Developing Tomorrow’s Workforce Today –

A Workforce Planning & Development Support Model

Stage 2 Final Report

December 2012

Aged and Community Services Tasmania

Contents

1. Executive Summary

2. Overview

3. Has the project made a difference?

4. Sustainability of Service

5. Sector & RTO Relationship

6. Have the documented outcomes been achieved?

6.1Workforce Planning

6.2ACST Brokerage Service

6.3Capability and Capacity Building......

6.4Learning & Development Networks

6.5Skilling and Developing our Workforce

Disclaimer

The information contained in this document has been sourced from various consultations. It does not necessarily reflect the views of Skills Tasmania.

List of Abbreviations

ACSTAged and Community Services Tasmania

RTORegistered Training Organisation

LLNLanguage, Literacy and Numeracy

1. Executive Summary

The services provided through the ‘Developing Tomorrow’s Workforce Today – A Workforce Planning & Development Support Model Project’ supportedthe Aged Care Sector to work towards achieving outcomes associated with the five key actionsdetailed in the Aged Care Services Industry Skills Plan:

  • Workforce Planning
  • Brokerage (Workforce Planning & Development Support Service) Service
  • Capability & Capacity Building
  • Learning & Development Networks
  • Skilling and Developing our Workforce

The services provided through the project are more accurately described as ‘Workforce Planning and Development Consultancy and Support Services’. To better reflect activities being undertaken the title for Stage 2 of the project tile was changed to ‘Developing Tomorrow’s Workforce Today – A Workforce Planning & Development Support Model’.

It is the implementation of the ‘workforce planning and development consultancy and support service model’, and the development of the associated networks, that has been instrumental inbeing able to meet the documented project outcomes. As highlighted above, andin the Final Report for Stage 1, the services provided as part of the project supported actions detailed in the Aged Care Services Industry Skills Plan. Quite oftenplans are just that ‘a plan’ and the desired outcomes are not achieved. With the support provided through this project this has not been the case with the ‘Aged Care Services Sector Industry Skills Plan ’. Through this project(as well as achieving the actions/activities detailed in the plan) many additional activities and actions have been developed and undertaken. This is evidenced by information provided in the following documents:

  • Final Report Stage 1 - Developing Tomorrow’s Workforce Today ‘A Brokerage Model ‘ (September 2011)
  • Stage 2 Progress Report 1 – Developing Tomorrow’s Workforce Today ‘A Workforce Planning & Development Support Model’ (June 2012)
  • Stage 2 Progress Report 2 - Developing Tomorrow’s Workforce Today ‘A Workforce Planning & Development Support Model’ (December 2012)

Learnings gained through this project and the development and implementation of ‘Skills Plans’ include (but are not limited to):

  • Effective upfront planning is critical.Prior to commencing gather relevant ‘industry and stakeholder’ intelligence and know the demographic of the environment you are working in
  • Create industry and stakeholder ‘ownership’ right from the planning stage
  • Be practical, don’t include outcomes and actions that you know are not achievable within the timeframe of the plan
  • Know the resources (including human) that are available to implement the plan e.g. what funding is available, who/what group will be responsible for the implementation of the plan, do those responsible for the implementation of the plan have the required skills and knowledge
  • Have communication strategies in place that brings industry and other stakeholders with you on the ‘journey’
  • In order to gain maximum and ongoing benefit in all elements/stages of the plan consider capability, capacity and ongoing sustainability
  • Have sound communication strategies in place
  • Apply continuous improvement strategies at all stages
  • Apply risk management strategies at all stages

Given our current and future population, and workforce demographics, ‘workforce’is, and will continue to befor many years to come,a strategic priority for the Aged Care Services Sector. It was with this knowledge that a priority of the project was to put in place strategies for sustainability, ensuringthat the Sector would be able to access the services provided through the project on an ongoing basis. It is a highlight of the Project that we have been able to develop a ‘sustainable service model’. Given the current environment outcomes from the project clearly demonstrate that the model implemented has matured to a stage where it can be self-funded and sustainable and in fact generatea small ‘workforce development’ fund.

The Project has been successful in educating and building the capacity of Aged Care Services Providers in relation to Vocational Education and Training and the benefits it can provide. Along with the increase in the uptake of training,Industry isnow better able to identify the skills and knowledge requirements of their workforce and accordingly convert these requirements into appropriate workforce development and training opportunities. Inline with this the Project has also been successful in educating RTOs, and other organisations who deliver workforce planning & development servicesto the sector, in what the needs of the sector are. We are at the stage where we can say that the situation is reversed from two years ago and now the Aged Care Services Sector is driving the workforce planning and development agenda for our sector, rather than being driven.

The strong collaboration and partnerships facilitated through the Project between Industry, Registered Training Organisations (RTOs) and other key stakeholders has been a key component to the achievement of the documented outcomes/outputs of this project. The willingness of all stakeholders to participate in this process has also been a highlight of the project.

2. Overview

ACST’s objective in implementing the’ Developing Tomorrow’s Workforce Today – A Brokerage Model Program was to:

‘Lay the foundations to ensure that our ‘workforce of today’ has the required skills and knowledge to deliver quality services to our clients while we work together to develop and implement strategies to build the ‘workforce of tomorrow’.

It is important to note, as outlined in the Stage 2 Progress Report & Stage 1 Final Report, that the proposal for funding in relation to the brokerage service was initially submitted prior to the development of the Aged Care Services Industry Skills Plan and the development of the Industry Skill Plan was initiated through/due to the Brokerage Proposal. In practice the documented implementation strategy was accordingly altered to reflect/support the actions/priorities outlined in the Industry Skills Plan Actions. This did not affect the expected outcomes and outputs.

At this point it is important to also note that (as detailed above) to better reflect activities being undertaken the title for Stage 2 of the project title was changed to ‘Developing Tomorrow’s Workforce Today – A Workforce Planning & Development Support Model.’

3. Has the project made a difference?

The Aged Care Services Sector in Tasmania is now more aware of current and future workforce demographics and associated requirements, the skills and knowledge requirements of their workforce, the workforce development and training opportunities available to them and how they can make these opportunities work for their organisations. This is reflected in the uptake of opportunities made available through programs such as Better Skills Better Care, Workplace Skills Programs, Productivity Places Program, Skills Fund, Employer Pledge Program etc. Reasons for this increase include (but are not limited to) greater awareness, easier access to funding facilitated through the Project, facilitated development of strong partnerships between stakeholders, easier access to resources, and support provided to organisations who are generally ‘time poor’ and smaller organisations.

Along with the increase in the uptake of training, through the project, Industry has a strong understanding of the importance of workforce planning. Leading on from this the Sector is now better able to identify skills and knowledge requirements associated with the various job roles and accordingly convert these requirements into appropriate workforce development and training programs. This is evidenced by the range of training and development programs being developed and participated in across the State.

Both through the RTO Round Table and in general we are seeing an increased understanding from RTOs in relation to the requirements of Industry and also from Industry in relation to the operations of RTOs and the Vocational Education Sector as a whole.

With support through service provided over the two year term of the project, through programs such as Better Skills Better Care, Employer Pledge, Aged Care Training Incentive, Productivity Places Program, Aged Care Workforce Vocational Education and Training, Skills Equip, E-Participation Project and industry in kind contribution, it is estimated we have been able to facilitate approx. $3.7 million in training and development opportunities (further details can be provided on request) for the sector. This figure does not take into account funding indirectly accessed e.g. where organisations have accessed funding in their own right, supported by information/services provided through the services provided or industry funded training.

From an Industry perspective the Project has exceeded all expectations around cost effectiveness. For many of our member organisations workforce development and planning is facilitated off the side of the desk and quite often is the role of the CEO or the Director of Care. In most instances the approach to workforce planning and development was reactive, and not proactive. Through the services provided by this Project the sector has been able to participate in workforce planning and development activities on State, Regional and Organisational levels. The services provided through the Project have facilitatedaged care service providers and training organisations working together ensuring that activities are not duplicated and information and resources are shared.

The Project has also created a greater understanding of funding available and how the funds can be used to ensure maximum benefit to an organisation.

Case Study - A member in the South of the State enquired about a Supervision Program. The Project Officer met with the organisation.Through this meeting it was identified that the organisation was implementing a significant change to structure. Across the region approx.20 new team leader positions were to be created. These positions would be filled by Enrolled Nurses who were historically part of the team and now had to take on a supervisory role. There was some resistance from this group around the change. Leading on from the discussion the Project Officer facilitated a session with the Enrolled Nurses with the objective of the group identifying the skills and knowledge required to perform the new role and identifying the current knowledge and skills gap. This information was then mapped back against an appropriate qualification and funding opportunities identified. Initially the organisation was wanting Supervision Training, however the organisation will now gain maximum benefit through: staff feeling supported, staff having ownership of the process, having staff with the required skills and knowledge to competently undertake the role, facilitate and support change in a positive manner through various funding sources be able to fund both training and backfill.

The Aged Care sector is committed to providing ongoing training and professional development opportunities to our employees. The sector recognises the value quality training and development brings to organisations and accordingly is prepared to pay and/or significantly contribute to the cost of training and professional development. However, it is important to acknowledge that there is not only the direct costs of training but also indirect costs. These costs include paying staff to attend training, backfilling positions, travel, accommodation etc. In many cases this cost is significantly more than the direct cost of training. It is these hidden costs that are quite often a barrier to participation in training. Given the sector’s ageing and diminishing workforce with the increased need for services we provide, it is identified that having the required staff available to back fill positions is also a barrier to participation.

4. Sustainability of Service

As outlined in the project proposal itwas our objective, over a two year period, to make the services provided through the project self-sufficient and therefore sustainable on an ongoing basis. By generating income through services provided to RTOs (eg payments for Industry’s contribution to training programs including: the provision of venues, recruitment to programs, and provision of technical expertise; non-accredited training programs and other income such as admin/project management funds over the two year period it is estimated that we have been able to generate an income of around $150, 000.

Given the above we have been able to clearly demonstrate that, given the right environment and conditions,yes it is possible to offer the services provided through the Project in a way that is self-funded and sustainable on an ongoing basis. Objective achieved.

5. Sector & RTO Relationship

ACST was consistently receiving feedback from members that the training being provided by RTOs was not always high in quality and did not meet the requirements of industry. We acknowledged that Industry has a role to play in relation to this and that if we wished training to be ‘industry driven’ and to the standard required, that we needed to take a proactive and constructive approach. Late 2010 ACST convened what we call an Industry Reference Group (representative of members and Industry) and RTO Round Table (all RTOs delivering Aged Care in Tasmania invited to participate). The purpose of the Industry Reference Group is to provide input and guidance in relation to professional development and training for the Aged Care Services Sector. The purpose of the RTO Round Table is to create a common understanding of Industry requirements and support strong partnership between the Aged Care Service Sector and Training Providers. Meetings for both groups are held on a quarterly basis, both on the same day. The Industry Reference Group meeting is held in the morning and the RTO Round Table in the afternoon. Lunch is provided for both groups and is seen as an opportunity for both groups to network. Members of the Industry Reference Group are invited and encouraged to stay on and participate in the RTO Round Table discussions. Both groups have a membership that changes depending on availability with all interested parties encouraged to attend.

ACST’s strategy is not to tell members who they should use for training or to strategically align exclusively to one RTO but to support and build the capacity of members and RTOs to work together. This approach has produced many positive outcomes including, but in no means limited to: Development of Best Practice Vocational Workplacement Guidelines and associated Workplacement Agreement; RTOs and Industry working together to develop and implement ACST endorsed Medication Training Package; agreement by RTOs to use, and work together, to develop common Workplacement Booklet for Cert III in Aged Care Workplacement; ACST Training Calendar sessions delivered in partnership with RTO Round Table members; based on industry input an increase in scope of whole Qualifications and Skill Sets being delivered and sharing of resources and knowledge.

Over the two year period of the Project, participation in the RTO Round Table and Industry Reference Group sessions has remained strong, and if fact continues to be priority for all stakeholders involved

6. Have the documented outcomes been achieved?

The first output documented in the Business Plan was the development of an Industry Skills Plan. As detailed in the Overview the documented implementation strategy was then altered accordingly to reflect/support the actions/priorities outlined in the Industry Skills Plan Actions. The outcomes and outputs originally identified are now embedded in the five key actions of the Industry Skills Plans. ACST is confident that we can demonstrate that we have met the documented outcomes and outputs. Following is an example of outcomes/outputs that have been achieved for the documented actions in Stage 2 of the Project. Further information on outcomes and outputs achieved over the life of the Project are documented in the following reports:

  • Final Report - Developing Tomorrow’s Workforce Today ‘A Brokerage Model ‘
  • Progress Report 1 – Developing Tomorrow’s Workforce Today ‘A Workforce Planning & Development Support Model’ (June 2012)
  • Progress Report 2 - Developing Tomorrow’s Workforce Today ‘A Workforce Planning & Development Support Model’ (December 2012)

6.1Workforce Planning

Outcome: The sector has access to the required number of appropriately qualified workers enabling usto meet both current and future workforce demands

Key Actions:

  • Workforce Census

A key part of working towards achieving the above outcome was to know the demographics of our workforce and,therefore, our starting point. At the end of 2011 beginning of 2012 we undertook a workforce census. This was done via an online survey targeted at organisational level. We now have comprehensive starting point data on: location, size of the workforce, occupational category, age, term of employment, age by occupation, males, females, outsourced functions, staff turnover rate, unfilled positions, hard to fill positions, expansion of workforce. A copy of the initial report from the Census was forwarded with our Stage 2 Progress Report.

  • Career Pathways

Data collected through the Census indicated that the fastest ageing demographic of our workforce is Registered Nurses. A big issue has been attracting and retaining Registered Nurses to our Sector, we needed to proactive and innovative in addressing this. It was decided, even though we didn’t have any funding to support the initiative, that we would run a sector wide Graduate Nurse Transition to Practice Program.