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International Standards Certifications Lic: QAC/R61/0760
City of Ballarat
Health Sector Capability and Gap Analysis Report
July 2010
www.sedconsulting.com.au
City of Ballarat Health Sector Analysis Report
Page 2 of 94
Contents
DISCLAIMER ......................................................................................................................................... 7
EXECUTIVE SUMMARY ........................................................................................................................ 8
Key issues ........................................................................................................................................................................... 8
Advocacy and leadership .................................................................................................................................................... 8
Investment and development.............................................................................................................................................. 9
Workforce ............................................................................................................................................................................... 9
The role of governments ............................................................................................................................................. 10
Recommendations ...................................................................................................................................................... 10
Advocacy and leadership .................................................................................................................................................. 10
Investment and development............................................................................................................................................ 11
Workforce ............................................................................................................................................................................. 11
Conclusion ..................................................................................................................................................................... 12
BACKGROUND ................................................................................................................................... 13
DEFINITION ......................................................................................................................................... 13
Sub-sectors ..................................................................................................................................................................... 13
METHODOLOGY ................................................................................................................................. 13
OVERVIEW OF HEALTH SECTOR IN BALLARAT ............................................................................ 14
Key health service providers ...................................................................................................................................... 14
Ballarat Health Services ....................................................................................................................................................... 14
St John of God Health Care ............................................................................................................................................... 14
Ballarat Community Health Centre .................................................................................................................................... 15
Central Highlands Primary Care Partnership ..................................................................................................................... 15
UFS Dispensaries ................................................................................................................................................................... 16
Ballarat and District Division of General Practice ............................................................................................................. 16
Private Practitioners ............................................................................................................................................................. 16
Ballarat and District Nursing and Health Care .................................................................................................................. 16
Ambulance Victoria ............................................................................................................................................................ 17
Department of Human Services ......................................................................................................................................... 17
Department of Health ......................................................................................................................................................... 17
City of Ballarat Health Sector Analysis Report
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University of Ballarat ............................................................................................................................................................. 17
Australian Catholic University .............................................................................................................................................. 17
Other Universities .................................................................................................................................................................. 17
City of Ballarat ...................................................................................................................................................................... 17
LITERATURE REVIEW ........................................................................................................................ 18
Sector overview and literature review summary ................................................................................................... 20
Recommendations ...................................................................................................................................................... 21
ECONOMIC ANALYSIS ....................................................................................................................... 21
Local expenditure and domestic imports ............................................................................................................... 23
Value of the sector ...................................................................................................................................................... 25
Economic analysis summary ...................................................................................................................................... 26
Recommendations ...................................................................................................................................................... 27
HEALTH SECTOR WORKFORCE....................................................................................................... 27Capacity and sustainability ....................................................................................................................................... 27
Age profile ............................................................................................................................................................................ 28
Education and skills .............................................................................................................................................................. 30
Occupations......................................................................................................................................................................... 32
Health sector workforce summary ............................................................................................................................ 36
Recommendations ...................................................................................................................................................... 36
CONSULTATIONS ............................................................................................................................... 37
Consultation process ................................................................................................................................................... 38
CONSULTATION FINDINGS ............................................................................................................... 39
Healthcare and accessibility ..................................................................................................................................... 39
Strengths ............................................................................................................................................................................... 39
Weaknesses .......................................................................................................................................................................... 40
Opportunities ........................................................................................................................................................................ 41
Threats ................................................................................................................................................................................... 41
Enablers ................................................................................................................................................................................. 41
Commentary ........................................................................................................................................................................ 41
Recommendation ............................................................................................................................................................... 42
City of Ballarat Health Sector Analysis Report
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Providers and practitioners ......................................................................................................................................... 42
Strengths ............................................................................................................................................................................... 42
Weaknesses .......................................................................................................................................................................... 42
Opportunities ........................................................................................................................................................................ 42
Threats ................................................................................................................................................................................... 43
Enablers ................................................................................................................................................................................. 43
Commentary ........................................................................................................................................................................ 43
Recommendation ............................................................................................................................................................... 44
Workforce and development .................................................................................................................................... 44
Strengths ............................................................................................................................................................................... 44
Weaknesses .......................................................................................................................................................................... 44
Opportunities ........................................................................................................................................................................ 45
Threats ................................................................................................................................................................................... 45
Enablers ................................................................................................................................................................................. 45
Commentary ........................................................................................................................................................................ 45
Recommendation ............................................................................................................................................................... 45
Business and organisation ........................................................................................................................................... 46
Strengths ............................................................................................................................................................................... 46
Weaknesses .......................................................................................................................................................................... 46
Opportunities ........................................................................................................................................................................ 46
Threats ................................................................................................................................................................................... 47
Enablers ................................................................................................................................................................................. 47
Commentary ........................................................................................................................................................................ 47
Recommendation ............................................................................................................................................................... 47
Infrastructure and logistics .......................................................................................................................................... 47
Strengths ............................................................................................................................................................................... 47
Weaknesses .......................................................................................................................................................................... 47
Opportunities ........................................................................................................................................................................ 48
Threats ................................................................................................................................................................................... 48
Enablers ................................................................................................................................................................................. 48
Commentary ........................................................................................................................................................................ 48
Recommendation ............................................................................................................................................................... 48
Wellness and lifestyle ................................................................................................................................................... 49
Strengths ............................................................................................................................................................................... 49
Weaknesses .......................................................................................................................................................................... 49
Opportunities ........................................................................................................................................................................ 49
Threats ................................................................................................................................................................................... 49
City of Ballarat Health Sector Analysis Report
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Enablers ................................................................................................................................................................................. 49
Commentary ........................................................................................................................................................................ 49
Recommendation ............................................................................................................................................................... 49
Consultations summary ............................................................................................................................................... 50
THE ROLE OF GOVERNMENTS ......................................................................................................... 51
RECOMMENDATIONS SUMMARY ..................................................................................................... 52
Advocacy and leadership ......................................................................................................................................... 52
Investment and development ................................................................................................................................... 52
Workforce ...................................................................................................................................................................... 53
CONCLUSION ..................................................................................................................................... 53
APPENDIX 1: CONSULTATIONS....................................................................................................... 54
APPENDIX 2: KEY HEALTH SERVICE PROVIDERS IN THE BALLARAT REGION ......................... 63
APPENDIX 3: LITERATURE REVIEW ................................................................................................ 66
APPENDIX 4: ECONOMIC DATA ....................................................................................................... 84
APPENDIX 5: HEALTH SECTOR WORKFORCE DATA .................................................................... 92
Tables Table 1: Learnings and implications from sector overview and literature review .................................................... 20 Table 2: Economic performance of health and community services 2007-2010 ..................................................... 22 Table 3: Local health sector expenditure trends ...................................................................................................... 23 Table 4: Key imported domestic products and services .......................................................................................... 25 Table 5: Job creation impacts .................................................................................................................................. 25 Table 6: Economic analysis summary ..................................................................................................................... 26 Table 7: Workforce analysis summary .................................................................................................................... 36 Table 8: Consultation list ......................................................................................................................................... 37 Table 9: Consultation analysis summary ................................................................................................................. 51
Figures Figure 1: Output - all sectors - 2007-2010 ............................................................................................................... 21 Figure 2: Health sector economic indicators 2007-2010 ......................................................................................... 22 Figure 3: Local expenditure by sector by health ...................................................................................................... 23 Figure 4: Domestic imports by the health and community services sector ............................................................. 24 Figure 5: Local expenditure versus domestic imports by sector ............................................................................. 24
City of Ballarat Health Sector Analysis Report
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Figure 6: Employment - all sectors -2001 2006 ....................................................................................................... 27 Figure 7: Age profile comparison of the Ballarat workforce ..................................................................................... 28 Figure 8: Age profile comparison of the health sector workforce ............................................................................ 29 Figure 9: Age profile of all Ballarat industry sectors ................................................................................................ 29 Figure 10: Mature age workforce profile comparison .............................................................................................. 30 Figure 11: Younger workforce profile for Ballarat .................................................................................................... 30 Figure 12: Education profile comparison ................................................................................................................. 31 Figure 13: Education and qualifications across Ballarat industry sectors ............................................................... 31 Figure 14: Occupation comparison .......................................................................................................................... 32 Figure 15: Occupations across all Ballarat industry sectors .................................................................................... 33 Figure 16: Gender comparison of the Balarat workforce ......................................................................................... 33 Figure 17: Health sector male to female by age groups .......................................................................................... 34 Figure 18: Health sector male to female by education / qualification ...................................................................... 34 Figure 19: Health sector male to female by occupation .......................................................................................... 35 Figure 20: Male to female incomes in the health sector .......................................................................................... 35
City of Ballarat Health Sector Analysis Report
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Disclaimer
The Ballarat Health Sector Analysis Report has been prepared specifically for the City of Ballarat the
client. The Ballarat Health Sector Analysis Report and its contents are not to be referred to, quoted or
used by any party in any statement or application, other than the City of Ballarat, without written
approval from SED Consulting.
The information contained in this document has been gained from anecdotal evidence and research.
It has been prepared in good faith and in conjunction with the City of Ballarat. Neither SED Consulting,
nor its servants, consultants, agents or staff shall be responsible in any way whatsoever to any person in
respect to the Report, including errors or omission therein, however caused.
SED Consulting - Central and Western
City of Ballarat Health Sector Analysis Report
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Executive summary
The City of Ballarat has commissioned this review to ascertain the capabilities and capacity of the
health sector to meet the health and well-being needs of a growing population in and around Ballarat.
The conduct of the review recognises the importance and value of the health sector and its associated
interests and the important contribution that it makes to the socio-economic development of the
community.
The review has included an overview of key health service providers and support services in the Ballarat
region; consideration of health policy and strategies at local, state and national levels; analysis of
economic and workforce data relating to the Ballarat community and the health and community
services sector; and a qualitative analysis based on a series of consultations with key health sector
stakeholders in Ballarat.
In broad terms, this review has shown that the sector is strongly positioned to provide high quality health
and community care services which meet the diverse needs of the Ballarat community. The review has
not highlighted significant, current gaps in service provision or key sector capabilities. Notwithstanding
this statement, the review has revealed some emerging and potentially important issues and
opportunities for the sector and community leaders to consider in relation advocacy and leadership,
investment and development, workforce development and planning and associated promotion of the
expertise and capabilities within the health and community services sector.
Key issues
Advocacy and leadership
Structural changes in the funding of health services by governments are anticipated to address a range
of current and future health service provision issues. The progress and outcome of these new structures
will not be known for some time, and with imminent elections, the health reform and policy may be
subject to further revision and reform which cannot be anticipated at this time. However, the
recognition that these issues are of critical importance is accepted across governments and we can
therefore expect that programs and policy will be developed to address and mitigate them.
Effective and responsive strategic planning that recognises the importance of corporate, clinical,
academic, information and personal governance in healthcare is critical to the success of all
healthcare organisations and practices in Ballarat. Ultimately, the health, safety and wellbeing of
individuals and the community of Ballarat will depend on the alignment and achievement of these
strategic goals. The City of Ballarat, Ballarat community, healthcare providers and educators can work
together to improve healthcare delivery, outcomes and lifestyle in Ballarat.
The City of Ballarat has a role in providing leadership to support the role of Ballarat, its community and
region in the development, implementation and evaluation of the outcomes of new models of
healthcare tailored to the needs and expectations of our community. The City of Ballarat must
City of Ballarat Health Sector Analysis Report
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recognise and accept its important leadership and advocacy role in planning, developing,
coordinating and enhancing healthcare in Ballarat.
Investment and development
The development and advancement of healthcare in Ballarat will depend on the adoption of new, best
practice models of healthcare delivery and ensuring that Ballarat has access to and benefits from the
latest and most advanced diagnostic, therapeutic, interventional and surgical technologies.
Information and communications technology (ICT) is a strong sector in the Ballarat economy and offers
significant opportunities to better integrate healthcare across Ballarat. Indeed, effective healthcare ICT
can render the concept of a health precinct redundant by linking patients, practitioners, and
healthcare providers electronically and facilitating the delivery of quality healthcare services in the
home, community or workplace.
In order to support the potential of these flexible, ongoing investments, future sector opportunities will
not only be focussed on bricks and mortar developments, but also increasingly on technology based
delivery, shared services programs for organisations and providers, and delivery of more home-based
services.
Import replacement opportunities (and associated investment attraction) may exist for the key products
and services currently imported by the health sector. Specialised manufacturing may need to be
supported by an investment business case due to potential high level of capital investment that would
be required.
The City of Ballarat can encourage healthcare providers, universities, local industries and government to
foster translational research and development in quality improvement, service delivery, information
technology, needs assessment, social health and clinical practice throughout Ballarat.
Workforce
Like nearly all sectors in Ballarat, the health and community services sector has shown good economic
performance of the past few years. This has been driven by increased service demand, workforce
growth and associated increases in funding and revenue streams. This continued growth, mainly
demand driven, will impose pressures on the existing workforce and the overall capacity of the sector to
meet demand. In addition, funding of public sector health services will undoubtedly become more
competitive. Innovative solutions to workforce attraction and investment will need to be identified and
implemented by the sector.
Ballarat will increasingly become a location of choice for people seeking the health care they require
and desire. It is also likely that the need to provide health services into the wider catchment region will
also increase as neighbouring communities increase their populations. A key issue will be how this
increased demand will be met especially as the population ages. In addition, with an ageing workforce
profile and increased competition for workers in an increasingly tightening labour market, a further key
City of Ballarat Health Sector Analysis Report
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issue for the sector is where it will source its required workforce. The development of required skills and
qualifications by the sector within the sector may present opportunities for accessing an appropriately
skilled workforce and assist with workforce attraction and retention activities
How the sector manages its ageing workforce will become of increasing strategic importance. This will
include workforce and employment structures to retain skills within the workforce for as long as possible.
In addition, the potential loss of employers may exacerbate / negate workforce attraction efforts.
Career path development for female workers and attracting highly qualified female professionals may
be avenues for the sector to consider with the profile of the sectors workforce presenting a growing
proportion of female workers. This process may also need to be supported by innovative and flexible
employment structures.
The City of Ballarat, along with other healthcare organisations and agencies in Ballarat, should also
consider specifically targeting young health professionals who have grown up or trained in Ballarat and
the Grampians Region to encourage them to stay on or return to Ballarat on completion of their training.
The role of governments
The Federal and State Government have the lead roles in setting policy and strategy for the provision of
health and community services. This is undertaken through close liaison and co-operation with the
sector and through assessments of current and future needs of communities. These processes of health
service provision and the structures under which this occurs has been subject to significant review by
Federal and State governments over recent months. At the time of this report, the final outcomes of
these reforms to health service provision were subject to the results of the upcoming Federal election, to
be held in August 2010. In addition, the State Victoria was also due to hold state election later in 2010.
Therefore, it was felt that to provide stated positions on the roles of Federal and State government in
relation to health care provision would not be appropriate at this time.
For local government, the role can be more easily articulated, although it should be noted that the
range and level of heath and community service by individual local councils will vary. In essence, local
governments role is to provide broad advocacy and leadership on the health and well-being needs of
its community, based on an understanding of the structures and strategic thinking of its health service
providers. This involves co-operative planning, vision setting, investment and development facilitation
and identify where it can support the sector in terms of workforce attraction and retention.
Recommendations
Advocacy and leadership
The City of Ballarat should work with the health and education sectors to advocate for the attraction of
ongoing and additional medical training dollars to the region.
City of Ballarat Health Sector Analysis Report
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The City of Ballarat has a role in providing leadership to support the role of Ballarat, its community and
region in relation to new models of healthcare, tailored to the needs and expectations of the
community.
Consideration should be given to the establishment of timely briefings with targeted health sector
decision makers to support health related strategic planning, vision setting, and dialogue between
healthcare organisations in Ballarat and surrounding districts.
The City of Ballarat must recognise and accept its important leadership and advocacy role in planning,
developing, coordinating and enhancing healthcare in Ballarat.
Investment and development
The City of Ballarat should work with the regional health sector to identify opportunities for integrating
primary health care services through the utilisation of the regions strengths and capacities in eHealth
and ICT. Where gaps in support ICT infrastructure and/or service solutions exist, opportunities to attract
investment and leverage and build regional expertise should be explored.
In partnership with the sector, the City of Ballarat should identify tangible import replacement avenues
and for increasing local spend. These opportunities should focus on existing or the development of
potential supply / expertise within the region whilst also identifying opportunities for attracting new
investment.
The City of Ballarat can encourage healthcare providers, universities, local industries and government to
foster translational research and development in quality improvement, service delivery, information
technology, needs assessment, social health and clinical practice throughout Ballarat.
To support health sector investment and development, the City should consider providing a health
sector facilitation contact within the organisation. A major role of this position will be to assist and guide
business and investment enquiries through Council processes.
Workforce
Opportunities exist for the City of Ballarat to work in partnership with health and community services
providers to provide integrated marketing for workforce attraction and retention. In particular, the City
can provide motivational materials and welcome packages for use by the sector as part of their
recruitment campaigns.
City of Ballarat Health Sector Analysis Report
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The importance of workforce planning based around the current and future demographic of the sector
workforce should be advocated and supported by the City of Ballarat.
The City of Ballarat, along with other healthcare organisations and agencies in Ballarat, needs to
specifically target young health professionals who have grown up or trained in Ballarat and the
Grampians Region to encourage them to stay on or return to Ballarat on completion of their training.
Conclusion
The City of Ballarat must recognise and accept its important leadership and advocacy role in planning,
developing and enhancing healthcare in Ballarat. There is the potential to have Ballarat recognised as
a leading centre of healthcare practice, eHealth, learning, research, health promotion and wellness
and to build an evidence-base for healthcare improvements and outcomes that can support health
reform locally, state-wide and nationally. This positioning may also provide the City, the sector and
wider economy with opportunities to attract investment and provide for innovative product and service
development opportunities within local and regional businesses.
City of Ballarat Health Sector Analysis Report
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Background
The City of Ballarat commissioned this review of the health sector in the immediate Ballarat region in
order to ascertain the capabilities and capacity of the sector to meet the health and well-being needs
of a growing population. The City recognises the importance and value of the health sector and its
associated interests and the important contribution it make to the socio-economic development of the
community.
Ballarats health, well-being and community services sectors are growing rapidly and are the regions
second largest employer, employing over 15% of the workforce or nearly 6,000 people. Many health
services are located in Ballarat but also provide care to a large regional catchment.
The principal purpose of this report is to provide an overview of the health sector including relevant
community services, and to present recommendations and guidance to further the development of the
sector by exploring current capabilities, identifying current gaps and a review of current policy and
strategic direction.
Definition
The Australian Bureau of Statistics (ABS) defines the health and community services sector as being units
mainly engaged in providing human health care and social assistance. Units engaged in providing
these services apply common processes, where the labour inputs of practitioners with the requisite
expertise and qualifications are integral to production or service delivery. There are six industry sub-
divisions for health under the Australian and New Zealand Standard Industrial Classification (ANZSIC)
2006 coding system.
Sub-sectors
Hospitals and Nursing Homes
Medical and Dental Services
Other Health Services
Veterinary Services
Child Care Services
Community Care Services
To the meet the requirements of this project and following discussions with the project managers, the
key sub-sectors of hospitals, medical and other health services were the focus of this review.
Methodology
The core methodology employed to develop this report included:
Interviews with key health service providers;
A desktop review of key health service providers and support services in the Ballarat region;
A desktop review of health policy and strategies at local, state and national levels; and
City of Ballarat Health Sector Analysis Report
Page 14 of 94
Analysis of economic and workforce data relating to the wider Ballarat economy and the health
and community services sector in particular.
Overview of health sector in Ballarat
Ballarat plays an important regional role in the provision of health and community services. The Ballarat
community has access to a range of healthcare facilities, including two major hospitals, a day
procedure complex, over 100 general medical practitioners and more than 1,000 public and private,
hospital, nursing and hostel beds. Ballarat Health Services (public hospital) and St John of God Health
Care (private hospital) are located in central Ballarat. Both hospitals serve regional catchments and
are leaders in research and development in areas of psychiatry, nursing, allied health, eHealth, and
clinical medicine.
Key health service providers
A high level review of key providers in Ballarat was undertaken. Although the listing does not include all
health and community service providers in Ballarat, the following provides a summary of the main
providers of health care and allied services in our community. A more detailed profile can be found in
Appendix 2: Key health service providers in the Ballarat region. Annual reports and strategic plans for
most of these organisations are available through their respective web-sites.
Ballarat Health Services
Ballarat Health Services (BHS) is the largest regional hospital and the principal referral hospital in the
Grampians regions. BHS provides a comprehensive range of general and specialist care including:
Acute care;
Sub-acute care;
o Aged Care
o Rehabilitation
o Palliative Care
Residential care;
Emergency services;
Community care;
Psychiatric services;
Outpatients and ambulatory services.
BHS also provide community-based psychiatric services in Horsham, Stawell, Ararat and Bacchus Marsh.
St John of God Health Care
The national St John of God Health Care organisation operates 14 hospitals in Australia and New
Zealand, including St John of God Ballarat which recently underwent a $65m redevelopment. A new
ward block, Emergency Department, cardiac and vascular catheter laboratory and outpatient
rehabilitation facility were commissioned as part of the redevelopment.
As St John of Gods largest Victorian hospital, and the states largest regional private hospital, it plays an
important role in improving access to health services for communities across its wide geographic
catchment.
City of Ballarat Health Sector Analysis Report
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Ballarat Community Health Centre
Ballarat Community Health provides services across four sites in Ballarat: Sebastopol, the City centre,
East Ballarat and Wendouree. Outreach services and clinics are also provided at a range of locations
throughout the Central Highlands. The organisations mission is to create opportunities and supportive
environments which empower people to develop healthy lifestyles and prevent or manage illness.
Ballarat Community Health Services include the following:
Alcohol & Drug Services
Chronic disease management
Mental Health Services
Community Health Nursing
Counselling Services
Central Highlands Primary Care Partnership
The Central Highlands Primary Care Partnership (CHPCP) encompasses four local government
municipalities, including the City of Ballarat, Golden Plains Shire, Hepburn Shire and Moorabool Shire in
the Central Highlands region. The CHPCP is a voluntary alliance of 36 health, local government, welfare
and human service agencies working collaboratively with the community and other agencies to
improve the health and well-being of the Central Highlands community:
Ballan and District Health and Care
Ballarat and District Aboriginal Co-Op
Ballarat & District Division of General Practice
Ballarat Community Health Centre
Ballarat and District Nursing and Healthcare
Ballarat Health Services
Ballarat Hospice Care Inc
Bluearth
Centacare
Central Highlands General Practice Network
Central Highlands Sports Assembly
Child and Family Services Ballarat
City of Ballarat
Department of Human Services Ballarat
Department of Veterans Affairs Ballarat
Djerriwarrh Health Services
Glastonbury Child and Family Services
Golden Plains Shire Council
Grampians Integrated Cancer Service
Hepburn Health Service
Hepburn Shire Council
Hesse Rural Health Service
Karden Disability Support Foundation
McCallum Disability Service
Moorabool Shire Council
PINARC
Salvation Army Karinya
Southern Cross Care (Vic)
St John of God Health Care
United Way Ballarat
Uniting Care
University of Ballarat
Vision Australia Foundation
Womens Health Grampians
UFS Dispensaries
UFS Dispensaries is a not-for-profit, community based organisation running thirteen pharmacies, two
pharmacy depots, a Medical Centre, a gift shop and a well-being centre throughout Western Victoria.
Services include, Baby Club, Maternal & Child Health Nurse, Home Medication Reviews, Methadone
Program, Healthcare Equipment Sales & Hire, Weight Management Programs, and NDSS.
Ballarat and District Division of General Practice
Ballarat and District Division of General Practice Inc. (BDDGP) is one of 100 divisions of general practice
across Australia - currently 29 in Victoria. Ballarat and District Division of General Practice represents 118
GPs in the local area. BDDGP covers a geographic area of 7,300 square kilometres and a catchment
population of approximately 122,000 people. The catchment includes the city of Ballarat and the
outlying towns of Daylesford, Creswick, Clunes, Skipton and Ballan. BDDGP currently employs
approximately 12.6 EFT staff working across a range of programs.
Projects and programs run by BDDGP in 2008/2009 included, GP Well Being Program; Mental Health
Program; Mental Health Support for Drought Affected Communities initiative; Aged Care Access
Initiative; Continuing Professional Development; Nursing in General Practice and Immunisation Program;
GP Training; Rural Palliative Care Project; and Primary Care Integration.
Private Practitioners
General practitioners, specialist doctors, nurses, allied health professionals, dentists and a wide range of
other practitioners operate private practice businesses in and around Ballarat. These include solo
practitioners, group practice and corporatised practices. The BDDGP is the peak representative body
for the regions general practitioners. Specialist medical practitioners are represented by their College
specialty societies and associations.
Ballarat and District Nursing and Health Care
Ballarat and District Nursing and Health Care (BDNH) is the largest home nursing agency in the
Grampians region and is one of only two independent HACC funded home nursing providers in Victoria.
The core services offered by BDNH include:
Nursing & Home Support Services;
BDNH Podiatry;
Footsteps to Fitness: building community awareness of the health benefits of walking, access to
walking groups and walking options in the Ballarat and surrounding areas; and
Grampians HACC Training: BDNH play a coordinating role in organising training and professional
development for the full range of health and community services professionals working within the
Home and Community Care (HACC) Program.
City of Ballarat Health Sector Analysis Report
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Ambulance Victoria
Ambulance Victoria is responsible for pre-hospital emergency medical care and patient transport and
the majority of non-emergency patient transport (NEPT) services for the Victorian population.
Ambulance Victoria currently has 250 ambulance branches strategically located throughout Victoria.
Ambulance Service Victoria (ASV), based in Ballarat, manages ambulance services throughout regional
and rural Victoria. On July 1st, 2008, ASV was integrated with the Metropolitan Ambulance Service to
form Ambulance Victoria.
Department of Human Services
The Victorian Government Department of Human Services, through its Grampians regional office in
Ballarat, oversees the delivery of disability, child protection, youth justice, housing, health and
community services for 216,000 people who live in the region.
Department of Health
The Victorian Governments Department of Health works with the community to provide better access to
health, aged care and mental health and drug services. This is done through managing the public
hospital system, developing health infrastructure in rural and metropolitan Victoria, pursuing
opportunities for partnership with the primary care sector and other governments, public health
interventions, and implementing major health initiatives such as the Victorian Cancer Action Plan.
University of Ballarat
The University of Ballarats School of Nursing works in partnership with health care providers in Ballarat to
offer innovative programs for nurses, midwives, aged care practitioners and other health professionals.
Australian Catholic University
The Ballarat Campus (Aquinas) offers Bachelor of Nursing / Bachelor of Paramedicine courses as well as
graduate and postgraduate courses in midwifery and nursing research.
Other Universities
Deakin University, the University of Melbourne, the University of Notre Dame and Latrobe University all
provide health professional training and clinical placements in Ballarat.
City of Ballarat
The City of Ballarat provides a range of health and community services to the Ballarat community.
These include maternal and child health, immunisation, meals on wheels, family support programs, child
care and play groups and aged in house support programs.
City of Ballarat Health Sector Analysis Report
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Literature review
A review of key health strategy and policy was completed with a more detailed analysis of this review
contained in Appendix 3: Literature Review. The review aimed to highlight the key drivers of health
sector development and the issues supporting or constraining this growth and development particularly
within Ballarat.
Whilst many health service providers are located within the Ballarat region, according to the Ballarat
Health Services Strategic Service Plan and Model of Care (2006) their catchment area spreads across 12
local government areas and covers 20% of the State. The Ballarat Health Sector therefore acts as a
central point for regional services spanning a wide area of the Victorian population.
Ballarats health and community services sector is the second highest employing industry in Ballarat
(behind retail trade) employing 5,829 people, or 15.4% of Ballarats workforce (Economic Strategy 2010-
2014). Ballarat is served by a skilled and committed group of medical practitioners representing most
medical specialties including general practice, internal medicine (physicians), aged care and
rehabilitation, anaesthetics, surgery, obstetrics and gynaecology, paediatrics, psychiatry and
emergency medicine.
The Ballarat Health and Community services industry is progressive, adding value through the use of
technology in remote health care and imaging, and is closely linked with the education sector through
medical and clinical schools. The industry also utilises Ballarats information and communications
technology capabilities, with many health providers and ICT firms forming partnerships in order to aid, for
example, the management of health information systems. The City of Ballarat eHealth Capability Study
(2009) highlights these developments and opportunities.
Along with highlighting the key strength and capabilities of the Ballarat Health Sector, the literature also
emphasises a number of current and emerging challenges presented to the industry. These main
challenges include the growing and aging of the population, and skill shortages.
According to the Ballarat Health Services Strategic Service Plan and Model of Care (2006), the
population within Ballarats catchment is projected to increase to 239,856 persons by 2016, which
represents an increase of 0.7% per annum, over this time period. Ballarats own population is expected
to grow by 15, 716 person over the same time period, an annual increase of 1.1% per year1. In addition,
the proportion of people over 70 years of age in the region is expected to increase significantly over the
next 20 years. These trends, along with a steady national increase in the demand for elective surgeries,
will present significant and ongoing growth in the demand for primary and allied health services.
However it appears that problems with capacity are beginning to emerge with the Economic Strategy
2010-2014 highlighting the capacity issues faced by the Ballarat Austin Radiology Oncology Centre.
1 Source: id population forecasts - http://forecast.id.com.au/Default.aspx?id=210&gid=10&pg=30011
City of Ballarat Health Sector Analysis Report
Page 19 of 94
The literature proposes a number of strategies to combat these issues. For example, Rural Directions for
a Stronger, Healthier Victoria (2009), suggests that the region needs to continue to transform service
provision and develop flexible service models to meet community needs. Consolidating health and
community services, according to the Economic Strategy 2010-2014, as a strategic service sector for
Ballarat and surrounding regions is the key to meeting growing demands generated by population
growth. The Central Highlands Regional Strategy (2010) advises that in order to meet this growing
demand, particularly for aged persons, more home-based health services will be required to alleviate
strain on the hospitals.
Another major challenge presented to Ballarat Health Services is the ability to attract and retain
appropriately qualified health professionals including senior and junior medical staff, general and
specialised nurses and allied health professionals. According to the Grampians Region Nurse
Recruitment Five-year Plan (2006), there were approximately 4,300 nurses (3,350 FTE) living and working
in the Grampians region in 2005. This report also cites that nurse numbers are expected to decline as
health services located in larger rural towns or near major regional cities experience difficulties in
attracting and retaining nurses. Furthermore, the supply of nurses is also expected to decrease due to
an ageing workforce.
The literature suggests that there is a lack of graduate and experienced nurses interested in working in
rural areas. Similarly, it appears that practicing in rural areas is also not attractive to many doctors.
These trends have prompted the development and implementation of strategies aimed at attracting
Division 1 and 2 nurses, and qualified general practitioners and their families to the Ballarat region (See
the Grampians Region Nurse Recruitment Five-year Plan and the GP Recruitment Kit). These strategies
aim to promote Ballarat and build its reputation in order to become a preferred location for medical,
nursing and allied health clinicians as well as clinical placements for medical students (Economic
Strategy 2010-2014 pg 19). In the May 2009 budget, the Federal Government announced incentive
schemes to encourage doctors to relocate to regional and rural areas. Direct incentives range from
$15,000 for relocation to regional areas up to $120,000 for very remote areas.
The Ballarat health sector provides an array of services for the health and wellbeing of its community.
But in the face of emerging challenges, it is the consolidation of existing services, continual innovation,
and the ability to attract qualified medical professionals to the region that will sustain the level of
capabilities required to meet the health service demands brought upon by the growing, ageing
population.
City of Ballarat Health Sector Analysis Report
Page 20 of 94
Sector overview and literature review summary
Learnings Implications
Ballarat has access to a high
range of public and private
medical services supported by
extensive expertise, technology
and support care services.
Ballarat will increasingly become a location of choice for people
seeking the health care they require and desire. It is also likely that
the need to provide health services into the wider catchment
region will also increase as neighbouring communities increase their
populations. A key issue will be how this increased demand will be
met especially as the population ages.
Many of the key health service
providers (St John of God, BHS,
UFS) have attracted or
undertaken investment to
increase health service
provision.
The importance of delivering investment in health services is
recognised by the public and private sector. In order to support
the potential of flexible, ongoing investments will not only be
focussed on bricks and mortar developments, but also
increasingly on technology based delivery, shared services
programs for organisations and providers, and delivery of more
home-based services.
Certain occupations and in
particular nursing, appear to be
reaching a level of criticality of
supply. The drain of medical
staff from rural areas into larger,
regional centres and the ageing
of the workforce are expected
to further impact on service
capacity, particularly in rural
areas.
Direct intervention by governments through initiatives such as
relocation incentive schemes, and broader promotion opportunities
aimed a medical professionals may address some shortages in
some areas. However, relocation decisions made by professionals,
particularly those with partners and / or families are also influenced
by supporting lifestyle, liveability, partner careers and other
considerations associated with relocation which may not be
directly or adequately addressed by some of these intervention
initiatives.
In summary, the literature
particularly highlights issues
around the consolidation of
existing services, continual
innovation and staff attraction
and retention. This last issue is
being impacted by an ageing
workforce and a growing and
ageing population.
Structural changes in the funding of health services by governments
are anticipated to address some of these health service provision
issues. The progress and outcome of these new structures will not
be known for some time, and with imminent elections, the health
reform and policy may be subject to further revision and reform
which cannot be anticipated at this time. However, the
recognition that these issues are of critical importance is accepted
across governments and we can therefore expect that programs
and policy will be developed to address and mitigate them.
Table 1: Learnings and implications from sector overview and literature review
Health Sector Analysis Report
Recommendations
The City of Ballarat should work with the regional health sector to i
primary health care services through the utilisation of the regions strengths and capacities in
and ICT. Where gaps in support ICT infrastructure and/or service solutions exist, opportunities to attract
investment and leverage and build regional expertise should be explored.
Opportunities may exist for the City of Ballarat to work in partnership with health and community services
providers to provide integrated marketing for workforce attraction and
can provide motivational materials and welcome packages for use by the sector as part of their
recruitment campaigns.
Economic analysis
An analysis of the economic performance of the health sector was completed using REM
economic modelling data for the City of Ballarat. The following provides
data provided in Appendix 4: Economic data
Figure
The health and community services sector is the fifth most important sector in terms of output (total
revenues) and demonstrates a 50.2% growth in output from $455.6
except agriculture show output growth over the same period of time.
health services and community services, health services
2010). Health services has grown slightly
to 2010 period.
City of Ballarat Health Sector Analysis Report
The City of Ballarat should work with the regional health sector to identify opportunities for integrating
primary health care services through the utilisation of the regions strengths and capacities in
ICT. Where gaps in support ICT infrastructure and/or service solutions exist, opportunities to attract
tment and leverage and build regional expertise should be explored.
Opportunities may exist for the City of Ballarat to work in partnership with health and community services
providers to provide integrated marketing for workforce attraction and retention. In particular, the City
can provide motivational materials and welcome packages for use by the sector as part of their
An analysis of the economic performance of the health sector was completed using REM
economic modelling data for the City of Ballarat. The following provides an analysis summary with full
Appendix 4: Economic data.
Figure 1: Output - all sectors - 2007-2010
The health and community services sector is the fifth most important sector in terms of output (total
.2% growth in output from $455.6m in 2007 to $684.2 in 2010.
except agriculture show output growth over the same period of time. Within the two sub
health services and community services, health services account for 87.5% of total output ($598.1m in
2010). Health services has grown slightly more than community services at a rate of 53.3% over the 2007
Page 21 of 94
dentify opportunities for integrating
primary health care services through the utilisation of the regions strengths and capacities in eHealth
ICT. Where gaps in support ICT infrastructure and/or service solutions exist, opportunities to attract
Opportunities may exist for the City of Ballarat to work in partnership with health and community services
retention. In particular, the City
can provide motivational materials and welcome packages for use by the sector as part of their
An analysis of the economic performance of the health sector was completed using REMPlan
analysis summary with full
The health and community services sector is the fifth most important sector in terms of output (total
m in 2007 to $684.2 in 2010. All sectors
Within the two sub-sectors of
account for 87.5% of total output ($598.1m in
more than community services at a rate of 53.3% over the 2007
Health Sector Analysis Report
Although output is a measure of a sectors performance, due to the service nature of the sector and the
significant government funding it receives and high level sector policy
problematic to make commentary in relation to the economic performance for this sector.
and community services sector is a growth industry in terms of both outputs and employment
may increase competition within the sector for funding and difficulties in attracting and retaining health
sector workers in an increasingly tightening labour market.
The following table and figure shows the performance of the health sector
economy between 2007 and 2010 using key REMPlan indicators.
performed on par with the wider Ballarat economy against the key indicators.
Table 2: Economic performance of health and community services 2007
Figure 2: Health sector economic indicators 2007
The health has shown positive performance across the key indicators. There has been significant growth
in local expenditure by the sector (that is spend by the sector within the Ballarat municipality) and
good growth in wages and salaries and value add.
significant variances in wages within the sector, average wages and salaries within the sector has grown
from $59,000 per person employed to $75,160 per person, an increase of 27.4%.
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City of Ballarat Health Sector Analysis Report
Although output is a measure of a sectors performance, due to the service nature of the sector and the
significant government funding it receives and high level sector policy structures, it is somewhat
problematic to make commentary in relation to the economic performance for this sector.
and community services sector is a growth industry in terms of both outputs and employment
in the sector for funding and difficulties in attracting and retaining health
sector workers in an increasingly tightening labour market.
shows the performance of the health sector and the wider Ballarat
using key REMPlan indicators. It shows that the health sector has
performed on par with the wider Ballarat economy against the key indicators.
$ #
%
&
'
%
'#
conomic performance of health and community services 2007-2010
: Health sector economic indicators 2007-2010
The health has shown positive performance across the key indicators. There has been significant growth
in local expenditure by the sector (that is spend by the sector within the Ballarat municipality) and
good growth in wages and salaries and value add. Whilst acknowledging that there will be some
significant variances in wages within the sector, average wages and salaries within the sector has grown
from $59,000 per person employed to $75,160 per person, an increase of 27.4%.
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Page 22 of 94
Although output is a measure of a sectors performance, due to the service nature of the sector and the
structures, it is somewhat
problematic to make commentary in relation to the economic performance for this sector. The health
and community services sector is a growth industry in terms of both outputs and employment and this
in the sector for funding and difficulties in attracting and retaining health
and the wider Ballarat
It shows that the health sector has
&
##
The health has shown positive performance across the key indicators. There has been significant growth
in local expenditure by the sector (that is spend by the sector within the Ballarat municipality) and
Whilst acknowledging that there will be some
significant variances in wages within the sector, average wages and salaries within the sector has grown
,!$$
+
+
Health Sector Analysis Report
Local expenditure and domestic imports
The health sector purchases just over $87m of local products and services within the Ballarat economy.
Figure 3 shows that the key sectors purchased from are property and business services and
manufacturing. The main services purchased from property and business services are legal, accounting,
marketing and business management services and scientific research, technical and computer serv
From manufacturing, the health sector chiefly purchase
chemical and chemical products.
Figure
Further analysis of the local expenditure trends
and services at the following level from the following key sub sectors ($ spend +$5m in 2010).
Sector
Property & business services
Communication services
Wholesale trade
Finance & insurance
Other machinery & equipment
Personal & other services
Total
Table
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)
City of Ballarat Health Sector Analysis Report
mestic imports
The health sector purchases just over $87m of local products and services within the Ballarat economy.
ors purchased from are property and business services and
manufacturing. The main services purchased from property and business services are legal, accounting,
marketing and business management services and scientific research, technical and computer serv
From manufacturing, the health sector chiefly purchases other machinery and equipment and
Figure 3: Local expenditure by sector by health
Further analysis of the local expenditure trends shows that health and community services buys good
and services at the following level from the following key sub sectors ($ spend +$5m in 2010).
2007 ($m) 2010 ($m) $
$9.6 $22.2 $12.6
$3.2 $9.2 $5.9
$2.3 $7.9 $5.6
$2.5 $7.1 $4.6
$2.2 $6.3 $4.1
$2.9 $5.9
$22.7 $58.6 $35.8
Table 3: Local health sector expenditure trends
%'#(#
)
Page 23 of 94
The health sector purchases just over $87m of local products and services within the Ballarat economy.
ors purchased from are property and business services and
manufacturing. The main services purchased from property and business services are legal, accounting,
marketing and business management services and scientific research, technical and computer services.
s other machinery and equipment and
shows that health and community services buys good
and services at the following level from the following key sub sectors ($ spend +$5m in 2010).
$ ($m) %
$12.6 132%
$5.9 185%
$5.6 238%
$4.6 181%
$4.1 187%
$3 104%
$35.8 158%
+
Health Sector Analysis Report
The health and community services sectors imports a total of $59.4m of product and services, and of this,
$53.6m is imported from within Australia.
majority of domestic imports followed by property and business services.
Figure 4: Domestic imports by the
A comparison was also made of local expenditure versus domestic imports by sector by the health
sector. This was undertaken in order to ascertain where the greatest opportunity may exist for import
replacement and associated investment attraction.
Figure 5: Local expenditure versus domestic imports by sector
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City of Ballarat Health Sector Analysis Report
The health and community services sectors imports a total of $59.4m of product and services, and of this,
$53.6m is imported from within Australia. Figure 4 shows that manufactured products comprise th
majority of domestic imports followed by property and business services.
: Domestic imports by the health and community services sector
A comparison was also made of local expenditure versus domestic imports by sector by the health
sector. This was undertaken in order to ascertain where the greatest opportunity may exist for import
ociated investment attraction.
: Local expenditure versus domestic imports by sector
* ((#
)
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Page 24 of 94
The health and community services sectors imports a total of $59.4m of product and services, and of this,
manufactured products comprise the
A comparison was also made of local expenditure versus domestic imports by sector by the health
sector. This was undertaken in order to ascertain where the greatest opportunity may exist for import
* ((#
)
City of Ballarat Health Sector Analysis Report
Page 25 of 94
Figure 5 shows that manufacturing is the only sector where imported products are greater in value than
products purchased locally by the health sector. Table 4 provides an analysis of the key sub-sectors
within manufacturing and property and business services and shows that the health and community
services sectors imports the following products and services.
Product / sector Value
Photographic and scientific equipment $10.7m
Medicinal and pharmaceutical products $6.2m
Legal, accounting, marketing and business management services $4m
Other business services $3.4m
Paper containers and products $3m
Table 4: Key imported domestic products and services
The two main manufactured products would appear to be highly health sector specific and specialised.
Investment attraction within these supply chains would need to a very robust business case due to the
potentially high level of development investment required. The property and business services imported
would appear to be areas which local Ballarat companies could increase supply to the health sector.
Value of the sector
Research and analysis undertaken by the Council as part of the ED2014 shows that property and
business services, health and community, manufacturing and ICT are among the economic drivers of
the local economy. Table 3 would appear to further support this thinking with key support sectors of
health including those identified sectoral economic drivers. It would also appear to support the premise
that growth sectors within the local economy both support and derive benefit from each other.
Another indicator of the value of the sector is analysing the impacts on job creation within the sector on
the wider economy. As noted, the health workforce has grown by 16.5% over a five-year period. If this
trends continues, we can estimate that the workforce will grow by at least a further 1,000 employees
over the next 5 years. Using impact modelling, Table 5 shows the multiplier of this employment growth.
Direct Effect
Industrial Flow On
Effect
Consumption Flow On
Effect Total Type 1 Multiplier
Type 2 Multiplier
Output ($M) $117.4 $21.7 $76.2 $215.3 1.185 1.834
Employment (Jobs) +1,000 71 338 1,409 1.071 1.409
Wages and Salaries ($M) $75.2 $5.7 $21.6 $102.5 1.076 1.363
Value Added ($M) $92.2 $9.7 $35.3 $137.2 1.105 1.487
Table 5: Job creation impacts
City of Ballarat Health Sector Analysis Report
Page 26 of 94
The table shows that 1,000 jobs created within the health and community services sector leads to a
further 71 jobs created within the sector and 338 in other industry sectors. These would be mainly in retail
(125), property and business services (38), manufacturing and education (29 each).
In addition, the economic flow-ons include an increase in overall output within the economy of $215.3m,
additional wages and salaries of $102.5m and a further $137.2m in value-add within the economy.
These multiplier effects would be similar to like job creation within education, retail and personal and
other services sectors. When compared to multiplier effects within other sectors such as manufacturing,
professional and business services, and communication services, the health and community services
sector impacts are relatively low. This is in part due to the lower levels of local intra-sector linkages of the
health sector and its public service delivery rather than commercial product profile.
Economic analysis summary
Learnings Implications
Like nearly all sectors in Ballarat,
the health and community services
sector has shown good economic
performance of the past few years.
This has been driven by increased
service demand, workforce growth
and associated increases in
funding and revenue streams.
This continued growth, mainly demand driven will impose
pressures on the existing workforce and the overall capacity of the
sector to meet demand. In addition, funding of public sector
health services will undoubtedly become more competitive.
Innovative solutions to workforce attraction and investment will
need to be identified and implemented by the sector.
Growth in the health sector has
important economic flow on
benefits to the wider Ballarat
economy.
Although an important driver within the local economy, these flow
on benefits are not as high as similar growth impacts from within
other sectors. In addition, local expenditure by the sector within
Ballarat is relatively low apart from property and business services
and manufacturing. This may present opportunities for increasing
expenditure by health within other sectors.
Key imports by the health sector
appear to be within specialised
manufacturing and property and
business services.
Import replacement opportunities (and associated investment
attraction) may exist for the key products and services currently
imported by the health sector. Specialised manufacturing may
need to be supported by an investment business case due to
potential high level of capital investment that would be required.
This high wage sector provides
significant value to the local
economy.
Provides a competitive advantage for the sector in relation to
workforce attraction and retention and employment generation
in other sectors.
Table 6: Economic analysis summary
Health Sector Analysis Report
Recommendations
In partnership with the sector, the City of B
and for increasing local spend. These opportunities should focus on existing or the development of
potential supply / expertise within the region whilst also identifying opportunities for attract
investment.
Health sector workforce
Capacity and sustainability
Helath and community services is the second most important employment sector after retail trade and
accounts for 15.5% of workforce, employing 5,829 people. The workforce has grown by 16.5% between
2001 an 2006 (ABS Census data periods), an increase of 82
continue at the same rate, it can be estimated that there will be approximately 6,790 employed in the
sector in 2011. The City of Ballarat Economic Strategy 2010
will be 10,941 people working in the sector. Within the two sub
people which represents 13.5% of the total Ballarat workforce and 80% of the total sector workforce.
The REMPlan workforce modelling system uses ABS Census d
workforce is Ballarat at that time was 37,708 people working in Ballarat.
presented are based on this figure.
Figure
The following provides a summary of the key workforce characteristics and profiling of the workforce.
More in-depth workforce data is provided in
City of Ballarat Health Sector Analysis Report
In partnership with the sector, the City of Ballarat should identify tangible import replacement avenues
and for increasing local spend. These opportunities should focus on existing or the development of
potential supply / expertise within the region whilst also identifying opportunities for attract
Helath and community services is the second most important employment sector after retail trade and
accounts for 15.5% of workforce, employing 5,829 people. The workforce has grown by 16.5% between
2001 an 2006 (ABS Census data periods), an increase of 824 employees. Should this employment trend
continue at the same rate, it can be estimated that there will be approximately 6,790 employed in the
sector in 2011. The City of Ballarat Economic Strategy 2010-2014 (ED2014) estimates that by 2026, there
e 10,941 people working in the sector. Within the two sub- sectors, health services employ 4,543
people which represents 13.5% of the total Ballarat workforce and 80% of the total sector workforce.
The REMPlan workforce modelling system uses ABS Census data from 2006 which shows that the total
workforce is Ballarat at that time was 37,708 people working in Ballarat. Sector workforce figures
Figure 6: Employment - all sectors -2001 2006
The following provides a summary of the key workforce characteristics and profiling of the workforce.
depth workforce data is provided in Appendix 5: Health sector workforce data
+
Page 27 of 94
allarat should identify tangible import replacement avenues
and for increasing local spend. These opportunities should focus on existing or the development of
potential supply / expertise within the region whilst also identifying opportunities for attracting new
Helath and community services is the second most important employment sector after retail trade and
accounts for 15.5% of workforce, employing 5,829 people. The workforce has grown by 16.5% between
4 employees. Should this employment trend
continue at the same rate, it can be estimated that there will be approximately 6,790 employed in the
2014 (ED2014) estimates that by 2026, there
sectors, health services employ 4,543
people which represents 13.5% of the total Ballarat workforce and 80% of the total sector workforce.
ata from 2006 which shows that the total
Sector workforce figures
The following provides a summary of the key workforce characteristics and profiling of the workforce.
Appendix 5: Health sector workforce data.
./"
./"
Health Sector Analysis Report
Age profile
Using REMPlan data sets, Figure 7 presents the overall age profile of the Ballarat workforce compared to
state and national profiles.
Figure 7: Age profile
There are some differentials between the age profile of the Ballarat workforce and state and national
profiles. Ballarat has a slightly higher proportion of workers aged under 24 years, but this profile then
declines between the years of 25 and 44 years. Thi
age group. Workers aged between 45 and 54 years is slightly higher in Ballarat than elsewhere and
slightly lower in the 55 to 74 years age groups. The data shows that 47% of the workforce in Balla
aged between 35 and 54 years. However, when we look at the age profile comparisons within the
health and community services sector, we see a different profile as presented in
0 0 0
, - "
City of Ballarat Health Sector Analysis Report
presents the overall age profile of the Ballarat workforce compared to
: Age profile comparison of the Ballarat workforce
e are some differentials between the age profile of the Ballarat workforce and state and national
profiles. Ballarat has a slightly higher proportion of workers aged under 24 years, but this profile then
declines between the years of 25 and 44 years. This may indicate a loss of workers from the region in this
age group. Workers aged between 45 and 54 years is slightly higher in Ballarat than elsewhere and
slightly lower in the 55 to 74 years age groups. The data shows that 47% of the workforce in Balla
aged between 35 and 54 years. However, when we look at the age profile comparisons within the
health and community services sector, we see a different profile as presented in Figure
0 0 0 0 0 1 2!
, - "
Page 28 of 94
presents the overall age profile of the Ballarat workforce compared to
e are some differentials between the age profile of the Ballarat workforce and state and national
profiles. Ballarat has a slightly higher proportion of workers aged under 24 years, but this profile then
s may indicate a loss of workers from the region in this
age group. Workers aged between 45 and 54 years is slightly higher in Ballarat than elsewhere and
slightly lower in the 55 to 74 years age groups. The data shows that 47% of the workforce in Ballarat is
aged between 35 and 54 years. However, when we look at the age profile comparisons within the
Figure 8.
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Health Sector Analysis Report
Figure 8: Age profile comparison of the health sector workforce
The 15 to 34 age groups are lower in the Ballarat health sector workforce than elsewhere.
profile then increases with nearly 32% of the health sector workforce in Ballarat aged between 45 and
54 years compared to 28.7% for Victoria and 29.1% for Australia as a whole. The workforce then
becomes slightly younger than elsewhere from 55 ye
made of the age profile of the workforce
Figure 9
The data shows that the health sector has the second highest proportion of workers
groups, and the fourth oldest workforce across all industry sectors in
defined in Figure 10.
0 0 0
, - "
$ "
City of Ballarat Health Sector Analysis Report
: Age profile comparison of the health sector workforce
The 15 to 34 age groups are lower in the Ballarat health sector workforce than elsewhere.
profile then increases with nearly 32% of the health sector workforce in Ballarat aged between 45 and
54 years compared to 28.7% for Victoria and 29.1% for Australia as a whole. The workforce then
becomes slightly younger than elsewhere from 55 y