Rural, remote and regional CLCs

ASU Workforce Survey respondents in NSW/ACT 153 from rural, remote and regional areas Age and gender demographics reflected the industry in general Majority of respondents were managers - 64%

Who participated? 64% managers and 19.6% direct service workers 4% from CLCs

Expectations 52.9% said they would be working in the community sector in 5 years time 17.3% said they wouldn’t 35% said they were unsure

For those who stay… % - I believe in the work of the non govt community sector 14.6% - I enjoy the client contact I have 7.8% - I get good money and conditions for the work I do 4.4% - I have good career development prospects

For those who don’t…. 58.6% - I can get paid more for similar work elsewhere 17.2% - I do not have enough career opportunities in this sector 10.3% - I can get better conditions at work elsewhere 8.6% - the nature of the work is difficult or risky 1.7% - I do not have enough opportunities for training; Want permanent FT work and can only get casual or PT; Hard to move jobs from one part of the sector to another

Work conditions most valued 32.4% - Higher rates of pay 18.1% - Guaranteed minimum training provided by employer 15.4% - Less stressful work environment 14.1% - More opportunities to be promoted

Qualifications 84.3% had a relevant qualification 62.8% of this groups had a university qualification; 37.2% from TAFE

Barriers to gaining qualifications Highest ranking barriers were: – Lack of time due to full time workload -33.3% –Cost of course – 28.6% –Lack of time due to family responsibilities – 24%

Barriers to recruiting/retaining staff Low wages – 75.2% Lack of skilled staff in my geographic area – 66.2% Lack of career development opportunities – 42.8% Nature of work risky or difficult – 36.6% Inadequate conditions – 24.1% Training options limited – 22.1%

Problems retaining quality staff? 75.8% - sometimes 15% - never 9.2% - all the time

Expected turnover – 2 years Less than 20% % 20-49% % 50-74% % More than 75% - 4%

Aboriginal or Torres Strait Islander workers Can’t attract workers to apply for jobs – 62% Can’t find workers with the right skills for the job – 60.9% Can’t provide training to skill workers for the job – 14.1% Can’t provide culturally appropriate support to keep workers – 22.8%

Practical strategies – Funded incentives salary loading to reflect degree of remoteness; paying people at the top of salary scales reimburse relocation costs; annual airfares to visit family or friends; salary sacrifice; accommodation allowance; greater recognition of experience in rural setting or qualifications; study allowances; assistance to attend professional conferences.

Practical strategies- peer support A transfer system or exchange system between urban and rural CLCs Help someone maintain professional links/contacts – funding for conferences and training, links with local lawyers in town, skype discussions, professional development phone discussions Run specific rural campaigns that all other CLCs help out with

Practical strategies –information to attract staff Up-to-date info about the town and region such as tourism resources Provide info about resources available to support the position Send sufficient info to enable decision-making about staying for the medium to long term not the short term Make sure the offer of employment and appointment is clear – have all details in writing Tap into the ‘sea change’ workforce? Make sure workers get info about how to manage isolation

Practical strategies -orientation Comprehensive orientation program and information kit for new employees Strategies for feeling welcome in a new community – it takes time for personal and professional relationships to build Don’t make someone “earn the right” to be in the community – overtly welcome them, eg ‘welcome to the community’ function. More likely to reach their full productivity more quickly Meet on arrival and welcome. A starter pack of essential food! Flowers! Help with accommodation

Opportunities for partners employment in the community; Child care/education of children; Make sure OHS and risk management issues fully covered especially for sole workers; Exit interviews; Identify if new workers will need specific skills eg. cross cultural training skills. Practical strategies

TELCO (Wills, 2003): Privatisation of local health services Declining union membership and activism Loss of delegates rights Contracted staff - lower wages/no rights New, more powerful community-based mechanism to communicate directly with employer “Recast” union issues as community issues Strengthened negotiations for pay parity

Systematic program for skill development for union and community delegates/activists New hope for change amongst union delegates/members Community reciprocity - campaigning for other local priorities Support from National officers of UNISON critical