STRATEGY 1 - Further strengthen NACCHO’s national influence to increase investment in Aboriginal and Torres Strait Islander comprehensive primary health care.
This involves the development of a strong brand and NACCHO growing further as a trusted and well connected national institution. NACCHO will continue to create a national agenda, be agile in responding to opportunities, and secure necessary funding and stability for the sector well into the future.
- Champion and support the expansion of Aboriginal community-controlled health services to meet the health needs of Aboriginal people
- Continue to secure funding for the sector and to work with governments to begin closing the health funding gap ($4.4b). This will involve fairer access to our share of existing funding and appropriations, but will also need to include:
- Increased Commonwealth funding for IAHP and funds accessed from the mainstream
- Increased state/territory funding
- Better access to private health insurance
- Increased philanthropic contributions and partnerships opportunities for the sector
- Develop and maintain effective partnerships with all stakeholders (including MOUs)
- Renew the NACCHO brand by developing and implementing a strategic communication and marketing plan
- In collaboration with state and territory peaks, advocate on behalf of communities who are seeking to access community-controlled health programs and help with the transition of more government-run Aboriginal medical services into ACCHOs
- Build NACCHO into critical national health architecture (e.g., PBAC)
- Measures of the reduction of the funding gap, include:
- Increased level of funding and financial security for the sector over the forward estimates
- Increased access to existing funding appropriations in mainstream services
- Increased funding for infrastructure renewal and capital works across the sector
- The extent of the take up of proposals outlined in public and pre-budget submissions
- Extent of NACCHO representation on key national advisory groups and committees
- Increased media coverage and social media profile
STRATEGY 3 - Promote strong governance practices.
This involves the implementation of robust governance processes for the NACCHO Board, executive and staff and the development of a strongly aligned sector with clear shared priorities and accountability.
- Ensure the principles of community control are imbued in all levels of governance in the organisation
- Facilitate leadership opportunities and succession planning in NACCHO and across the sector
- Governance reform to meet future requirements in a changing landscape to facilitate effective leadership and protect the reputation of the sector
- Provide advice and training to members on governance issues and mechanisms
- Build a focused and capable trusted organisation which has national credibility and the gravitas of a national leader and expert
- Grow the capacity of the Secretariat’s capacity to drive the strategy, including in marketing, policy, evidence, and network collaboration
- Strengthen the relationships with state and territory peaks (including data sharing and the ability to promulgate best practice)
- Board members offered governance training, are involved in the Board committees, and participate in an annual Board performance review
- Successful annual national youth conferences and national members conferences held annually
- Engagement of state peaks via the NACCHO CEOs Forum, Medical Advisory Group, and policy officer’s network
- Provision of leadership development opportunities, governance resources, training and workshops for ACCHO boards and CEOs across Australia
STRATEGY 2 - Together, with members, deliver excellent services.
This involves leadership, recruiting, training and retaining the workforce, providing cultural intelligence, better access to Medicare, the implementation of a core services framework and the strengthening of key preventative measures.
- Continue to develop and implement a National Health Framework
- Strengthen measures focussed on prevention to avoid long term health issues and maximise existing health investments
- Continue to support ACCHOs so that the sector remains well-positioned to respond to pandemics and emerging crises (e.g., fires, floods, and the impact of climate change)
- Continue to support emerging and new ACCHOS
- Continue to support ACCHOs in making better use of Medicare
- Address workforce supply and retention issues, so that a highly trained workforce is supported across the sector and in key new related areas (e.g., aged care and NDIS)
- Continue to support the Coalition of Peaks and its work in progressing the new National Agreement on Closing the Gap
- Successful co-design and roll-out of 500 Aboriginal and Torres Strait Islander health traineeships
- Improved RTO funding arrangements in the sector
- Implementation of the Core Services Framework
- Increased access to Medicare
STRATEGY 4 - Further strengthen NACCHO’s knowledge-base and capability of the sector.
This involves increased access to medical technologies, business technology, the development of a strong evidence base, good data governance practices, and the capacity to extend the ACCHO model into related sectors (e.g., aged care and NDIS).
- Lead the development of a national strategy on the social determinants of health that identifies key evidence-based policies and programs
- Build stronger data capacity and ensure improved data governance arrangements are in place
- Support digital health initiatives and technologically enabled care (medical and business)
- Continue to develop and implement the Continuous Quality Improvement (CQI) framework
- Improve NACCHO’s capacity to undertake national service mapping of the community-controlled sector to identify areas with high need, primarily through levels of preventable admissions and deaths and inadequate servicing
- Ensure a central role for ACCHOs in national initiatives that enable improved service integration and access to quality care at local levels
- Improved engagement of NACCHO in national initiatives, such as My Health Record, Primary Health Networks, integrated care models, telecommunications initiatives, and leading nationally funded health research
- Ensuring data sovereignty is secured in all research and that the integrity of data in the sector is maintained and is under Aboriginal control
- Improved performance reporting
- Conduct satisfaction surveys of all members and the development of an effective database to improve NACCHO’s knowledge of the membership base