Strategic Directions 2018-2023

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PDF version of NACCHO’s Strategic Directions 2018-2023.

STRATEGY 1 - NACCHO will maintain and strengthen its position as the National leadership body for Aboriginal health and wellbeing in Australia.

Actions

  • Champion and support the expansion of Aboriginal community controlled health services to properly meet the health needs of Aboriginal people
  • Build NACCHO’s internal capacity to undertake research and policy:
    • Lead development of a National Strategy on the Social Determinants of Health that identify key evidence-based policies and programs to address factors such as education, income inequality, employment and public housing
    • Improve NACCHO’s capacity to undertake national service mapping of the community controlled sector throughout Australia to identify areas with high levels of preventable admissions and deaths and inadequate services
  • Develop and maintain effective working relationships/partnerships with relevant external stakeholders
  • Achieve preferred provider status of ACCHSs with Governments regarding the provision of integrated, comprehensive primary health care for Aboriginal people
  • Renew the NACCHO reputation/brand by developing and implementing a communication and marketing strategy to build credibility of the new NACCHO
  • In collaboration with State and Territory Peaks, more strongly advocate on behalf of communities who are seeking to introduce community controlled health organisations

KPIs

  • Successful National Network Funding Agreement with the Commonwealth Government
  • Recognition of preferred provider status with Governments
  • Extent of NACCHO representation on key national advisory groups and committees
  • Recognition of NACCHO as the leader on Aboriginal health and well-being in government policy frameworks and key documents

STRATEGY 3 - NACCHO will continue to strengthen its governance structure and skills base; and assist similar improvements in State and Territory Peaks and ACCHSs.

Actions

  • Ensure the principles of community control are retained at all levels of governance
  • Development of a new NACCHO constitution to meet future requirements in a changing landscape to facilitate effective leadership arrangements
  • Improve advice and guidance to members on appropriate governance requirements
  • Build a focused, capable and well-led networked organisation which is credible to funders and partners
  • Grow Secretariat capacity to drive the strategy, including in marketing, policy and evidence, network collaboration

KPIs

  • Changed Constitution to clarify roles of NACCHO and Affiliates and the opportunity to include skills-based Directors
  • Board members have completed an appropriate corporate governance course
  • Revitalise the National Principles and Guidelines for Good Governance
  • Establishment of a NACCHO CEOs Forum

STRATEGY 2 - NACCHO will enhance and demonstrate the value it offers to members by exhibiting strong leadership.

Actions

  • Improve communication and enhance accountability to and from members
  • Facilitate development of leadership opportunities and succession planning
  • Demonstrate the value of the ACCHS model of care and the NACCHO network so that NACCHO has a clear evidence-based ‘case’ for investment
    • Survey the current work on data and research across the network and develop a coordinated approach to building the evidence base for the NACCHO model
    • Develop the NACCHO methodology for demonstrating return on investment, including impact on health and economic well-being and effectiveness of the NACCHO model
  • Strengthen Board engagement with Members
  • Ensure that the CEO network is aligned with the Board’s schedule
  • Work with the Members to get agreement on the core services and programs that Aboriginal community controlled health services should deliver to maximise our capacity to improve the health and well-being of Aboriginal and Torres Strait Islander people

KPIs

  • Extent of support for leadership training, succession planning and mentoring
  • Conduct an annual satisfaction survey of all members
  • Establishment of functional Medical Advisory Group, CEO’s Forum and Policy Officer’s network
  • Undertake an annual Board performance review
  • Development of more sustainable funding models

STRATEGY 4 - NACCHO will develop a research and continuous quality improvement framework.

Actions

  • Identify and develop holistic health models and practices for whole-of-life perspectives for the patient journey
  • Ensure central role for ACCHSs in national initiatives that enable improved service integration, access to and quality of care at local levels
  • Develop a cultural framework for adoption and use in the non-Aboriginal specific health service sector
  • Enhance NACCHO’s capacity in applied research with a focus on models of care and Continuous Quality Improvement (CQI)
  • Implement a nationally consistent CQI Program that addresses quality at all levels — clinical, service, management and governance to ensure Members and Affiliates are credible

KPIs

  • Achievement of increased capacity of State and Territory Peaks to support members’ CQI
  • Engagement of NACCHO in national initiatives such as My Health Records, Primary Health Networks, integrated care, telecommunications, nationally funded health research
  • A National Aboriginal Research Accord established to engage with community and determine how community wants to be engaged in research
  • Develop a NACCHO Health Status Reporting mechanism