ARIIA acknowledges the Aboriginal and Torres Strait Islander people of this land and recognises their continuous connection to land, sea and community. We pay our respects to them and their cultures and to Elders past and present.
Aboriginal and Torres Strait Islander people should be aware that this website may contain images, voices and names of deceased persons.
This case study examines how Southern Cross Care, in partnership with Selectability North Queensland, built workforce capability following the transition of aged care services across remote Lower Gulf and Cape York communities.
From September 2023, Selectability assumed responsibility for residential aged care homes in Doomadgee, Mornington Island and Normanton, followed by services in Aurukun in July 2024.
This case study explores how Selectability redesigned the workforce model to move away from agency reliance and toward a culturally safe, sustainable staffing approach aligned with community needs and organisational values.
In remote First Nations settings, capability extends beyond clinical competence to include resilience, adaptability, cultural awareness and the ability to work respectfully within community contexts.
Selectability’s approach recognises that culturally safe care requires a stable, supported workforce embedded within strong organisational systems - not short-term or transactional staffing arrangements.
Remote aged care services face significant workforce challenges, including limited local labour pools, geographic isolation and difficulties attracting and retaining skilled staff. Prior to transition, reliance on FIFO agency workers resulted in high turnover, inconsistent practice and reduced continuity for older people.
From a cultural safety perspective, frequent workforce turnover and short-term staffing can disrupt relationships, undermine trust, and limit staff understanding of local community context. These challenges highlighted the need for a workforce model that balanced operational realities with stability, cultural responsiveness and staff wellbeing.
Selectability began by designing the right staffing model before recruiting, ensuring workforce structure aligned with resident acuity, service intent and community context. This included analysis of clinical complexity, service size and a person-centred care philosophy that supports older people to remain connected to community.
A regional management model was implemented, with clinically qualified Regional Managers providing leadership and continuity across sites. Each home is supported by Registered Nurses, Enrolled Nurses, Personal Care Workers and facility support staff, with local employment prioritised where possible.
To support workforce stability, Selectability introduced a direct-employment FIFO model. Staff are paid above award and work a six-weeks-on, two-weeks-off roster, with accommodation, meals and transport provided during their swing. Comprehensive onboarding, paid pre-deployment training, on-site buddying and ongoing supervision ensure staff are prepared, supported and culturally informed.
Selectability invested in practical systems that enable staff to live and work well in remote communities. Flights are provided from staff members’ nearest capital city, accommodation is fully covered and transport to and from work is supplied. Purpose-built accommodation solutions - including the purchase and refurbishment of the Gulfland Motel in Normanton and development of modular housing—address a key barrier to workforce sustainability.
Staff wellbeing is supported through reliable internet access, social connection activities, on-site facilities such as gym equipment and regular team events. An Employee Assistance Program is available, complemented by Selectability’s internal mental health expertise. Regional Managers and clinical leads provide consistent supervision, mentoring, toolbox talks and targeted training when gaps are identified.
This case study demonstrates that workforce capability in remote First Nations contexts is built through deliberate system design rather than short-term staffing solutions. Moving away from agency reliance toward a supported FIFO workforce has improved continuity, staff commitment and consistency of care.
For practice, this highlights the importance of aligning staffing models with cultural context, service philosophy and workforce wellbeing. Investment in leadership continuity, accommodation, onboarding and relational support strengthens culturally safe practice and contributes to improved retention and care outcomes.