Rural, remote and regional CLCs

Rural, remote and regional CLCs

ASU Workforce Survey 20071242 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 wouldnt

35% said they were unsure

For those who stay..71.8% - I believe in the work of the non govt community sector14.6% - I enjoy the client contact I have7.8% - I get good money and conditions for the work I do4.4% - I have good career development prospects

For those who dont.58.6% - I can get paid more for similar work elsewhere17.2% - I do not have enough career opportunities in this sector10.3% - I can get better conditions at work elsewhere8.6% - the nature of the work is difficult or risky1.7% - 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 pay18.1% - Guaranteed minimum training provided by employer15.4% - Less stressful work environment14.1% - More opportunities to be promoted

Qualifications84.3% had a relevant qualification

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

Barriers to gaining qualificationsHighest 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 staffLow 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 yearsLess than 20% - 51.7%

20-49% - 33.8%

50-74% - 10.6%

More than 75% - 4%

Aboriginal or Torres Strait Islander workersCant attract workers to apply for jobs 62%Cant find workers with the right skills for the job 60.9%Cant provide training to skill workers for the job 14.1%Cant provide culturally appropriate support to keep workers 22.8%

Practical strategies Funded incentivessalary 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 supportA transfer system or exchange system between urban and rural CLCsHelp someone maintain professional links/contacts funding for conferences and training, links with local lawyers in town, skype discussions, professional development phone discussionsRun specific rural campaigns that all other CLCs help out with

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

Practical strategies -orientationComprehensive orientation program and information kit for new employeesStrategies for feeling welcome in a new community it takes time for personal and professional relationships to buildDont 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 quicklyMeet 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 servicesDeclining union membership and activismLoss of delegates rightsContracted staff - lower wages/no rights

New, more powerful community-based mechanism to communicate directly with employerRecast union issues as community issuesStrengthened negotiations for pay parity

Systematic program for skill development for union and community delegates/activistsNew hope for change amongst union delegates/membersCommunity reciprocity - campaigning for other local prioritiesSupport from National officers of UNISON critical