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This case study looks at the Australian Regional and Remote Community Service (ARRCS), an Aboriginal Community Controlled Organisation in the Northern Territory based on Larrakia Country.
ARRCS is part of UnitingCare Queensland and provides services from Darwin to Kaltukatjara (Docker River). It delivers aged care, disability and community services across urban, regional and very remote areas. Its work supports Aboriginal people to stay connected to family, culture and Country.
ARRCS operates in many different cultural contexts and geographic settings. Its workforce is highly diverse, including local Aboriginal staff, employees recruited from across Australia and international migrant workers.
Delivering services in complex environments needs more than standard training and compliance.
This case study shows how ARRCS created an organisation-wide cultural support system built around peer support, cultural leadership and strong relationships. The approach helps staff build workforce capability in the form of skills and increasing confidence in their work.
It also shows how culturally safe systems improve consistency of care, staff confidence, support staff to stay (retention) and improves outcomes for residents in First Nations communities.
This case study looks at peer support as part of a wider cultural support system. The goal is to build cultural confidence, safety and consistency across a diverse workforce.
It recognises that cultural safety is not achieved through one-off training. Instead, it is built through ongoing, relationship-based supports that are part of everyday practice.
Many staff joining the organisation, especially migrant workers with international visa’s, have limited understanding of Australian and First Nations cultures. Without peer and cultural support, staff could feel unsure and worried about making mistakes. This can lead to inconsistent practice and impacting both resident wellbeing and staff retention.
Across First Nations sites, behavioural incidents, indicated that such responses were linked to unmet cultural needs, rather than individual behaviour, requiring systemic and culturally informed responses.
Peer support was integrated across multiple touchpoints:
ARRCS used an organisation-wide approach to support peer learning and culturally safe practice. This included structured onboarding, ongoing mentoring and training that responded to staff needs. New staff, including international workers, received cultural orientation from the First Nations Programs team. This gave them a clear understanding of cultural protocols, trauma-informed care and workplace expectations.
Experienced staff and cultural specialists provided ongoing support in daily practice. They gave real-time mentoring, guidance and feedback. ARRCS also used flexible training, based on individual needs and review processes to meet team requirements. This included tailored training and culturally informed reviews based on conversation, not surveys. Clear pathways for raising cultural concerns helped address issues early. Recognition programs and sharing good practice helped strengthen learning.
Together, these supports ensure staff are not working in isolation but are embedded within a responsive system that builds cultural competence, confidence, and ultimately supports workforce retention and culturally safe care.
Peer support strengthens the translation of training into everyday practice by helping staff apply what they have learned in real situations. Cultural safety is enhanced when staff feel supported and guided, rather than monitored or judged, creating a more open and confident workforce. Conversation-based reviews also provide more authentic and trustworthy insights than traditional surveys, as they encourage honest feedback and real engagement. Together, these approaches build workforce confidence and contribute to improved staff retention by fostering a culturally safe and supportive environment.