B.8 Human resources management

B.8 Human resources management

Introduction/overview

ACT Health has a dispersed model for human resources management with many areas sharing responsibility for staff-related issues. Business units are responsible for deciding their workforce composition below executive level. They make their own recruitment decisions and undertake day-to-day management duties. People Strategy and Services Branch (PSSB) assists business units with their human resources functions, especially in complex or difficult cases. The most common areas where this occurs are where:

  • allegations of misconduct have been made
  • team interventions are required to address specific workplace culture issues
  • advice on public sector employment obligations is needed
  • it is difficult to recruit staff with particular skills or qualifications.

PSSB is also responsible for whole-of-Directorate and/or strategic human resources issues, such as:

  • providing general clinical and leadership training
  • conducting enterprise bargaining negotiations
  • conducting high-level workforce planning and Directorate-wide people policy.

The Chief Minister, Treasury and Economic Development Directorate (CMTEDD) provide whole-of-service human resources policy, strategy and programs. It:

  • sets targets for the employment of Aboriginal and Torres Strait Islanders and People with Disability
  • authorises the employment of executives
  • provides transactional human resources services through its Shared Services centre.

All powers in relation to the appointment, engagement and employment of staff are exercised on delegation from the head of service or the Director-General of ACT Health.

Human resource management

Health care now reflects a shift to community-based services and a focus on recovery and consumer-oriented services. The dynamic healthcare environment, coupled with significant new social trends, means that health service delivery is expected to continue changing into the future. ACT Health recognises that the delivery of quality health services across the ACT and surrounding region requires a focus on the people who will be delivering these services within this evolving environment.

ACT Health continues to be an active participant of the national health workforce committees, including the:

  • Australian Health Workforce Ministerial Advisory Council (AHWMC)
  • Health Workforce Principle Committee (HWPC)
  • Aboriginal and Torres Strait Islander Health Workforce Working Group (ATSIHWWG).

Workforce planning

A skilled and sustainable workforce is fundamental to the success of ACT Health in delivering health care to the people of the ACT and surrounding areas.

ACT Health continues to implement the Workforce Plan 2013–2018, which has five focus areas:

  • Health Workforce Reform
  • Health Workforce Development
  • Health Workforce Leadership
  • Health Workforce Planning
  • Health Workforce Policy.

ACT Health has been active and represented in national forums for workforce and competency standards across all professional disciplines.

The Canberra Region Medical Education Council (CRMEC) was further developed to support health workforce reform and ‘grow our own’ strategies. The council:

  • undertakes accreditation of intern training
  • provides expert advice regarding the quality of education, training and welfare for junior medical officers
  • provides leadership in postgraduate medical education within the ACT and linked regional networks. 

ACT Health also supported training and scholarships, including:

  • supporting training of Epidemiologists in Population Health Division
  • supporting scholarship programs in Nursing and Midwifery to enhance the workforce
  • supporting scholarships and the post graduate scholarship scheme
  • conducting the ACT Allied Health Symposium to support the multiple allied health disciplines.

In support of strategy 3.3, we assisted leaders to support education, sustainability and change management by:

  • updating the Essential Care Program to introduce team nursing and change management requirements
  • continuing to develop and implement extended scope physiotherapy roles
  • recommencing psychology internship programs in Mental Health, Justice Health, Alcohol and Drug Services
  • establishing the social work new graduate year program, which was established by the Chief Allied Health Advisor’s office
  • establishing placements for medical students in the Renal Services speciality field.

Strategy 2.4 has a target of 80 per cent of ACT Health staff will complete the Aboriginal and Torres Strait Islander cultural awareness e-learning assessment by 2018. During 2015–16, 506 staff registered and completed the program.

The renal network has been established with Canberra Hospital and Health Services (CHHS) and Southern NSW Local Health District (SNSWLHD). It provides centralised clinical governance of all dialysis and renal outpatient services and opportunities for employees to gain valuable skills in the field.

The ACT Health Reconciliation Action Plan has been endorsed by Reconciliation Australia and includes strategic workforce actions in relation to Australia’s first peoples.

The Corporate Champions Ageing workforce program Age Management Plan was developed with the support of SageCo and Commonwealth funding.

Development of the next workforce plan will begin within the next 12 months.

ACT Health continues to report against the ACT Aboriginal and Torres Strait Islander Health Workforce Action Plan 2013–2018, including regular reports to ATSIHWWG.

ACT Health, as the leading employer of healthcare professionals in the region, has established partnerships with relevant educational facilities to continue the ‘grow our own’ approach, which continues to be successful.

Another initiative implemented by ACT Health is the use of targeted recruitment. We have been able to attract well-qualified candidates with the specific skill sets required by ACT Health by directly targeting prospective applicants through:

  • advertising in profession-specific areas, such as:
    • healthcare professional publications and journals
    • healthcare-specific electronic job boards, social media sites and databases
  • participating in healthcare conferences, seminars and career expos, including visual displays, promotional materials and spokespeople.

This has resulted in a number of successful recruitment outcomes.

To ensure ongoing service delivery, ACT Health recognises the need to optimise its work roles, capabilities and mix of skills. A particular emphasis over the last 12 months has been the review of Work-Level Standards across craft groups to ensure relevance and usability for the workforce.

Moving forward, ACT Health is exploring the implementation of interdisciplinary teams, where staff across multiple therapy disciplines share a common patient population and patient care goals, and responsibility for complementary tasks.

These interdisciplinary teams will be actively interdependent as the care given in this manner crosses traditional boundaries and blends the practices and expertise of each discipline involved. This approach will enhance focus on patient-centred care and prevent duplication of assessments and workloads.

Retention strategies

Retaining positive and motivated employees is vital for successful healthcare service delivery. Effective retention strategies often begin during the employee recruitment process. ACT Health provides a realistic view of our environment, advancement opportunities and job expectations to potential employees during the recruitment phase as this can positively influence employee retention.

The exit rate for permanent employees of ACT Health is 7.9 per cent. The overall ACT Health employee separation rate for permanent, temporary and casual employees leaving the organisation is 14.6 per cent, which is lower than the national average separation rate of 16 per cent.

Source: The Australian Human Resources Institute.

Ongoing professional development is available to all staff, both clinical and non-clinical, through a range of avenues including:

  • internal and external training
  • targeted employment projects
  • as agreed through performance development plans.

Workplace culture

Workplace culture and staff engagement continue to be an area of priority, given its strong correlation with retention, staff engagement and overall performance. The fifth in a series of organisation-wide workplace culture surveys was conducted in November 2015, with a response rate of 54 per cent. ACT Health benchmarked comparably with other public healthcare organisations. The high-level results were released in late February 2016 and since then a number of activities have been undertaken, including:

  • distributing reports to Executives and Managers
  • presenting results to staff by the Director-General and Executives
  • internal analysis of data and trends
  • developing action plans for the organisation and divisions/branches.

In addition, the Director-General has committed to a longer term goal of becoming a leading public healthcare organisation in terms of culture.

Where a team seeks to enhance its culture, targeted assistance is available that provides:

  • expert analysis of workplace culture issues
  • targeted strategies that take into account the unique factors of each team.

In 2015–16, 40 teams across the organisation received this support, mostly from within CHHS as it holds the largest workforce group. The full range of professions participated in the interventions, including:

  • medical staff
  • nursing staff
  • administrative staff
  • support staff.

Evaluation has found positive improvement outcomes.

Staff health and wellbeing

In 2015–16, ACT Health strengthened its commitment to support staff health and wellbeing. The MyHealth Staff Health and Wellbeing Strategy and Action Plan 2016–2018 was developed and outlines the priorities and objectives for the next three years. The strategy will be supported by 95 MyHealth Champions from across ACT Health. The two key areas of focus for MyHealth are to promote and support:

  • physical health, including a smoke-free environment
  • mental health, including addressing trauma prevention and management.

As shown in Table 1, during 2015–16 the MyHealth Program delivered a range of initiatives.

Table 20: MyHealth initiatives
Workshop/program Number of workshops Participants in 2015–16
A.L.E.R.T (Awareness & Links Enable Resilient Teams) 13 210
Blood Donor Challenge N/A 71
Compassion Fatigue 4 92
Conflict Resolution 2 27
Conversations for Life 1 10
EAP Seminars 4 49
Get Active Challenge N/A 274
Happy Body at Work N/A 100
Health Checks 9 191
Managing Psychological Illness in the Workplace 6 93
Quit Skills for Managers 2 16
Seated Massage 70 455
Smoking Cessation Seminars 1 3
Work Life Balance 2 21
TOTAL 114 1612

Employment strategies

ACT Health has continued its employment inclusion partnership with CMTEDD, which commenced in April 2015. The partnership focuses on opportunities for people with a disability and Aboriginal and Torres Strait Islander people, aiming to increase the number of inclusion staff across all directorates.

ACT Health permanently engaged an Employment Inclusion Manager in June 2014 to increase employment of people with a disability and Aboriginal and Torres Strait Islander people. To increase staff awareness of employment inclusion, monthly seminars were held during the second half of 2015 to inform managers of:

  • the benefits of employment inclusion
  • the support and funding that is available to managers to take up inclusion placements.

The Employment Inclusion Manager also met with individual managers to discuss the above.

As part of the ACT Health and CMTEDD partnership on inclusion employment initiatives, the monthly ACT Health Inclusion Seminars and presentations were opened up to all ACT Government Directorates.

The Employment Inclusion Manager has created and maintained a panel of Disability and Aboriginal and Torres Strait Islander employment providers. The providers can:

  • identify people who are available to work with ACT Health
  • provide support and advice about workplace modifications, adjustments and support
  • potentially, provide funding for workplace modifications, adjustments and support
  • provide assistance, support, education and training to supervisors and colleagues in the workplace.

An inclusion Employment Register for Aboriginal and Torres Strait Islander peoples and people with disability has been created and is maintained to assist with and promote inclusion employment.

Aboriginal and Torres Strait Islander people

The Reconciliation Action Plan (RAP) Committee consists of representatives from:

  • ACT Health
  • the ACT Aboriginal and Torres Strait Islander Elected Body and community.

The committee worked in consultation with Reconciliation Australia to create the third ACT Health Reconciliation Action Plan, for the period covering 2015–18. The Health Reconciliation Action Plan 2015–18 was launched in October 2015.

The RAP Committee will continue to meet on a regular basis to:

  • monitor and assess how ACT Health is progressing towards meeting the targets, goals and outcomes that are an essential component of the plan
  • report to the ACT Health Coordination Group.

Managers are encouraged to use the enterprise agreement's flexible working arrangements, where appropriate, to achieve a healthy balance between operational needs and work-life balance. Aboriginal and Torres Strait Islander employees are provided with details of their entitlements to attend culturally significant events. The RAP Committee can also provide guidance and support to staff and managers.

People with a disability

In 2015, the Disability Employment Action Plan Committee was established. It consists of representatives from across ACT Health. The committee worked in consultation with other ACT Government Directorates including the:

  • ACT Human Rights Commission
  • Australian Network on Disability
  • Commonwealth Human Rights office.

The committee developed the ACT Health Disability Employment Action Plan 2015–2018

In 2015–16, objectives stated in the ACT Health Disability Employment Action Plan 2015–18 have been undertaken, completed and/or are ongoing for the duration of the plan:

  • Action 1: The 2015-16 Workforce Profile for people with a disability found that 2 per cent of ACT Health staff identify as a person with a disability.
  • Action 2: Providing ongoing support, mentoring and assistance to supervisors and managers that employ or are looking to employ staff with a disability.
  • Action 4: Staff are provided with access to awareness training, Inclusion Seminars and external provider presentations regarding effective communication with clients and employees with a disability.
  • Action 7: A copy of or access to the ACT Health Disability Employment Action Plan 2015–18 is provided to every new staff member at orientation and made available electronically to staff via the ACT Health HUB. It is also available to the public on the ACT Health website.

Apprenticeships

Since commencing Inclusion Australian School Based Apprentice (ASBA) placements for Aboriginal and Torres Strait Islander apprentices in 2013, ACT Health has now has seven Inclusion ASBAs. In 2015–16, this comprised:

  • five ASBAs being people with disability
  • two ASBAs being Aboriginal and Torres Strait Islander people.

The ASBA Program continues to grow and we will be working to increase these numbers in the upcoming financial year. An Inclusion ASBA Register has been created to assist and promote employment of Inclusion ASBAs within individual areas and units.

Traineeships

Through our employment inclusion partnership with CMTEDD, ACT Health will participate in in the 2016–17:

  • ACT Public Service (ACTPS) Graduate Program
  • Aboriginal and Torres Strait Islander Traineeship.

The Aboriginal and Torres Strait Islander Traineeship commenced in August 2015 and finished in August 2016. The next program will start in February 2017.

In 2017, traineeships will include:

  • a disability placement traineeship
  • cadetships
  • other development programs.

Learning and development programs

ACT Health implements governance strategies to ensure its workforce undertakes education and training to maintain the skills and information needed to fulfil their quality and safety responsibilities.

Planned and integrated education is based on the annual organisational learning needs analysis and identified organisational requirements. A Learning and Development Framework provides guidance on creating a learning organisation by integrating strategies into business practices, and a Standard Operating Procedure guides the design, development and approval of training programs.

ACT Health is a Registered Training Organisation (RTO), which provides a quality framework for delivery of training in line with the standards for RTO 2015

Key achievements 2015–16

Capabiliti

An electronic course quality control system, the Education Activity Register (EAR), was implemented on the Capabiliti learning management system in April 2016. This provides a more rigorous means of monitoring the quality of programs registered on Capabiliti to ensure programs:

  • are linked to evidence-based practice
  • are evaluated
  • involve consumers
  • are appropriately authorised and version controlled.

It also provides better quality evidence for accreditation by enabling:

  • information on previous versions to be accessed, for auditing purposes
  • attendance data to be managed
  • workplace in-services to be better categorised.
Leadership, management and supervision programs

The Leadership and Management Development Strategy 2016–18 has been developed. It:

  • aligns development activities and experiences to Health LEADS Australia, which is the Australian health leadership capability framework
  • takes into consideration the ACTPS Shared Capability Framework.

A range of leadership and management development programs will be offered from 2016–17.

A manager’s orientation pathway has been developed. This commenced with a major revision of the existing manager’s orientation program, based on evaluation outcomes and stakeholder feedback. The program was restructured to develop a pathway that includes:

  • e-learning programs
  • a manager’s resource toolkit on the intranet
  • a one-day interactive case study-based session.

The pilot program was held in May 2016 and received extremely positive feedback.

Aboriginal and Torres Strait Islander Awareness e-learning Program

An Aboriginal and Torres Strait Islander Awareness e-learning Program has been developed after extensive consultation with both staff and consumer stakeholders. It is due to be published and available on Capabiliti in July 2016.

Leadership and culture programs

A suite of leadership and management programs were offered to staff in 2015–16, all of which had practical skills development elements.

The People Manager Program (PMP) continues to develop knowledge and skills in people management and is underpinned by ACT Health’s values. The PMP is for clinicians and non-clinicians in frontline supervisor and middle management positions who have people management responsibilities. It consists of five half-day modules.

The ACT Health Leadership Network runs annually and is composed of around 100 employees identified by the executive as leaders and early career leaders. In 2015, the theme of the three workshops was Leadership for Patient-Centred Care. Participants further developed their individual leadership skills by:

  • hearing presentations from guest speakers
  • examining contemporary leadership research
  • participating in network discussions.

The Leadership Network encourages collaboration and forms constructive partnerships across the organisation. It aims to reinforce the education received from the summit to improve and strengthen patient-centred care within their immediate areas.

The Leadership Network members:

  • worked in small collaborative groups
  • formed constructive partnerships across the organisation
  • met outside the Leadership Network summit days.

This reinforced the education they received from the summit and encouraged them to consider ways of improving and strengthening patient-centred care within their immediate work areas.

Leadership programs were developed and delivered for CHHS and for Strategy and Corporate executives, senior and middle managers. Topics included:

  • optimising the patient experience
  • sponsoring successful projects
  • coaching to full potential
  • leading change
  • spurring innovation.

The ACTPS Performance Framework was supported by the development and delivery of workshops for supervisors and managers. The workshops focused on providing the practical skills required for performance conversations and on providing feedback, including feedback on conduct and behaviour. Table 20 shows the number of workshops that were conducted and the number of participants in each.

Table 21: ACTPS Performance Framework Program workshops
Program Number of workshops Participants in 2015–16
People Manager Program (5 modules) 21 465
Leadership Network 3 130
Canberra Hospital and Health Service Leadership programs 11 260
Strategy and Corporate Leadership Program 4 100
Let’s talk...Performance 6 58

Managers and staff were provided with training in managing and preventing bullying, harassment and discrimination. Since the program began in 2011, over 5,400 staff and managers have been trained, which represents over 75 per cent of the workforce.

In 2015–16, 303 staff attended Respect@Work training and 49 staff attended one-hour refresher training. A specific Respect@Work training program was developed in 2015–16 to meet the needs of the ACT Health medical workforce, with 141 doctors attending this training.

At 30 June 2016, ACT Health had 106 Respect, Equity and Diversity (RED) contact officers. RED contact officers include:

  • nurses
  • allied health professionals
  • doctors
  • administrative staff
  • staff who work outside traditional business hours.

RED contact officers met quarterly and participated in two significant development activities to support their role, including:

  • an information session on people who identify themselves as Lesbian, Gay, Bisexual, Transgender, Intersex and Queer (LGBTIQ)
  • an information session on the 2015 Workplace Culture Survey results.

Education programs developed in partnership with consumers and consumer groups

A number of education programs are provided for ACT Health staff to improve the patient experience by addressing the requirements of the National Safety and Quality Health Service Standards, Standard 2 – ‘Partnering with Consumers’. The education sessions are delivered to an interprofessional audience. Table 21 provides course details, including attendances and a statement of consumer involvement.

Table 22: Consumer and consumer group partnered courses
Course Attendance/ completions Consumer involvement
Australian Charter of Health Care Rights e-learning 142  
Consent In-service 37 Consumer stories included in presentation
Involving Consumers in Quality Improvement 5 Consumer stories included in presentation
Partnering with Consumers-Patient Experience Program Activities 92 Consumer as co-presenter
Patient experience In-service 5 Consumer stories included in presentation
Patient stories- collecting and analysing 11  
Respecting Patient Choices e-learning 187  
Working with consumer representatives 7 Reviewed in April 2015
Consumers provided feedback
Writing Consumer Publications - e-learning 64  

ACT Health aims to involve consumers in other training provided to healthcare staff. An audit of the EAR indicates 64 per cent of programs currently involve consumers in planning, delivering or evaluating education provided to clinical staff.

The Consumers in Education Working Group is currently:

  • developing training, in partnership with consumer organisations, for consumers who want to become involved in education programs for staff
  • establishing guidelines for educators on how to involve consumers in education programs.

The Goals of Care Conversation (GOCC) Education Working Group is a developing a new initiative, the purpose of which is to provide education that supports healthcare professionals when engaging in a GOCC with patients, their families or the substitute decision maker. The GOCC promotes shared decision-making and the development of a GOCC plan.

The ACT Health Cultural Competence Program

The ACT Health Cultural Competence Program was developed to provide nurses and allied health staff with the opportunity to enhance the cultural awareness while working with Culturally and Linguistically Diverse (CALD) consumers and staff. In 2015–16, the target group was broadened to include all staff.

The content of the program meets the requirements of Standard 2 of the National Safety and Quality Health Service Standards (2012). Cultural Competence has also been recognised as a driving influence towards CALD services within ACT Health and is noted by item 4.2 of the Towards Culturally Appropriate and Inclusive Services – A Co-ordinating Framework ACT Health 2014–2018

Participants can complete either an e-learning program or a two-hour face-to-face education session. A shortened version of the education session is also embedded in the Clinical Supervision Support Essentials (CSSE) Program and the Certificate IV in Training and Assessment courses.

In 2015–16, 115 participants attended the face-to-face programs and 330 staff completed the e-learning.

Safety training

A range of targeted health-specific manual tasks programs are provided to meet the safety requirements of various work groups in the clinical and administrative environment. Workers in high-risk areas complete annual refreshers.

In 2015–16, 1,685 staff completed e-learning programs. Face-to-face training in manual tasks was completed by:

  • 2,796 staff
  • 275 volunteers
  • 861 tertiary students attending clinical placements.

In 2016, a new process was implemented to manage the increasing number of tertiary students requiring training. A train-the-trainer program and resource materials were developed for facilitators from major tertiary institutions to enable them to train their own students prior to placement. In-house training for students is still provided to some groups.

Staff also have access to training to assist with managing challenging and aggressive behaviour from clients. During 2015–16, there were a total of 1,377 completions across the five e-learning modules on Personal Aggression and Conflict Awareness. The face-to-face, skills-based Predict, Assess and Respond to Challenging/Aggressive Behaviour (PART) Program or refresher course was completed by 242 staff.

Medication safety is a key requirement for patient safety and of the NSQHS standards. ACT Health provides education and assessment to Enrolled Nurses (ENs), Registered Nurses (RNs), and registered midwives caring for patients who require medications as a part of their treatment. In 2015–16, 312 staff completed the medication e-learning package during the orientation process, with 60 per cent passing in their initial assessment. A further workshop and assessment is provided for those who do not achieve 100 per cent in their initial assessment. A five and a half hour workshop is also included in the Nursing and Midwifery Orientation Program. A further 1,020 staff completed the Medication Safety Legislation and Processes e-learning Program.

An initial needs analysis, consultation with work areas across CHHS and review of Riskman data indicated a need to increase knowledge and work practices to mitigate the risk of staff exposure to and patient harm from cytotoxic medicines. As a result a quality improvement project was undertaken to implement education and awareness strategies. Implemented strategies included:

  • developing a Cytotoxic Awareness pack for work areas, which is included in associated training programs
  • collecting follow-up data to measure effectiveness.

In addition, the Chemotherapy Safe Handling Program has been revised to reflect these outcomes and now includes a Cytotoxic Awareness course. The program provides a basic skill set for clinical staff working with patients receiving chemotherapy and cytotoxic medicines in clinical areas outside Cancer Services. In 2015–16, 95 staff attended workshops and work area in-services on cytotoxic awareness.

Essential education and clinical education

ACT Health corporate orientation

The aim of orientation is to ensure all new staff are:

  • welcomed
  • informed of legislative requirements
  • conversant on how ACT Health contributes to the local community
  • aware of requirements of their job role as a public servant
  • aware of their obligation to complete essential education requirements.

In 2015–16, 13 ACT Health Orientation sessions were provided to and attended by 1,097 staff and volunteers. In addition, 150 staff were deemed to have completed the requirements through recognition of prior learning, as approved by their Executive Director.

The Workplace Induction Pathway complements the ACT Health Corporate Orientation Program to ensure staff are orientated to their work area and adhere to the responsibilities of their role and work safety. In 2015–16, a total of 1,313 staff completed the Workplace Induction Pathway, either via e-learning training and/or completing the assessment form. An additional 31 staff were deemed to have completed requirements through recognition of prior learning.

Managers orientation

All new managers to ACT Health are required to complete the Managers Orientation Program, which aims to:

  • welcome new managers and provide essential information in an easily accessible format
  • ensure all managers in ACT Health are made aware of their obligations under legislation and ACT Government and ACT Health policies and procedures
  • provide an introduction to their responsibilities and common issues in managing staff
  • facilitate the development of effective interprofessional relationships and a network of peers
  • assist new managers and those in leadership roles identify areas where they may need to access further information or undertake more in-depth training.

In 2015–16, a total of 88 managers attended the ACT Health Managers Orientation Program and seven managers were provided with recognition of prior learning.

Orientation for Interns, Residents and Registrars

In addition to the ACT Health Corporate Orientation, two tailored orientation sessions were held for Interns, Residents and Registrars. These sessions were attended by 192 staff.

Nursing and Midwifery Orientation

The Nursing and Midwifery Orientation Program is conducted over two days every month. The program contains clinical essential education and organisational requirements linked to the NSQHS standards. In 2015–16, a total of 295 Nurses and Midwives attended the Nursing and Midwifery Orientation Program, with:

  • 294 attending on the first day
  • 295 attending on the second day.
Child protection

Three levels of child protection training are provided to ACT Health staff depending on their role and the likelihood of them having contact with children and young people as part of their work.

Additional one-hour question and answer sessions are provided to discuss child protection concerns and provide further advice on reporting and child abuse/neglect matters. These sessions are provided for radiographers at the CHHS and nursing staff from:

  • the Emergency Department
  • the Neonatal Intensive Care Unit
  • the Special Care Nursery.

In 2015–16, a stakeholder group was established to:

  • review and redevelop child protection training courses
  • reduce programs from three to two levels.

The new packages are scheduled to be launched in January 2017.

ACT Health has continued its partnership with the Community Services Directorate in providing the ‘What About Me’ series of workshops for government and non-government organisations. The aim is to increase staff confidence in their ability to work with vulnerable children and families.

Table 23 lists the training courses and identifies the number of participants that attended each.

Table 23: Number of staff who attended child protection training
Child protection training Participants
Level 2 face-to-face 388
Level 3 face-to-face 365
Level 3 refresher face-to-face 329
In-service 49
Level 1 e-learning ACT Health 684
Level 2 e-learning ACT Health 369
Level 1 e-learning Calvary Bruce 59
Level 2 e-learning Calvary Bruce 127
Level 1 e-learning Calvary John James 407
Level 1 e-learning Calvary John James 275
Total 3052

Currently, staff may attend more than one level of training, e.g. level 1 and level 3. The participant total reflects the number of attendees at education sessions. These figures include staff from ACT Health, Calvary Bruce and Calvary John James.

Life support programs

ACT Health provides life support training and assessment programs that align with:

  • current National Safety and Quality Standards
  • current Australian Resuscitation Council guidelines
  • the ACT Health Essential Education Policy.

The courses provide staff with the knowledge and skills necessary to effectively manage resuscitation. Table 24 identifies the number of staff who received training in life support programs during 2015–16.

Table 24: Number of staff who attended life support courses
Life support courses Attendance
Advanced Life Support 192
Advanced Life Support Refresher 148
Basic Life Support e-learning (prerequisite for assessment) 3636
Basic Life Support workshops and/or assessment sessions 3042
Basic Life Support Train the Trainer and refresher programs 58
Neonatal Advanced Life Support 194 plus 63 from Calvary
Neonatal Advanced Life Support Refresher – e-learning plus assessment 147
Paediatric Life Support 115 plus 18 from Calvary
Mandatory Update Day

The Mandatory Update Day (MUD) Program offers nurses and midwives annual refresher training in essential and highly recommended education in a day-long program. It is offered as an alternative to completing separate sessions on different days or e-learning courses.

An evaluation survey of relevant staff in 2015 indicated that the majority considered the program to be the preferred means of completing essential education. In 2015–16, 24 MUD Programs were conducted, attended by 950 staff.

Human Rights Act training for managers

Education on the Human Rights Act 2004 is provided through an e-learning program, which was developed in consultation with the ACT Human Rights Commission. This is essential education for policy writers and managers in ACT Health. It is available for all staff to complete. In 2015–16, 139 staff completed the e-learning program.

COMPASS

The Early Recognition of the Deteriorating Patient Program (COMPASS) is designed for:

  • nurses
  • physiotherapists
  • doctors
  • undergraduates.

It is delivered by the Early Recognition of the Deteriorating Patient team. Specific workshops and refresher courses:

  • focus on adult, paediatric, maternity or neonatal patients
  • aim to enable health professionals to recognise the deteriorating patient and initiate appropriate and timely interventions.

In 2015–16, 1,591 staff attended workshops and refreshers and 509 completed an e-learning quiz.

Assistants in Nursing Development Program

The Assistants in Nursing Development Program (AINDP) is a new program, which commenced in November 2015. The aim of the program is to provide educational opportunities that support and develop the role of the Assistants in Nursing (AIN) working within ACT Health. An AIN supports RNs and/or registered midwives in providing personal care and maintaining a safe environment.

The program consists of four two-hour education sessions conducted throughout the year. Each session is offered twice to enable as many AINs as possible to attend. During the sessions AINs engage in practical learning activities, including attending workshops in:

  • communication and partnerships with consumers
  • infection control
  • empathy.

In 2015–16, four workshops were held with a total of 53 participants.

Enrolled Nurse Professional Development Program

The evidence-based Enrolled Nurse Professional Development Program (ENPDP) provides updates on current trends in clinical practice through interactive learning. The content is aligned with several of the National Safety and Quality Health Services Standards.

Table 25 lists the ENPDP course offerings and identifies the number of courses and participants for each.

Table 25: Number of staff who attended ENPDP courses
Courses Duration Number of courses Number of participants
Monthly modules 2 hours 6 74
Enrolled Nurse Forum 6.5 hours 1 105
Scope of Practice in-services N/A 3 21
Graduate Clinical Debrief and Education 2 hours 23 216
Graduate Workshop 4 hours 3 31

An EN Forum was held in September 2015 with the theme ‘At the Heart of Patient-Centred Care’. It was attended by ENs from ACT Health and Regional NSW with very positive feedback. A further forum is currently in development for 2016.

Invasive devices education programs

During 2015–16, four invasive device education programs were conducted.

Peripheral intravenous cannulation education

Peripheral intravenous cannulation education is provided to RNs, ENs, midwives, medical officers and radiographers caring for patients requiring cannula access for their treatment. The program consists of three parts:

  • the theoretical component is undertaken via a self-directed learning package, which was completed by 72 staff
  • a two-hour, face-to-face workshop to practice cannulation was attended by 153 staff
  • clinical competencies are completed in the clinical setting.

A further workshop was held for Visiting Medical Officers (VMOs) with 91 attendees.

Venepuncture and blood culture collection

The Venepuncture and Blood Culture Collection Program offers education and clinical skills assessment for venepuncture and blood culture collection for RNs, ENs, midwives and medical officers.

An e-learning program was completed by 136 staff and the practical workshop was attended by 127 staff. Clinical competence assessment is completed in the clinical setting.

Central Venous Access Devices

ACT Health offers Central Venous Access Devices (CVAD) education and clinical skills-based assessment to RNs, midwives and medical officers caring for patients requiring central venous access for their treatment.

The program uses a blended approach, with an e-learning program completed by 275 staff in 2015–16. This is a prerequisite for completing the clinical competency assessments carried out in the clinical setting. 

Indwelling urinary catheter

In 2015–16, 187 staff completed the indwelling urinary catheter e-learning program.

Newborn assessment

The purpose of the Newborn Assessment Workshop is to support the education of midwives, nurses and medical staff to develop the knowledge and clinical skills for newborn assessment.

Five workshops were held in 2015–16, with a total of 55 staff educated. Of these:

  • 33 were from ACT Health
  • nine were from Calvary
  • 13 were from other facilities. 
Wound management

ACT Health provides e-learning courses on wound assessment and management. In 2016 a new initiative was introduced, which involved changes to the bimonthly Wound Management Program. The day-long program, which previously covered multiple topics, now focuses on a single topic, such as:

  • managing and assessing pressure injury, or
  • incontinence associated dermatitis. 

This change allows participants to explore the theory and practical aspects of the subject in greater detail. Presenters now include product educators. Attendance numbers have increased and the evaluations are positive.

In 2015–16:

  • 211 staff completed the e-learning modules
  • 77 staff completed the monthly face-to-face sessions on wound management
  • 101 staff completed the bimonthly Wound Management Day (6.5 hours)
  • 96 staff completed the negative pressure dressing and fistula management workshops
  • an additional 179 staff attended clinical area in-services.
The Night Duty Continuing Education Program

The Night Duty Continuing Education Program supports educational opportunities for those staff working mostly night duty who may otherwise have limited access to in-service education. The program offers two sessions per week during 15 weeks of the calendar year to allow different staff rotations and equitable opportunity to attend. Program content includes:

  • annual essential education topics and assessments
  • clinical updates
  • professional and workplace culture topics
  •  key organisational changes.

A total of 1019 people attended the 30 sessions conducted in 2015–16. Evaluations indicate that sessions are generally well received and relevant to attendees.

Paediatric programs

During 2015–16, three paediatric programs were offered.

Child and Adolescent Mental Health Program

The three-day Child and Adolescent Mental Health Program is run in conjunction with the Child and Adolescent Mental Health Service. It provides health professionals with knowledge and management skills useful when caring for a child or young person with an acute mental health problem. The course is run every 12 months.

In 2016, 23 participants from paediatric and mental health areas are enrolled in the program.

Paediatric High Dependency Nursing Program

The Paediatric High Dependency Nursing Program is a six-module course. It is offered to RNs and focuses on caring for an acutely ill child or young person. The 2016 program is currently running with 15 participants, comprising:

  • Six RNs from paediatrics
  • Six RNs from the Emergency Department
  • Three RNs from the Intensive Care Unit.

Paediatric Oncology Nursing Program

The Paediatric Oncology Nursing Program is run annually in conjunction with the Sydney Children’s Hospital Rural Outreach Service. It is targeted at nurses from both ACT Health and the Southern Children's Healthcare Network. It provides participants with information on treating and managing the acutely unwell paediatric oncology patient.

In 2016, 12 participants from both ACT Health and the Southern Children's Healthcare Network completed the program.

Perioperative Nursing Foundation Program

The Perioperative Nursing Foundation Program was developed to attract and retain nurses within the Perioperative Unit. It is delivered annually in line with ACT Health Transition to Practice Nursing Programs.

In 2016, seven graduate nurses participating in the program elected to continue to work in the perioperative area after they successfully completed the program. Five nurses from other clinical areas also attended the program for aseptic technique and surgical scrubbing, gowning and gloving training.

Allied health clinical education

Across allied health, clinical education is coordinated through the Chief Allied Health Office (CAHO) and provided by designated Clinical Educators. In 2015–16, the number of permanent Clinical Educator positions increased to 13 with the establishment of a full-time Clinical Educator for Psychology.

A Professional Development Grant Program was established to enhance workplace education. Six allied health teams were recipients of these inaugural grants. The grants are provided to resource clinical education initiatives for allied health staff. To be eligible the educational opportunity must be interprofessional or across division-focused and aligned with ACT Health strategic priorities.

The annual Allied Health Symposium ‘All in the Mind? Foundations for Good Mental Health’ was held on 6 April 2016 and 200 allied health staff attended from across the ACTPS.

Recruitment, Graduate and Transition to Practice programs

One of ACT Health’s recruitment and retention strategies is to recruit ENs, RNs and allied health graduates and conduct Transition to Practice programs.

The programs focus on the graduate learning experience by providing a high level of clinical and professional support, care, feedback and guidance during the transition year.

Table 26 provides intake details for Transition to Practice programs.

Table 26: Number of participants in Transition to Practice programs
Intakes No. intakes 2015–16 No. participants
Enrolled Nurse Transition to Practice Program 3 23
Registered Nurse Transition to Practice Program 4 89*
*Intakes in financial year – however participants may finish the program in the next financial year

Education to support Transition to Practice RNs:

  • incorporates a curriculum tailored to suit the learning needs of new RNs
  • is aligned with the University of Canberra curriculum.

Graduates completing all program requirements are eligible for advanced standing (credit) for one unit of study towards a Postgraduate Diploma in Nursing Practice.

The ACT Health Enrolled Nurse Transition to Practice Program (ENTTPP) education provides a diverse range of learning opportunities throughout the organisation. The content of the ENTTPP is:

The CAHO facilitates the Allied Health Graduate Program twice each year to build the capabilities required for effective interprofessional collaboration. A formal evaluation of the Allied Health Graduate Program was completed in 2015–16. This evaluation found statistically significant improvements in:

  • the value participants placed on interprofessional collaboration post-program compared to pre-program
  • participants’ confidence and self-perceived ability to implement interprofessional practice.

The Interprofessional Graduate Program is facilitated by a team of education coordinators from:

  • nursing
  • midwifery
  • medicine
  • allied health.

It provides an opportunity for new graduates from all health professional areas at ACT Health to learn with, from and about each other on topics of organisation-wide importance.

Table 27 provides education details for new graduate programs.

Table 27: Number of Participants in New Graduate Education Programs 2015-16
Program No. participants
Allied Health New Graduate Program 2015–16
(includes six modules; runs twice per year)
36 participants from 12 disciplines
Interprofessional Graduate Program 2015–16
Conducted twice per year
168 participants from 13 disciplines
RN TTP education sessions 838 attendances

Re-entry programs for Registered Nurses/Midwives and Overseas Qualified Nurse

The ACT Health Re-entry (Refresher) recruits and provides educational support to RNs and midwives who have not worked in health care for up to 10 years.

The Overseas Qualified Nurses Program provides education and support for nurses qualified in other countries to gain registration in Australia.

All programs require ACT regional residency as a criteria to apply. Programs are accredited with the Nursing and Midwifery Board of Australia (NMBA).

In 2015–16, eight participants enrolled in the RN Refresher Program and 17 in the Overseas Qualified Nurse Program.

Education for Health staff who support, assess and educate others

ACT Health has a suite of programs to provide professional development to staff from all disciplines who are responsible for providing:

  • workplace learning support and education
  • competency assessment
  • student clinical supervision.

These programs support compliance with NSQHS Standard 1. The standard requires that:

  • competency-based training is provided to clinical staff
  • supervision is provided for individuals to fulfil their designated roles.

Table 28 provides course details.

Table 28: Educational programs provided in 2015-16
Program name Program description No. sessions and attendees
Teaching on the run This program is provided by allied health Clinical Educators for staff who provide clinical teaching and supervision. 17 sessions
252 participants
Peer Assisted Learning The Peer Assisted Learning (PAL) course provides training in clinical supervision for supervisors who are directly working as the supervisor of more than one student. 4 sessions
40 participants
Allied Health Assistants supervision and delegation Delegation to Allied Health Assistants – using innovative technology to improve patient care – a workshop for AHAs and AHPs. 1 session
50 participants
Allied Health Assistants supervision ‘Are you ready to supervise and give feedback’ – a workshop for AHAs who are supervising AHA students. 1 session
55 participants
Allied Health Clinical Educators Network This education-focused network meets six times a year and involves Clinical Educators or primary supervisors from over 25 different allied health professions. The aim of the network is to support allied health Clinical Educators (or equivalent) in consistent delivery of high-quality clinical education across all allied health professions within ACT Health. 6 sessions
111 participants
The Clinical Support and Supervision Program This interprofessional program provides introductory training for professionals who fulfil a preceptorship or clinical supervision role with new staff, graduates or undergraduate students in the clinical environment. 42 completed the e-learning
74 attended the one-day workshop
TAE40110 Certificate IV in Training and Assessment and associated courses In 2015–2016, participants were offered a choice of completing the full qualification or completing selected units grouped in modules.

Following a national upgrade of the qualification, a review of participant completions, feedback, and workplace requirements was undertaken. It was decided to only offer relevant selected skills sets and competency units rather than the full qualification from May 2016. The new short programs will be targeted to workplace required skills, be more flexible, and reduce the workload required for completion.
A total of 39 new enrolments, of those:
  • 8 enrolled in the full qualification
  • 31 enrolled in selected modules.
Clinical Development Nurse/Midwife Professional Development Program Clinical Development Nurses and Midwives (CDNMs) provide workplace learning and support for nursing and midwifery staff. CDNMs are provided a monthly professional development program with content aligned with the National Safety and Quality Service Standards, Organisational core values. Sessions provides a forum to network with like peers, discuss advances in practice, documentation and/or equipment. 10 sessions
103 participants
ACT Health Trainers and Educators Network The Trainers and Educators Network is a forum that discusses best practice in learning and development and enables sharing of ideas and initiatives. In 2015–16 the network covered issues such as the systems processes, interprofessional learning and simulated learning. Four meetings
71 participants

 

Scholarships to support further learning for Allied Health, nursing and midwifery

The CAHO supports ongoing learning and development through the Allied Health Postgraduate Scholarship Scheme. The scheme supports allied health professionals to undertake further learning at postgraduate level in either:

  • clinical practice
  • education and training
  • research
  • management and leadership.

In 2015–16 the CAHO provided 49 postgraduate scholarship payments. The funding provided between 50 to 100 per cent of course costs. In the 2016 calendar year, a total of 44 recipients were awarded scholarships, reflecting a growth of 19 per cent on the 2015 calendar year.

The CAHO also promoted the 2015 round of the Allied Health Assistant Training Support fund, which enabled seven AHAs to upskill and achieve the Certificate IV in Allied Health Assistance and various skills sets.

ACT Health, through the Nursing and Midwifery Office, provides educational scholarship opportunities for nurses and midwives employed within the public health sector. The scholarships support the ongoing professional development and skill level requirements for nurses and midwives to further promote the safety and quality care of health services for the ACT and surrounding community.

Scholarships are awarded twice each year and applications continue to grow steadily to encompass education for the contemporary scopes of clinical, educational, leadership, management and research practice. In 2015–16, scholarship applications were received from 198 nurses and midwives. The most highly represented practice group accessing scholarships in this period were nurses from the practice settings of Mental Health, Justice Health, Alcohol and Drug Services.

Additional scholarships to support participation and presentation at professional conferences were awarded to 11 nurses and midwives. Additional support was provided for two Aboriginal and Torres Strait Islander enrolled nursing students.

Student support programs

Postgraduate certificates for ACT Health Nurses and Midwives

In collaboration with the Australian Catholic University (ACU), postgraduate certificates are offered to nurses and midwives in:

  • Neonatal Nursing
  • Child and Adolescent Health.

The ACU delivers an online component for two units, and educators in the ACT Health Staff Development Unit teach a curriculum approved by ACU for the remaining two units in each course.

This education model combines theory and experiential learning. The advantages for ACT Health of using this model are that participating staff are well educated for local practice, with their study tailored to work area requirements. ACT Health staff who are students are able to work and study at the same time and do not pay fees for the ACT Health component.

Once postgraduate certificates are completed students have an option to continue and undertake a Masters degree in their speciality.

Table 29 provides course details.

Table 29: Postgraduate certificates
Course June–December 2015 January–June 2016
Neonatal Four students with three completing in December Four students with one completing in June
Child and Adolescent Health (includes either acute paediatrics or a maternal and child health specialty) Six students with four completing in December Seven students with three students completing in June
Master’s, Neonatal and Paediatrics One student completed in December Three students continuing in June

Currently, an expression of interest is being sought from nursing staff working in the High Dependency Unit to undertake a Graduate Certificate in Paediatric Nursing Studies (Intensive Care) from the Australian College of Nursing.

Tertiary students

The Student Clinical Placement Unit (SCPU) reports directly to the ACT Chief Nurse. It coordinates the clinical placements for nursing, midwifery, medical and allied health students, in accordance with the Deeds and Schedules that exist with education providers.

In 2015–16, SCPU:

  • worked collaboratively with 37 tertiary and vocational training educational institutions from across Australia
  • provided professional development opportunities within ACT Health facilities for RNs and midwives from regional health services and the Australian Defence Force.

A diverse range of clinical placement options are available for students, providing them with opportunities to integrate theoretical learning with clinical practice.

In 2015–16, 2,738 placements were organised for students, equating to 44,194 clinical placement days. Of these:

  • 31,404 clinical placement days were provided to nursing and midwifery students
  • 12,790 clinical placement days were provided to allied health students. 

This is an increase of 11 per cent when compared to 2014–15 data.

Activities and initiatives in 2015–16 included:

  • enhancing the client view of the Student Placement Online system, to improve the student interface with SCPU
  • improving compliance with placement prerequisites.

This system is the platform for:

  • registering placement requests
  • monitoring compliance
  • providing students with access to e-learning before their placement.

Night duty clinical placements were again organised for third-year nursing students. Closer collaborative relationships with local education providers, including a ‘Think Tank’ for key stakeholders, have led to improved approaches to placement planning and evaluation.

Work Experience in ACT Health for School Students

ACT Health provides educational and practical healthcare work experience placements to ACT Year 10, 11 and 12 secondary students in either clinical or non-clinical areas. The program ensures that any risk to patients, students and the organisation are mitigated while providing an opportunity for students to experience the health care setting and encouraging secondary students to pursue a career in health care.

ACT Health is strongly committed to employment inclusion and encourages students who are Aboriginal or Torres Strait Islander or students with disability to participate in work experience.

In 2015–16, 268 work experience students completed placements from a mix of government, catholic and independent schools.

The ACT Health Orientation evaluation asks new staff commencing employment to identify if they were previously a work experience student in ACT Health. In 2015–16, 56 new staff identified as having attended the work experience program.

e-learning

Currently, 90 e-learning courses are available on the learning management system, Capabiliti. The courses are available 24 hours a day, seven days a week and comprise both essential (all staff) and non-essential training.

There were a total of 28,867 completions of e-learning programs in 2015–16. This was a decrease from the previous financial year due to a large number of completions of once-only programs in the previous year for national accreditation.

During 2015–16, 21 new courses were implemented on Capabiliti. In addition, 12 courses are under development or review, and a further 33 courses were evaluated and redeveloped.

Table 30, Table 31 and Table 32 provide details.

Table 30: Courses developed and implemented in 2015–16
Courses developed and implemented in 2015–16
An Introduction to Atypical Parkinson's Disease Paediatric High Dependency Nursing Module 2
Apomorphine Therapy for Parkinson's Disease Paediatric High Dependency Nursing Module 3
Basic Life Support Paediatric High Dependency Nursing Module 4
Care of the patient with a subcutaneous infusion Preventing Falls and Harm from falls
Clinical Vision (CV5) Regional Local Anaesthetic Technique
eHealth x 8 courses The Mental Health Act 2015
Paediatric High Dependency Nursing Module 1 What the Law Expects

 

Table 31: Courses currently under development or review
Courses currently under development or review
Aboriginal and Torres Strait Islander Cultural awareness Ethics, Fraud and Integrity
Aseptic Technique Female Mutilation awareness
Basic Life Support Haemophilia
Cardiac Pacing Interpreter Services
Ebola x 3 modules Laser Safety x 2 modules
Electronic Medication Chart Scrubbing for a Caesarean

 

Table 32: Courses evaluated and redeveloped in 2015–16
Courses evaluated and redeveloped 2015–16
An Introduction to Parkinson's Medication Package for Orientation
Australian Charter Health Care Rights Medication Safety - Medication Legislation Processes
Child Protection Level 1 Module 1 - Essential Finance
Child Protection Level 2 Refresher Module 2 - Finance Practicalities
Clinical Support and Supervision Essentials Neonatal Resuscitation Update
COMPASS General Quiz Neurovascular Observations in Orthopaedic Patients
Consent Open Disclosure
DonateLife PCA Competency Test
DonateLife Designated Officer Training Performance Plan Record
Fire and Emergency Performance Plan Review
Government Procurement Privacy and Confidentiality
Human Rights Act Records Management
Infection prevention and control, Occupational Medicine and Waste Management Respecting Patient Choices
Intrathecal Epidural Single Dose Morphine Theatre Etiquette, Surgical,  Scrubbing, Gowning and Gloving
Ketamine for pain management Work Health and Safety Act 2011
Magnetic Resonance Imaging Safety Refresher Workplace Induction Pathway
  Writing Consumer Publications

Demonstrated commitment to whole-of-government learning and development initiatives

Table 33 shows ACT Health’s participation in whole-of-government learning and development initiatives and the number of ACT Health staff receiving study assistance.

Table 33: ACT Health’s participation in whole-of-government learning and development initiatives
Initiative No. of ACT Health participants 2015–16
ACTPS Graduate Program 3
Shared Services Calendar of Training 209
Study Assistance 233

 

ACT Health total learning and development activity

Table 34 provides details for learning and development activity for face-to-face programs and e-learning completions by division during 2015–16.

Table 34: Learning and development activity for face-to-face programs and completion of e-learning by division, 2015–16
Health division No. of attendances Hours Salary E-learning completed
Canberra Hospital and Health Services 61,107 121,253 4,974,737 25,378
Health Infrastructure 138 471 24,461 69
Office of the Director-General 78 225 8,258 109
Population Health 378 1221 59,161 430
Special Purpose Account 47 48 2,131 20
Strategy and Corporate 2,773 5131 231,436 1,250
System Innovation Group 44 137 8,992 28
Other (non-staff)* 2,497 N/A N/A 1,583
Calvary** 125 N/A N/A N/A
Total 67,187 128,486 5,309,176 28,867
Notes:
*Other category may include some Calvary staff who use the ACT Health LMS
*Calvary hours and salary costs are not available.
An additional 887 tertiary students completed training programs with ACT Health

Future learning and development key priorities

Priorities for 2016–17 and beyond include:

  • implementing the Senior Doctor Leadership Program
  • implementing the Emerging Manager Program
  • developing and implementing major enhancements to the Learning Management System, Capabiliti
  • developing and implementing a revised model for delivering child protection training.

The Senior Doctor Leadership Program is designed for Clinical and Unit Directors. It focuses on building skills for the practical application of people leadership principles. Delivery will begin in August 2016. This program will address one of the seven recommendations of the Review of the Clinical Training Culture at Canberra Hospital and Health Services (KPMG, June 2015), which was

“Develop and institute mandatory leadership and management training for all clinicians who hold a leadership or management position.”

The Emerging Manager Program is designed for aspiring managers. The program was developed through stakeholder consultation following the identification of a potential development gap for clinical and non-clinical staff aspiring to management. The program was piloted in September 2016.

Major enhancements to the learning management system, Capabiliti, will be developed and implemented to:

  • manage learning assignment rules so that individual or group Learning Pathways can be created to better manage:
    • essential education, divisional and workplace-recommended learning
    • individual requirements for a job role
  • manage online performance plans with links to learning plans.

The revised model for delivering child protection training will have two levels, consisting of:

  • a foundation e-learning package available to all staff, which is to be completed every three years
  • a second level comprising an additional half-day, face-to-face session targeted to those staff and managers who work:
    • directly with children and young people or
    • with adults with possible reduced parenting capacity who have children in their care.

Attraction and Retention Initiatives

Table 35 provides details for Attraction and Retention Initiatives (ARIns).

Table 35: Attraction and Retention Initiatives
Description No. of individual ARIns (A) Number of group ARIns (B) Total employees covered by group ARIns (C) Total A + C
Number of ARIns at 30 June 2016 201 14 162 363
Number of SEAs that have become ARIns during period 55 14 162 217
Number of ARIns entered into during period 146 0 0 146
Number of ARIns terminated during period* 46 6 138 184
Number of ARIns for Privately plated vehicles as at 30 June 2016 6 0 0 6
* The number of ARIns terminated during the period depicts the number of staff who had the payment of an ARIn cease during the period due to resignation, or ineligibility for payment under a group SEA. It does not represent the number of ARIns terminating.

Australian Workplace Agreements

Table 36 provides the Australian Workplace Agreement (AWA) details.

Table 36: Australian Workplace Agreements
Description No. of individual (A) Number of group (B) Total employees covered by group (C) Total A + C
Number of AWAs at 30 June 2016 2 0 0 2
Number of AWAs terminated/lapsed (including formal termination and those that have lapsed due to staff departures) 0 0 0 0

 

Table 37 provides classification and remuneration rates.

Table 37: Classification and remuneration rates
  Classification Range Remuneration as at 30 June 2016
Individual and Group ARIns DEN1/2, DEN3, DEN4 $94,920 - $173,027
HPO1-HPO6 $71,355 - $144,001
SITA - SITB $139,750 - $167,000
SOA, SOB, SOC $109,967 - $171,711
TCMG1 – TCMG3 $191,496 - $199,772
SPEC, SSPEC $73,921 - $596,868
AWAs (includes AWAs ceasing during reporting period) SOGC
SSPEC
$104,967 - $106,356
$215,686 - $322,042

Our Workforce

Table 38 shows Full-time Equivalent (FTE) and headcount by division/branch.

Table 38: FTE and headcount by division/branch
Division/branch FTE Headcount
Canberra Hospital and Health Services 5309.3 6100
Health Planning and Infrastructure 43.1 45
Office of the Director-General 97.8 104
Population Health 173.9 186
Strategy and Corporate 667.9 724
System Innovation Group 22.3 23
Special Purpose Account 9.9 13
Total 6324.2 7195

Table 39 shows headcount by division/branch and employment type.

Table 39: Headcount by division/branch and employment type
Division/branch Permanent Temporary Casual
Canberra Hospital and Health Services 4377 1427 296
Health Planning and Infrastructure 30 15 0
Office of the Director-General 84 19 1
Population Health 161 24 1
Strategy and Corporate 604 57 63
System Innovation Group 20 3 0
Special Purpose Account 5 7 1
Total 5281 1552 362

 

Table 40 shows FTE and headcount by gender.

Table 40: FTE and headcount by gender
  Female Male Total
Full-time Equivalent 4688.3 1636.0 6324.2
Headcount 5430 1765 7195
Percentage of workforce (based on headcount) 75.5% 24.5% 100.0%
Table 40 shows headcount by classification and gender.

 

Table 41: Headcount by classification and gender
Division/branch Permanent Temporary Casual
Classification groups Female Male Total
Administrative Officers 799 183 982
Dental 11 5 16
Executive Officers 14 13 27
General Service Officers and Equivalent 204 311 515
Health Assistants 86 11 97
Health Professional Officers 867 238 1105
Information Technology Officers 0 1 1
Legal Officers 0 1 1
Medical Officers 430 474 904
Nursing Staff 2632 341 2973
Professional Officers 10 5 15
Senior Officers 260 136 396
Technical Officers 114 42 156
Trainees and Apprentices 3 4 7
Grand Total 5430 1765 7195

 

Table 42 shows headcount by employment category and gender.

Table 42: Headcount by employment category and gender
Employment category Female Male Total
Casual 261 101 362
Permanent Full-time 2442 983 3425
Permanent Part-time 1657 199 1856
Temporary Full-time 783 428 1211
Temporary Part-time 287 54 341
TOTAL 5430 1765 7195

 

Table 43 shows headcount by diversity group.

Table 43: Headcount by diversity group
  Headcount Percentage of agency workforce
Aboriginal and Torres Strait Islander 78 1.1%
Culturally and Linguistically Diverse 1828 25.4%
People with disability 145 2.0%
Note: Employees may identify with more than one of the diversity groups. 

 

Table 44 shows headcount by age group and gender.

Table 44: Headcount by age group and gender
Age Group Female Male Total
Under 25 321 84 405
25-34 1543 542 2085
35-44 1338 469 1807
45-54 1274 392 1666
55 and over 954 278 1232

 

Table 45 shows the average length of service by gender (headcount).

Table 45: Average length of service by gender (headcount)
  Female Male Total
Average years of service 7.8 6.6 7.5

 

Table 46 shows headcount by length of service, generation and gender.

Table 46: Headcount by length of service, generation and gender
Length of service (years) Pre-Baby Boomers Baby Boomers Generation X Generation Y Total
F M F M F M F M F M
0-2 2 0 125 45 319 136 835 340 1281 521
2-4 1 1 106 29 272 107 501 177 880 314
4-6 0 0 120 36 271 101 317 124 708 261
6-8 0 1 123 26 243 74 221 46 587 147
8-10 2 0 109 41 215 68 128 16 454 125
10-12 4 1 112 31 158 52 65 12 339 96
12-14 2 0 108 33 115 39 34 6 259 78
14 plus 3 3 527 136 371 81 21 3 922 223
Note:
Pre-Baby Boomers cover the years prior to 1946
Baby Boomers cover the years from 1946 to 1964 inclusive
Generation X covers the years from 1965 to 1979 inclusive
Generation Y covers the years from 1980 onwards

 

Table 47 shows recruitment and separation rates by division.

Table 47: Recruitment and separation rates by division
Division Recruitment rate Separation rate
Canberra Hospital and Health Services 10.2% 8.1%
Health Planning and Infrastructure 3.3% 0.0%
Director Generals Reports 13.0% 8.3%
Population Health 14.9% 4.5%
Strategy and Corporate 9.5% 7.0%
System Innovation Group 10.5% 20.9%
Special Purpose Accounts 0.0% 0.0%
Total 10.2% 7.9%

 

Table 48 shows recruitment and separation rates by classification group.

Table 48: Recruitment and separation rates by classification group
Classification group Recruitment rate Separation rate
Administrative Officers 10.3% 8.4%
Dental 0.0% 0.0%
General Service Officers and Equivalent 8.1% 6.2%
Health Assistants 14.8% 8.2%
Health Professional Officers 11.3% 9.6%
Information Technology Officers 0.0% 0.0%
Legal Officers 0.0% 0.0%
Medical Officers 11.4% 5.7%
Nursing Staff 10.2% 8.0%
Professional Officers 0.0% 0.0%
Senior Officers 9.2% 7.5%
Teacher 0.0% 100.0%
Technical Officers 7.2% 4.0%
Trainees and Apprentices 34.2% 0.0%
Total 10.2% 7.9%

 

Table 49 shows recruitment and separation rates for Executive Officers.

Table 49: Recruitment and separation rates of Executive Officers
Classification group Recruitment rate Separation rate
Executive Officers 4.0% 28.2%

For further information contact: Public Sector Management Group, Workforce Capability and Governance Division, Chief Minister and Treasury Directorate on (02) 6205 2658.