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ContentsIntroduction....................................................................................................................................3
Background................................................................................................................................3Objective....................................................................................................................................3Proposed timeframe and resources...........................................................................................4Approach....................................................................................................................................4
Environment...................................................................................................................................5Organisation Profile....................................................................................................................5Review Process.........................................................................................................................6Aboriginal Community................................................................................................................6
Objectives......................................................................................................................................7Strategies...................................................................................................................................7Key Initiatives.............................................................................................................................8Targets.......................................................................................................................................8
Overall Employment Strategy Framework...................................................................................10Planning and Governance...........................................................................................................10
Identification of Employment and Training Opportunities........................................................10Funding....................................................................................................................................11Cultural Awareness / Organisational Preparation....................................................................12Attraction and Recruitment......................................................................................................14Mentoring.................................................................................................................................15Guidance, Monitoring and Assessment...................................................................................16
Initiative One: Nurse Traineeship Program / Training.................................................................17Traineeships.............................................................................................................................17Training....................................................................................................................................18
Initiative Two: Introduction of School Based Traineeships..........................................................19Initiative Three: Additional Employment Strategies.....................................................................20Key Contacts...............................................................................................................................21Reference Material......................................................................................................................23
Appendix 1: Outcomes of SED Advisory review process........................................................24Appendix 2: Reserving Employment Positions for Aboriginal People......................................26Appendix 3: Employer training funding guide..........................................................................28Appendix 4: Health workforce and management resource guide............................................30Appendix 5: Labour Force Statistics........................................................................................32
2
IntroductionBackground
Karreeta is the Gunditjmara word for “grow” and Yirramboi is the Taungurung word meaning
“tomorrow”.
Karreeta Yirramboi is the Victorian Government’s plan to improve public-sector employment
and career development outcomes for Aboriginal people. The plan spans a timeline of 2010
– 2015 and responds to COAG’s National Partnership Agreement in Indigenous Economic
Participation and the commitment to halve the gap in employment outcomes between
indigenous and non-indigenous people within a decade.
Karreeta Yirramboi sets an Aboriginal employment target of one per cent for the Victorian
public sector and requires public-sector organisations with 500 or more employees to
develop an Aboriginal employment plan.
The public health sector plays an important part in the overall achievement of the one per
cent Aboriginal employment target. Thirty two Victorian public health services have a
workforce in excess of 500 employees; the aim is to develop individual Aboriginal
employment plans that are tailored to the individual organisation’s capacity and reflective of
the communities in which they operate.
The Department of Health has engaged with the Commonwealth Department of Education,
Employment and Workforce Relations (DEEWR) to facilitate and coordinate the Aboriginal
Employment Plan project. The project is funded by DEEWR with the Department of Health
taking responsibility for selecting the 32 organisations. Priority is given to health services
with 500 or more employees. Western Health meets these criteria and is responsible for
designing and implementing an Aboriginal Employment Plan to meet these requirements.
ObjectiveThe objective of this plan is to increase employment participation of Aboriginal people at
Western Health to one per cent of the total workforce. This target is based on head count
and not effective full-time equivalent (EFT).
Through the process of increasing Aboriginal employment participation, greater
understanding of cross-cultural requirements will be achieved to develop the environment
and systems for long-term Aboriginal participation at the entire Western Health organisation.
3
Proposed timeframe and resourcesThe timeframe for achieving the one per cent employment participation target under
Karreeta Yirramboi is 2015.
To achieve the one per cent target, this plan intends utilising both State and Federal funding
sources to assist Western Health in minimising financial exposure while creating meaningful
training and career opportunities for local Aboriginal people.
Although significant funding is available for wage subsidies and training, Western Health has
provided resources for supervision, mentoring, cultural awareness training and project
management.
ApproachThis Aboriginal Employment Plan is designed to provide practical steps to achieve the one
per cent workforce participation goal, as detailed in the Karreeta Yirramboi employment and
training plan.
To ensure Western Health’s plan is balanced, an integrated implementation model has been
adopted throughout. This model ensures the plan addresses four critical areas:
1. Internal – procedure, preparation, ownership and measurement;
2. Engagement – partnerships, networks and strategic alliances;
3. Development – employment initiatives, training and investment; and
4. Retention – embedding processes and procedures.
The objectives and outcomes of the plan are spread over the next three years (2012-2015).
It is important to remember when utilising this document that this is not a ‘static plan’. As
opportunities arise and momentum grows through new initiatives and greater employee and
partnership participation, this plan must reflect such change.
4
EnvironmentOrganisation ProfileWestern Health was formed in July 2000 (from a much larger combined health service
covering north, west and parts of central metropolitan Melbourne) and is the major public
provider of acute health services throughout western metropolitan Melbourne.
With approximately 6000 staff, Western Health provides a range of health services including
emergency, elective, medical, surgical, obstetrics, paediatrics, community-based
rehabilitation, acute geriatric medicine and subacute services from three acute hospital
campuses - Western Hospital, Sunshine Hospital and The Williamstown Hospital. In
addition, Western Health delivers residential aged care services from Reg Geary House and
Hazeldean Nursing Home; and drug and alcohol services from the DASWest facility.
Western Health's catchment extends from Footscray out to the growth corridors of Caroline
Springs and Melton, up to Sunbury and down to Werribee. The catchment numbers
approximately 690,000 people and is growing at four per cent per annum.
The organisation is committed to increasing the participation rate of Aboriginal people within
the work force to one per cent. As a major employer in Melbourne’s western region, Western
Health has the potential to provide an example to the wider community of best-practice
methods to produce meaningful employment and training outcomes to local Aboriginal
people.
Western Health supports the Australian Government’s ‘Closing the Gap’ strategy, which is a
formal commitment to achieve Indigenous health equality within 25 years.
5
Review ProcessTo determine the requirements for the Aboriginal Employment Plan, an internal review process has been completed.
This review was conducted in September 2012. The findings are detailed in Appendix 1.
Aboriginal CommunityWestern Health acknowledges that an unacceptable gap currently exists between the health
outcomes of the Aboriginal and Torres Strait Islander community and the wider Victorian
community.
Through engagement with Aboriginal and Torres Strait Islander people living in Victoria,
Western Health aims to build relationships with and demonstrate respect for the respective
communities and discover mutually beneficial opportunities that address the unacceptable
differences that currently exist.
The Aboriginal Employment Plan will assist in the engagement of Aboriginal people at
Western Health. The appointment of Aboriginal employees is an effective way of
encouraging the presentation of Aboriginal people to Western Health for treatment. Western
Health has focused this plan on the attraction and training of Aboriginal nurses; this is a
strategic decision to integrate Aboriginal clinical staff within the organisation to assist in the
treatment of Aboriginal patients.
Importantly, the introduction of Aboriginal employees at Western Health will be part of the
overall team, not specific Aboriginal roles. This will ensure Aboriginal employees are an
integrated and valued member of the Western Health team, with skills developed for
utilisation in a variety of medical situations and across Western Health’s multicultural
clientele.
6
Objectives
StrategiesAs described above, each public health service must strive towards achieving one per cent
workforce participation of Aboriginal people by 2015.
Many of the career opportunities within the health sector are professional and require
academic qualifications. Western Health works with Victoria University and the Mayfield
Centre to provide placements for students completing academic programs at these
institutions.
Western Health has identified nursing as the core employment area of the plan. A mixed
employment approach will include TAFE entry-level opportunities within the organisation and
the introduction of suitable employees into part-time and casual positions to provide
employment flexibility.
An additional strategy is the identification of undergraduate Aboriginal students currently
completing professional qualifications. Consideration of funded cadetship placement not only
engages additional Aboriginal employees with Western Health but also provides critical
employment placement for the acquisition of practical skills.
Following the introduction of the Equal Opportunity Act 2010 in August 2011, Western Health
can advertise and reserve positions for Aboriginal applicants without applying for anti-
discrimination exemption from the Victorian Civil and Administrative Tribunal (VCAT). This
change in policy allows Western Health to target specific sectors of the organisation for
Aboriginal employment.
7
Key InitiativesWe have provided detailed strategies and actions for the following initiatives. The initiatives
for Western Health’s Aboriginal Employment Plan are designed to provide a proactive and
practical approach to achieving the one per cent Aboriginal employment target by 2015.
The initiatives are divided into three key areas:
The introduction and implementation of an Aboriginal Nurse Traineeship Program
Introduction of School Based Traineeships
Additional employment strategies including scholarships
Each key area has specific detailed strategies to achieve the outcome. An indicative time
line has been provided to assist in the implementation.
TargetsWestern Health currently employs five identified Aboriginal staff. To fulfil the one per cent
target, Western Health requires a total of 50 Aboriginal employees.
To achieve the one per cent target Western Health requires an innovative and committed
approach to increasing Aboriginal employment participation.
8
9
Overall Employment Strategy FrameworkThe six sections detailed below are designed to work in conjunction with the three
employment initiatives. It is critically important to assess the actions in each of these
strategies when implementing any part of the three employment initiatives.
Planning and GovernanceIdentification of Employment and Training OpportunitiesThe initial step in the process of implementing an Aboriginal Employment Plan is to identify
opportunities within the organisation that will provide the environment for positive training
and participation outcomes and allow access to funding and resource streams.
Objective Strategy Action Time Frame
Establishing positive and culturally appropriate training and employment opportunities
Identify employment and
training opportunities within
Western Health
Liaise with Department Managers as
vacancies occur to identify potential
opportunities for Aboriginal employees
People Services team promotes and
advocates the benefits of employing
Aboriginal employees
People Services team leads the
organisation in the collections and
distributions of Aboriginal employment
initiatives (State, Federal and Local). This
includes assessment of the viability of new
initiatives for Western Health and
implementation strategies
10
FundingAccess to State and Federal funding is critical to the success of this plan. Detailed below are
the sources of funding available to assist with its implementation:
Objective Strategy Action Time Frame
Ensure program sustainability
Determine funding
methods for Aboriginal
Employment Program
Utilise the following funding streams to
implement Aboriginal Employment Plan:
Federal Traineeship funding
Youth Employment Scheme
Indigenous wage subsidy
Skills Victoria funding
Job Services Australia – negotiated directly
with regional provider
11
Cultural Awareness / Organisational Preparation
It is critically important to prepare the team in which the employee will be assigned. Cultural
awareness training will assist in providing the practical tools and expectations for managing
and working with Aboriginal people.
Organisational preparation will ensure expectations and standards are understood before
commencement. Some of the Aboriginal employees will be youth entering the workforce for
the first time; however, employees may also engage with years of industry experience. This
section of the plan outlines the steps to ensuring the employee is culturally supported.
Objective Strategy Action Time Frame
Raise cultural awareness
Further develop the cultural
awareness program within
Western Health
Research health avenues for practical
cross-cultural training
Identify initial departments which require
cultural awareness training
Develop a policy and procedure for
ongoing refresher training
Provide a culturally inclusive workplace
Increase cultural
recognition throughout
Western Health
Establish requirements for increased
cultural recognition
Identify improvements in initial departments
hosting Aboriginal employees
Ensure quality induction and orientation
Develop a culturally aware
orientation program and
induction for employees
Develop an induction and orientation
program for new Aboriginal employees to
Western Health both generally and specific
to the department of employment
12
Objective Strategy Action Time Frame
Ensure quality induction and orientation continued…
Department and
Management preparation
Develop a training program for supervisors
and managers in best practice methods for
training and supervising Aboriginal
employees
Ensure the environment is welcoming to
Aboriginal employees
Develop an extended induction and
orientation program suitable for employees
Establish communication and reporting
requirements if the employment or
traineeship is across departments
Reporting and grievance
Establish communication and reporting
guidelines and requirements between
departments e.g. People Services, and the
department hosting Aboriginal employees
Follow the organisational grievance
procedure for supervisors, managers and
employees, if required, and include as part
of the initial orientation
Maintain and review trainee specific
policies and procedures to ensure Western
Health monitors and collects Government
funding incentives
Follow the National Employment
Standards, current leave entitlement policy
relevant award / EBA to ensure that cultural
leave is available and managed
appropriately to address attendance to
funerals and Aboriginal community events
Record data collected from Western Health
application form to assist in Aboriginal and
Torres Strait Islander identification process
and allow assessment of Aboriginal and
Torres Strait Islander presentation for
employment
13
Attraction and Recruitment
Western Health will enhance its ability to attract and recruit Aboriginal people through
innovative processes that explore a variety of recruitment and attraction methods.
Successful recruitment of Aboriginal employees is often achieved through the establishment
of networks and partnerships. The strategy below emphasises this approach:
Objective Strategy Action Time Frame
Increase the number of employment applications from Aboriginal community
Determine the optimum
sources for advertising
Aboriginal positions
Continue to foster
relationships with local
secondary schools and the
LLEN
Further develop current networks within the
local Aboriginal community to introduce
new employment opportunities at Western
Health
Develop marketing opportunities through
Western Health open days, career days,
school visits, and student mentoring
Ensure selection is
sensitive to Aboriginal
cultural practices
Develop advertising material and position
descriptions which are appropriate and
written clearly to adequately convey the
role and the application process
Where possible, include an Aboriginal
panel member on selection panel
Provide pre-interview support and guidance
to applicants
Ensure the interview process is engaging
by selecting a relaxed environment for
interviewing that includes cultural
recognition
Structure questions and interview
techniques that will engage an audience
who may be attending their first formal
interview
Incorporate into the recruitment a process
to establish whether literacy and numeracy
testing is required for shortlisted applicants
Provide feedback on interview performance
for each candidate interviewed with
practical tips for improvement
14
Mentoring Mentoring is an essential part of the engagement process for Aboriginal employees. A
system will be introduced to ensure each new Aboriginal employee is paired with a mentor
for the training period of their employment. Importantly, this strategy will include selection
and training of mentors to prepare them for this important task.
Objective Strategy Action Time Frame
Provide a supportive work environment for all Aboriginal employees
Establish an internal
mentoring program within
Western Health
Implement a training program for all
nominated internal mentors
Partner mentors with new trainees on the
first day of employment
Investigate external Indigenous mentoring
programs
Extend the mentoring program to School
Based Trainee program
Evaluation and
assessment of mentoring
programs
Develop measures to determine
effectiveness of the mentoring, include
surveying of mentors and employees to
establish future improvements
15
Guidance, Monitoring and AssessmentMonitoring and assessing the progress of the program is vital for the governance and
management of the Aboriginal Employment Plan.
Objective Strategy Action Time Frame
Monitor and assess program
Include as a regular
agenda item at Operational
Executive Committee
Incorporate the
implementation of the
Aboriginal Employment
Plan in the People
Services team work plan
People Services Director to ensure the
Aboriginal Employment Plan is included on
the Operational Executive agenda
People Services Director to provide regular
progress reports on implementation at
Executive Committee meetings
Aboriginal Employment Plan to be included
as part of the quality initiatives within the
People Services team plan to ensure
regular monitoring of plan progress
Maintain quality and integrity of reporting
In conjunction with the
Operational Executive
Committee ensure a
framework for regular and
accurate reporting
Develop a strategy to assess the ongoing
effectiveness of the program
Ensure guidelines and process for
reporting are understood and deadlines are
met
Utilise findings in subsequent Aboriginal
employment appointments as the plan
progresses
16
Initiative One: Nurse Traineeship Program / TrainingTraineeships
Western Health has identified nurse training pathways as the core initiative in employing
Aboriginal staff. Traineeships provide a defined pathway for skill attainment, funding and
structured training. Many of the future nursing trainees employed by Western Health will be
entering the workforce for the first time. For some employees this will be the first experience
of structured vocational training.
A clearly defined system and structure is critical in any successful trainee program.
Objective Actions Time Frame
Vocation identification
Identify departments which may provide traineeship
opportunities in medical orientated roles, e.g. PCA, Enrolled
Nurses, Allied Health Assistants
Determine the number of trainees to be engaged on an
annual basis over the period of the plan
RTO and TAFE partnerships
Ensure Vic Uni and other identified training organisations can
provide training for anticipated numbers of trainees
Utilise the objectives outlined below in the ‘training section’ to
establish relationships and monitor RTO and TAFE
partnerships performance
Internal resource requirements
Identify staff to train and tutor trainees
Estimate equipment and technology needs
Funding Apply for funding for trainees (see resources section in this
plan)
Marketing ‘Sell’ the benefits of the Traineeship program internally &
externally
17
Training
An important component of this Aboriginal Employment Plan is the development and
monitoring of a quality training program. This training program is designed to up skill current
and future Aboriginal employees. Central to the success of this program is the engagement
of organisations that understand the challenges of training Aboriginal employees.
Combining outsourced expertise with internal resources at Western Health will ensure
current and future Aboriginal employee engagement and up skilling is successfully
implemented.
Objective Actions Time Frame
Define departmental training requirements
Identify departments and positions where training is required
Identify and scope specific training required for relevant
positions and employees
Identify partnerships for training service delivery
Establish the required partnerships with TAFE / Uni or RTO
to deliver the training required in each vocation
Assess the performance of the training organisation and the
potential of delivering high standards of competency training
to Western Health
Establish with the training organisation the communication
methods and frequency to monitor employee’s training
progress
Assess the RTO or TAFE’s capacity to assist with literacy
and numeracy training – consider using the DEEWR WELL
program to assist if required (see details in resources
section)
Determine internal training facilities and resources
Determine the training facilities required for the training
during the traineeship
Assess the human resources required to assist with the
competency-based training
Establish the technology and infrastructure requirements to
employ and train each Aboriginal employee
18
Initiative Two: Introduction of School Based TraineeshipsSchool Based Traineeships (SBAT) provide an opportunity for Year 10, 11 and 12 students
to engage with Western Health during their final years of schooling. This system assists the
student in the transition from school to work while delivering vital industry-specific
competency training.
Objective Strategy Action Time Frame
Increased options and pathway opportunities for secondary students
Develop partnerships with
local schools and
education networks
Develop a partnership with local secondary
schools
Liaise with stakeholders including TAFE,
the local Koori Transition Officer, RTO’s
Explore opportunities to
provide SBAT with local
secondary schools
Determine SBAT target occupations within
Western Health
Monitor guidelines for
SBATs
Establish communication protocols
between schools, parents and Western
Health to monitor school and work
performance
Ensure each SBAT understands that the
desired outcome is successful completion
of school and the traineeship
Inadequate achievement in either area may
result in the student being removed from
the SBAT program
Evaluation of SBAT
pathway
Monitor the outcomes of SBAT programs
and the transition to full time health industry
careers
Evaluate the benefit of SBAT placements in
establishing relationships with local
students and promoting the health sector
as an employment option
19
Initiative Three: Additional Employment StrategiesInitiative three details employment strategies outside the traineeship system. These
strategies engage Aboriginal employees through existing skilled vacancies and scholarship
programs for graduate students.
Although the Objectives, Strategies and Actions within this section are generalist statements
without identification of vocation, Western Health has identified nursing as the core vocation
for Aboriginal employment. Therefore, this section of the plan should be utilised when
implementing strategies for qualified and graduate nurses.
Objective Strategy Action Time Frame
Ongoing employment is made available to the Aboriginal community
Identification and
marketing of employment
opportunities (skilled and
professional)
Identify positions for Aboriginal employees
(possibly quarantined under changes to the
Equal Opportunity Act 2010)
Ensure ongoing identification of
opportunities throughout the year at
Western Health as vacancies occur within
the organisation
Market identified opportunities through
Koori media and local networks
Identify Aboriginal students engaged with
local and metropolitan universities
Discuss the possibility of university student
placements with department managers to
identify training opportunities within
Western Health
20
Key Contacts Victoria University
Contact: Karen JacksonPosition: Indigenous Services CoordinatorAddress: Cnr Nicholson & Buckley Street, Footscray VIC
Phone: (03) 9919 2836Mobile:
Fax:Email: [email protected]
Contact: Jennifer LeesPosition: Education Manager
Phone: (03) 9919 8762Email: [email protected]
Contact: Jacqui StewartPosition: Aboriginal Hospital Liaison Officer
Mobile: 0401 156 570Email:
Australian Catholic UniversityContact: Naomi WolfePosition: Indigenous CoordinatorAddress: 115 Victoria Parade, Fitzroy VIC 3065
Phone: (03) 9953 3000Mobile:
Fax:Email: [email protected]
Sunshine College Contact: Jenny BakerPosition: Careers CoordinatorAddress: Graham Street, Sunshine VIC 3020
Phone: (03) 8311 5200Mobile:
Fax:Email: [email protected]
21
Gilmore College for Girls Contact: Narelle IrvinPosition: Careers CoordinatorAddress: 298 Barkly Street, Footscray VIC 3011
Phone: (03) 9689 4788Mobile:
Fax:Email:
Victorian Aboriginal Community Controlled Health Organisation Incorporated (VACCHO)
Contact: Carol WilliamsPosition: RTO Manager – Education and Training UnitAddress:
Phone: (03) 9419 3350Mobile: 0419 379 245
Fax:Email: [email protected]
22
Reference MaterialAppendix 1: Outcomes of SED Advisory review process
Appendix 2: Reserving Employment Positions for Aboriginal People
Appendix 3: Employer training funding guide
Appendix 4: Health workforce and management resource guide
Appendix 5: Labour Force Statistics
23
Appendix 1: Outcomes of SED Advisory review processTo determine the requirements of the Aboriginal Employment Plan an internal review
process has been completed. The People Services department of Western Health are
championing the process of planning and implementation for ‘Karreeta Yirramboi’.
Interviews were conducted over two days Western Health with:
People, Culture and Communications Management
Community Participation and Diversity Management
Aboriginal Hospital Liaison Officer
Social Work and Pastoral Care staff
Adult Drug and Alcohol Services
Human Resources staff
Environmental Services staff
In addition to the interviews, a policy and procedures audit has been conducted to determine
systemic deficiencies in relation to Aboriginal employees and trainee employment.
From the data, the following broad findings were established:
24
To achieve the one per cent target by 2015, Western Health needs to develop
employment strategies to attract Aboriginals to all areas of employment within the
health service particularly nursing (47 per cent of WH staff are nurses), support
services and allied health;
Western Health is a Registered Training Organisation providing courses leading to a
certificate IV qualification in Patient Services Assistants, Theatre Technicians and
Administration;
Western Health is exceptionally culturally diverse, with an ever changing socio-
demographic background and this is subsequently reflected in both staffing and
patients. Cultural change has been undertaken at Executive level;
There is a feeling of goodwill towards this project and the support of all involved staff
from Executive to lower-level management;
From the perspective of the ‘well-being’ of the local Aboriginal community, being
employed under the initiative could potentially transform some people’s lives. The
staff recognised that skills and qualifications obtained at Western Health could
potentially be transferred to other employment environments. Hence the program
would be contributing significantly to enabling Aboriginal people develop valuable life
skills and qualifications;
Cultural training needs to be completed with supervisors and general staff before
Aboriginal employees are introduced into the workforce;
Assistant positions within Allied Health and Patient Services have already been
identified as areas where Aboriginal employment would have benefit;
Policies and procedures need to be reviewed and updated to reflect the needs of
Aboriginal employees.
25
26
27
28
29
30
Appendix 5: Labour Force Statistics
Statistical AreaThe following Labour Force and Population Statistics have been sourced from the 2011 Census of Population and Housing data (http://www.censusdata.abs.gov.au) and are based on surrounding Local Government Areas.
The Local Government Areas used for Western Health are: Brimbank (C)
Maribyrnong (C)
Moonee Valley (C)
Hobsons Bay (C)
It’s important to note that some degree of statistical variation may exist in the following population statistics due to randomly adjusted data by http://www.censusdata.abs.gov.au. The data is adjusted to avoid the release of confidential information.
This may affect some results proportionately, particularly where smaller populations are involved. This is evident where percentages are higher than 100 per cent.
31
Aboriginal PopulationPopulatio
n Victoria
Aboriginal 34,948 0.65%
Total 5,353,159 100%
Aboriginal Population
by Age
Local Government AreasTotal
AboriginalPopulationBrimbank (C) Maribyrnong (C) Moonee Valley
(C) Hobsons Bay (C)
0-9 132 45 56 64 29710-19 126 56 42 69 29320-29 103 58 61 58 28030-39 65 54 40 53 21240-49 83 40 36 46 20550-59 41 30 22 41 13460-69 22 7 8 17 5470-79 3 3 10 4 2080-89 0 0 0 4 490-99 0 0 0 0 0100 + 0 0 0 0 0
Total 575 293 275 356 1,499
% of total population 0.31% 0.41% 0.26% 0.42% 0.34%
Total Population 182,695 71,623 107,439 83,852 445,609
Employed - Work Full-Time
32
Hobsons Bay (C) Aboriginal Population
356
Maribyrnong (C) Aboriginal Population
293
Brimbank (C)Aboriginal Population
575
Moonee Valley (C) Aboriginal Population 275
Age
Local Government AreasTotalBrimbank (C) Maribyrnong
(C)Moonee Valley
(C)Hobsons Bay
(C)
Full-Time
% of Pop.
Full-Time
% of Pop.
Full-Time
% of Pop.
Full-Time
% of Pop.
Full-Time
% of Pop.
0-9 0 0% 0 0% 0 0% 0 0% 0 0%10-19 9 7% 0 0% 3 7% 3 4% 15 5%20-29 37 36% 23 40% 26 43% 28 48% 114 41%30-39 27 42% 26 48% 21 53% 21 40% 95 45%40-49 28 34% 24 60% 16 44% 26 57% 94 46%50-59 13 32% 14 47% 9 41% 13 32% 49 37%60-69 8 36% 0 0% 0 0% 0 0% 8 15%70-79 0 0% 0 0% 0 0% 0 0% 0 0%80-89 0 0% 0 0% 0 0% 0 0% 0 0%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 122 21% 87 30% 75 27% 91 26% 375 25%
Employed - Work Part-Time
Age
Local Government AreasTotalBrimbank (C) Maribyrnong (C) Moonee Valley
(C) Hobsons Bay (C)
Part-Time
% of Pop.
Part-Time
% of Pop.
Part-Time
% of Pop.
Part-Time
% of Pop.
Part-Time
% of Pop.
0-9 0 0% 0 0% 0 0% 0 0% 0 0%10-19 10 8% 3 5% 3 7% 5 7% 21 7%20-29 15 15% 10 17% 13 21% 4 7% 42 15%30-39 3 5% 10 19% 3 8% 6 11% 22 10%40-49 10 12% 3 8% 4 11% 0 0% 17 8%50-59 3 7% 6 20% 8 36% 9 22% 26 19%60-69 3 14% 0 0% 3 38% 0 0% 6 11%70-79 0 0% 0 0% 3 30% 0 0% 3 15%80-89 0 0% 0 0% 0 0% 0 0% 0 0%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 44 8% 32 11% 37 13% 24 7% 137 9%
Unemployed - Looking for Full-Time Work
AgeLocal Government Areas
TotalBrimbank (C) Maribyrnong (C) Moonee Valley (C) Hobsons Bay (C)
33
Looking for Full-
Time Work
% of Pop.
Looking for Full-
Time Work
% of Pop.
Looking for Full-
Time Work
% of Pop.
Looking for Full-
Time Work
% of Pop.
Looking for Full-
Time Work
% of Pop.
0-9 0 0% 0 0% 0 0% 0 0% 0 0%10-19 3 2% 5 9% 0 0% 0 0% 8 3%20-29 16 16% 0 0% 4 7% 3 5% 23 8%30-39 3 5% 3 6% 0 0% 3 6% 9 4%40-49 6 7% 0 0% 0 0% 4 9% 10 5%50-59 0 0% 0 0% 0 0% 0 0% 0 0%60-69 0 0% 0 0% 0 0% 0 0% 0 0%70-79 0 0% 0 0% 0 0% 0 0% 0 0%80-89 0 0% 0 0% 0 0% 0 0% 0 0%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 28 5% 8 3% 4 1% 10 3% 50 3%
Unemployed - Looking for Part-Time Work
Age
Local Government AreasTotalBrimbank (C) Maribyrnong (C) Moonee Valley
(C) Hobsons Bay (C)
Looking for Part-
Time Work
% of Pop.
Looking for Part-
Time Work
% of Pop.
Looking for Part-
Time Work
% of Pop.
Looking for Part-
Time Work
% of Pop.
Looking for Part-
Time Work
% of Pop.
0-9 0 0% 0 0% 0 0% 0 0% 0 0%10-19 3 2% 0 0% 0 0% 0 0% 3 1%20-29 0 0% 0 0% 3 5% 3 5% 6 2%30-39 0 0% 4 7% 0 0% 3 6% 7 3%40-49 0 0% 0 0% 0 0% 3 7% 3 1%50-59 0 0% 3 10% 0 0% 0 0% 3 2%60-69 0 0% 0 0% 0 0% 0 0% 0 0%70-79 0 0% 0 0% 0 0% 0 0% 0 0%80-89 0 0% 0 0% 0 0% 0 0% 0 0%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 3 1% 7 2% 3 1% 9 3% 22 1%
Not in the Labour Force (LF)Age Local Government Areas Total
Brimbank (C) Maribyrnong (C) Moonee Valley (C)
Hobsons Bay (C)
34
Not in the LF
% of Pop.
Not in the LF
% of Pop.
Not in the LF
% of Pop.
Not in the LF
% of Pop.
Not in the LF
% of Pop.
0-9 0 0% 0 0% 0 0% 0 0% 0 0%10-19 42 33% 19 34% 17 40% 21 30% 99 34%20-29 32 31% 15 26% 11 18% 16 28% 74 26%30-39 22 34% 13 24% 11 28% 13 25% 59 28%40-49 26 31% 13 33% 12 33% 10 22% 61 30%50-59 21 51% 6 20% 6 27% 14 34% 47 35%60-69 13 59% 7 100% 5 63% 14 82% 39 72%70-79 3 100% 0 0% 4 40% 3 75% 10 50%80-89 0 0% 0 0% 0 0% 3 75% 3 75%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 159 28% 73 25% 66 24% 94 26% 392 26%
Not Applicable
Age
Local Government AreasTotalBrimbank (C) Maribyrnong
(C)Moonee Valley
(C)Hobsons Bay
(C)
N/A % of Pop. N/A % of
Pop. N/A % of Pop. N/A % of
Pop. N/A % of Pop.
0-9 134 102% 44 98% 56 100% 62 97% 296 100%10-19 53 42% 29 52% 14 33% 35 51% 131 45%20-29 0 0% 0 0% 0 0% 0 0% 0 0%30-39 0 0% 0 0% 0 0% 0 0% 0 0%40-49 0 0% 0 0% 0 0% 0 0% 0 0%50-59 0 0% 0 0% 0 0% 0 0% 0 0%60-69 0 0% 0 0% 0 0% 0 0% 0 0%70-79 0 0% 0 0% 0 0% 0 0% 0 0%80-89 0 0% 0 0% 0 0% 0 0% 0 0%90-99 0 0% 0 0% 0 0% 0 0% 0 0%100 + 0 0% 0 0% 0 0% 0 0% 0 0%
Total 187 33% 73 25% 70 25% 97 27% 427 28%
Victorian Labour Force Statistics as a Percentage of the Population
Population
Victoria
Not in the labour force
Unemployed, looking for part-
time work
Unemployed, looking for full-
time work
Employed, worked part-
timeEmployed,
worked full-time
Aboriginal 9,387 543 1,173 3,215 6,235
35
% of total population 0.65% 0.87% 1.42% 0.41% 0.39%
Total Population 1,451,357 62,166 82,627 791,754 1,583,126
36
37