CSHISC Workforce Development Kit

Community Services and Health
Industry Skills Council
Workforce Development Kit
p
lanning and strategy
performancedevelopment
productivity&
m
easurement
Industry / National
Sector / State / Region
Enterprise
Individual

Workforce Development Kit
Contents
About the Community Services and Health Industry Skills Council 1
CS&HISC Workforce Development Fact Sheet 2
Workforce Development Challenges 3
Skills Connect Workforce Planning & Development Model 4
Workforce Planning Checklist 5
Skills Connect Programs 10
National Workforce Development Fund 10
Snapshot 10
Guide 11
Case Studies 13
Workforce English Language and Literacy Program 15
Snapshot 15
Guide 16
Case Studies 18
Australian Apprentices Mentoring Program 21
Snapshot 21
Guide 22
Case Study 24
Investing in Experience 25
Snapshot 25
Guide 26
‘Bringing it all together’ Model 28
Choosing an RTO Checklist 30

CS&HISC Workforce Development Kit 1
CS&HISC
The Community Services and Health Industry Skills Council’s role
is to lead and advise on workforce development and produce
the industries’ national Vocational Education and Training (VET)
qualifications and competency standards.
Advice
We share industry information with government agencies,
employers, unions, Registered Training Organisations, workers, so
that decisions affecting our industries support the development
and growth of our workforce and reflect client needs.
Skills
We develop and maintain the Community Services Training
Package and the Health Training Package, and ensure consistency
and quality in training, and support workforce development across
our industries.
Workforce development
We influence workforce development using a four-level model,
which supports activities such as:
• National/industry: information and workforce predictions
on policy and reform implications
• State/sector/region: developing models to operate in
specific locations that connect agencies working in the
same sector to ensure outcomes
• Enterprise: showcasing and supporting best-practice
models for service delivery through workforce planning
and development including strenghtening foundation
skills
• Individual: helping existing and potential workers access
career advice and pathway information
Collaboration
We maintain a two-way relationship with employers, government
advisory bodies, unions, peak bodies, associations, state and
territory advisory boards and training providers to bridge the
information gap on issues and activities impacting our workforce.
CSHISC is one of 11 nationally recognised
industry skills councils funded by the
Australian Government. It is a not-for-
profit company limited by guarantee and
governed by an independent and industry-
led Board of Directors.
Our schedule of projects and other activities is always publicly
available on our website, and we encourage comment and
discussion on our work and industry changes through our online
forum.
Contact us: workforcedevelopment@cshisc.com.au
Visit us at www.cshisc.com.au
Contact us on: t (02) 8226 6600 f (02) 8226 6601
PO Box H61, Australia Square 1215
CSHISC

CSHISC Workforce Development Kit2
Community Services and Health Industry Skills Council
(CSHISC) sees the development of Australia’s community
services and health workforce as a national priority.
Workforce development challenges inform the continuous
improvement of training packages, program brokerage,
influence policy and drive priority workforce development
activity at various levels as the diagram below shows.
Workforce development activities
CSHISC works with stakeholders at each level to identify
workforce development challenges and to design solutions
focused on planning and strategy, performance development and
productivity and measurement.
Brokerage and funding
Australian Government Skills Connect is an initiative with
programs designed to help link eligible Australian enterprises
with the right funding to meet their skills and workforce
development needs:
• Accelerated Australian Apprenticeships Initiative
• Australian Apprenticeships Mentoring Program
• Investing in Experience
• National Workforce Development Fund (NWDF)
• Workplace English Language Literacy Program
(WELL)
Industry Skills Councils are brokers for the NWDF and WELL
programs, and can discuss your workforce development needs
and provide you with information to complete an application
under Skills Connect for one or more programs.
Sharing good practice
Sharing interesting ideas, case studies, tools and initiatives from
our sectors promotes good practice and allows organisations to
learn from each other. Sharing your stories and experiences with
the sector will strengthen networks, encourage collaboration,
and can assist you to access further workforce development
opportunities.
Network building and collaboration
CSHISC encourages networking and collaboration to share
information and make links between activities across the
community services and health industries. We participate in a
variety of regional, sector-based and national networks to identify
possible project opportunities, and take the opportunity to present
our approach to workforce development with stakeholders.
CSHISC
Workforce Development
p
lanning and strategy
performancedevelopment
productivity
m
easurement
Industry / National
Sector / State / Region
Enterprise
Individual

CSHISC Workforce Development Kit 3
Our industries are facing several challenges driven by changing
client-needs and increased demand for services. A coordinated,
concentrated approach is needed to address the industry
challenges.
- Continued shift towards service delivery within
community settings including prevention, early
intervention and recovery based services
- Continued shift towards consumer directed and person
centred planning and service delivery
- Need to build and sustain leadership, workforce planning
and change capacity
- Increased use of roles across the spectrum including
assistant and advanced practitioner roles
- Maximise the impact of innovative workforce strategies
in regional, rural and remote settings
- Increased use of technology in service delivery and
workforce development
- Growth of the health and community services workforce
- Need to improve quality and consistency in delivery of
vocational qualifications
CSHISC provides advice on skills and workforce development
issues, and maintains the national training packages for the
community services and health industries.
Community Services Health
Workforce Challenges

Workforce Planning
Development Model
PHASE IV MONITOR,
EVALUATE REVISE
 Assess what is working and what is not
working
 Make adjustments to the workforce plan
 Address new organisational issues that affect
the plan
 Update the workforce plan and communicate
the plan
PHASE II - WORKFORCE
ANALYSIS
 Analyse supply: your current workforce profile
 Analyse demand: your future workforce profile
 Analyse gap: identify discrepancy between
supply and demand
 Develop strategy: recommend solutions
to reduce shortages in staff and the skills
required – document this plan.
PHASE III – IMPLEMENT PLAN
 Communicate the workforce plan
 Implement strategies to reduce gaps and shortages
PHASE I – GETTING STARTED
Determine your workforce future functional
requirements using your organisation’s strategic
planning and budgeting processes.

1. Purpose and scope of workforce planning
Why have you decided to develop a workforce plan and what is it intended to achieve? Have you considered:
Business goals and direction
• Do you have a clear statement of your goals? E.g. business plan, strategic plan, operational plans?
☐ Leadership and management
• Do you have systems in place to support this plan? E.g. management, HR, communications, change management?
☐ Core capabilities and culture
• What are capabilities required to deliver on this plan?
• What values drive your organisation?
• What culture do you need for success?
• Does your workforce have the communication skills required to work effectively?
☐ Critical job roles and workforce characteristics
• What are the key workforce characteristics and critical job roles within your organisation, and what do you require to
achieve workforce goals?
☐ Professional and technical skills required
• What skills are required to achieve your workforce goals?
• What activities will you require to build and sustain these skills within the organisation?
• Do these skills already exist in the organisation?
Workforce planning checklist

Political - Relevant policy, initiatives, workforce regulations, reform agenda
Economic - Funding mechanisms, pay rates, skill shortages
Social - Demographic changes, changing client group or expectations of services
- Workplace culture and values
Technological - New equipment, new ways of doing work
P
E
S
T
2. Context of workforce planning
☐ PEST analysis
Notes:

3. Workforce
Work backwards from the future to the present to help guide the information needed on your current workforce. Some information will be
internal to the organisation and some will be external.
☐ Future workforce
• What will your future workforce look like/what do you need it to look like? E.g. number of staff, skills, core capabilities, full time
or part time, qualified, communication skills, consider culture fit
• List the key characteristics that your future workforce should have
☐ Current workforce
• What data and information do you need about your workforce to complete the workforce plan? E.g.
Data Current skills and qualifications:
Recruitment - Are these internal or external?
Retention/turnover - How will you gather this information?
Demographic - Consider workforce culture and values.
Gender
Age
Notes:

4. Bridge the gap - developing an action plan
☐ Choose a template to document your plan, which will include items such as:
Current
workforce
Future
workforce
Gaps Potential
activities
Resources
Including
HR, change
management and
communications
plan, training
providers etc.
Priority
(High – Low)
Timeline
Current workforce
Future Workforce
Gaps
Potential Activities
Resources - Including HR, change management and communications plan, training providers etc.
Priority (High – Low)
Timeline

5. Monitoring and evaluating implementation
☐
☐ Reflect and document how well the plan has worked
 • Consider the outcomes you would like to achieve. Identify if there are any issues.
 • Consider activities and timelines - have they been completed?
 • Have priorities changed?
6. Continuous review of the workforce plan
 • In consultation with managers, employees, training providers
 • Has the workforce plan helped managers to meet needs of the organisation?
 • Were all groups involved that needed to be?
 • Were the resources enough?
 • Were timelines realistic?
 • What needs to be added/taken out/changed?
Notes:

National Workforce Development Fund (NWDF)
Description Who can apply? Eligibility Contribution
The program aims to
increase Australian workers’
skills through formal
training nationally endorsed
qualification or a training
package skill set.
For new workers: Certificate
II, III, IV, Diploma, Advanced
Diploma, Vocational Graduate
Certificate and Vocational
Graduate Diploma.
For existing workers: Same
as above, plus Vocational
Graduate Certificate and
Vocational Graduate Diploma.
Organisations eligible to
apply for funding include the
following:
• Enterprises
• Professional associations,
industry bodies and other
lead agents representing a
consortia of enterprises
• Employment Service
Providers
Existing workers and new
workers, including currently
unemployed job seekers
who will be employed after
completing the training.
Volunteers and those
employed in the general
government sector in
Australian, State and Territory
Government Departments are
not eligible for funding.
Participating businesses
will contribute to the cost of
training, based on the size
of the business:
Small (1 – 99) 33%
Medium (100 – 199) 50%
Large (200 and above) 66%
How to apply?
Contact the Community Services Health Industry Skills Council Workforce Development team:
workforcedevelopment@cshisc.com.au
Skills Connect Programs

NATIONAL WORKFORCE DEVELOPMENT FUND - Quick Reference Guide for Applicants
The National Workforce Development Fund (NWDF) is an Australian Government program that helps businesses identify and address their
current and future workforce development needs. The NWDF forms part of the Australian Government Skills Connect initiative designed to
link industry to funding for whole of workforce planning and development.
Under the NWDF, businesses are able to apply for Government funding to support the training of their workers in areas of identified need.
The program aims to help businesses lift their workforce capacity, provide Australian workers with the opportunity to increase their skills
through formal training and assist areas of the economy where skilled workers are needed the most.
Available Funding
$700 million is available through the NWDF from 2011-12 to 2015-16. The National Workforce and Productivity Agency is responsible
for determining the industry sectors, regions and groups that will be prioritised for funding. Information about the priorities for funding in
2012-13 is available on the NWDF website.
A fair proportion of funding will be available to support delivery in regional areas. This is expected to be at least population share or 32
per cent.
A partnership with industry
The NWDF uses a partnership approach where Industry Skills Councils (ISCs) play a key role in administering the program. ISCs
will assist businesses with identifying their training needs, selecting a Registered Training Organisation to address these needs and
monitoring the implementation of successful projects. This will ensure that training proposals are driven by the needs of your business
and allow you to decide what, how, where and when the training will be undertaken.
Participating businesses will contribute to the cost of training. The level of Government support is based on the size of the business with
additional support provided for smaller businesses:
Size of Full Time Equivalent
Workforce
Australian Government
Contribution (%)
Participating Organisation
Contribution (%)
1 – 99 (small) 67 33
100 – 199 (medium) 50 50
200 and above (large) 34 66
Who can apply?
Organisations eligible to apply for funding include the following:
• Enterprises
• Professional associations, industry bodies and other lead agents representing a consortia of enterprises
• Employment Service Providers

Who can receive training?
Training will be provided to existing workers and new workers,
including currently unemployed job seekers who will be employed
after completing the training.
To be eligible for training, an individual must:
• not have previously completed the qualification they are
applying for under the NWDF
• be an Australian citizen, a permanent resident of Australia or
a humanitarian refugee
• be 17 years of age or over
• satisfy course pre-requisites (such as adequate literacy and
numeracy) to effectively undertake the training
• meet any licensing requirements for relevant qualifications
Volunteers and those employed in the general government sector
in Australian, State and Territory Government Departments are not
eligible for funding.
What training will be delivered?
Training must be either a nationally endorsed qualification or
a Training Package Skills Set recognised under the Australian
Qualifications Framework.
For new workers these qualifications can include Certificate II, III,
IV, Diploma, Advanced Diploma, Vocational Graduate Certificate
and Vocational Graduate Diploma. For existing workers these
qualifications can include Certificate III, IV, Diploma, Advanced
Diploma, Vocational Graduate Certificate and Vocational Graduate
Diploma. Workers undertaking training in a Skills Set must already
hold a qualification at a Certificate III level or above.
How to apply
If you are interested in applying you should first contact an ISC
that is relevant to the industry you are operating in.
See www.isc.org.au to find the contact details of all ISCs.
Applications are submitted to an ISC using an on-line application
form available from TED Online at
https://tedonline.deewr.gov.au. Applications for funding are
now open and may be submitted until all funding available for the
financial year has been allocated.
An application for funding must include a costing justification.
Value for money is one of the criteria that will be used to evaluate
applications. Applicants are encouraged to include a training
needs analysis and workforce development plan with their
application. A workforce development plan should outline what
skills your employees have now, where you want your business to
go, and what you need to do to get there. For more advice on how
to create a workforce development plan contact your relevant ISC.
Where can I find out more?
Further information about the National Workforce Development
Fund can be found at www.innovation.gov.au/nwdf. You can
also email nwdf@innovation.gov.au. If you have a whole-of-
workforce need visit Australian Government Skills Connect at
www.skillsconnect.gov.au. You can also make contact via email
skillsconnect@innovation.gov.au.
You can also phone 13 38 73 between 8.00 am and 6.00 pm,
Monday to Friday.

National Workforce Development Fund
Case Studies
Upskilling for mental health in aged care-
a consortium approach
The National Workforce Development Fund (NWDF) provides
scope for consortium applications which are based on a region
or sector coming together to respond to an identified challenge
or need. Morshead Home in Canberra, ACT developed a project
that brings together Aged Care workers from across four services
in the ACT/NSW region. Through a strong regional network and
a good relationship with a training provider, these services were
successful in receiving NWDF funding for Certificate IV in Mental
Health. This group identified Mental Health as a growing issue
among their residents and are up-skilling in order to continue to
provide quality care.
Morshead Home has acted as the Lead Organisation on the
consortium application, with the other services identified as
Participating Employers. The employers worked together to
develop the application and submitted it along with evidence of
enterprise level workforce planning and regional networking. The
project application provided a clear rationale for the different types
of work performed by the carers, and the benefits that Mental
Health training would have as they experienced higher numbers of
mental illness diagnosis particularly around dementia.
This NWDF project is a good example of how a group of services
with similar needs have come together to improve their skills and
knowledge and form a regional response to the challenges they
face in the workplace. Key to their success is the ongoing support
the learners have from their managers, as well as the relationship
between the employers and the training provider to ensure
industry specific content and contextualised training.
Upgrading skills for workforce and training providers
IntegratedLiving is a rural community managed business providing
services in aged care and disability across Queensland, NSW and
Victoria. IntegratedLiving received NWDF funding for a variety of
qualifications and skill sets including Home and Community Care,
Disability Services, Community Sector Management and Medical
Assistance.
IntegratedLiving wanted a holistic approach towards sustainable
growth of their organisation, incorporating up-skilling of existing
workers to improve retention, training to support new job roles,
and training and development of trainers and assessors with a
community services background to support growth and learning
in the training industry. By linking their specific challenges in
a workforce plan, IntegratedLiving was successful in receiving
funding under the National Workforce Development Fund.
By identifying workforce capacity and needs on an organisation-
wide scale, IntegratedLiving has ensured that a culture of learning
is supported and sustainable outcomes achieved. IntegratedLiving
has worked closely with their RTO to provide opportunities for their
workforce to complete qualifications and continuing professional
development relevant to their sector and experience. By up-skilling
the trainers and assessors in industry specific qualifications and
skill sets, the project has also given the RTO the opportunity to
provide more contextualised training, assessment and continuing
professional development with good practice outcomes.
Boarding Australia - contextualising training in the bush
Geographic isolation, challenging climate conditions and
intensive client care are just some of the issues facing remote
student accommodation workers throughout rural Australia. It
is a workforce that flies under the radar yet provides significant
support to young people during their schooling away from home.
Boarding Australia has recognised that formal qualifications would
promote a uniform standard within the workforce and recognise
the existing skills and knowledge of workers. Using funding
through the National Workforce Development Fund, Boarding
Australia are able to provide formal qualifications to their existing
workforce. As there is no existing specific qualification relating
to student accommodation, Boarding Australia has engaged
experienced trainer assessors from the sector to contextualise
the Certificate IV in Community Services Work. Using youth based
elective units and learning materials with relevance to the student
accommodation sector, Boarding Australia is training 45 learners
in four states and territories. The flexibility provided by the trainers
is important due to the difference in legislation such as mandatory
reporting laws which exist across each jurisdiction.

The benefits of engaging the workforce in accredited training is
already becoming clear and participants are valuing the learning
experience as much as the skills and knowledge gained during
the process. As these workers are often isolated from the nearest
town, or in some cases their own families, the opportunity to share
stories face-to-face with other learners is helping to work through
issues that arise in their everyday working life.
Amazing Family Day Care - NWDF WELL
Amazing Family Day Care is a recently established scheme
providing training and career opportunities to refugee and migrant
women on a subcontracting basis allowing them to enter the
workforce and provide for their families, whilst working from
home. The scheme also provides mentor support, and defines
clear training and career pathways with positive socio-economic
effects for their families and community. In addition, the scheme
employs non-carers who act in administration, recruitment and
management roles and who are vital to the ongoing operations of
the scheme and the opportunities it provides.
Under the NWDF, Amazing Family Day Care identified 40
employees working within different functions of the scheme, to
complete Certificate III in Children’s Services, Diploma of Children’s
Services, and Certificate IV in Small Business Management. The
project application also provided for 44 new workers (job seekers)
who were being recruited locally in order to meet the growing
demands of the sector. Finally, the scheme identified English
language, literacy and numeracy (LLN) challenges, and sought
funding under the Workplace English Language and Literacy
(WELL) program.
WELL supports the development of LLN skills in the workplace
and complements existing workplace training programs such as
the National Workforce Development Fund. The funding offers
employers the opportunity to improve the LLN skills of their
workforce.
Amazing Family Day Care provides a good example of how funding
can be used to allow employees under the scheme to gain
qualifications, whilst building their LLN capacity, providing access
to training support, and giving them a better chance at finishing
their qualifications and retaining employment.

Workforce English Language and Literacy Program (WELL)
Program Description Who can apply? Eligibility
WELL assists organisations
to provide existing employees
with English language,
literacy and numeracy
training embedded in
vocational training and
tailored to the needs of both
workplace and workers.
Employers or groups
representing employers such
as:
• Industry bodies
• Group Training
Organisations
• Registered Training
Organisations
• Unions.
Projects with less than 10
participants are not normally
considered viable.
Participants must be
Australian citizens,
permanent residents, New
Zealanders resident in
Australia for 6 months,
holders of temporary
protection visas plus:
• Employed on a full-time,
part-time, casual or
temporary basis; or under
a contract of training
(Australian Apprenticeship).
Volunteers, temporary visa
holders and international
students are not eligible.
Participating businesses
will contribute to the cost
of training, programs are
encouraged to run on a
yearly basis:
First year – 25%
Second and third year – 50%
How to apply?
Contact the Community Services Health Industry Skills Council’s WELL Broker:
wellbroker@cshisc.com.au

WORKPLACE ENGLISH, LANGUAGE AND LITERACY PROGRAM - Quick Reference Guide
The Workplace English Language and Literacy Program (WELL) is an Australian Government program that helps businesses identify and
address their current and future workforce development needs. WELL assists organisations to provide existing employees with English
language, literacy and numeracy training embedded in vocational training and tailored to the needs of both workplace and workers. WELL
forms part of the Australian Government Skills Connect initiative designed to link industry to funding for whole of workforce planning and
development.
Available Funding
$95 million is available through the WELL program from 2012-13 through to 2014-15
A partnership with Industry
WELL uses a partnership approach where Industry Skills Councils (ISCs) play a key role in planning and establishing WELL projects. This
ensures that training will be driven by the needs of your business.
Applicants can also apply directly via the WELL Coordinator in their state or territory.
The Australian Government applies the following co-contribution model to WELL projects in order to assist employers to develop their
workforces through WELL training.
Year
Australian Government Contribution
(%)
Participating Organisation
Contribution (%)
1st
Up to 75 At least 25
2nd
50 50
3rd
50 50
Who can apply?
Those able to apply for funding include employers or groups representing employers such as:
• industry bodies
• Group Training Organisations
• Registered Training Organisations
• unions.
Applications must clearly demonstrate specific groups of people who have identifiable English language, literacy and/or numeracy needs.
Projects with less than 10 participants are not normally considered viable.

Participants must be one of the following:
• an Australian citizen
• a permanent resident of Australia
• hold a permanent Australian visa
• hold a New Zealand passport or have been resident in
Australia for at least six months prior to commencing the
training
• hold a Temporary Protection visa.
In addition, participants must be:
• Employed on a full-time, part-time, casual or temporary basis;
or under a contract of training (Australian Apprenticeship).
WELL funding is only available for Australian Apprentices
undertaking an Australian Apprenticeship that is on the
Program approved list.
The Department of Industry, Innovation, Science, Research
and Tertiary Eduction, at its discretion, will consider projects
that address a demonstrated regional skill shortage that is
not reflected in the approved list. Pre-employment Indigenous
Employment Program participants are also eligible for WELL
training. All participants must have English language, literacy and/
or numeracy proficiency at levels 1, 2, and/or 3 on the Australian
Core Skills Framework i.e. below the level where a person is
able to communicate in English with sufficient accuracy to meet
specific workplace needs.
Training must conform to the requirements of the Australian
Quality Training Framework (AQTF) and comply with all legislation.
Additionally, it should provide LLN skills that meet the employee’s
employment and training needs and be integrated with workplace
training.
To ensure that training is relevant to the workplace, it is generally
aligned with units of competency from Nationally Endorsed
Training Packages.
How to apply
Applications must be submitted online using the
electronic form found at the WELL website. http://www.
innovation.gov.au/Skills/LiteracyAndNumeracy/
WorkplaceEnglishLanguageAndLiteracy/Pages/default.aspx
Queries about WELL applications should be directed to your ISC
WELL broker; or the WELL State/Territory Coordinator via the
WELL Contact Centre: 13 38 73.
If you have a whole of workforce proposal, or are interested in
more than one program, further information can be found at
Australian Government Skills Connect (www.skillsconnect.
gov.au). You can also make contact via email

Workplace English, Language and Literacy
Program Case Studies
Around half of working age Australians have English Language,
Literacy and Numeracy (LLN) problems, preventing maximum
workplace productivity and affecting the ability of people to
participate fully in society. A common myth is that people with
LLN issues are only from non-English speaking backgrounds but
a high proportion are from English speaking backgrounds, with
varying skill levels that can hinder interpersonal communication
and make tasks difficult in work environments.
The ability to participate effectively in training and/or education is
also impacted. The availability of programs such as the Australian
Government funded Workplace English Language and Literacy
(WELL) program can assist people to undergo accredited training
while concurrently addressing LLN issues.
Improving workplace communication skills of employees is the
basis of the WELL program and when customised to include
accredited training, the formal up skilling of participants benefits
the individual, organisation and wider industry. Anecdotal feedback
tells us that people feel valued and more confident in their job
when employers invest in formal learning and addressing LLN
issues at the same time can enhance the success of training.
Older Care Lodge is an Aged Care facility in Western
Australia with a staff of 120. The main business of the Lodge
is to maintain personal care and or other activities of living for
elderly residents in a residential facility. This includes creating
and maintaining individualised plans to sustain an individual’s
wellbeing: administration and management, property and ground
maintenance, personal care workers, enrolled and registered
nurses.
The Lodge has seen a turnover in staff annually of about 30%.
The ability to retain staff would increase residents’ sense of
wellbeing, as well as improving continuity of care to the residents
and contribute to team cohesion and unity. Cultural sensitivity
is an issue in the workplace with some staff from non-English
speaking backgrounds lacking an understanding of Australian
work culture, government legislation and company procedures.
As government legislative requirements increase in the aged care
industry, staff need to be able to meet these additional demands.
This includes knowledge and understanding of safety issues,
including the safety of staff and that of the residents. Reading
and following care plans is also a major part of the job role of the
carers and poor literacy/language skills can mean difficulty with
comprehension and plans not being adhered to.
The Lodge liaised with the CSHISC WELL broker and together
with an established RTO put in a WELL application for 56 of their
staff to receive training in:
• Language Literacy/ Numeracy Assessment (aligned to the
Australian Core Skills Framework (ACSF))
• Reading and completion of workplace specific forms
• Writing and filling in care plans/ WHS forms/ workplace
emails
• Oral communication for workplace needs, greetings, listening
and understanding requests etc.
• Numeracy for calculating medication dosages, numeracy for
the workplace
• Learning about cultural differences in the workplace
• Computer literacy for workplace emails, care plan reporting
(where appropriate)
These skills were aligned with competencies from the Community
Services Training Package and the Business Services Training
Package with an outcome of improved Literacy/Language and
Numeracy skills and partial national qualifications. For example:
CHCORG303A Participate effectively in the work environment
CHCORG3B Participating in Aged Care
BSBCMM101A Apply basic communication skills
BSBOHS201A Participate in OHS process
Once the submission was approved by the DIISRTE office the
organisation with assistance and guidance from the RTO and the
broker formed a steering committee to look at how and when the
training would be implemented.

19
Charles Young Residential Care Centre, Dunbar Homes and
Pathways Training and Placements SA developed and delivered a
customised program to enhance workplace communication and
promote a high performing environment and quality care for their
residents, as they adjust to new leadership, new systems and
more challenging care needs. The program focusses strongly on
English Language oral communication and literacy support for
Culturally and Linguistically Diverse (CALD) participants and for
employees identified as requiring improved LLN communication
skills for work; and interpersonal and intercultural communication
for the remaining staff. Training includes targeted support in
regards to documentation, processes, systems and teamwork.
MyVista, Rosewood and Centacare Employment and
Training WA’s WELL projects delivers on site across all sections
of the organisation and address specific communication and
documentation skills required for carers, cleaners, kitchen and
laundry staff job roles. LLN training is designed to meet the needs
of both the individual and the organisation that mainly include LLN
and Information communication technology (ICT) skills training,
converting workplace documents and instruction manuals into
plain English, to improve interface with workplace software,
general self-esteem with knowledge of and confidence in using
technology.
Eldercare the lodge and TAFE SA, the Lodge and TAFE SA
enhances daily communication and relationships between
staff, their peers and residents. The program emphasises the
relationship between cross cultural understanding and interaction.
The focus is on those employees new to Australian culture to
train in assertiveness, self-confidence and following procedures,
as well as language and literacy support. Cultural awareness/
sensitivity and using less judgmental responses is part of training
for all staff.
CSHISC Workforce Development Kit

Wagga Wagga City Council facilitated a WELL funded
program under the banner of Coordinated Approach
Recognising Educator Role and Responsibilities for Family
Day Care educators in the local region (CARER). The Council
saw opportunity to link the requirement of educators to obtain
the Certificate III in Children’s Services as a minimum industry
standard, and the need to foster the development of language,
literacy and numeracy skills of the workforce by using WELL
funding.
Using the Community Services Health
Industry Skills Council as a broker to
assist with the application process and
access the funding, the Council engaged
an industry steering committee with
representation from the Family Day Care
educator workforce and developed the
program which has seen more than 49
participants commence a pathway towards
gaining the Certificate III in Children’s
Services or participate in specialist LLN
training.
In collaboration with Riverina Institute as the partner Registered
Training Organisation, the Council identified key competencies
from the Certificate III in Children’s Services that were particularly
suitable to embed the five core skills of learning, reading, writing,
oral communication and numeracy. Not only did the Council
recognise the need for targeted LLN support in these core
competencies, some of which deal with regulatory requirements,
but it was also recognised as a potential area of risk should the
workers feel unconfident to explain these requirements to the
parents of the children in their care.
Community Services Manager Edwina Marks from Wagga Wagga
City Council attributes the success of the program to a number
of factors - the flexibility of the WELL workers engaged in the
program, customised delivery by integrating LLN support and
specialist LLN trainers and resources to support the delivery of
the program. As a result, more than 50% of the Wagga Wagga
regional Family Day Care workforce now on their way towards
obtainment of the mandated qualification requirement for
Children’s Services.
Riverina TAFE developed a training program for
unemployed Aboriginal and/or Torres Strait Islander
participants in 4 different locations within the region. The
project consisted of 12 weeks full time study and incorporates
work experience. LLN capacity was built in Allied Health units
of competency and their foundation skills in order to assist
participants to enter the workforce.
The Islamic Women’s Association Queensland’s WELL
Program offers LLN one-on-one support to participants that
are undergoing a Certificate III in Aged Care and LLN training to
participants who have a Certificate III In Aged Care to support
their ability to write reports, fill out workplace forms, read rosters,
schedules, policies procedures and communicate more
effectively.
The Human Services Training Advisory Council and
the Julalikari Council Aboriginal Corporation in Tennant
Creek developed a WELL Program to train Community Service
Workers by incorporating language, literacy and numeracy into
the Certificate III in Community Services Work. The training
supports workplace activities in order to improve the completion of
workplace tasks and to lead to an improved service delivery and
career pathways for the course participants.

Australian Apprenticeships Mentoring Program (AAMP)
Program Description Who can apply?
Funding to support targeted mentoring
to help Australian Apprentices
successfully progress through their
Apprenticeships. Mentoring may
also involve support to the Australian
Apprentices employers or supervisors
to encourage a positive employment
relationship and better support for
Australian Apprentices. Support will
target Australian Apprentices who may
be in the first year of training and are
most likely to benefit from additional
support.
• Professional associations, industry
bodies and Lead Organisations
representing a consortium
• Employers
• Employment-related service providers
such as Australian Apprenticeships
Centres.
Partnership arrangements are
encouraged as they enable projects
to be delivered by organisations which
individually might not have all of the
required expertise, but in partnership
with another specialised organisation
could meet the requirements to more
effectively deliver projects under the
program.
Australian Apprentices:
• in industries or occupations with
current or emerging skills need,
particularly those employed in small to
medium sized businesses
• who may face additional barriers to
participation, including Australians
of Indigenous background, those
with a disability, those of mature-
age, vulnerable youth, those living
in regional and remote locations,
men and women undertaking non-
traditional occupations, the long-term
unemployed, Australian School-based
Apprentices, and those who may need
additional support as they undertake
their training.
Contribution
Co-contribution of funding from applicants is encouraged to deliver projects but is not compulsory.
How to apply?
If you are interested in applying visit the website at
www.australianapprenticeships.gov.au/MentoringPackage/MentoringProgramHowToApply.asp
You can also make contact via email skillsconnect@innovation.gov.au
You can also phone 13 38 73 between 8.00 am to 6.00 pm, Monday to Friday.

AUSTRALIAN APPRENTICESHIPS MENTORING
PROGRAM - Quick Reference Guide
The Australian Apprenticeships Mentoring Program (AAMP)
is an Australian Government program that provides funding
to support targeted mentoring to help Australian Apprentices
successfully progress through their Apprenticeships. Mentoring
may also involve support to the Australian Apprentices employers
or supervisors to encourage a positive employment relationship
and better support for Australian Apprentices. Support will target
Australian Apprentices who may be in the first year of training and
are most likely to benefit from additional support. The overarching
aim of the AAMP is to help business address their current and
future workforce development needs by increasing the retention
rates of Australian Apprentices, particularly in the first 12 months
of training, in order to improve completion rates and support
the supply of skilled workers in sectors and occupations where
there is a current or emerging skills need. AAMP forms part
of the Australian Government Skills Connect initiative designed
to link industry to funding for whole of workforce planning and
development.
Available Funding
The program comprises approximately $80 million from 2011-12
to 2014-15.
AAMP uses a partnership approach where it is expected that
businesses will generally participate in industry-led projects,
however, it is possible for business to apply for funding.
Partnership arrangements are encouraged as they enable
projects to be delivered by organisations which individually might
not have all of the required expertise, but in partnership with
another specialised organisation could meet the requirements to
more effectively deliver Projects under the program. Partnership
can mean a financial partnership or a network of organisations
supporting or participating in the project, including employers
receiving mentoring support for their apprentices. Co-contribution
of funding from applicants is encouraged to deliver projects but is
not compulsory.
Who can apply?
Organisations eligible to apply for funding include:
• Professional associations, industry bodies and Lead
Organisations representing a consortium, Employers
• Employment-related service providers such as Australian
Apprenticeships Centres
Proposals involving a partnership must nominate a Lead
Organisation to apply. Lead Organisations must be an
incorporated entity e.g. a company or incorporated association,
with Australian Business Number or Australian Company Number.
Only Lead Organisations can submit applications, and only Lead
Organisations can receive funding directly under a Funding
Agreement.
Who can benefit?
Australian Apprentices are eligible to receive mentoring support.
Australian Apprentices are defined as a person employed under
a Training Contract. In some states and territories, Australian
Apprentices may be referred to as apprentices, trainees or trainee
apprentices.
The AAMP is targeted at Australian Apprentices:
• in industries or occupations with current or emerging skills
need, particularly those employed in small to medium sized
businesses
• who may face additional barriers to participation, including
Australians of Indigenous background, those with a disability,
those of mature-age, vulnerable youth, those living in regional
and remote locations, men and women undertaking non-
traditional occupations, the long-term unemployed, Australian
School-based Apprentices, and those impacted by structural
adjustment and may need additional support as they
undertake their training.
Australian Apprentices involved in this program must also be
either:
• an Australian Citizen
• a foreign national with permanent residency status
• a New Zealand passport holder who has resided in Australia
for at least six months
• a foreign national with a Trade Skills Training Visa (subclass
471).

What will be delivered?
The program will fund targeted mentoring and may
also provide support for employers and supervisors to
encourage a positive employment relationship and better
support for Australian Apprentices.
How to apply
Applications are submitted using an application form
available from the Australian Apprenticeships Mentoring
Program website www.australianapprenticeships.gov.
au/MentoringPackage/MentoringProgramHowToApply.
asp). Applications for funding can be submitted to the
Department at any time. Early applications are encouraged
to ensure availability of funding.
If you are interested in applying visit the website at www.
australianapprenticeships.gov.au/MentoringPackage/
MentoringProgramHowToApply.asp.
You can also email mentoringpackage@deewr.gov.au,
visit (www.skillsconnect.gov.au).
You can also make contact via email
You can also phone 13 38 73 between 8.00 am to 6.00
pm, Monday to Friday.

Australian Apprenticeships Mentoring
Program Case Study
Providing Mentoring to Community Services and Health
Industry School Based Trainees
Community Services and Health Industry School-Based Trainees
in the NSW North Coast region are about to receive the benefits
of mentoring with the roll of the Careers That Care program. Youth
Futures Alliance has successfully secured funding to provide
mentoring to 100 School-Based Trainees across a range of
traineeships. Funding was successfully sort from the Department
of Industry, Innovation, Science, Research and Tertiary Education
as part of the Australian Apprenticeships Mentoring Package.
Careers That Care is an example of a successful collaboration
between Industry, schools and community organisations. Youth
Futures Alliance is a partnership of three Not For Profit Community
Organisations spanning NSW North Coast Region. Connect
Northern Rivers, Youth Directions and Mid Coast Connect who all
run highly successful programs within the school sector and have
significant experience working with School-Based Trainees and
Apprentices.
The programs mentoring model is based on Australian Youth
Mentoring Benchmarks and feedback from focus groups
conducted with current School-Based Trainees. The model
includes:
• Monthly structured face to face mentoring sessions
• Use of technology such as Skype and Social Networking
for additional contact and peer mentoring
• Support to employers
• Flexible, individual mentoring sessions
• Evaluation tools measuring mentoring relationship,
workplace performance, educational engagement and
mentee development
• Project sustainability plan
Additional program partners include Community Services and
Health Industry Skills Council, local Industry, TAFE North Coast
Institute, Department of Education and Communities, Catholic
Education and other supporting organisations such as Youth
Connections providers. Project partner roles include project
governance, recruitment of mentors and referral of mentees.

Investing in Experience (IIE)
Program Description Who can apply? Eligibility
Grants of up to $4,400 are
available to employers to
assist with the costs of
employees completing
a skills assessment or
Recognition of Prior
Learning by a Registered
Training Organisation
to complete a qualification
(Certificate III to Advanced
Diploma) or an approved Skill
Set.
• Employers from all
employment sectors,
including local, State and
Territory Governments.
• Small business owners,
including sole traders,
operating in Australia who
are themselves mature age
workers.
All industry sectors are
eligible.
• Mature age worker 50
years of age or older
• Employed for financial
remuneration for 14 hours
or, in the case of small
businesses, self employed
• Australian citizen (or
permanent resident or
humanitarian refugee)
• wishing to obtain formal
qualifications and wanting
to have experience
recognised.
Funds are paid to employers
in two instalments:
• $3,300 (includes GST)
is paid to the employer
upon completion of a skills
assessment or Recognition
of Prior Learning process
conducted by a Registered
Training Organisation
• $1,100 (includes GST) is
paid to the employer upon
completion of any identified
gap training.
How to apply?
For more information about the program, including eligibility rules, see www.skillsconnect.gov.au.
You can also make contact via email skillsconnect@innovation.gov.au.
You can also phone 13 38 73 between 8.00 am to 6.00 pm, Monday to Friday.

INVESTING IN EXPERIENCE
- SKILLS RECOGNITION TRAINING
- Quick Reference Guide
The Investing in Experience-Skills Recognition Training (IIE-
SRT) is an Australian Government program that helps mature age
workers (aged 50 years and over) to gain nationally recognised
qualifications. It is designed to provide an opportunity for mature
age workers to have their current capabilities recognised and to
receive training to fill any knowledge or skills gaps so that they
can obtain a nationally recognised qualification at the Certificate III
to Advanced Diploma level.
IIE-SRT replaces the More Help for Mature Age Workers
program which ended on 30 June 2012. IIE-SRT forms part of
the Australian Government Skills Connect initiative designed
to link industry to funding for whole of workforce planning and
development.
Available Funding
IIE-SRT will provide $20 million from 2012-14 to support up to
5,000 mature age workers.
Grants of up to $4,400 (includes GST) are available to employers.
The grants are to assist with the costs of employees completing
a skills assessment by a Registered Training Organisation and
achieving formal recognition. Funds are paid in two instalments.
• $3,300 (includes GST) is paid to the employer upon
completion of a skills assessment or Recognition of Prior
Learning process conducted by a Registered Training
Organisation
• $1,100 (includes GST) is paid to the employer upon
completion of any identified gap training.
Where mature age workers already have formal qualifications at
the Certificate III or above level, they may be eligible to receive
funding to complete an approved Skill Set from within a Nationally
Endorsed Training Package.
The Government recognises that mature age workers bring an
enormous amount of knowledge and skill to the workplace. It
understands that the lack of formal qualification can lead to
early retirement and career limitations. The funding is a fixed grant
per employee. Any funding not spent on training can be used
to assist employers with administrative costs, employee ‘down
time’ for the assessment/training, licences or tickets. Participating
businesses will incur any expense over the grant.
Who can apply?
Those who can apply are
• Employers from all employment sectors, who employ mature
age workers, aged 50 years and over, under an Award or
Certified Agreement
• Small business owners, including sole traders, operating in
Australia who are themselves mature age workers
• State and Territory Governments, the organisations they
establish and local governing bodies that meet the eligibility
criteria
All industry sectors are eligible.
Those who can receive training are mature age workers (50 years
or over) who:
• have worked in the same field for many years and have
developed considerable knowledge and skills but have never
gained formal qualifications in that field or
• have outdated, inadequate or irrelevant qualifications and
need to obtain new qualifications to remain in their job or
transition to new work or
• due to an injury or other issue, are no longer able to do the
job that they used to do and need to transition to a new role
for which they don’t have the right qualifications or
• are only able to undertake part of their job because they do
not have the required qualification to do the other aspects of
the role.
Eligible employee requirements include all of the following:
• mature age worker 50 years of age or older
• employed for financial remuneration for 14 hours or more per
week under an Australian Award or Certified Agreement (or, in
the case of small businesses, self employed)
• be an Australian citizen (or permanent resident or
humanitarian refugee)
• wishing to obtain formal qualifications relevant to their current
or future employment
• wanting to have their previous industry experience formally
recognised.

27CSHISC Workforce Development Kit
The funding for training is to cover a skills assessment and any
gap training identified through that assessment that is required
to complete the qualification. Training must be for nationally
recognised qualifications at Certificate III to Advanced Diploma and
Skills Sets from within Nationally Endorsed Training Packages. In
the case of mature age workers who already have a qualification
at the Certificate III to Advanced Diploma level, the Department
may approve training in an approved Skill Set from within a
Nationally Endorsed Training Package. This will occur only if it
is entirely relevant to the mature age worker’s current or future
employment and improves the mature age worker’s employability.
How to apply
Information on how to apply can be found at the IIESRT website
(www.innovation.gov.au/TertiaryEducation/skills/IIESRT/
Pages/Apply.aspx)
Remember to include all required supporting documentation when
submitting your application.
For more information about the program, including eligibility
rules, see the IIE-SRT Program Guidelines
(www.innovation.gov.au/iiesrt).
You can also make contact via email
You can also phone 13 38 73
between 8.00 am to 6.00 pm, Monday to Friday.

Bringing it all together - A collaborative
Workforce Development Model
In 2011, a group of employers in the Mid North Coast of New
South Wales created a workforce development program with the
aim of increasing the supply of work-ready applicants with the
right skills, knowledge, attitudes and behaviours necessary to
secure employment in the Aged Care industry. The ‘Bringing It
All Together’ project demonstrates how collaborative workplace
based programs can deliver workforce development outcomes for
employers, employees and job seekers.
The program includes a series
of workforce participation tools,
a preparatory program for
jobseekers which introduces and
attracts new entrants to the Aged
Care sector, and ongoing career
development opportunities for
existing workers.
‘Bringing it all Together’ developed an Industry-led Workforce
Development Model for the local Aged Care industry. The model
itself is ‘transferable’, and provides the guidance for skill building
and career advancement opportunities in any industry.
This project was based on a collaborative process and a
multidisciplinary team, which included a funded coordinator.
Using a systems approach, the team analysed the conditions that
had precipitated the current system, the cost/benefits of changing
versus not changing, and created a shared vision of the final goal.
Once the team defined the parameters of the project, an Industry
Reference Group was established and tasks were assigned,
including the review of numerous internal documents, policies,
and procedures along with anecdotal research on how other
organisations have approached this issue.
Key areas were identified including attraction, selection,
recruitment and retention, training, promotional practices, and
present and future staff needs.
During the project, 11 employers created a partnership with
NSW State Training Services, two Job Services providers, two
Apprenticeship Centres, one Registered Training Organisation
CSHISC:
• Approximately 500 job seekers attended information sessions
and participated in the project ‘filter’ process
• Approximately 100 jobseekers participated in a 4 x week
unpaid pre-vocational program
• Approximately 50 of these jobseekers where placed into
traineeships and are currently undergoing training. Currently
the retention is 100%
• 688 existing staff are being skilled under the National
Workforce Development Program.
The outcomes of this project include:
• An in depth understanding of the region’s aged care
workforce issues and a regional workforce plan owned by the
aged care providers
• A ‘supply chain’ for appropriately selected and trained
employees for the local aged care industry, which includes
partnerships between local Jobs Services providers as well as
a developing VET in Schools program
• Career progression and opportunities for development for
aged care staff in the region
• Good working partnerships with responsive employment,
education and training providers in the region
• Workforce Participation Tools: Dedicated Aged Care Career
Information Page, industry posters and guides.

WorkforceAttract Select
Recruit Train
Employ Retain Tools
Participation
The role of the funded Coordinator was fundamental in ‘Bringing
it All Together’. Now that the links are made and the partnerships
formed, the program is continuing without this support.
The ‘Bringing it all Together’ workforce development model will
help ensure a well-trained, more highly skilled workforce that is
flexible, more adaptable, and generally better equipped to handle
the complex work environment faced by today’s environmental
health professionals. Staff will now also have more opportunities
for career pathways and chance, for advancement.
The strategy proposed in this project is the essential first step,
which will provide subsequent steps in building a complete
workforce development program for those involved.
The tools developed from this project, will not only allow good
practice to continue, but to be shared in many other regions
throughout Australia.
Bringing it all together

How experienced is the RTO? Y/N Comments
Has the RTO provided training in your industry
before?

Can the RTO help you to identify and address your
workforce development needs you have identified?

Can they provide the contacts of other organisations
they have worked with as references. Ask if you are
able to speak to them.

Ask who will be delivering the training. Do all
the trainers and assessors for the course have
the current industry knowledge, experience and
appropriate qualifications? Can they provide details
of their experience (ask to read their CVs check their
references etc)? Ask to speak to them.
How flexible is the RTO? Y/N Comments
Is the RTO flexible about providing training and
assessment where and when you need it, e.g. on
site, off site, before or after hours?

Can the RTO provide training in a way which suits
your business and individual staff needs - e.g. on
the job, web-based, and can they provide language,
literacy and/or numeracy support if required?

Does the RTO use existing training and assessment
materials or are they tailor made to your business
needs?

Can the RTO assess your staff’s prior learning and
experience?

Registered Training Organisation Checklist
Remember you have a choice about who you use. You can use this checklist to select a Registered Training Organisation (RTO) to meet
your needs.

Will the RTO work with the relevant staff from your
enterprise in designing the workforce development
program? Can your staff provide some of the
training in partnership?

Will the RTO coordinate additional, specialist training
requirements that they are unable to provide
themselves?

How much will it cost? Y/N Comments
What are the costs and breakdown, is it easy to
understand?

Is the RTO quoting a cost per trainee, or cost per
units of training each individual requires? How is the
assessment of prior learning costed?

Is the course provider willing to have a contract with
you clearly stating their responsibilites and yours,
and a key contact person?

Can the RTO explain how their services will benefit
your business and provide an analysis of the Return
on Investment (ROI)?

Is the RTO committed to a long term partnership
with your business, how is this demonstrated and
what ongoing support will they provide? Will they
work with you to evaluate the training?

Will your staff gain a nationally recognised
qualification at the end of the training (if this is your
objective)?

Will the RTO provide records of staff training
participation and assessment?


Useful websites
General
ACT Government www.act.gov.au
Australian Government - Health Services www.australia.gov.au/topics/health-and-safety/health-services
Centrelink www.centrelink.gov.au
Community Services and Health Industry Skills Council www.cshisc.com.au
Community Services and Health ITAB www.csh-itab.com.au
Community Services, Health Education Training Council www.csheitc.org.au
Health and Community Services Workforce Council www.workforce.org.au
Human Resources Training Advisory Council www.hstac.com.au
Regional Education, Skills and Jobs Coordinators (RESJs) www.deewr.gov.au/employment/programs/RESJ/Pages/default.aspx
SA Health Community Services Skills Board www.sahcssb.com.au
Skills Connect www.skillsconnect.gov.au
Skills Tasmania www.skills.tas.gov.au
Jobs Services Providers
Job Network www.jobsearch.gov.au/default.aspx
Jobs Services Australia www.deewr.gov.au/employment/jsa/employmentservices/pages/
serviceproviders.aspx
Government
Centrelink www.centrelink.gov.au
Department of Education, Employment and Workplace Relations www.deewr.gov.au
Department of Families, Housing, Community Services and
Indigenous Affairs
www.fahcsia.gov.au
Department of Health and Ageing www.health.gov.au
Training.gov.au www.training.gov.au
PEAK BODIES
Ambulance
Ambulance Services Australia www.ambulanceaustralia.com
St John Ambulance Australia www.ambulance.net.au
Children’s Services
Australian Children’s Education Care Quality Authority (ACECQA) www.acecqa.gov.au
Community Child Care Cooperative www.ccccnsw.org.au
Early Childhood Australia www.earlychildhoodaustralia.org.au

Family Day Care Australia www.familydaycare.com.au
Network of Outside School Hours Services Australia www.netoosh.org.au/noshsa
Dental
Australian Dental Association www.ada.org.au
Australian Dental Council www.dentalcouncil.net.au
Australian Dental and Oral Health Therapists’ Association www.adohta.net.au
Nursing and Aged Care
Aged and Community Services Association wwww.agedservices.asn.au
Australian Nursing Federation www.anf.org.au
Leading Aged Services Australia www.agedservices.asn.au
Rural and Remote Health
Services for Australian Rural and Remote Allied Health www.sarrah.org.au/site/index.cfm
Aboriginal and/or Torres Strait Islander Health
Aboriginal Health and Medical Research Council of NSW www.ahmrc.org.au
National Aboriginal Community Controlled Health Organisation www.naccho.org.au
Queensland Aboriginal and Islander Health Council www.qaihc.com.au
Victorian Aboriginal Community Controlled Health Organisation Inc. www.vaccho.org.au
Allied Health
Allied Health Professions Australia www.ahpa.com.au
Disability
National Disability Services www.nds.org.au
Community Services
Australian Council of Social Service www.acoss.org.au
Mental Health
Community Mental Health Australia www.cmha.org.au
Mental Health Council of Australia www.mhca.org.au
Workforce Planning Tools
Workforce Blueprint www.workforeceplanningtools.com.au
Workforce Planning Australia www.workforceplanning.com.au
Innovation and Business Skills Australia www.ibsa.org.au

www.cshisc.com.au
/cshisc
Contact us on: t (02) 8226 6600 f (02) 8226 6601
PO Box H61, Australia Square 1215

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