Page 1 of 31

Incorporating the Department of Health, Metropolitan

Health Services, Peel Health Service and WA Country
Health Service


WA HEALTH
EQUITY AND DIVERSITY PLAN
2010 to 2015

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Contents
Page

1. Message from the Director General 3
2. Introduction 4
3. Legislative Requirements 4
4. Past Achievements 5
5. Development of the Plan 5
6. Workforce Profile and Targets 6
7. Monitoring and Reporting 7
8. Accountability 8
9. Implementation of the Plan 8
10. Review of the Plan 8
11. Equity and Diversity Outcomes 2010 - 2015 9

Appendix 1: Past Achievements 26
Appendix 2: WA Health Officers with Equity & Diversity Responsibilities 28
Appendix 3: Substantive Equality 30


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1 Message from the Director General
WA Health is committed to creating an equitable and diverse workforce that is
representative of Western Australias diverse community.

This commitment is articulated in the Equity and Diversity Plan which will assist WA Health
to provide the public of Western Australia with the best possible health service; one that
reflects an appreciation of the states diversity and an understanding of the diverse needs
of our patients and clients.
Achieving this requires effort from all of us.
For WA Health, it means providing an environment in which people want to work, where
staff can perform to the best of their capacities, where all employees are treated fairly and
with respect, and where there is no harassment or discrimination.
It also means encouraging people from a wide range of backgrounds to work for WA
Health, especially those from the following groups:
women (in management)
Aboriginal and Torres Strait Islander
people with disabilities
people from culturally diverse backgrounds
youth (under 25 years)
mature employees (over 45 years).
For all staff, it means supporting WA Healths endeavours, and seeing the promotion of
equity and diversity as both a responsibility and an opportunity to show respect and
support for our colleagues and fellow citizens.
I endorse WA Healths Equity and Diversity Plan and expect all WA Health managers to
take action to help achieve its objectives.
Over the next five years, the Plan will be regularly reviewed and updated to ensure it
remains current and relevant. I am confident that we will continue to build on the many
achievements we have so far.



Kim Snowball
Acting Director General
J une 2010



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2 Introduction
The Equity and Diversity (E& D) Plan (the Plan) outlines the equity and diversity outcomes
to be achieved by WA Health from 1 J anuary 2010 to 31 December 2015 along with
strategies for achieving these outcomes. The Plan provides WA Health with a strategic
focus to maximise our human resource potential to provide quality services for our patients
and clients.
The Plan supports the following four outcomes:
The organisational culture values diversity and the work environment is free from
racial and sexual harassment.
The workplace is free from employment practices that are biased or discriminate
unlawfully against employees or potential employees.
Employment programs and practices support the achievment of workforce diversity
and include strategies for the recruitment, retention and engagement of staff from
Equal Employment Opportunity Groups (EEO Groups).
A relevant and achievable Plan is maintained and communicated widely.

3 Legislative Requirements
The Plan identifies how WA Health will fulfill its obligation to prepare and implement an
Equal Opportunity Management Plan in accordance with the objectives of Part IX of The
Equal Opportunity Act 1984 (EO Act). The EO Act identifies provisions that public
authorities should include in the Plan. These include:
the devising of policies and programs by which the objectives of Part (IX) are to be
achieved
the communication of those policies and programs to persons within the authority
the collection and recording of appropriate information
the review of personnel practices within the authority (including recruitment
techniques, selection criteria, training and staff development programs, promotion
and transfer policies and patterns, and conditions of service) with a view to the
identification of any discriminatory practices
the setting of goals or targets, where these may reasonably be determined, against
which the success of the management plan in achieving the objects of this Part (IX)
may be assessed
the means of evaluating policies and programs
the revision and amendment of the management plan
the appointment of persons within the authority to implement the provisions
contained in items 1 to 7.

Public authorities include all public sector bodies, public universities and local
governments. For the purposes of this plan, the term authority refers to WA Health which
incorporates the following entities:
Department of Health.
Metropolitan Health Services
Peel Health Service
WA Country Health Services



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4 Past Achievements

In 2006, WA Health established the WA Health E & D Working Group which included
representation from all Area Health Services
1
(AHS). The working group developed the
WA Health E & D Plan 2007 2009 and promoted the implementation of strategies
contained within the plan. Some of the key equity and diversity achievements made from
2007 to 2009 are provided in Appendix 1.

5 Development of the Plan
Consultation
During the development of the Plan, consultation was conducted with key internal and
external stakeholders. These included:
Office of Equal Employment Opportunity
WA Health E & D Working Group
South Metropolitan Area Health Service Public Health Unit
North Metropolitan Area Health Service Public Health and Ambulatory Care
Office of Aboriginal Health, WA Health
Area Director, Aboriginal Health, WA Country Health Service
WA Health Language Services Network
WA Health Institute for Healthy Leadership
Chief Information Officer
Director Health Industrial Relations Service
workforce, human resource and employment services areas across WA Health
area health service equity and diversity working groups.

Policies and Reviews
The following WA Health policies, strategic documents and reports informed the
development of the E & D Plan:
WA Health Strategic Direction
Operational Plan 2009 - 2010
Code of Conduct
Equal Opportunity and Diversity Policy
Prevention of Bullying, Harassment and Discrimination Policy
Workplace Policy for Breastfeeding
Flexible Work Practices Policy
Phased Retirement Policy
Substantive Equality Policy
Disability Access and Inclusion Plan
Reconciliation Action Plan 2008 - 2013
Aboriginal and Torres Strait Islander Employment Framework Business Plan and
Employment Guide
Aboriginal Cultural Respect Implementation Framework
Welcome to Country and Acknowledgement of Traditional Ownership Guidelines
and Protocols
Language Services Policy

1
For the purposes of this plan, Area Health Services is a collective term used to refer to North Metropolitan
Area Health Service, Child and Adolescent Health Service, South Metropolitan Area Health Service, WA
Country Health Service, Royal Street Divisions, Health Corporate Network, Pathwest and Health Information
Network.

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WA Health Employee Climate Survey Report
WA Health Pay Equity Review
WA Health Language Services Review.

6 Workforce Profile and Targets
WA public sector agencies set their own workforce diversity targets based on their current
workforce representation, comparison with other public sector agencies, population
demographics and business outcomes. The targets set out below for EEO groups have
been established in consultation with the State Health Executive Forum (SHEF) and area
health service workforce areas.

WA Health also aims to be inclusive of the needs of employees and prospective
employees with respect to other factors such as age (e.g. mature employees and youth),
work life balance needs, sexual orientation, and cultural and religious beliefs.
Representation of EEO Groups in the WA Health Workforce
2

Figure 1 identifies the percentage of representation that EEO groups have in the WA
Health workforce (includes full-time, part-time, casual, sessional staff).


EEO Group
2009
Actual
(%)
2010
Target
(%)
2011
Target
(%)
2012
Target
(%)
2013
Target
(%)
2014
Target
(%)
2015
Target
(%)
Women in
Management in Tier 2
& 3 combined
44.3 45.2 46.1 47 48.1 49.1 50
People from Culturally
Diverse Backgrounds
16.1 16.1 16.1 16.1 16.1 16.1 16.1
Aboriginal and Torres
Strait Islander
3

0.9 1.3 1.7 2.1 2.5 2.9 3.2
People with
Disabilities
4.9 4.9 4.9 4.9 4.9 4.9 4.9
Youth 6.6 7.0 7.4 7.8 8.2 8.6 9.0
Figure 1


2
Diversity data is collected via the WA Health Diversity Data Form at a whole of Health level. Diversity data is
concerned with number of persons not number of full time equivalents.


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Distribution of EEO Groups (Equity Index
4
)
Figure 2 identifies the equity index for each EEO group in WA Health. The Equity Index
measures the extent to which staff from EEO groups are distributed evenly through the
salary levels of the organisation. 100 is the ideal equity index for all groups.


EEO Group
2009
Actual

2010
Target

2011
Target
2012
Target
2013
Target
2014
Target
2015
Target
Women in
Management in Tier 2
& 3 combined
69.2 74.3 79.4 84.5 89.6 94.7 100
People from Culturally
Diverse Backgrounds
130.1
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
Aboriginal and Torres
Strait Islander
31.7 43.1 54.5 65.9 77.3 88.7 100
People with Disabilities 170
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
maintain
at 100
Figure 2
7 Monitoring and Reporting
Regular monitoring and evaluation of the Plan will enable WA Health to assess whether
strategies are appropriate, achievable and effective in meeting the objectives of Part IX of
the EO Act. The following reporting and assessment framework exists to support the
evaluation of the E & D Plan and associated policies:

7.1 Operational Plan - All AHSs report on the implementation of the Plan in the
operational plan on a quarterly basis. Monitoring achievements against the relevant
operational plan target is undertaken by the Performance Reporting Branch of the
Department of Health and reported to the Director General.

7.2 Diversity Data Reporting - WA Health reports diversity data annually through the
Minimum Obligatory Information Requirements (MOIR) public sector reporting
framework.

7.3 Performance Targets - The Director General of the Department of Health is
required to report annually to the Minister for Health on the achievement of diversity
targets as outlined in his performance agreement.

7.4 External Monitoring and Reporting - External monitoring and reporting is
undertaken by the Director of EO in Public Employment through an evaluation and
feedback report which provides an assessment of the extent to which the E & D
Plan of a public authority demonstrates reasonable coverage of the requirements
listed in S145 of the EO Act. Additional information about agency effectiveness in E
& D is gained through the collection and analysis of workforce profile information
and the monitoring of staff perceptions in climate surveys.

4
The equity index is a measure of "compression" - the extent to which a given occupational group is
primarily to be found at the lower classification levels.

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8 Accountability
The SHEF
5
is responsible for ensuring that the principles of equity and diversity are
applied across WA Health. This responsibility is reinforced through the performance
agreements of SHEF members and the WA Health Operational Plan.

Managers and supervisors are responsible for ensuring that diversity, equal opportunity
and anti-discrimination principles, policies and strategies are followed and integrated into
appropriate planning and practices in the workplace.

Employees are responsible for adhering to equity and diversity, and anti-discrimination
principles and policies and integrating these into their practices in the workplace.

9 Implementation of the Plan
The SHEF has overall accountability to ensure the achievement of the outcomes included
in the Plan are met. AHSs are responsible for implementing the specific strategies outlined
in the Plan. Workforce and human resource areas are responsible for coordinating
strategies in their respective health areas and providing advisory support. Some staff have
equity and diversity responsibilities as part of their roles. Their position titles are provided
at Appendix 2.

The Plan will be communicated to staff via publication on the intranet and email.
Managers and supervisors are responsible for ensuring that all staff without an email
address have access to the Plan.

10 Review of the Plan
This Plan operates from 2010 to 2015. During this time, the Plan may be revised or
updated to reflect changes in strategic direction impacting on the Plan. The Plan will be
reviewed and reported upon on an annual basis and reviewed 6 months prior to its expiry
with the view to developing the next Plan. All recommendations to revise or update the
Plan will go through a consultation process and be referred to the SHEF for its
endorsement.

5
SHEF membership is defined at Appendix 2.

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11 Equity and Diversity Outcomes 2010 - 2015
OUTCOME 1
WA Healths culture values diversity and the work environment is free from racial and sexual harassment, discrimination and
bullying.
Strategies designed to meet this outcome focus on ensuring a transparent accountability and governance framework for achieving EEO
and workforce diversity. To achieve this outcome WA Health will actively implement the following strategies:
Strategy 1.1: Ensure a transparent accountability and governance framework for Equity and Diversity.
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.1.1 SHEF members have their E & D
responsibilities clearly identified, and
measured in their performance
agreements, duty statements and
performance assessments.

Director General

Annually in
March
The performance agreement of the Director General
and Area Chief Executives (or equivalents) include
E & D responsibilities and these are assessed at
performance development reviews.

1.1.2 AHSs report on the progress of
E & D initiatives on a quarterly basis
through the operational plan.
Area Chief
Executive or
equivalent
Quarterly in
J anuary,
April, J uly,
October

Operational plan progress reports are provided to the
Director General on a quarterly basis.
1.1.3 Establish a WA Health E & D
industry representative group to plan and
monitor EEO and diversity outcomes.
Director Workforce,
Royal Street
Divisions

31 August
2010
The terms of reference of the E & D industry
representative group are endorsed by the Director
General.
Strategy 1.2: E & D initiatives are incorporated into business planning.
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.2.1 AHSs incorporate E & D initiatives of
this plan into their operational plans.
Area Chief
Executive or
equivalents
Annually in
March
Area Health Service strategic and operational plans
include E & D initiatives.

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INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.2.2 AHSs develop, implement and
review E & D initiatives to achieve the
outcomes of the WA Health E & D Plan:
Develop and review E & D
initiatives.



Implement E& D initiatives.



Area Health
Service (AHS)
Workforce Directors
or equivalents
6


Executive Directors
(not Workforce) or
equivalents
7

31
December
2015
AHSs report on the extent of achievement of E & D
initiatives quarterly under the Operational Plan.
Strategy 1.3: Structures, policies and procedures exist to ensure the workplace is free of harassment, discrimination and
bullying
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.3.1 Policy on prevention of bullying,
harassment and discrimination is reviewed
every two years.
Director Workforce,
Royal Street
Divisions
Policy
reviewed by:
31 Dec
2010, 2012
& 2014
The policy is endorsed by the Director General.
1.3.2 Managers and employees are
informed of policies and procedures for
managing bullying, harassment and
discrimination through communication
strategies, education initiatives and
induction.
AHS Workforce
Directors or
equivalents
May 2011
May 2013
May 2015


AHSs develop and implement a communication
strategy to be reviewed every two years.



6
AHS Workforce Directors or equivalents is a collective term used to refer to staff with overall responsibility for workforce or human resources areas in area health
services. Relevant position titles are provided at Appendix 2.
7
Executive Directors or equivalents is a collective term which is defined at Appendix 2.


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INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.3.2 Managers and employees are
informed of policies and procedures for
managing bullying, harassment and
discrimination through communication
strategies, education initiatives and
induction (continued).
AHS Workforce
Directors or
equivalents
Ongoing


Quarterly in
J anuary,
April , J uly,
October
Information about the policy and procedures is
provided at each induction.

Progress towards meeting the target percentage of
staff participating in education initiatives is included in
operational plan reports.

1.3.3 Existing internal employee support
networks (Contact, Grievance, Peer
Support etc) are maintained, appropriately
supported and promoted to new and
existing staff.
AHS Workforce
Directors or
equivalents
Six monthly
in April and
October



Up to date registers of support officers are maintained
in human resource/workforce areas.
The names of support officers are made available to
staff via the Health Online Information Intranet, local
intranets, email, local newsletters and notice boards.

Human resource (HR) /workforce areas have regular
contact with support officers using various methods as
appropriate.

Support officers receive training opportunities on a
needs basis.

1.3.4 Promote the Employee Assistance
Program (EAP) to staff through
communication strategies, education
initiatives and induction.
AHS Workforce
Directors or
equivalents
Six monthly
in April and
October
Information about the EAP is provided at each
induction and circulated to staff via global email,
newsletters, networks, notice boards and induction as
appropriate.

1.3.5 Record formal incidents of
harassment, discrimination and bullying
and report in accordance with WA Health
policy.

AHS Workforce
Directors or
equivalents
Ongoing as
each incident
occurs

HR/workforce areas maintain a register of all incidents
assessed as harassment, discrimination and bullying.



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Strategy 1.4: Promote a harmonious workplace environment that values diversity
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
1.4.1 The WA Health Code of Conduct is
reviewed every three years (or as required).
Director Workforce,
Royal Street
Divisions
Reviewed by:
Dec. 2011
Dec. 2014

The reviewed Code of Conduct is endorsed by the
Director General.
1.4.2 The WA Health Code of Conduct is
promoted to existing and new staff through
communication strategies and induction.
AHS Workforce
Directors or
equivalents
Ongoing


April 2011
April 2014
Information about the code is provided at each
induction.

The Code of Conduct is promoted to staff using
various methods such as operational directive, email,
newsletters and notice boards.
1.4.3 The Equal Opportunity & Diversity
Policy is reviewed every 2 years.
Director Workforce,
Royal Street
Divisions

Reviewed by:
1 Sept 2010
1 Sept 2012
1 Sept 2014

The policy is endorsed by the Director General.



1.4.4 The Equal Opportunity & Diversity
Policy is promoted to existing and new staff
through communication strategies,
education initiatives and induction.
AHS Workforce
Directors or
equivalents
J an. 2011
J an. 2013,
J an. 2015

The policy is promoted to staff via operational
directives, email, newsletters, notice boards and
education initiatives.
Information about the policy is provided at each
induction.
1.4.5 AHSs encourage staff to attend
training programs and events that celebrate
diversity and culture.
AHS Workforce
Directors or
equivalents

AHS Workforce
Directors or
equivalents
J an. 2011
J an. 2013,
J an. 2015

Every four
months in
February,
J une and
November
The policy is promoted to staff via operational
directives, email, newsletters, notice boards and
education initiatives.
Information about the policy is provided at each
induction.

Training programs and events are promoted
regularly to staff using various methods including
email, newsletters and notice boards.

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OUTCOME 2
Workplaces are free from employment practices that are biased or discriminate unlawfully against employees
or potential employees.
Strategies designed to meet this outcome focus on providing fair and equitable policies and practices for employees and potential
employees in all areas of human resource management. To achieve this outcome WA Health needs to overcome barriers that may have
disadvantaged some members of EEO groups and actively implement the following strategies:
Strategy 2.1: Recruitment Strategy incorporates equity and diversity outcomes
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
2.1.1 Review and update the WA Health
Recruitment and Selection Policy and
Guidelines with particular reference to
EEO and diversity and substantive equality
principles
8
, selection methods for recruiting
a diverse workforce and links to relevant
documents that promote equity and
diversity.

Director Workforce
Services Health
Corporate Network
Reviewed by
1 Aug 2010
1 Aug 2012
1 Aug 2014
The WA Health Recruitment and Selection Policy and
Guidelines are endorsed by the Director General.
2.1.2 Managers and employees are
informed of revised Recruitment &
Selection Policy and Procedures
AHS Workforce
Directors or
equivalents
Nov. 2010
Nov. 2012
Nov. 2014

Staff receive information about the revised policy and
procedures via operational directives, email,
newsletters, notice boards, induction and education
initiatives.

2.1.3 Review and update selection panel
training to incorporate equity and diversity
and substantive equality principles and
selection methodologies for recruiting a
diverse workforce.

AHS Workforce
Directors or
equivalents
Annually in
October
Training program curricula and website information
are reviewed to ensure that
E & D related and substantive equality principles and
selection methodologies are included.



8
Information about substantive equality is provided at Appendix 2.

Page 14 of 31

INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
2.1.4 Identify in the Recruitment &
Selection Procedures the need for
recruitment and selection training
programs to include E & D and substantive
equality principles and related selection
methodologies.

Director Workforce
Services, Health
Corporate Network
1 Aug 2010
1 Aug 2012
1 Aug 2014
The Recruitment & Selection Procedures identify that
the need for recruitment and selection training
programs to include E & D and substantive equality
principles and related selection methodologies.

2.1.5 Advertising processes encourage
applicants from EEO groups to apply
Director Workforce
Services Health
Corporate Network

Ongoing The following statement is included in all job
advertisements
WA Health is committed to achieving a diverse
workforce and strongly encourages applications from
Aboriginal and Torres Strait Islanders, people from
culturally diverse backgrounds and people with
disabilities.
9


Recruitment and Selection guidelines identify the
different recruitment and selection performance
measures required by:
o Aboriginal and Torres Strait Islanders
o people from culturally diverse backgrounds
o people with disabilities.

2.1.6 Review J DFs of advertised positions
to ensure they do not discriminate against
EEO groups
AHS Workforce
Directors or
equivalents
Twice per
year in April
and October
A sample of J DFs of advertised positions are
reviewed in each AHS to ensure that they do not
discriminate against EEO groups.





9
Department of Health Western Australia, 2009, Aboriginal Employment A guide to better attraction, selection and retention strategies across WA Health
9



Page 15 of 31
Strategy 2.2: Employment options provide flexibility for employees at all levels of the organisation
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
2.2.1 The Flexible Work Arrangements
Policy is reviewed every two years.
Director Workforce,
Royal Street
Divisions
Reviewed by
1 Feb 2011,
2013 & 2015

The WA Health Flexible Work Arrangements Policy is
endorsed by the Director General.
2.2.2 The Flexible Work Arrangements
Policy is promoted to existing and new
staff through communication strategies,
induction and education initiatives.

AHS Workforce
Directors or
equivalents
May 2011
May 2013
May 2015
The policy is promoted to staff via operational
directives, email, newsletters, notice boards, induction
and education initiatives.

Strategy 2.3: The exit survey process provides an avenue for addressing inequitable employment practices
2.3.1 A health system wide exit survey
process is developed.
Director Workforce,
Royal Street
Divisions

1 J uly 2010 A health system wide electronic and paper based exit
survey process is developed by 1 J uly 2010.

2.3.2 All AHSs have an exit survey
process in place.
AHS Workforce
Directors or
equivalents

31 J uly 2010 A health system wide electronic and paper based exit
survey is implemented by 31 J uly 2010.

2.3.3 The Exit Survey Policy and
Guidelines are developed and reviewed.
Director Workforce,
Royal Street
Divisions

31 J uly 2010
31 J uly 2012
31 J uly 2014
The WA Health Exit Survey Policy and Guidelines are
endorsed by the Director General.

2.3.4 The Exit Survey Policy and
Guidelines are promoted to existing and
new staff through communication
strategies, induction and education
initiatives.

AHS Workforce
Directors or
equivalents
Sept. 2010
Sept. 2012
Sept. 2014
The policy is promoted to staff via operational
directives, email, newsletters, notice boards, induction
and education initiatives-.


Page 16 of 31
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
2.3.5 Exit Survey data is reported to area
health services on a regular basis
Director Workforce,
Royal Street
Divisions

Quarterly in
J anuary,
April, J uly,
October

Six monthly
in J anuary
and J uly

Survey return rate is reported to Area Health Service
workforce directors on a quarterly basis.


Survey findings are formally reported to area health
service workforce directors on a six monthly basis.
2.3.6 AHSs monitor and respond to issues
raised through the exit survey process.
AHS Workforce
Directors or
equivalents
Ongoing


Six monthly
in April and
October

Local exit survey representatives report issues raised
in real time data to AHS Workforce Directors.

AHSs report on the reasons why people leave the
workplace and associated management strategies, in
the operational plan report.
Strategy 2.4: The grievance resolution process provides an avenue for addressing employee grievances
2.4.1 The Employee Grievance Resolution
Policy and is reviewed every two years.
Director Workforce,
Royal Street
Divisions

Reviewed
by:
1 Nov 2010
1 Nov 2012
1 Nov 2014

The WA Health Employee Grievance Resolution
Policy is endorsed by the Director General.

2.4.2 Develop and maintain local
employee grievance resolution guidelines.
AHS Workforce
Directors or
equivalents
Reviewed
by:
1 April 2011
1 April 2013
1 April 2015

Local AHS employee grievance guidelines are
endorsed by Area Health service Chief Executives or
equivalents.




Page 17 of 31
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
2.4.3 The Grievance Resolution Policy and
Guidelines is promoted to existing & new
staff through communication strategies,
induction & education initiatives.
AHS Workforce
Directors or
equivalents
J uly 2013
J uly 2015
J uly 2015
The policy is promoted to staff via operational
directives, email, newsletters, notice boards, induction
and education programs.

OUTCOME 3
Employment programs and practices include strategies for EEO groups, to achieve workforce diversity
Strategies designed to meet this outcome focus on increasing the participation of EEO Groups in the workforce at all levels.
Although WA Health is committed to improving employment outcomes for all diversity groups, there needs to be particular focus on
developing strategies for Aboriginal and Torres Strait Islanders who remain significantly under represented in the WA Health workforce,
even in regions with a significant Indigenous client base. Given Healths mature workforce and likelihood of increased exits through
retirement over the coming years, strategies focused on retaining mature aged employees are essential.To achieve this outcome WA
Health will actively implement the following strategies:

Strategy 3.1: Improve employment outcomes for EEO Groups
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.1.1 AHSs monitor progress against
workforce diversity targets based on their
current workforce representation,
patient/client needs and business
outcomes.
AHS Workforce
Directors or
equivalents
Annually in
J uly
AHSs report regularly on workforce representation
and distribution.
3.1.2 Promote the use of entry level
employment
programs and traineeships to managers
e.g.
Graduate Development Program
Public Sector School Based
Traineeships.
AHS Workforce
Directors or
equivalents
Six monthly
in February
and August
Entry-level employment programs and traineeships
are promoted to managers via workforce consultants,
newsletters, email and notice boards.

Page 18 of 31
Strategy 3.2: Maintain current workforce diversity data for all EO groups to be used in workforce planning and development of
EEO and diversity strategies
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.2.1 Use the Employee Diversity Data
Form across Health to collect diversity
information from all employees.
AHS Workforce
Directors or
equivalents

and

Chief Information
Officer
Ongoing


Ongoing


30 J une
31 Dec
Employee Diversity Data Form is included in all new
recruitment starter packs.

Returned forms are data entered into the human
resource information system.

The HR Reporting Branch report on the Employee
Diversity Data Form return rate to AHS Workforce
Directors on 30 J une and 31 December each year.

3.2.2 Encourage staff to complete a
Diversity Data Form e.g. through:
system wide survey distribution in
J une 2010
including capacity to update E and
D data in My HR function
Health intranet sites
AHS Workforce
Directors or
equivalents
Ongoing


31 Dec.2015


April and
October

Staff are provided with the opportunity to complete the
form at induction.

Online updating methodologies are implemented.


Six monthly reminders are sent to staff through
various strategies including newsletters and email.
3.2.2 Identify tools for reporting E & D data
at health system wide level and Area
Health Service level.

AHS Workforce
Directors or
equivalents
30 J une
2011
Increase in percentage and accuracy of
E & D data reported.

3.2.3 Develop tools for reporting E & D
data at health system wide level and Area
Health Service level.
e.g. workforce diversity report templates to
assist with monitoring the workplace profile
and E & D targets.
Director Workforce
Royal Street
Divisions
and
Chief Information
Officer
30 J une
2011
Increase in percentage and accuracy of
E & D data reported.


Page 19 of 31
Strategy 3.3: Develop and implement education initiatives that increase the cultural awareness of WA Health employees
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.3.1 Awareness of different cultures is
developed through communication
strategies and education initiatives.
AHS Workforce
Directors or
equivalents
Six monthly
in April and
October
Awareness of different cultures is promoted to staff
using various methods such as operational directives,
email, newsletters, notice boards and education
initiatives.

Strategy 3.4: Establish strategies targeted at improving employment outcomes for women
3.4.1 Analyse workforce data pertaining to
women in management and develop and
implement strategies as appropriate.

Analyse workforce data and develop
strategies


Implement strategies




AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents
Six monthly
in April and
October
Workforce representation targets are reached for
women in management.
3.4.2 Review workforce strategies
implemented in relation to increasing the
representation of women in management
from 2001 onwards over the last 10 years
and assess their impact.

Director Workforce
Royal Street
Divisions
31
December
2010
Workforce strategies in relation to women in
management implemented from 2001 onwards are
reviewed and their impact identified.
3.4.3 Review the results of the WA Health
pay equity audit undertaken in 2008/2009,
recommend strategies to address gender
inequality, and implement endorsed
strategies.
Director Workforce
Royal Street
Divisions
1 J uly 2012 Recommendations are endorsed by the Director
General.

Recommendations endorsed by the Director General
are implemented.

Page 20 of 31

INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.4.4 The Workplace Policy for
Breastfeeding is reviewed every two years.
Director Workforce
Royal Street
Divisions
Reviewed
by:
1 Feb 2012
1 Feb 2014

The WA Health Workplace Policy for Breastfeeding is
endorsed by the Director General.

3.4.5 The Workplace Policy for
Breastfeeding is promoted to existing and
new staff through communication
strategies, induction and education
initiatives.

AHS Workforce
Directors or
equivalents
I May 2012
1 May 2014
The policy is promoted to staff via operational
directives, email, newsletters, notice boards, induction
and education initiatives.
Strategy 3.5: Establish strategies targeted at improving employment outcomes for Aboriginal and Torres Strait Islanders at all
levels of the organisation.
3.5.1 Implement workforce related
strategies outlined in the Aboriginal and
Torres Strait Islander Employment
Business Plan 2008 -2013
10
.

Executive Directors
or equivalents
31
December
2013
Workforce representation targets are reached for
Aboriginal and Torres Strait Islanders.













10
Department of Health Western Australia, 2008, Aboriginal and Torres Strait Islander Employment Business Plan 2008 - 2013

Page 21 of 31
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.5.2 Develop and implement recruitment
and retention strategies as outlined in the
publication Aboriginal Employment A
guide to better attraction, selection and
retention strategies across WA Health.
11

Develop recruitment and retention
strategies.



Implement recruitment and retention
strategies.






AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents
31
December
2013
Employment strategies developed and implemented
are aligned to the Aboriginal and Torres Strait Islander
Employment Business Plan 2008 -2013
12
and A
guide to better attraction, selection and retention
13

strategies.

Workforce representation targets are reached for
Aboriginal and Torres Strait Islanders.

Strategies are implemented within agreed timeframe.
Strategy 3.6: Establish strategies targeted at improving employment outcomes of people with disabilities at all levels of the
organisation.
3.6.1 Analyse workforce data pertaining to
people with disabilities and develop and
implement strategies as appropriate.

Analyse workforce data and develop
strategies.


Implement strategies.




AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents
Six monthly
in April and
October
Maintain an equity index of 100 for people with
disabilities.

11
Department of Health Western Australia, 2009, Aboriginal Employment A guide to better attraction, selection and retention strategies across WA Health.
11

12
Department of Health Western Australia, 2008, Aboriginal and Torres Strait Islander Employment Business Plan 2008 - 2013
13
Department of Health Western Australia, 2009, Aboriginal Employment A guide to better attraction, selection and retention strategies across WA Health.
13


Page 22 of 31

INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.6.2 Reduce barriers of access to
employment for people with disabilities in
accordance with Outcome 7
14
of the
Disability Access and Inclusion Plan
(DAIP).
AHS Workforce
Directors or
equivalents
Quarterly in
J anuary,
April, J uly
and October
from J anuary
2012

Annually in
J une
Strategies to achieve employment related Outcome 7
of the DAIP are developed and implemented.

An equity index of above 100 for people with
disabilities is maintained.


Annual report includes DAIP achievements.
3.6.3 Develop guidelines for employing
people with disabilities to assist with the
implementation of employment related to
Outcome 7 in the Disability Access and
Inclusion Plan.
AHS Workforce
Directors or
equivalents
30 J une
2011
Guidelines for employing people with disabilities are
endorsed by the Director General.
Annual report includes DAIP achievements.
Strategy 3.7: Establish strategies targeted at improving employment outcomes for people from culturally diverse backgrounds
at all levels of the organisation
3.7.1 Analyse workforce data pertaining to
people from culturally diverse backgrounds
and develop and implement employment
strategies as appropriate.
Analyse workforce data and develop
strategies.


Implement strategies.




AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents
Six monthly
in April and
October
An equity index of 100 is maintained for people from
culturally diverse backgrounds in the workforce.

14
In accordance with a review of the Disability Services Act 1993, an additional outcome (Outcome 7) pertaining to reducing employment barriers for people with
disabilities will be added to Disability Access and Inclusion Plans from approximately 1 J uly 2011.

Page 23 of 31
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.7.2 Progress the E & D related
recommendations from the WA Health
Language Services Review.
AHS Workforce
Directors or
equivalents
31
December
2013

E & D related recommendations are implemented by
agreed timeframe.
Strategy 3.8: Establish strategies targeted at improving employment outcomes for youth (<25 years) at all levels of the
organisation
3.8.1 Analyse workforce data pertaining to
youth and develop and implement
strategies as appropriate.
Analyse workforce data and develop
strategies.



Implement strategies.




AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents

Six monthly
in April and
October
Workforce representation targets are reached for
youth.
3.8.2 Develop and implement programs
that support and encourage employment
opportunities for young people, e.g.
graduate development programs for
clinical and non-clinical staff, and
traineeships.

Executive Directors
(other than
Workforce) or
equivalents
and
WA Health
Leadership Institute

Annually by
31
December
10 graduates are employed in non-clinical graduate
programs each year.

AHSs have reached their targets in relation to number
of graduates employed in clinical graduate programs.

AHS have reached their targets in relation to number
of traineeships arranged each year.



Page 24 of 31

Strategy 3.9: Establish strategies targeted at improving employment outcomes for mature age employees (>45 years) at all
levels of the organisation.
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
3.9.3 The Phased Retirement Policy is
reviewed every two years.
Director Workforce
Royal Street
Divisions
Reviewed
by:
1 J uly 2010
1 J uly 2012
1 J uly 2014

The WA Health Phased Retirement Policy is endorsed
by the Director General.

3.9.4 The Phased Retirement Policy is
promoted to existing and new staff through
communication strategies, induction and
education initiatives.

AHS Workforce
Directors or
equivalents
1 Oct. 2010
1 Oct. 2012
1 Oct. 2014
The policy is promoted to staff via operational
directives, email, newsletters, notice boards, induction
and education initiatives.

3.9.5 Develop and implement strategies
that support the retention of mature age
employees and promote flexibility in the
workplace.
Develop strategies


Implement strategies



AHS Workforce
Directors or
equivalents

Executive Directors
(other than
Workforce) or
equivalents

Annually by
31
December
Workforce representation targets are reached for
mature aged employees in the workforce



Page 25 of 31
OUTCOME 4
Communication, Review, Amendment and Evaluation of the WA Health Equity and Diversity Plan
This outcome is concerned with maintaining a relevant and achievable Plan that is communicated widely across WA Health to managers
and employees.
To achieve this outcome WA Health will actively implement the following strategies:
Strategy 4.1: EEO and diversity strategies are communicated and promoted across WA Health
INITIATIVE ACCOUNTABILITY TIMEFRAME PERFORMANCE INDICATORS
4.1.1 The Equity and Diversity Plan is
communicated to all employees via
operational directive, staff induction,
intranet, email and newsletters.

AHS Workforce
Directors or
equivalents
1 J uly 2010 All staff have access to the E&D Plan.
E&D Plan is available on WA Health and AHS
intranets.
Strategy 4.2: The WA Health Equity and Diversity Plan is monitored, reviewed, evaluated and amended
4.2.1 The Plan is monitored and reviewed
to ensure outcomes and strategies remain
relevant to the operations of WA Health.
AHS Workforce
Directors or
equivalents
Annually
J une 2011
onwards

The Plan is reviewed and amended annually.
4.2.2 A report is provided to SHEF on
progress and achievements against
desired outcomes.
AHS Workforce
Directors or
equivalents
Annually
J une 2011
onwards

A report is provided to SHEF annually on progress
and achievements against desired outcomes.
4.2.3The Plan and relevant policies and
procedures related in the Plan are
evaluated to identify gaps and areas for
improvement.
AHS Workforce
Directors or
equivalents
Annually
J une 2011
onwards

The Plan is amended and priorities are reviewed and
amended annually

Page 26 of 31
Appendix 1 Past Achievements
Progress against the previous WA Health Equity and Diversity Plan includes the following
achievementss:
Policies that support equity and diversity; prevention of harassment, discrimination
and bullying; flexible work practices; breastfeeding in the workplace; phased
retirement and the Code of Conduct were updated.
A Work Life Balance and Equity Unit was in place for 12 months during which time
it implemented key strategies across WA Health that facilitated improved access to
flexible work practices and retention of staff.
Over 500 managers and staff participated in work life balance education programs.
A Work Life Balance Research Program is being undertaken in collaboration with
the Centre for Work +Life, University of South Australia to improve the capacity of
WA Health employees to secure a healthy work life balance and to inform
evidence based policy, intervention and practice.
Employees were made aware of work life balance, equity and diversity through
regular communication, education and promotion, including a website, newsletter
and numerous publications.
An equity and diversity induction flyer was developed and is now included in all
new employees induction packages.
A pay equity audit was undertaken across WA Health and a report has been
developed containing several recommendations that support the promotion of
women in WA Health.
The Office of Aboriginal Health continue to develop policies, programs, practices
and publications to support attraction, retention, development and promotion of the
Aboriginal workforce at WA Health, including:
o Aboriginal and Torres Strait Islander Employment Framework Business
Plan 2008 -2013
o Aboriginal Employment Guide
o WA Aboriginal Health Impact Statement and Guidelines
o WA Health Reconciliation Action Plan
o Cultural Maintenance Workbook
o Welcome to Country and Acknowledgement of Traditional Ownership
Guidelines and Protocols for WA Health
o Department of Health Western Australia, 2009, Aboriginal Employment A
guide to better attraction, selection and retention strategies across WA
Health.
WA Health undertook a language services review and established a Language
Services Network to support the ongoing implementation of the recommendations
of the review.
WA Health continued to offer a Graduate Development Program that supports
increased youth in the workforce.
Workforce diversity demographics were collected and reported.

Page 27 of 31
Systems currently in place across WA Health that support the achievement of equal
employment opportunity and diversity in the workplace include:
employee support networks including contact, grievance and peer support
programs
family rooms and breastfeeding rooms at several sites
planned childcare at redeveloped and new health sites
ongoing communication, education and promotion strategies.
Page 28 of 31
Appendix 2 WA Health Staff with E & D Responsibilities

State Health Executive
Forum
Membership:
Director General
Executive Director, Innovation & Health System Reform
Executive Director, Development
Chief Executive, South Metropolitan Area Health Service
Chief Executive, North Metropolitan Area Health Service
Executive Director, Child and Adolescent Health Service
Chief Executive Officer, WA Country Health Service
Chief Medical Officer
Executive Director, Mental Health Division
Director, Finance
Executive Director, Public Health
Chief Information Officer
Director, Office of Aboriginal Health
Director, Director Generals Division

Area Chief Executive or
equivalent
includes:
Executive Director, Innovation & Health System Reform
Executive Director, Development
Chief Executive, South Metropolitan Area Health Service
Chief Executive, North Metropolitan Area Health Service
Executive Director, Child and Adolescent Health Service
Chief Executive Officer, WA Country Health Service
Chief Medical Officer
Executive Director, Mental Health Division
Director, Finance
Executive Director, Public Health
Chief Information Officer
Director, Office of Aboriginal Health
Director, Director Generals Division
Chief Pathologist, PathWest

Area Health Service
Workforce Directors or
equivalents
includes:
Executive Director Workforce, North Metropolitan Area
Health Service (includes Dental Health Service)
Executive Director Workforce, South Metropolitan Area
Health Service
Executive Director Corporate Services, WA Country
Health Service
Director Human Resources, WA Country Health Service
Executive Director, PathWest
Director Workforce, Royal Street Divisions
Director Workforce Services, Health Corporate Network
Director Corporate Services, Health Information Network
Executive Directors or
equivalents
includes:
South Metropolitan Area Health Service:
Executive Director Facilities Management
Executive Director Nursing
Executive Director Medical Services
Executive Director Workforce




Page 29 of 31
Executive Directors or
equivalents (continued)
includes:
North Metropolitan Area Health Service and
Child and Adolescent Health Service
Executive Director Public Health and Ambulatory Care
Executive Director Sir Charles Gairdner Group
Executive Director Swan Kalamunda Health Service
Executive Director NMAHS Mental Health
Executive Director Women and Newborn Health Service
Executive Director Child and Adolescent Health Service
Executive Director NMAHS Facilities Management
Executive Director NMAHS Finance
Executive Director NMAHS Safety Quality and
Performance
Executive Director NMAHS Workforce
Executive Director NMAHS Clinical Planning and
Redevelopment
Royal Street Divisions:
Executive Director Innovation & Health System Reform
Executive Director Public Health
Chief Medical Officer
Chief Finance Officer
Chief Psychiatrist
Director Workforce
Director, Director General's Division
WA Country Health Service:
Chief Operating Officer
Executive Director of Nursing
Executive Director Primary Care and Organisational
Development
Executive Director Medical Services
Executive Director Corporate Services
Health Information Network:
Chief Information Officer
PathWest:
Executive Director Pathwest
Health Corporate Network:
Director Finance
Director Supply
Director Employee Benefits
Director Workforce Services
Senior Manager Business Support

Equity and Diversity
Industry Representative
Group
Membership includes
representatives from::
Health Corporate Network
Health Information Network
South Metropolitan Area Health Service
North Metropolitan Area Health Service, Child and
Adolescent Health Service and Dental Health
PathWest
Royal Street Divisions
WA Country Health Service


Page 30 of 31
Appendix 3 Substantive Equality

Substantive equality recognises that:
Rights, entitlements, opportunities and access are not necessarily distributed
equally throughout society.
Equal or the same application of rules to unequal groups can have unequal
results.
Where service delivery agencies cater to the needs of the majority group, other
people with different needs may miss out on essential services. Equal treatment,
therefore, is not about treating people the same; it is about treating people
differently in order to cater for different needs.

The WA Government is committed to a public sector that takes pride in the provision of
services to a diverse community and to continuous improvement in the provision of
services in a fair and non-discriminatory manner. In keeping with this commitment, the
Government is seeking to provide all Western Australians with improved access to
services that best meet their needs.

The Policy Framework for Substantive Equality (the Policy Framework) provides a clear
direction for addressing systemic discrimination and responding to the different needs of
individuals in the community through a process of continuous improvement. Its objectives
are:

to achieve substantive equality in the WA public sector by eliminating systemic
racial discrimination in the provision of public sector services
to promote sensitivity to the different needs of client groups.

WA Health is committed to implementing the Government of Western Australias Policy
Framework for Substantive Equality (the Policy Framework) and is accountable for
meeting substantive equality outcomes across services provided and funded by
government. Implementation will extend to all service areas of operation within WA
Health.

Substantive equality seeks to recognise that some policies and practices actively prevent
particular groups of people from understanding or accessing services that others take for
granted. Therefore, in order for people to be treated equally, it is necessary to treat
people differently to cater for different needs.

To achieve this WA Health is required to:
assess how policies, programs and practices affect Aboriginal people and people
from culturally and linguistically diverse backgrounds
monitor policies, programs and practices to ensure they meet the diverse needs of
these groups
ensure that staff are equipped with the knowledge and skills to address issues of
systemic racism
recognise and appraise organisational progress towards achieving substantive
equality.

WA Health will work in partnership with the Substantive Equality Unit (Equal Opportunity
Commission) to develop, monitor and report on the implementation of the Policy
Framework.

Page 31 of 31

The Director General is responsible for the implementation of the Policy Framework and
reports on its progress to the Commissioner for Equal Opportunity of WA.

The WA Health Substantive Equality Implementation Committee contains representatives
from all health areas. For more information about substantive equality in your health
area, contact Luci Bertoli by telephone on 9222 2405 or email at
luci.bertoli@health.wa.gov.au.


To access the WA Health Substantive Equality Policy, go to
http://intranet.health.wa.gov.au/policies/doh_policy.cfm.