Western Health Aboriginal Employment Plan · within WH and influence strategies for inclusion and...
Transcript of Western Health Aboriginal Employment Plan · within WH and influence strategies for inclusion and...
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
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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
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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
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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:[email protected]
www.westernhealth.org.au/careers