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Shaping the Disability Workforce

Shaping the Disability Workforce . Global and Local Trends. The Disability Workforce. Overview. The world of work in the 21 st century The Disability ‘market’ Workforce demographics The human rights context Issues and Opportunities Implications .

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Shaping the Disability Workforce

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  1. Shaping the Disability Workforce Global and Local Trends RMIT University 2007 Partnerships for World Graduates Conference

  2. The Disability Workforce

  3. Overview • The world of work in the 21st century • The Disability ‘market’ • Workforce demographics • The human rights context • Issues and Opportunities • Implications RMIT University 2007 Partnerships for World Graduates Conference

  4. The world of work in the 21st Century • Organisations will operate in an international marketplace • People will be expected to make paradigm shifts in reduced timeframes • Integration and coordination across sub-systems and organisational boundaries will be required to deliver services RMIT University 2007 Partnerships for World Graduates Conference

  5. The Disability ‘market’ • Rising proportions of ageing people in Western Countries • Increased longevity of those with disability and chronic disease • Increased demand for personalised, home-based services RMIT University 2007 Partnerships for World Graduates Conference

  6. Workforce Demographics • The disability workforce typically • Is 75% women, 40% of these over 45 years • High numbers will leave the workforce in the next 10 years • Significant shortages exist now and will increase • This is an international issue with strategies being developed in all western countries RMIT University 2007 Partnerships for World Graduates Conference

  7. Human Rights Context for Disability Work • People with disability now expect their life choices to be respected and supported • Services are now individualised and focused on human rights • Boundaries are more permeable between staff and those receiving services • Staff need to be primarily person-centred not service centred RMIT University 2007 Partnerships for World Graduates Conference

  8. Issues and Opportunities • Organisations that move from controlling and directing to enabling staff do better in retention • The quality of supervision to develop flexibility and strategic thinking in staff maximise the human resources • Capacity to source, recruit, and support staff from diverse backgrounds is essential RMIT University 2007 Partnerships for World Graduates Conference

  9. Implications for Education Providers • Education focused on strategies to recruit and retain people using effective 21st Century HR practices • Capacities to be creative, collaborate, problem-solve and respect individuals are essential skills to build into training for the disability workforce • Learning to learn is vital: tolerating the new, joint learning, capacity to make links, and space and time to learn RMIT University 2007 Partnerships for World Graduates Conference

  10. Final Thoughts • “Disability Workforce Strategy” typed into Google shows the extent of the probem and the opportunities for graduates • Typical strategies • labour market intelligence • industry-specific human resource management training and planning tools • human resources social marketing campaigns, and • building inclusion and community capacity RMIT University 2007 Partnerships for World Graduates Conference

  11. Senior Advisor Role Reporting Lines • The data suggests that • The regular meetings with YJ Custodial Director have been important to giving the position authority in YJ • The position needs strong links into disability to derive authority within the Disability Services system • Physical location within YJ Custodial centres is important for visibility • Locating the position at State-wide Forensic may not be the optimal option RMIT University 2007 Partnerships for World Graduates Conference

  12. Senior Advisor Role Activities • The data indicates • Advice on behaviour management strategies has been a highly valued activity • More of this is almost universally desired from ‘floor’ staff • Support for case planning is also valued but complicated by regional Disability Services differing responses • Training role less developed at this stage RMIT University 2007 Partnerships for World Graduates Conference

  13. Role Boundaries With Other Services • The data suggests that • At times the role is a facilitator across service system boundaries • Some role boundaries with other services need greater clarification • The role may need to be configured slightly differently in different YJ Centres RMIT University 2007 Partnerships for World Graduates Conference

  14. Assessment Processes To Identify Disability • Data on assessment of disability indicates • YJ Custodial staff are keen to have possible disability identified • ABI is an increasingly common issue • Neuro-psychological assessment is difficult to obtain within the existing service systems RMIT University 2007 Partnerships for World Graduates Conference

  15. Data Sharing Between DS and YJ • Lack of access to information on a client’s disability on CRIS is seen as a limitation • Senior Advisor used as an avenue for access information on Disability clients • Senior Advisor cannot access both Disability and YJ client files on CRIS RMIT University 2007 Partnerships for World Graduates Conference

  16. Linkages At Regional Level • Reviews of complex cases indicates • The senior advisor role has been influential in building bridges between regional DS and YJ Custodial centres • The senior advisor has limited capacity to influence either system when there are conflicts • Greater authority for the role in system disputes could be valuable RMIT University 2007 Partnerships for World Graduates Conference

  17. Disability Services Role • YJ Centre staff interviewed want • Information on pathways into regional Disability Services • To build relationships with regional D S staff to improve collaboration • An understanding of what Disability Services can and can’t offer their clients on return to the community RMIT University 2007 Partnerships for World Graduates Conference

  18. Next Steps • Completion of data collection, analysis and reporting • Interviews regional YJ staff – 2 regions • Interview Youth Parole Board • Analysis of survey responses • Preparation of draft recommendations and report RMIT University 2007 Partnerships for World Graduates Conference

  19. Final Report • Evaluation final report will focus on • The role as a strategy and its implementation • The role definition, management and structural arrangements • Impact of the role in relation to linkages across DS YJ organisational boundaries • Impact of the role in YJ Custodial Centres • Recommendations RMIT University 2007 Partnerships for World Graduates Conference

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