Home' Australian Ageing Agenda : AAA Jan-Feb 2015 Contents focus
an advertising feature
A more person-centred approach is at the core of the training
that is specific to people in community and residential environments.
Reputation is everything. "We are proud of the training practices we
have built at Selmar with our dedicated team," Sellen says.
One aspect of the recent branding campaign that produced a
positive response from clients was its brand essence message - 'Care
Beyond Compliance'. This is printed on the back of the polo tops that
students wear on placement. "Our message is carried through to the
workplace. Selmar Aged Care Education Institute students clearly
identified by their orange shirts and are given the practical aspects of
the course. They are highly employable and have the edge over many
other students who may have got their qualification without setting
foot into a facility."
Selmar Aged Care Education Institute recently announced new
partnerships with Jewish Care (Victoria) in addition to multi-site
providers and smaller individual providers in private and government.
To help consumers and employers make their own assessment in
finding the right training provider, ASQA has published a tool: 'Choosing
a training or education provider.' Visit: http://www.asqa.gov.au/media-
EDUCATION TRAINING GUIDE A 'FIRST'
One of the key initiatives to come out of the Victorian aged care
Southern Region Workforce Innovation Network (WIN) program
has been the "Useful Educators' Guide" Booklet. A first of its kind,
this booklet gives industry guidelines and recommendations on
all aspects of aged care training and has been generating a lot of
interest particularly from RTOs.
"It has certainly established stronger relationships with RTOs such
as Selmar Aged Care Education Institute who are prepared to work to
the recommended guidelines," says Bryan Quinn, Community/Human
Resources Manager at The Village Baxter, Frankston. The booklet is
being distributed to the aged care sector throughout Victoria and
is expected to become more widely circulated as the word spreads
about its relevance to the industry as a whole. "LASA's Workforce
Relations Taskforce has picked up on it and it was to be a topic of
further discussion at our next meeting," Quinn says.
The WIN program, which was funded by the Community Services
and Health Industry Skills Council, was set up in 2013 to implement
projects that addressed issues in the aged care workforce and involved
training organisations, job seeking agencies and service providers.
According to Quinn, the Network looked at three areas:
recruitment, training -- "which is where the booklet is proving
useful" - and the way forward when it comes to mentoring the next
group of leaders.
"From our meeting last October with the Network participants
it was decided that the group should continue with the ongoing
initiatives that were implemented and also examine a number of
emerging options for employers. For instance, being able to share
staff and work towards developing consistent methods of training. We
know if The Village Baxter and the facility nearby have compatible
cultures, service and training standards and procedures the staffer
can be recommended for employment by either organisation." Quinn
says sharing staff in this way has not happened formally before
although previously staff could work at more than one facility.
"One of the recurring problems we have encountered involves
differences in training standards between facilities and training
organisations. So we need to be certain that the people working
with us have a collective understanding of their role and a mutual
standard of excellence particularly with organisations that share
He said the concept has the potential to spread and The Village
Baxter would be presenting these opportunities at the LASA Tri-State
Conference in Albury, in February.
Quinn hopes other organisations may well want to jump on board,
particularly some of the bigger operators. "It could be that a Job
Services Agency may have 15 people wanting to work in aged care
and putting it out there to aged care service providers with vacancies
or who are prepared to be part of a joint recruitment process the
JSA may be better able to try and match them. Equally, the ability
for providers to share traineeships for potential new staff entrants
creates additional employment opportunities.
"A few of the larger service providers have indicated they are
happy having seen the model working here and would like to talk to
JSAs / RTOs in other areas to establish a similar model. So what been
established through the WIN program is now spreading -- who knows
where it might go?"
The mentoring part of the WIN program is also working well, he
says. This specific leadership course involved potential leaders being
assigned to an industry mentor on a monthly basis. The mentors can
be CEOs or senior management from different service providers and
organisations working with this next group of leaders coming through
the industry. It could be a registered nurse wanting to become
directors of nursing, or anyone currently in the industry who has
been identified with leadership potential to give them the opportunity
and ability to take the next step forward.
"Working with them and encouraging them to take part in the
industry and work on their leadership skills so they can step up when
the opportunity arises to take on that next level of management."
As part of its three yearly accreditation appraisal due in January,
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