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Hunter New England Health’s (HNE Health) Aboriginal Employment Strategy has positively contributed to significantly increasing employment of Aboriginal and Torres Strait Islander employees.

• Increased economic independence, increased health outcomes and positive social benefits for the community.
• Aboriginal communities accessing services of the respective organisation increases
  Services being delivered into Aboriginal communities (outreach) increase due to better access.
• A more culturally diverse organisation contributes to a reduction in systemic racism.
• The organisation is demonstrating their social responsibility.
• Is a key driver in reconciliation between our Aboriginal and non-Aboriginal people
  Aligns with the Government's agenda to Close the Gap.

HNE Health created the position of Manager, Aboriginal Employment Strategy and Equity in January 2007, as part of the Human Resources team. One of the roles of this position is to ensure HNE Health meets its benchmark set by the NSW State Government in Aboriginal employment.

An Aboriginal Employment Strategy (AES) steering committee was formed to guide the development of a draft strategy. Members included Aboriginal representatives from TAFE, The University of Newcastle, Aboriginal Employment Strategy Ltd, Group Training Organisations and both Aboriginal and non-Aboriginal Directors, Managers and staff of HNE Health.

There was wide consultation with Aboriginal and non-Aboriginal external and internal stakeholders.  Stakeholders regularly consulted on development and implementation of the program includes the University of Newcastle, Aboriginal employment service providers and NSW Department of Premier and Cabinet. This broad stakeholder group supports local credibility for the program.

HNEH aims ultimately to have the proportion of its workforce that are Aboriginal and/or Torres Strait Islander at least equal to the proportion in its catchment population.  An interim target was set to achieve 2.6% Aboriginal employment representation by December 2009.

The objectives developed for the program fall under 4 main goals: Recruitment, Retention, Career Development and Cultural Respect and Safety, as follows:

Recruitment

• Increased opportunities exist in HNE Health for full-time or part-time permanent employment for Aboriginal people across the Health Service into mainstream positions.
• HNE Health is regarded by potential employees as an "Employer of Choice". That is, HNE Health has a reputation for providing a workplace that reflects the values of the organisation in daily practice and provides a welcoming and supportive workplace for Aboriginal people.
• HNE Health supports work experience, pre-employment training and apprentice/traineeship programs for Aboriginal people.
• Recruitment and selection protocols/policies/procedures in HNE health reflect the needs of Aboriginal people.

Retention

• Aboriginal people have opportunity for input into Workforce Development related strategies that impact Aboriginal employment in HNE Health eg: Grievance Policy, Workplace Respect strategies, Bullying and Harassment Policy, Employer of Choice related programs that pertain to Aboriginal Employment.
• Ensure effective and culturally appropriate support systems and programs for Aboriginal people are in place in HNE Health.
• HNE Health has in place systems that capture reasons why Aboriginal staff leave the Area Health Service and has processes to identify and address emerging issues.

Career Development

• HNE Health has in place strong partnership arrangements with internal and external bodies that enhance career development and career opportunities for Aboriginal people.
• Aboriginal employees in HNE Health participate in staff development and learning opportunities.
• Aboriginal employees are aware and informed of career opportunities in HNE Health through performance development systems and internal communication networks.

Cultural Respect and Safety

• Managers understand and support Aboriginal employees in the workplace to ensure a safe work environment.
• HNE Health provides cultural respect training opportunities to all staff.
• All HNE Health related employment Policies and Procedures continue to address the cultural sensitivities relating to Aboriginal people.

The HNE Health Aboriginal Employment Strategy was officially launched in March 2008.

Even while the strategy was under development, considerable activity was commenced during 2007.  This included:

• Manager of Aboriginal Employment Strategy and Equity position established and reports to Director Human Resources.
• Recruitment of Cadets, Apprentices, School Based Trainees and Trainees commenced. Brochures, wrist bands and banners were produced.
• An internal website on Aboriginal Employment Strategy and Equity was established.
• HNE Health became major sponsors at the Hunter Indigenous Jobs Market.
• A pre-employment program was run in collaboration with TAFE for the Aboriginal Trainee Enrolled Nursing Program.
• A Cultural Respect Training Committee was formed and HNE Health commenced rolling out two day Cultural Respect training.

The Aboriginal Employment Strategy was developed to be a sustainable human resource management strategy.  As such, the CE and Executive Directors are responsible for its successful implementation.  To assist implementation the following structure has been established:

• The program is led by the Aboriginal Employment Strategy Committee, chaired by the CE. The Committee meets every two months to consider progress of Aboriginal employment performance indicators which have been included in all Executive Director performance agreements. 
• The Aboriginal Employment Strategy and Equity Unit provides a management and consultancy role to Executive Directors and Managers to support implementation of the program. The Unit undertakes coordination activities such as providing regular statistical reports, conducting Aboriginal staff surveys and provides an on call support and career advisory service to all Aboriginal employees. Further, the Unit also initiates innovative projects to support the program such as an Aboriginal Mentoring Program.
• Local Aboriginal employment providers are utilised to deliver assistance such as attraction, mentoring and retention strategies.  This includes providers assisting in the transition of Aboriginal Trainees, whose employment will not continue past the end of their traineeship, into appropriate employment.  
• Key performance indicators on Aboriginal employment have been placed into all Directors/Managers Balanced Scorecards.
• Fact sheets were distributed to managers whom employ Aboriginal people advising of HNE Health's cultural support systems
• All of HNE Health's 16,000 staff were surveyed to ensure that numbers of Aboriginal employees identifying as such was correct.
• Agreement was made with Director of Operations – Acute Networks to target all administration positions in 6 large hospitals including John Hunter Hospital.
• The Human Resources Team produced a suite of 12 reports that can be run at any point in time by any manager to display current Aboriginal employment figures, retention rates, terminations, applicants applying etc. A Fact sheet was also distributed to all managers on how to run these reports.
• A fact sheet on affirmative action which outlined the purpose of targeting vacancies was distributed to all managers.

A major factor in the success of the Aboriginal Employment Strategy has been the trust, freedom to move forward with new ideas, endorsement and flexibility provided to the Manager Aboriginal Employment and Equity.

Some of the other innovative actions undertaken as part of implementation of the strategy include:

• HNE Health appointed two Aboriginal Employee Assistance (EAP) Counselors in rural areas.
• A Cultural Respect Steering Committee was formed in 2007 to oversee the development and implementation of a sustainable cultural respect program for all staff of HNE Health. This Committee consists of Aboriginal and non-Aboriginal staff, an Elder/traditional owner and 3 Area Executive Team Directors.
• A two day cultural respect program is being rolled out over HNE Health. These workshops focus on understanding the role of dominant non-Aboriginal cultural values in relation to the existence of organisational racism. This focus provides a foundation for understanding organisational racism and how it contributes to creating barriers for access to health services and employment for Aboriginal and Torres Strait Islander peoples. An Aboriginal Elder and a non-Aboriginal woman co-facilitate these workshops. 
• A 1 day Program is delivered to our Aboriginal staff by the same presenters as above, which explains the 2 day Aboriginal Cultural Respect Program that non-Aboriginal managers are attending in an effort to ensure staff have appropriate awareness of workshop content and to  discuss risk assessment and identification of resilience strategies in relation to this process.
• HNE Health has formed an Aboriginal and Torres Strait Islander Strategic Leadership Committee which is chaired by the Chief Executive and the Director of Aboriginal Health. This Committee is the governing reporting body of the Aboriginal Cultural Respect Committee and the Aboriginal Employment Strategy Steering Committee.

There is considerable evidence of the success of this strategy to date:

• HNE Health employed 249 Aboriginal and Torres Strait Islander staff at January 2007. HNE Health now employs 343 Aboriginal and Torres Strait Islander staff at March 2009.
• HNEH Health has successfully recruited and retained and average of 3-4 additional Aboriginal staff per month since February 2007.
• Of the 60 full-time placements that took place in period May 2007 to August 2008, a retention rate of 83% has been maintained to date.
• 28% of the total Aboriginal workforce is employed as nurses.
• HNE Health employs 32 Aboriginal cadets/trainees/apprentices. 
• 16 of HNE Health’s 47 Aboriginal Health Education Officers commenced Certificate IV in Aboriginal and/or Torres Strait Islander Primary Health Care in January 2009. This certificate will be offered again in 2009.
• 12 of the 16 Aboriginal Health Service Managers have agreed to study Certificate IV in Frontline Management in 2009.
• A key outcome of any employment program is the effect the program has on Aboriginal unemployment.  A sample survey of Aboriginal employees recruited 1st November 2008 and 30th March 2009 was undertaken in April 2009. The result was that 64% of recruits were previously unemployed.  As such, the Aboriginal Employment Strategy has made a tangible impact on Aboriginal unemployment.

The Aboriginal Employment Strategy and Equity Unit conduct annual Aboriginal Employment Perspective Surveys.  The response rate for this anonymous survey has steadily increased and the results are demonstrating dramatic improvements in Aboriginal employees’ perception of the Service and their role.

Hunter New England Health (HNE Health) employs 343 Aboriginal and Torres Strait Islander staff.

Hunter New England Health's Aboriginal Employment Strategy has been the key driver of positive employment outcomes. The percentage of Aboriginal people in HNE Health’s workforce is 2.1%. The percentage of Aboriginal people in the workforce prior to the implementation of the Aboriginal Employment Strategy reflected 1.6%.

Manager Aboriginal Employment Strategy and Equity, Hunter New England Area Health Service
Phone: 02 4985 3286