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Steering a course in turbulent watersRCLDS initiated Victorian Residential
Care Workforce Census
ACWA Conference August 2012Presented by: Glenys Bristow (Reference Group Member),Steven Smith (Centre for Excellence) & Edith Loch (DHS).
Residential Care Learning & Development Strategy
Membership:
• Representatives from the 23 CSO’s in Victoria who provide
residential care.
• Department of Human Services – Placement and Support
• Centre for Excellence in Child & Family Welfare
Mix of rural and metropolitan, small, medium and large organisations and Aboriginal CSO representation
RESIDENTIAL CARE LEARNING & DEVELOPMENT STRATEGY (RCLDS)
Aim: The development of a competent and appropriately trained
residential care workforce that is supported to provide a high standard of care and to improve outcomes and life opportunities for children and young people in out of home care.
Goals:• The ongoing development & maintenance of a skilled and
stable workforce
• Provision of high quality training, supervision and support to
workers
• Development of appropriate pre-service and in-service
qualifications relevant to the field
• Commitment to and development of a lifelong learning culture
in the workplace
• 2001/2002 Victorian State Budget: $7.5 million of additional resources were allocated to improve residential care services for children & young people
• From this, $430,000 recurrent funding (now indexed to approx $520,000) was set aside to develop a training strategy to strengthen residential care services in recognition of the link between staff competency and client outcomes
• Management of the RCLDS strategy was contracted to the Centre for Excellence in 2005. Funding to the Centre allows for the employment of a full time RCLDS project leader and admin support
RCLDS Funding
• Professional Development in Therapeutic Care, Effective Conflict Management, Youth Mental Health First Aid, Sexualised Behaviours, Working with Aboriginal Communities, Supervision Skills and Autism training
• Supporting development of a skilled workforce through scholarships, completion bonds and funding to attend international speakers and conferences such as ACWA
• Delivering a state wide forum Resi ROCKS, held annually, attracting 300 residential care workers
• Residential care awards for excellence in the provision of residential care and leadership in the field
Three year training plan which includes:
• Measuring the impact of the RCLDS strategy on the skills of the
Residential Care workforce
• Need to accurately record the profile and qualifications of the
workforce
• Recent reviews of the Residential Care sector have highlighted
issues of skills of the workforce
• Outcomes of this census may influence policy decisions and debate .
Residential care workforce analysis
The Victorian Residential Care Workforce Census
• A census methodology which aimed to collect data across all residential programs using an on-line survey
• Full participationAll community service organisations who provide residential care programs participated in the study
• Each organisation provided responses for each region in which it delivers services
• A total of 34 responses to the census capturing data from organisations who provide residential care in multiple regions
8
Census Method
• The online survey collected data on:• workforce demographics• workforce qualifications• unit structure• staff turnover and retention rate• and use of agency relief staff
• The Census was completed by HR managers or program managers
9
Data Collection
Profile of the Victorian Residential Care Workforce
• 68% of workers are female
• 32% are male
11
Gender profile
Proportion of Female and Male workers
N=1665
• 60% of workers are aged 25-44 years
• 49% of workers are under 35 years of age
• 46% are 35 to 54 years
• The age spread is similar for both genders
• In the main, workers are female, aged 25-44 years
12
Age Spread
under 25 years
25 – 34 years 35 – 44 years 45 – 54 years 55 – 64 years 65 years and above
0%
5%
10%
15%
20%
25%
30%
35%
40%
Female
Male
60%
14
34
32
20 21
8 5
1
N=1665
15
25 29
Age distribution of residential care workers
Respondents were asked to provide information about three types of employees, defined as:
Fulltime workforce • a worker on a permanent contract, guaranteed 38 hours per week of
employment and entitled to sick leave and leave loading
Part-time workforce• a worker with a guaranteed minimum hours, may range between 5 to 38 hours,
entitled to sick leave and leave loading
Flexible workforce • a worker with no guarantee of ongoing employment where each contract is
effectively short and fixed. (This included workers who are employed consistently over an ongoing period of time but who work varying hours per week as needed)
Workforce Definitions
• Total residential care workforce of 1665 positions delivering front line care.
• 26% of all workers are full time (n= 437)
• 19% are part time (n= 314)
• 55% are employed as flexible workers (n= 913)
• No marked differences across agencies of different size or in different regions
14
Workforce profile
Contribution of Full time, Part time and Flexible workers
N=1665
26% Fulltime
19% Part time
55%Flexible
Use of Agency staff
• 62% of services use
agency staff
• 38% do not ever use
agency staff
• 18% of all services use
agency workers more
than 20 times a month
• that is, 34% of those
services who use
agency staff at all
15
Use of Agency Staff per Unit per Region
38% None
18%1-5/mth
23%5-10/mth
3%10-20/mth
18%>20/mth
62%
use Agency staff
N=34
Qualifications of Victorian Residential Care Workforce
• 49% of full time staff currently hold the industry based qualification - Cert IV in Child Youth and Family Intervention
The Industry Based QualificationFull time, Part time
8%
24%
19%
49% are indus-try based qualified
51%are not Cert IV qualified
17
N=437
Full Time Industry Based Qualifications
• 45% of part time staff currently hold the industry based qualification - Cert IV in Child Youth and Family Intervention
45% are
industry based
qualified
54% are not Cert IV qualified
Part Time Industry Based Qualifications
N=314
Relevant Qualification Profile – Full Time
18
N=437
• 68% currently hold a relevant
qualification
• 38% have a Cert IV only
• 30% hold relevant tertiary
qualifications
• 19% Tertiary alone
• 11% Tertiary Plus Cert IV
• 8% are currently qualifying
• Only 24% do not hold an industry
relevant qualification
Relevant Qualifications – Full Time Workers
8% cur-
rently quali-fying
24% no
quali-fica-tion
19% ter-tiary only
11% tertiary & Cert IV
38% Cert IV Only
68% Qualified
N=437
Relevant Qualification Profile – Part Time
19
N=437
• 57% currently hold a relevant
qualification
• 33% have a Cert IV only
• 24% hold relevant tertiary
qualifications
• 12% Tertiary alone
• 12% Tertiary plus Cert IV
• 7% are currently qualifying
• Only 36% do not hold an industry
relevant qualification
Relevant Qualifications – Part Time Workers
33% Cert IV
only
7% cur-rently
qualifying 36% no relevant
12% ter-tiary only
12% tertiary and Cert IV
57% Qualified
20
N=437
• 76% of Full time staff hold or are
obtaining relevant qualifications
Relevant Qualifications – Full time staff
24%
76%
• 64% of Part time staff hold or are
obtaining relevant qualifications
Total Qualified
N=314
Relevant Qualifications – Part time staff
Training for QualificationFull time and Part time staff
• Most of the full and part time
workforce are employed already
holding their qualifications
• About one quarter gain their
qualifications after starting
employment
• 24% - Full time staff train after
employment
• 21% - Part time staff train after
employment
0 10 20 30 40 50 60 70 80 90 100
79
76
21
24
Qualified at EmploymentQualified after being employed
Not qualified
Still qualifying
Hold Relevant qualifictions
Do not have Cert Iv
Cert Iv qualified
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
29%
7%
65%
53%
47%
Snapshot of the Full time and Part time workforce
• No marked difference in this profile between small, medium and large organisations or across DHS regions
Profiling the ‘Flexible’ Victorian Residential Care Workforce
24
The Industry Based Qualification Flexible workforce
• Less likely to hold the industry based qualification
• 32% of the Flexible workforce currently hold an industry based qualification - Cert IV in Child, Youth and family Intervention
• 68% do not hold or are not known to hold industry based qualifications
N=913
Flexible staff qualifications
32%With industry
based qualification
68% without industry
based qualification
25
Further Research on Flexible workforce
• For almost half (30% of total)
of those, their qualifications
are not known to their
employer
• Further research is required to
understand the full
qualification levels of the
flexible workforceN=913
30% Qualification unknown
38% Not industry qualified
Flexible Industry based qualifications
Workforce retention and longevity
27
Less than 20% turnover in full time and part time staff
• Around 15% of full time staff resigned
• Around 17% of part time staff resigned
• 76% of the workforce have been employed for less than 3 years
Full Time staff turnover
Part Time staff turnover
28
Flexible staff turnover
Flexible staff turnover
Way Forward
RCLDS established in 2002, at that time……..
• The residential care sector had a reputation of the staff being poorly qualified and having a low commitment towards training or professional development
• No consistent approach to developing the skills and qualifications of the workforce
• Agency based training
• Little recognition of the specialised skill set required of the residential care worker
• Limited data about the demographics, skills and qualifications of the workforce
• High turn over of staff
30
Residential care workforce…the journey
• Residential care specific qualification developed
• 65% of the fulltime and part time workforce have a relevant
qualification
• Census finding: turn over of 15% in full time and 17% in part time
and 27% in casual
• 870 residential care staff attended RCLDS training in 2011/12
• Cross agency and sector training in Victoria
• Development of a learning culture in residential care sector
31
Resi workforce now…..
• Developing individual reports to CSO’s and overall sector report
• Further research and analysis required to understand the nature
of the flexible workforce and their use to manage demand and
funding issues
• Analysis of the workforce survey data collected from individual
residential workers at the 2012 Resi ROCKS forum
32
Next steps for workforce analysis
• Workforce planning – individual CSO level and sector wide
• Recruitment and retention strategy
• Social marketing strategy
• RCLDS workforce training delivery
• Strategy for the flexible workforce
• Agency staff training strategy
• Integrate outcomes into 3 year RCLDS training strategy
33
How this may inform future planning
Thank you – Questions
For more information about RCLDS visit the Centre’s website www.cfecfw.asn.au