allocated at the organisation level rather than the individual providers. Training courses could be delivered at an organisation wide level, reducing cost. Quality and risk processes of the wider organisation would apply to the provider and was not something that had to be developed individually. For providers in very remote areas, staff were able to shift from one provider to another within the same organisation, which was called either staff’ or fly-out staff’. This staffing model mean ‘roving ‘fly-in, the providers could offer employees the ability to only stay in each remote area for 6-8 weeks, ensuring staff did not get fever’. ‘cabin Budgeting processes and financial systems of the broader organisation could be leveraged. High staff numbers In all NATSIFACP providers consulted, a large proportion of the staff are are needed to Indigenous. Some providers employed a larger number of staff than accommodate required due to the cultural sensitivities of Indigenous staff. For Indigenous cultural example, at times staff need significant time off from work to meet obligations cultural obligations, and therefore, the provider needed to have enough staff on the payroll to operate at these times. Some job Some providers noted that it can be difficult to find staff with the applicants lack appropriate skills and qualifications. A large number of providers noted skills and need to that they would hire staff without the relevant skills or qualifications and be trained up-skill/train during the course of employment. Experience issues Some providers noted a high level of absenteeism of their staff. This with staff often resulted in a large increase in wage expense as penalty rates are absenteeism paid to staff to work double shifts to cover periods of absenteeism. Difficult to attract A number of providers also that they do not have enough staff staff (either through lack of people available to fill the positions, or due to lack of funding to employ) to service all available beds. In order to attract quality staff and reduce turnover some providers offered incentives, such as additional leave. These incentives come at an additional cost borne by the provider. Clients come from For most NATSIFACP residential providers, their clients were from the the local town where the provider was based or from surrounding communities. communities These residents did not move from the NATSIFACP provider as they wanted to be close to their families and communities. Additionally, where resident’s needs increased, families and community members heavily consult with the providers to try and keep the individuals in the facility.
allocated at the organisation level rather than the individual providers. Training courses could be delivered at an organisation wide level, reducing cost. Quality and risk processes of the wider organisation would apply to the provider and was not something that had to be developed individually. For providers in very remote areas, staff were able to shift from one provider to another within the same organisation, which was called either ‘roving staff’ or ‘fly-in, fly-out staff’. This staffing model mean the providers could offer employees the ability to only stay in each remote area for 6-8 weeks, ensuring staff did not get ‘cabin fever’. Budgeting processes and financial systems of the broader organisation could be leveraged. High staff numbers are needed to accommodate Indigenous cultural obligations In all NATSIFACP providers consulted, a large proportion of the staff are Indigenous. Some providers employed a larger number of staff than required due to the cultural sensitivities of Indigenous staff. For example, at times staff need significant time off from work to meet cultural obligations, and therefore, the provider needed to have enough staff on the payroll to operate at these times. Some job applicants lack skills and need to be trained Some providers noted that it can be difficult to find staff with the appropriate skills and qualifications. A large number of providers noted that they would hire staff without the relevant skills or qualifications and up-skill/train during the course of employment. Experience issues with staff absenteeism Some providers noted a high level of absenteeism of their staff. This often resulted in a large increase in wage expense as penalty rates are paid to staff to work double shifts to cover periods of absenteeism. Difficult to attract staff A number of providers also that they do not have enough staff (either through lack of people available to fill the positions, or due to lack of funding to employ) to service all available beds. In order to attract quality staff and reduce turnover some providers offered incentives, such as additional leave. These incentives come at an additional cost borne by the provider. Clients come from the local communities For most NATSIFACP residential providers, their clients were from the town where the provider was based or from surrounding communities. These residents did not move from the NATSIFACP provider as they wanted to be close to their families and communities. Additionally, where resident’s needs increased, families and community members heavily consult with the providers to try and keep the individuals in the facility.
appendix_d_key_themes_identified_in_rural_and_remote_consultations.docx