Western Health. Aboriginal Employment Plan

Transcription

1 Western Health Aboriginal Employment Plan

2 Table of 1 Acknowledgement of Traditional Owners Contents 2 Victorian Context for Aboriginal Employment 4 I ntroduction 5 Background 6 Western Health: Organisation Profile 6 Target 7 Aboriginal Employment Plan in Review 9 Aboriginal Employment Plan Proposed WH Aboriginal Employment Plan Key Priorities 10 Proposed Implementation Plan

3 1 Acknowledgement of Traditional Owners Western Health respectfully acknowledge the Traditional Custodians of the land on which all Western Health sites stand, the Boonwurrung and Wurundjeri people of the Kulin Nation and pay respect to Elders past and present. Throughout this document the term Aboriginal is used to refer to all Australian Aboriginal and Torres Strait Islander peoples. It is inclusive of people in Victoria who identify as Indigenous Australians Koori and Koorie. Our Commitment Western Health is committed to becoming a leader in Aboriginal and Torres Strait Islander health, by providing a culturally respectful, high quality, safe, collaborative and holistic health care organisation.

4 2 Victorian Context for Aboriginal Employment 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.

5 3 In 2010 the Victorian Government released Karreeta Yirramboi Aboriginal Public Sector Employment and Career Development Action Plan In the Victorian Department of Health and Human Services invited public health services to review and refresh their Aboriginal Employment Plans (AEP) for the next three years The aim of the Aboriginal Employment Plan is: To increase employment opportunities, implement targeted and sustainable recruitment and retention initiatives and create more culturally responsive services for Aboriginal communities. In line with Karreeta Yirramboi, this Aboriginal Employment Plan will: Foster an environment that embraces Aboriginal people in our workplace, thereby using the skills, knowledge, experiences and networks of Aboriginal people in the development of policies and programs and their delivery Positions our organisation as a preferred employer amongst Aboriginal communities and our employees, thereby contributing to the attraction and retention of Aboriginal people to work at Western Health Increase the capacity of our organisation to deliver services more effectively to Aboriginal people and the wider Victorian community because of the greater diversity in the workforce. This will allow a greater alignment of employees with community interests and needs Provide Aboriginal employees with the skills they need to do their jobs, with a focus on enhancing leadership opportunities Assist the organisation to meet the Victorian Government s COAG and Karreeta Yirramboi reporting commitments and legislative and policy requirements.

6 4 Introduction Western Health: Aboriginal Health Roadmap 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. Increased patient identification & referrals to Aboriginal Health Unit Increased cultural awareness & programs Increased organisational wide cultural responsiveness Increased collaborative activity with Aboriginal organisations Increased Aboriginal employment opportunities Increased implementation of evidence-based practice Increased participation of the Aboriginal Community in design and best practice at Western Health

7 5 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 in alignment with its Strategic Plan , Koolin Balit: The Victorian Government s Strategic Directions for Aboriginal Health , Improving Care for Aboriginal Patients (ICAP) and the WH Aboriginal Employment Plan In 2011, the former Commonwealth Department of Education, Employment and Workplace Relations (DEEWR) and former Victorian Department of Health partnered to establish an Aboriginal Employment Plan project to assist 32 Victorian public health sector organisations with 500 employees or more to develop an individual Aboriginal Employment Plan. An external consulting organisation was commissioned to initiate this work and in conjunction with Western Health our inaugural Aboriginal Employment Plan was developed. The objective of this plan was to increase employment participation of Aboriginal people at Western Health to one percent of the total workforce (based on head count). The plan focussed on four critical areas: 1 Internal procedure, preparation, ownership and measurement 2 Engagement partnerships, networks and strategic alliances 3 Development employment initiatives, training and investment; and 4 Retention embedding processes and procedures. The current Aboriginal Employment Plan is now ready for both a review and refresh. Findings and outcomes achieved from the Aboriginal Employment Plan have been used to inform the Western Health Aboriginal Employment Plan.

8 6 As well, the WH Aboriginal Employment Plan incorporates the recently revised Australian Commission s National Safety and Quality Health Service (NSQHS) Standards Version 2 (July 2016). At the request of the National Aboriginal and Torres Strait Islander Health Standing Committee, the Commission has commenced a project to use the NSQHS Standards to improve the care provided to Aboriginal and Torres Strait Islander people in hospitals. Accordingly there has been an introduction of mandatory standards that improve the health outcomes for Aboriginal and Torres Strait Islander people. These are: Safety and Quality Training: (Ref 1.21) The health service organisation has strategies to improve the cultural competency and cultural awareness of the workforce to meet the needs of its Aboriginal and Torres Strait Islander patients Safe Environment (Ref 1.33) The health service organisation demonstrates a welcoming environment that recognises the importance of the cultural beliefs and practices of Aboriginal and Torres Strait Islander people Partnerships in healthcare governance planning, design, measurement and evaluation (Ref 2.13) The health service organisation works in partnership with Aboriginal and Torres Strait Islander communities to meet their healthcare needs. Western Health: Organisation Profile Western Health provides comprehensive health services to those living in western Melbourne. Covering a population of more than 800,000 our services are a combination of hospital and community-based services to newborn babies, children, adults and the elderly. Western Health employs approximately 6,200 employees providing a range of health services from emergency, elective, medical, surgery, obstetrics, paediatrics, community based rehabilitation, acute geriatric medicine and subacute services from three acute hospital campuses Footscray Hospital, Sunshine Hospital and The Williamstown Hospital. Western Health also provides a day hospital at Sunbury, a transition care facility at Williamstown and a drug health service in the Footscray site. Target Western Health has a target for Aboriginal employment of 1% of the workforce with the potential for increasing this to 2%. As a community health service we are committed to improving the health and wellbeing outcomes of Aboriginal and Torres Strait Islanders, and the culturally diverse and dynamic community of western Melbourne.

9 7 Aboriginal Employment Plan in review As part of the WH Aboriginal Employment Plan WH worked to achieve a cohesive employment strategy framework with six key priority areas: Summary of achievements against the WH Aboriginal Employment Plan : 1 Identification of employment and training opportunities 3 Cultural awareness and organisational preparedness 1 Identification of employment and training opportunities 2 Funding for program sustainability 3 Cultural awareness and organisational preparedness 4 Attraction and recruitment 5 Mentoring 6 Guidance, monitoring and assessment Formation of the Aboriginal Employment Working Group Aboriginal Health Unit training sessions for employees conducted Development of HR systems for identification and reporting on Aboriginal employment Development of Aboriginal specific employment resources 2 Funding for program sustainability Successful funding for: Koolin Balit Traineeships and evaluation 2 health administration traineeships and 1 management/leadership Aboriginal Nursing Cadetship Program Acknowledgement of traditional owners plaques across Western Health sites Commissioning of Aboriginal artwork for Sunshine Hospital Artwork displayed in People & Culture office at Footscray Hospital Cultural safety survey conducted with Aboriginal employees Partnership with Remote Area Health Corps (RAHC), Northern Territory to provide 6 week remote nursing experience for 5 nurses from the Emergency Department Footscray Hospital Aboriginal Cultural Appreciation Training conducted (total of 258 attendees to date)

10 8 Working with Aboriginal and Torres Strait Islander Employees, Graduates and Work Placement Students training (38 attendees to date) 4 Attraction and recruitment Development of recruitment report in Mercury e-recruit to identify roles where there are Aboriginal applicants Development of relationships with external organisations for recruitment and training Development of Aboriginal employment webpage, advertising template, recruitment video and employee profiles, with Aboriginal artwork to form a WH brand Information session regarding work opportunities in collaboration with Djerriwarrh Community & Education Services 5 Mentoring Aboriginal Recruitment and Mentoring Program (ARaMP) for Aboriginal employees, included an induction training session for mentees and mentors, mid-program networking session and evaluation by expert facilitator Branding artwork for ARaMP 6 Guidance, monitoring and assessment Regular progress report monthly to CEO Quarterly updates to DHHS Activities incorporated into People and Culture workplan Evaluation of programs, initiatives and training activities Community engagement and school partnerships Year 10 work experience program

11 9 Aboriginal Employment Plan Proposed Western Health Strategic Plan aims: Strategic Aim 2: Connecting the care provided to our community; Strategic Aim 5: Valuing and empowering our people. Aim Deliver culturally responsive & accessible health services - by increasing employment of Aboriginal people and thereby improve access & better care Objectives 1. Increase employment opportunities 2. Implement targeted & sustainable recruitment & retention strategies 3. Create more culturally responsive services Target 1% of the workforce, potential for 2% target WH Aboriginal Employment Plan Key Priorities 1 Building relationships and engaging with the Aboriginal Community 2 Empowerment and engagement of Aboriginal employees and volunteers 3 Cultural safety 4 Recruitment and retention of Aboriginal employees and volunteers 5 Governance, monitoring & evaluation

12 10 Proposed Implementation Plan Key Priority 1: Building relationships and engaging with the Aboriginal community Objective Strategy Action Responsible Leads* Timelines To further build a close working relationship with the Aboriginal Community. Build trust and invest in long term, sustained effort to earn trust of the Aboriginal Community. Invite and include Aboriginal Community members to Come On In events, tours and morning teas and to become Volunteers. Invite Aboriginal Community members to partner in co-design of employment plan and specific strategies. AHU/CE&V AHU/CE&V / Ongoing for the period of Ongoing for the period of Ensure the environment is welcoming and inclusive for Aboriginal patients, employees and community. Increase the visibility of Aboriginal cultural symbols including art & signage in the hospital facilities and WH website. /AHU Dec 2017 Ensure frontline employees are culturally aware and respond with sensitivity & respect. In alignment to Aboriginal Health Roadmap , provide front of house employees with cultural awareness training that includes grief & trauma informed care and the importance of asking if patients identify as Aboriginal or Torres Strait Islander. /AHU Ongoing for the period of Collaborate with other service providers and institutions in the West to build community engagement. Collaborate with local partners to collect quantitative and qualitative data on the Aboriginal community employment needs. Ongoing for the period of *AHU Aboriginal Health Unit, CE&V Community Engagement & Volunteers, People Culture and Communications

13 11 Key Priority 2: Empowerment and engagement of Aboriginal employees and volunteers Objective Strategy Action Responsible Leads Timelines To enable Aboriginal employees and volunteers to build a sense of community within WH and influence strategies for inclusion and employment. Connect current Aboriginal employees and volunteers. Consult with current Aboriginal employees and volunteers. Organise informal catch-ups and formal events for current Aboriginal employees and volunteers. Formally invite new Aboriginal employees to these events as a way to connect with other Aboriginal employees and volunteers within WH. Consultation with Aboriginal employees and volunteers about what events they would be interested in having and who might also be invited to attend or be a guest speaker. /AHU /CE&V /AHU /CE&V /AHU /CE&V Biannually Biannually Biannually Co-design resources and strategies with current Aboriginal employees and volunteers. Actively involve Aboriginal employees and volunteers in co-design of resources, website, signage, artwork and other opportunities to develop culturally appropriate and sensitive materials. /AHU /CE&V Ongoing for the period of Actively involve Aboriginal employees and volunteers in community activities, career days, work experience opportunities, NAIDOC events and other WH cultural events. /AHU /CE&V Annually

14 12 Key Priority 3: Cultural Safety Objective Strategy Action Responsible Leads Timelines To ensure WH provides a culturally appropriate and safe work environment, culture and practices. Build manager support for Aboriginal employment across WH. Ensure HR information systems identify Aboriginal employees. People & Culture to liaise with managers across WH to develop greater understanding of AEP and increase number of job roles targeting Aboriginal employment opportunities. Audit HR information systems covering recruitment, orientation, employment and employee development to check employees are appropriately identified as Aboriginal and where appropriate link them to additional support and community within WH. Ongoing for the period of Annually Ensure the Aboriginal Health Unit is an easily accessed, welcoming space. Work with AHU and Aboriginal employees and volunteers to further develop the AHU as a place for employees, patients and community. AHU/ /CE&V Annually reviewed Broaden the role of the Aboriginal Health Unit as a centre for patients, employees and community. Consider staffing levels to enable a range of support programs and initiatives for employees, patients and community. Communicate employment opportunities to community members and patients visiting the AHU. AHU AHU Annually reviewed Ongoing for the period of

15 13 Objective Strategy Action Responsible Leads Timelines Further develop training so that there is a high level of WH ownership and alignment of training programs. Revise current training programs and strengthen the WH ownership of the content and links to AEP. Include aspects of trauma informed practice & grief response in cultural training. Annually reviewed Ongoing - for the period of Include in Orientation and onboarding of new employees concepts of cultural safety. Dec 2017 Include in manager training recruitment and employment of Aboriginal employees. Dec 2017 Include cultural awareness training in junior medical employee training program. Dec 2017 Expand the presence of Aboriginal cultural awareness on the WH website. Consult with Aboriginal employees and volunteers about additional presence on the WH website and opportunities to promote the AEP on the website. /AHU /CE&V Ongoing for the period of

16 14 Key Priority 4: Recruitment and retention of Aboriginal employees and volunteers Objective Strategy Action Responsible Leads Timelines To increase the number of Aboriginal employees and volunteers in the next 3 years. Increase manager understanding of how best to recruit and support Aboriginal employees and volunteers. Promote employment provisions for Aboriginal employees and volunteers such as Cultural and Ceremonial Leave arrangements, EBA clauses to support leave provisions. Provide positive case studies from within WH of AEP to managers at leadership forums. Dec 2016 Ongoing for the period of Promote employment opportunities and support programs in the wider Victorian community. Promote the WH AEP at schools, community groups and local universities/tafe; including careers days and career teachers/ counsellors. Establish joint position/secondment opportunities with community partners such as Victoria University. /AHU /CE&V Ongoing for the period of Discussion commencing 2017 for commencement Provide a mentoring program for all Aboriginal employees and trainees. Conduct an annual mentoring program open to all Aboriginal employees, matching the employee with an appropriate person in WH, who has completed the relevant cultural awareness training. Mentoring induction sessions to be held for mentors and mentees, and each program evaluated. Commenced 2016 Ongoing for the period of Consider running reverse mentoring and shadowing program for Aboriginal employees and WH managers. Review in 2017 for 2018 program Promote job and volunteers opportunities through community members. Liaise with Aboriginal community members to promote specific job opportunities and the AEP. /AHU Ongoing for the period of

17 15 Key Priority 5: Governance, Monitoring & Evaluation Objective Strategy Action Responsible Leads Timelines Governance, Monitoring & Evaluation. Monitor and evaluate strategies and AEP outcomes. Monitor AEP processes and outcomes through: HR Information System reports. Evaluation of training programs. /AHU /CE&V Ongoing for the period of Evaluation of mentoring program. Review and feedback by Aboriginal employees and volunteers in WH about their level of cultural safety. Review and feedback by AEP planning group participants and steering group on AEP strategies and outcomes.

18 16 Consultation 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. A workshop to review and refresh the Aboriginal Employment Plan was held in July 2016 at the Sunbury Day Hospital. Attendees included; Western Health Aboriginal Employment Working Group members and employees, Aboriginal Community partners, health service partners, university partners and DHHS representation. The workshop provided an overview of the achievements of the last plan and a planning session exploring priorities and key themes for the next three years. The plan was circulated to key stakeholders who did not attend the workshop for feedback. The workshop was facilitated by Linda Betts and the refreshed plan was written by Linda Betts & Associates in consultation with Meri Pavlovski (Workforce Planning and Development Consultant) and Leonie Hall (Director People and Culture).

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20 Western Health is located in one of the largest growth corridors in Australia and is one of the largest employers in the Western Suburbs of Melbourne. Western Health campuses: Footscray Hospital Sunshine Hospital Williamstown Hospital Sunbury Day Hospital Hazeldean Transition Care Program If you would like to find out more about working at Western Health please call: