogramsand

initiativesforemployees,patients

andcommunity.

• Communicateemployment

opportunitiestocommunity

membersandpatientsvisitingthe

AHU.

AHU

AHU

Annually

reviewed

Ongoing

–forthe

periodof

theplan

12

Objective Strategy Action Responsible Leads

Timelines

• Furtherdevelop

trainingsothat

thereisahighlevel

ofWHownership

andalignmentof

trainingprograms.

• Revisecurrenttraining

programsandstrengthenthe

WHownershipofthecontent

andlinkstoAEP.

• Includeaspectsoftrauma

informedpractice&griefresponse

inculturaltraining.

• IncludeinOrientationand

‘onboarding’ofnewemployees

conceptsofculturalsafety.

• Includeinmanagertraining–

recruitmentandemploymentof

Aboriginalemployees.

• Includeculturalawarenesstraining

injuniormedicalemployee

trainingprogram.

PCC

PCC

PCC

PCC

PCC

Annually

reviewed

Ongoing

-forthe

periodof

theplan

Dec2017

Dec2017

Dec2017

• Expandthe

presenceof

Aboriginalcultural

awarenessonthe

WHwebsite.

• ConsultwithAboriginalemployees

andvolunteersaboutadditional

presenceontheWHwebsiteand

opportunitiestopromotetheAEP

onthewebsite.

PCC/AHU

/CE&V

Ongoing

–forthe

periodof

theplan

13

Key Priority 4: Recruitment and retention of Aboriginal employees and volunteers

Objective Strategy Action Responsible Leads

Timelines

Toincrease

thenumber

ofAboriginal

employees

and

volunteers

inthenext3

years.

• Increase

manager

understanding

ofhowbest

torecruit

andsupport

Aboriginal

employeesand

volunteers.

• Promoteemploymentprovisionsfor

Aboriginalemployeesandvolunteers

–suchasCulturalandCeremonial

Leavearrangements,EBAclauses

tosupportleaveprovisions.

• Providepositivecasestudiesfrom

withinWHofAEPtomanagersat

leadershipforums.

PCC

PCC

Dec2016

Ongoing–for

theperiodof

theplan

• Promote

employment

opportunities

andsupport

programsinthe

widerVictorian

community.

• PromotetheWHAEPatschools,

communitygroupsandlocal

universities/TAFE;including

careersdaysandcareerteachers/

counsellors.

• Establishjointposition/secondment

opportunitieswithcommunity

partnerssuchasVictoriaUniversity.

PCC/AHU

/CE&V

PCC

Ongoing–for

theperiodof

theplan

Discussion

commencing

2017for2018-19

commencement

• Providea

mentoring

programfor

allAboriginal

employeesand

trainees.

• Conductanannualmentoring

program–opentoallAboriginal

employees,matchingtheemployee

withanappropriatepersoninWH,

whohascompletedtherelevant

culturalawarenesstraining.

Mentoringinductionsessionstobe

heldformentorsandmentees,and

eachprogramevaluated.

• Considerrunningreversementoring

andshadowingprogramfor

AboriginalemployeesandWH

managers.

PCC

PCC

Commenced

2016

Ongoing–for

theperiodof

theplan

Reviewin

2017for2018

program

• Promotejobandvolunteersopportunitiesthroughcommunitymembers.

• LiaisewithAboriginalcommunity

memberstopromotespecificjob

opportunitiesandtheAEP.

PCC/AHU Ongoing–for

theperiodof

theplan

14

Key Priority 5: Governance, Monitoring & Evaluation

Objective Strategy Action Responsible Leads

Timelines

Governance,

Monitoring&

Evaluation.

• Monitorand

evaluatestrategies

andAEPoutcomes.

• MonitorAEPprocessesand

outcomesthrough:

• HRInformationSystemreports.

• Evaluationoftrainingprograms.

• Evaluationofmentoringprogram.

• Reviewandfeedbackby

Aboriginalemployeesand

volunteersinWHabouttheirlevel

ofculturalsafety.

• ReviewandfeedbackbyAEP

planninggroupparticipantsand

steeringgrouponAEPstrategies

andoutcomes.

PCC/AHU

/CE&V

Ongoing

–forthe

periodof

theplan

15

The Implementation Plan was co-designed by Western

Health Aboriginal Employment Working Group members and

employees, Aboriginal Community partners, health service

partners, university partners and DHHS representation.

Consultation

AworkshoptoreviewandrefreshtheAboriginalEmployment

PlanwasheldinJuly2016attheSunburyDayHospital.

Attendeesincluded;WesternHealthAboriginalEmployment

WorkingGroupmembersandemployees,AboriginalCommunity

partners,healthservicepartners,universitypartnersandDHHS

representation.Theworkshopprovidedanoverviewofthe

achievementsofthelastplanandaplanningsessionexploring

prioritiesandkeythemesforthenextthreeyears.Theplanwas

circulatedtokeystakeholderswhodidnotattendtheworkshop

forfeedback.

TheworkshopwasfacilitatedbyLindaBettsandtherefreshed

planwaswrittenbyLindaBetts&Associatesinconsultation

withMeriPavlovski(WorkforcePlanningandDevelopment

Consultant)andLeonieHall(DirectorPeopleandCulture).

16

WesternHealthislocatedinoneofthelargest

growthcorridorsinAustraliaandisoneofthelargest

employersintheWesternSuburbsofMelbourne.

Western Health campuses:

• FootscrayHospital

• SunshineHospital

• WilliamstownHospital

• SunburyDayHospital

• HazeldeanTransitionCareProgram

Ifyouwouldliketofindoutmoreabout

workingatWesternHealthpleasecall:

8345 6689Email:westernhealthhr@wh.org.au

www.westernhealth.org.au/careers