Interim Evaluation of the Northern Territory Aboriginal and Torres Strait Islander Community Aged Care Workforce Development Projects - Final Report
4: Evaluation Element 1: Northern Territory Employment Project
4.1 Overview And Summary
The evaluation of this project element focused on the funding of aged care services for the employment of up to 349 paid positions in the aged care workforce as a result of changes to the CDEP processes. The evaluation explored the impact on the workforce and service delivery of the change in the working arrangements from CDEP to structured, permanent positions.In the context of the three Workforce Development Projects, the NT Employment Project aims to develop a stable and ongoing workforce that provides employment opportunities in aged care to Aboriginal and Torres Strait Islander people. The NT Training Project provides access to skill development that will support people in effectively carrying out their roles and developing further skills and experience that will provide ongoing employment opportunities. The NT Resources Project underpins the Training project by identifying and developing information and training resources that will ensure effective training is delivered and that will support the information needs and support needs of both managers and coordinators and direct care workers in the aged care sector.
This project has achieved:
- Distribution of funding for the employment of Aboriginal and Torres Strait Islander people in 59 aged care services across the NT
- The majority of the funded positions being filled
- Stakeholder satisfaction with the process
- Management and worker satisfaction with the newly created jobs, and
- The development of a workforce profile of Aboriginal and Torres Strait Islander workers in aged care services.
Summary of findings
The transition to paid employment for Aboriginal and Torres Strait Islander aged care workers through changes to the CDEP process has been very successful in building the capacity of the Aboriginal and Torres Strait Islander aged care workforce and has had a positive impact on the workers and aged care services overall. Staff in funded positions appreciate the wages, the structure and the opportunity to work in a ‘proper’ job. In general, services have more reliable staff and are able to better plan the delivery of services to the clients.Information on the number and hours of workers in the created positions indicates that the positions are close to being fully utilised for the employment of Aboriginal and Torres Strait Islander people in the sample of communities and is likely to be indicative of all aged care services with funded positions.
The evaluation has demonstrated that, to date, the turnover in funded positions is similar to Aboriginal and Torres Strait Islander community aged workforce turnover, and turnover in the mainstream community care workforce throughout Australia. Continued evaluation of the workforce turnover will enable an understanding of whether the Workforce Development Projects contribute to the further sustainability of the workforce over time.
The workforce profile developed as part of this interim evaluation demonstrates that the average NT Aboriginal and Torres Strait Islander community aged care worker:
- Is a female aged between 25 and 44 years of age
- Works as a part-time care worker
- Has been employed for less than two years
- Has minimal qualifications
- English is not their first language.
- Works similar hours to the ‘average’ Australian community aged care worker
- Is younger than the ‘average’ Australian community aged care worker
- Has completed less formal education (to year 11 or 12) than the ‘average’ Australian community aged care worker (15% vs 54%)
- Has significantly less qualifications relevant to their role in aged care than the ‘average’ Australian community aged care worker (5% vs 54%)
- Are as likely to leave their job as the ‘average’ Australian community aged care worker
4.2 CDEP Conversion Data And Discussion
All data and references to tables in this section are contained in Attachment 3: Data Tables. Tables of results are referenced as follows: ET refers to evaluator tables; SA refers to the Skills Audit Database tables; SP refers to service provider tables, W refers to worker’s tables and RTO refers to RTO tables.Information on the funded positions is derived from data collected by GGJ through telephone interviews and on-site case studies. Collecting the CDEP conversion data proved to be difficult as it was challenging to ascertain the movement of workers from CDEP to paid positions, the complexity of data collection processes and the range of stakeholders who held information, for example, shires, coordinators and workers within communities.
4.2.1 Information provision on the employment funding resulting in changes to CDEP processes
Initially, DoHA funded the NT government to locate and fund created positions in HACC services. Later DoHA assumed responsibility for the management of funded positions as part of a broader Aboriginal and Torres Strait Islander community aged care workforce strategy for the NT. DoHA funds seven Shire Councils for 249 positions in aged care services in 44 communities and 16 independent aged care services for 100 positions in 16 communities.Funding agreements with aged care services and Shires allows for services to combine funding amounts to meet the service delivery needs of the service. Therefore, one funded position may be combined to create one full-time position. Alternatively, a number of funded positions could be ‘pooled’ to employ part-time staff based on the requirements of the service. The majority of positions were filled by people who were previously on CDEP arrangements. Where the person in the CDEP placement did not want to fill the position, or left the position, the service could fill the position in line with service protocols as long as the person employed was Aboriginal and/or Torres Strait Islander.
Shire representatives were asked if they had received sufficient information in relation to the funding to replace CDEP positions. All said they had and all were aware of the conversion process and the number of positions created in communities, and had knowledge of ‘on-the-ground’ positions that were created.
Coordinators were asked to identify the number of CDEP positions converted, the type of positions and whether CDEP participants were filling the positions. The interviewers in both the telephone interviews and the on-site interviews reported that approximately 50% of coordinators were, in the first instance, aware of the conversions and the conversion process. As to be expected, the longer serving coordinators were most aware of the conversions. (It may be that the changes to shire structures and processes in the NT and the high turnover of coordinators also contributed to this).
To clarify uncertainties with the coordinators and to enable the collection of data the interviewers described the changes to CDEP processes that resulted in the funded positions and staff likely to be in these positions.
- "Coordinator: I was lucky. I had good workers from the start. They did everything that was asked of them from day dot. When the conversions came, nothing changed. They were still as reliable and caring as they were before and still are. I could not do without them."
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4.2.2 Positions funded
The data collected from service coordinators by the evaluators shows21 that:- The 21822 positions that were funded from changes to CDEP in the 39 community aged care services interviewed for the evaluation were filled by 163 paid staff as follows:
- 139 (85%) direct care workers
- 17 (10%) cooks
- 4 (3%) drivers
- 2 (1%) administration staff
- 1 (1%) coordinator23.
- 59% of staff positions in community aged care were funded positions
- Of the staff in funded positions, 47% or 76 staff occupied the original CDEP positions that were funded.
- People in the funded positions work an average of 25 hours per week or 0.7 FTE24. This is in line with coordinator reports that staff prefer part-time work and that part-time workers best meet the needs of the services. Around 5 hours a day provides an adequate wage and provides workers with time to meet family responsibilities while ensuring staff are available to the service through the morning and lunch time period when most services are delivered.
- 100% of staff working in positions funded as a result of changes to CDEP processes were Aboriginal and Torres Strait Islander compared to 86% of all staff working in the community aged care services, and
- There were 23 staff currently on CDEP.
"Coordinator: The converted positions work so much better than the CDEP positions. We have the same number of both and we can clearly see the difference. CDEP workers will only work what they have to but our converted workers are more committed and willing to work more if they have to. These guys now think they are important and it makes a huge difference to people’s lives and they now see what we do is important. "
Comparison of DoHA data on converted positions to evaluator data
As noted above, DoHA information identified that 218 positions were funded as salary units25 in the 39 community aged care services interviewed for the evaluation. The evaluation identified that the 218 positions were filled by 163 paid staff working an average of 25 hours per week.To estimate the extent to which the 218 converted positions were filled it is assumed that a funded salary unit is equivalent to a half time salary, including on costs.
It can then be further assumed that each funded salary unit is generally equivalent to a half time position of 18.75 hours per week (half time of 37.5 hours per week). Using these assumptions, the 163 paid staff working an average of 25 hours per week converts to 4075 hours per week or 217 salary units. This compares very closely to the 218 converted positions even allowing for variation in the assumptions.
In summary, the information on staff employed in CDEP converted positions indicates that the positions are close to being fully utilised for the employment of Aboriginal and Torres Strait Islander people in the sample of communities. This is likely to be indicative of all communities with converted positions26.
Shires and community councils are required to report to DoHA six monthly via Employment Retention Reports and Progress Reports which include the following information:
- Number of positions funded through the changes to CDEP processes
- Financial information including total funding received, funding used on wages, offset amounts and the proportion of funding withheld for on-costs
- Name/Position Identifier
- Number of positions currently filled
- Difficulties in filling positions
- Training requirements of incumbents, and
- Training accessed in reporting period.
4.2.3 Staff turnover in funded positions27
Of the 163 paid staff in CDEP converted positions28 43 (26%) ceased employment from 19 services since January 200929. Of these 43 staff:- 14% had been employed for longer than a year, 54% had been employed for 6 months or less and 35% had been employed for 3 months or less
- According to service coordinators, 47% left because they were not interested in working or just didn’t turn up, 30% left due to family or personal issues, and 7% were asked to leave
- In most cases (58%) coordinators did not know where ex-staff members had gone but those who did reported:
- 19% were still in the community but not working
- 7% had moved on to another job in the community
- 7% had found another job outside the community, and
- 2% had moved out of the community.
As staff turnover is an indicator of the stability of the workforce, it is recommended that the turnover of Aboriginal and Torres Strait Islander staff in community aged care services in the NT is monitored on a regular basis.
Attracting and retaining staff
Coordinators were asked if there were any issues that made it hard to attract and retain skilled staff. The following responses were provided:- Variable attendance by workers (13 or 33% of respondents)
- Low wages (6 or 15%)
- Low literacy of workers (6 or 15%)
- Lack of work hours to offer workers (3 or 8%)
- Humbug32 in community, jealousy/ridicule (3 or 8%), and
- Lack of skilled workers (2 or 5%).
During on-site visits, Coordinators also cited personal and family issues, the need to participate in family gatherings, travel from the community for family commitments and a general disinterest in work as impacting on the attendance of workers.
From the on-site visits the evaluators consider that the lack of work hours and the low wages mentioned by coordinators are partly the result of a tendency for some services to employ more staff than required for lower wages and for fewer hours. Some coordinators explained that they do this to ensure enough numbers of staff to care for clients should some of them not attend work consistently (for reasons cited above) or to ensure that the workers were able to balance their work and home commitments. Other factors identified included cultural influences, the lack of staff with drivers’ licences, inexperienced staff and safety considerations.
In addition, coordinators identified that the type of services delivered generally necessitated workers to be available during the morning (to prepare and deliver meals), hence additional hours in the afternoon were not necessary or available for staff.
Workers interviewed during case studies expressed that working part time is suitable to them as it allows them to:
- Meet family and cultural commitments
- Provides a level of flexibility to work hours, and
- 'Be less pressured at work'.
It is also anticipated that these workshops will encourage staff management strategies, highlight contractual requirements (related to service types and delivery) and provide mentoring support for coordinators who expressed that they sometimes struggle with implementing robust staff management strategies. In addition, the training of workers and coordinators may prompt the identification of additional care needs for clients, which in turn, may necessitate more service delivery and staff hours. This may then contribute to the further development of staff, increased stability of the workforce and improvement in care delivery.
The case study visits facilitated wide ranging discussions with coordinators and workers about the type of services offered and client needs.
4.2.4 The impact of the funded positions34
Interviews with service providers identified:- The majority of services (27 or 69%) felt the CDEP conversions had a positive impact on their service and on aged care service delivery
- 54% of services said that service delivery had improved
- 21% said that staff were happier to come to work, and
- 21% said that the staff work ethic had improved leading to a higher quality of work.
Service providers were asked if they thought the CDEP conversions had an impact on the aged care workforce as a whole; 85% of services felt there had been an impact. Of these:
- 49% said workers were more reliable (eg turned up for work, worked the requisite hours)
- 31% said the stability of the workforce had improved (eg people staying in the jobs)
- 23% said the quality of work had improved (eg staff being more reliable and with more staff to do the work), and
- 13% said staff felt proud of having a real job.
- "Shire Representative: A lot of these workers have been on CDEP for years. This has been a big change. They are still getting used to it but the work quality has improved."
Aboriginal and Torres Strait Islander workers also commented on the impacts of moving from CDEP to paid work36:
- 79% of groups said the hours were better (eg regular hours with a structured start and finish time) - 6% said they were the same
- 68% said the job responsibility was better (eg given specific jobs to do at specific times) – 18% said it was the same
- 76% said job satisfaction was better (eg felt like there is purpose to the work, better working as a team) – 9% said it was the same, and
- 68% said career opportunities were better (eg having a stable job and an opportunity to work elsewhere if they wanted to) – 24% said they didn’t know.
The notion of a career was not evident as people saw themselves as working within their community in the long term with few choices in where they worked. This did not detract from the value that people placed on a ‘real paying job’ or on developing better skills through training.
The impact of the CDEP conversions was also explored with coordinators in the on-site visits. Again the coordinators were overwhelmingly positive about the impact of the conversions on the service, on the clients and on the staff who now have paid employment.
A specific area of investigation for the evaluation was whether the development of structured jobs would have a negative impact on CDEP workers who were used to flexible hours and minimal responsibility. As noted in 4.2.5 Issues with the CDEP conversions, two coordinators said staff find it hard to do the hours; however, staff were positive about the impact on their work hours, their job responsibilities, and their job satisfaction37. This is also supported by the data on staff turnover (see 4.3.7 Staff retention).
In all, the interviews with stakeholders and the data collected clearly show that people in CDEP converted positions are happier with ‘real jobs’ than with CDEP jobs.
4.2.5 Issues with the CDEP conversions38
Overall, respondents were satisfied with the CDEP conversion process, but were asked if there were any issues with the process so that improvements could be identified. One shire representative commented that the reporting process associated with the conversions was difficult given the transient nature of the Aboriginal and Torres Strait Islander workforce. Another representative suggested that criteria around the number of positions each community received were unclear and seemed tenuous.Other issues noted by coordinators included:
- Some workers find it hard to do the hours (2) (see also 4.2.4 The impact of the funded positions)
- 'Not enough funding provided – cannot offer the workers enough hours' (1), and
- 'The process was a little bit messy in its administration' (1).
All stakeholders were asked if they had any suggestions for improving the CDEP conversion process. No suggestions were made but respondents did re-affirm that the process was very good and that there have been significant benefits from the conversions.
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4.3 Workforce Profile
A profile of the Aboriginal and Torres Strait Islander community aged care workforce has been compiled using data collected by the RTOs utilising the SAD collection tool and from the evaluator’s data collection. Information on the workforce profile is compared to the data collected through the 2007 HACC Workforce Report. A summary of the Workforce Profile is included in Table 4.1: Summary of NT Aboriginal and Torres Strait Islander Aged Care Workforce.4.3.1 Sample of workers39
- RTOs collected information on aged care workers from 44 out of 59 communities
- 341 community aged care workers were identified by RTOs
- 45 were non-Aboriginal or Torres Strait Islander (13%), and
- 296 were Aboriginal or Torres Strait Islander (87%).
4.3.2 Gender of Aboriginal and Torres Strait Islander staff
- The vast majority of community aged care staff in the sample (85%) are females including coordinators and direct care staff, and
- This correlates with the 2007 HACC Workforce Report which also found that within the Northern Territory 85% of all Aboriginal or Torres Strait Islander staff were female. The 2007 report also found that 18% of men were in management positions compared with no Aboriginal and Torres Strait Islander men in coordinator positions in this survey40. Put into perspective the 2007 report found that of 17 management positions, three were filled by men.
4.3.3 Age of Aboriginal and Torres Strait Islander staff
- The average Aboriginal and Torres Strait Islander community aged care worker is between 25 and 44 years of age41
- Direct care staff are younger than coordinators with 41% of direct care workers aged under 35 years of age compared to 29% of coordinators. This most likely reflects the greater amount of experience that is required for management positions
- The 2007 HACC Workforce Report42 showed a similar age profile for Aboriginal and Torres Strait Islander HACC staff within the NT. In the national Aboriginal and Torres Strait Islander HACC workforce the average age is 35 to 44 years with direct care staff being younger than management staff. The age of staff was seen as an important factor in developing a stable and effective workforce with older people considered more appropriate to the work43. Age was not highlighted by stakeholders as a workforce issue in this evaluation, and
- The NILS report identified that 70% of community aged care workers in Australia are aged 45 or older which highlights the youth of the NT Aboriginal and Torres Strait Islander aged care workforce44.
4.3.4 Language
- English is not the first language for 76% of staff, and
- 23% of staff need help in communicating in English.
Literacy issues are further discussed in 6.2.5 Meeting community training needs (literacy).
4.3.5 Employment status of Aboriginal and Torres Strait Islander staff
- Most coordinators (76%) work full-time and most direct service delivery staff (63%) work part time45
- 3% of care workers work less than 15 hours per week and another 60% work between 16 and 34 hours per week
- The 2007 HACC Workforce Report found that smaller and more remote communities have more part time staff and less full time staff. The preferred work hours of staff were explored in the report. Staff preferred part time work to accommodate family responsibilities such as picking up children from school46, and
- The NILS report47 identified that more than half of all direct care workers in the community sector are employed on permanent part-time arrangements and 64% work 16-34 hours per week. This is similar to the NT Aboriginal and Torres Strait Islander workforce.
4.3.6 Length of employment
- The majority of staff in the sampled services (68%) have been employed for less than 2 years48, This is similar to NILS.
- Coordinators tend to have been employed longer than direct care workers, with 72% of management staff having been employed for over 2 years compared to only 30% of direct care workers49, and
- Similar to the SAD data, the 2007 HACC Workforce Report found that 64% of the NT HACC workforce had been employed for less than 2 years50. Nationally, 53% of the Aboriginal and Torres Strait Islander staff had been employed for less than two years. The higher number of workers under two years in the NT supports the 2007 finding that remote service staff experience a lower average length of employment51. It would be expected; however, that this proportion of staff employed for less than 2 years in NT communities may decrease as the community aged care training and coordinator training continues and the work force stabilises. This is also discussed in 4.3.7 Staff retention.
4.3.7 Staff retention
Information from the Skills Audit Database shows:- 19% of services experienced turnover of permanent Aboriginal and Torres Strait Islander staff in the last 12 months
- Of the total Aboriginal and Torres Strait Islander workforce in the sample 7% of staff left their position over the last year; that is, there was a staff turnover rate of 7%.
- The 2007 HACC Workforce Report52 found:
- 53% of services experienced paid staff turnover in the preceding year
- The national paid staff turnover rate for the Aboriginal and Torres Strait Islander workforce was 29%53
- There is a significant difference between the staff turnover rate reported through the SAD (7%) and the 2007 HACC Workforce Report (29%). The evaluation data also found that staff turned over in 49% of services with a turnover rate of 26% which supports the 2007 report. RTOs anecdotally also reported that turnover of training participants was an issue, and
- The NILS report54 also found that approximately 25% of Australian community care workers turnover each year. This indicates that the SAD data is highly likely to be inaccurate and will not be considered further.
A range of strategies for addressing staff turnover were reported in the 2007 HACC Workforce Report55 that included:
- Flexible working hours
- Time off for funerals and other cultural and family needs
- Development of a family atmosphere where staff feel secure and respected
- Development of trusting relationships between management and staff
- Understanding each person as an individual and trying to meet their needs
- Making sure people are not being shamed – shaming a person is the easiest way to lose them, and
- Above all, setting some very clear boundaries about what is acceptable and what is not acceptable behaviour and holding people to these boundaries.
4.3.8 School education level56
- 16% of direct care staff and 15% of coordinators achieved year 11 or 12
- Overall 15% of community aged care workers (including coordinators and direct care workers) achieved year 11 or 12
- 19% of direct care staff and 24% of coordinators achieved year 10
- The 2007 HACC Workforce report identified that 24% of direct care workers and 35% of management staff achieved year 10 to 1257. No reasons can be conjectured for the change in qualification levels between direct care staff and coordinators since 2007, and
- The NILS report58 shows that 54% of Australian community care workers achieved year 11 or 12 which is significantly higher than the NT Aboriginal and Torres Strait Islander aged care workforce reinforcing the need for ongoing training and support of this group of workers.
4.3.9 Tertiary qualifications for Aboriginal and Torres Strait Islander staff
- 14% of staff had, as their highest qualification, a Certificate I, II or III and only 2% had a Certificate IV or higher59, and
- This correlates with the 2007 HACC Workforce Report60 that found that in the NT 13% of all Aboriginal and Torres Strait Islander staff employed in Aboriginal and Torres Strait Islander focused HACC services had completed a Certificate I, II or III and 4% had completed a Certificate IV or higher.
4.3.10 Qualifications in health/aged care
- 15% of coordinators have a Certificate III in HACC or Aged Care
- 5% of direct care workers have a Certificate III in HACC or Aged Care61
- Overall, 5% of NT Aboriginal and Torres Strait Islander aged care workers have a Certificate III in HACC or Aged Care
- In contrast the 2007 HACC Workforce Report identifies 12% of management and 8% of direct care workers as having a Certificate III in HACC or Aged Care or 8% of Aboriginal and Torres Strait Islander workers overall62. This indicates that there has been a drop in the percentage of Aboriginal and Torres Strait Islander health/aged care qualifications over the last 3 years necessitating continued training provision, and
- The NILS report63 shows that 54% of Australian community care workers had a relevant Certificate III in HACC or Aged Care Work demonstrating that the NT Aboriginal and Torres Strait Islander Aged Care Workforce hold significantly fewer qualifications in health/aged care.
Characteristic and Data Source (all SAD data unless noted) | Key Findings | |
|---|---|---|
| Aboriginal and Torres Strait Islander % of Workforce | Aboriginal and Torres Strait Islander | 87% |
| Gender | Males | 15% |
| Females | 85% | |
| Age | Average Age | 25-44 Years |
| 16-24 | 10% | |
| 25-34 | 32% | |
| 35-44 | 31% | |
| 45-54 | 20% | |
| Over 54 | 6% | |
| Language | English is not first language | 76% |
| Need help communicating in English | 23% | |
| Area of Work (evaluator data) | Coordinator | 7% |
| Direct care worker | 93% | |
| Hours of Work | Work 16-34 hours per week | 55% |
| Coordinators full time | 76% | |
| Direct care workers full time | 63% | |
| Length of Employment | Less than 6 months | 14% |
| Between 6 months and 1 year | 33% | |
| 1 to 2 years | 21% | |
| 2 o 5 years | 15% | |
| Over 5 years | 17% | |
| Staff Retention (staff who left in the past 12 months) (evaluator data) | Staff turnover rate | 26% |
| Services who had staff leave in the last year | 49% | |
| School education level | Year 12 | 7% |
| Year 11 | 8% | |
| Year 10 | 20% | |
| Year 9 | 19% | |
| Year 8 | 12% | |
| Year 7 | 3% | |
| < Year 7 | 9% | |
| Tertiary Qualifications | Bachelor Degree or higher | 0% |
| Diploma | 1% | |
| Cert IV | 1% | |
| Cert III | 5% | |
| Cert II | 6% | |
| Cert I | 3% | |
| No post school training | 50% | |
| Qualifications in health/aged care | Cert III in HACC | 3% |
| Cert III in Aged Care | 2% | |
| Primary Health (Cert or Diploma) | 1% | |
| Other64 | 9% | |
| No health/aged care qualification | 84% | |
4.4 Annual Census
The SAD has provided valuable information for the compilation of a workforce profile; however, as noted above and in 5.3 Skills Audit Database (SAD) and User Manual, there are some issues with the data.To ensure accurate information is obtained on the workforce in Aboriginal and Torres Strait Islander aged care services in the NT it is recommended that an annual census is conducted of communities and is based on the collection of information for each individual employed.
Based on the evaluators experience with this project the census will require significant telephone and email contact to engage the communities and telephone assistance in completing the information.
Options for conducting the census include:
- DoHA conduct an annual census
- Include reporting census information as a requirement of funding once per year, and
- Contract the annual census collection to a suitable contractor with support from DoHA to encourage participation.
21. Table SP3
22. DoHA document: Location of Home and Community Care and Flexible Aged Care jobs created from CDEP processes in the Northern Territory
23. Table SP3 – % based on number of staff in a position that was converted from CDEP in each staff group as a % of the total of 163 staff in positions converted from CDEP in the sample
24. Calculated from the number of converted positions and the number of staff filling those positions
25. A salary unit represents funding for a permanent part-time position. In recognition of individual service needs and workforce requirements, each salary unit can be combined or split to allow for flexibility in employment. The number of hours required to be worked for each position created is determined in line with service delivery needs. Employees can therefore be engaged on a full or part time basis.
26. The sample of 39 communities is not a statistically robust sample due to non-random selection. Nonetheless, the sample size (66% of the whole) gives the evaluator’s confidence that results are likely to be indicative for all communities with CDEP conversions.
27. Tables SP38 to SP41
28. Table SP3
29. Table SP38
30. Gevers Goddard Jones 2007 Report on Mapping of the National Aboriginal and Torres Strait Islander Home and Community Care (HACC) Workforce p35
31. Martin B and D King 2007 Australian Government National Institute of Labour Studies Flinders University SA Who cares for older Australians? A picture of the residential and community based aged care workforce 2007 Canberra Department of Health and Ageing p75
32. Definition in Aboriginal English: to pester with inane or repetitive requests
33. DoHA has delivered NT Aboriginal and Torres Strait Islander Staff Mentoring Training by providing workshops for coordinators and for shire representatives that reiterate aged care service delivery principles, explore the role of coordinators and staff mentoring strategies
34. Tables SP42 to SP47
35. 4 shire representatives were interviewed for 6 communities and 1 community council representative was interviewed for 1 community. Percentages are based on the number of communities. See Table 3.1: Consultations.
36. Table W2
37. Table W2
38. Tables SP48 to SP49
39. Tables SA1 and SA2
40. Gevers Goddard Jones 2007 Addenda op cit p80
41. Table SA12
42. Gevers Goddard Jones 2007 Addenda op cit p79
43. ibid p24
44. Martin B and D King 2007 op cit p69
45. Table SA8
46. Gevers Goddard Jones 2007 op cit p29
47. Martin B and D King 2007 op cit p65
48. Table SA4 data was not provided in 35% of cases
49. ibid
50. Gevers Goddard Jones 2007 Addenda op cit p79
51. ibid p66
52. Gevers Goddard Jones 2007 op cit p35
53. Gevers Goddard Jones 2007 op cit Note: The 2007 report did not include staff turnover data for the NT; however, an analysis of raw data for the NT identified that 55% of services experienced staff turnover in the preceding year
54. Martin B and D King 2007 op cit p75
55. Gevers Goddard Jones 2007 p37
56. Table SA5
57. Gevers Goddard Jones 2007 Addenda op cit p80
58. Martin B and D King 2007 op cit p72
59. Note: This question was not answered in 34% of cases; the data provided is based on the data provided not including the don’t know responses.
60. Gevers Goddard Jones 2007 Addenda op cit p80
61. Table SA 7
62. Gevers Goddard Jones 2007 Addenda op cit p79
63. Martin B and D King 2007 op cit p72
64. This information was extracted from the SAD – it is not known what qualifications or level of qualifications are included in ‘other’
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