SOCIAL SOCIAL SOCIAL SOCIAL SOCIAL STRONG STRONG STRONG STRONG. Strategic Directions. Nunkuwarrin Yunti of South Australia Inc.

Transcription

1 Nunkuwarrin Yunti of South Australia Inc. STRONG SOCIAL SUSTAINABLE STRONG SOCIAL SUSTAINABLE STRONG SOCIAL SUSTAINABLE STRONG SOCIAL SUSTAINABLE STRONG SOCIAL Strategic Directions

2 Nunkuwarrin Yunti has been a leader in Aboriginal Health for over 40 years. This has occurred through many people working together focusing on Aboriginal ways of doing health business. The Board and Senior Management are proud to present the Strategic Plan which outlines the priorities for the ongoing journey towards a Strong, Social and Sustainable community. Rosita Howson - Chair Vicki Anne Holmes - CEO Nunkuwarrin Yunti of South Australia Inc.

3 Our Vision To continue to lead the way in the design and delivery of contemporary culturally based health and social and emotional wellbeing services to build a healthy Aboriginal and Torres Strait Islander community. Our Purpose 1. To provide a diverse range of services and programs within the Adelaide metropolitan region of South Australia dedicated to improving the physical, social and emotional wellbeing, spiritual, cultural and mental health of traditional, rural and urban Aboriginal and Torres Strait Islander people. 2. To work cooperatively with other health service providers to respond to and assist with delivering services to traditional, rural and urban Aboriginal and Torres Strait Islander people as their circumstances warrant. 3. To promote healthy lifestyle choices amongst Aboriginal and Torres Strait Islander people who utilise the service and to the broader Aboriginal community. 4. To reduce the incidence of premature death and chronic disease amongst the Aboriginal and Torres Strait Islander community of South Australia. 5. To contribute to the development of a skilled workforce in Aboriginal health. 6. To assist Aboriginal and Torres Strait Islander people separated from their families under past laws, practices and policies of Australian governments, to undertake family tracing and reunion activities. 7. To promote dedicated and culturally appropriate service responses to the Aboriginal and Torres Strait Islander community from mainstream services. Strategic Plan

4 Our Guiding Principles that Reflect our Values: 1. We support the principle of Aboriginal Community Control in health. 2. We are committed to achieving standards of excellence in the governance, management and administration of Nunkuwarrin Yunti and in the delivery of services and engagement with the community. 3. We acknowledge and respect those who fought for the establishment of Nunkuwarrin Yunti and we continue to build upon their work and dedication. 4. We will wherever possible, respond first and foremost to the needs of our clients regardless of their circumstances and without judgment. 5. We will deliver services to our clients that not only meet quality health practice standards but are also respectful of traditional cultural laws and practices and honour the kinship relationships that exist. 6. Our services and programs will be planned and delivered in ways that promote the strength and capacity of Aboriginal and Torres Strait Islander individuals and communities to achieve better health outcomes. 4 Strategic Plan OUR SERVICE PROMISES 1. We promise to deliver a culturally sensitive, responsive and flexible service that encourages Aboriginal and Torres Strait Islander people to believe that Nunkuwarrin Yunti is their unique health and social and emotional wellbeing service in Adelaide. 2. We promise to: a. Provide best-practice health care b. Provide prompt responses to our clients and patients health and administrative needs c. Provide choice of self-management of chronic health conditions d. To always contribute to solving the problem 3. We promise to provide a culturally safe and supportive working relationship and environment. 4. We promise to do the things we say we will do.

5 Our Overarching Strategic Theme Aboriginal Culture is at the Core of Everything We Do. Our Core Strategic Directions 1. Responsive and flexible service design that promotes quality and addresses access and equity issues 2. Expanded service range 3. Financial viability, sustainability and independence 4. Workforce Development in Aboriginal Health 5. Strong Governance Strategic Plan

6 Strategic Direction 1 Responsive and flexible service design that promotes quality and addresses access and equity issues (Strategy Leader Executive Health Services) Overarching Goal: To realise the holistic health care promise we make to our clients and to demonstrate the contribution we are making to the Closing the Gap priorities. Key Activities Create a Population and Preventative Health Unit to focus on prevention and early intervention. With the involvement of our clients we will develop and expand our range and type of promotional material with increased use of digital media. Define and review models of care particularly in the area of Social Health Services and implement improvements. Define clinical /practice governance standards and embed them into a clinical / practice governance framework. Create Wellness Pathways across the organisation s programs and service range. Align our programs and services to, and measure progress against Closing the Gap key priority areas. Integrate Aboriginal Health Practitioners across our organisational and service structures. Forge relationships with Aboriginal Health research bodies and grow this capacity internally. Timeframes Started 2013 embedded by 2016 Started 2013 Embedded by 2016 Started 2013 Embedded by 2016 By 2014 By 2015 By 2015 By 2016 Started in 2013 Goal of funded Team by Strategic Plan

7 Overarching Goal: To achieve best practice Aboriginal mental health and anti-poverty responses to reduce to burden of heartache and distress in the local Aboriginal community and build strong healthy futures for our youth. Key Activities Continue to develop and deliver services focused on chronic disease self-management, coordinated care and early intervention to promote better health outcomes for the local Aboriginal community. Continue promoting e-health and use of Personally Controlled E-Health Records (PCEHR) Review our existing approach to Aboriginal mental health care and create strong service pathways between mental health crisis care and recovery services. Cluster our existing mental health care services and increase access multi-disciplinary casework with registered mental health care practitioners, caseworkers and community based approaches to wellbeing. Align internal mental health approaches with national initiatives such as the Better Access to Mental Health Care program and the revised National Aboriginal and Torres Strait Islander Social and Emotional Wellbeing Framework. Review our existing approach to Aboriginal antipoverty and create strong service pathways to strengthen economic participation. Develop strategic alliances with alternative care providers (foster care agencies) to improve health care provision and management to Aboriginal and Torres Strait Islander children and adolescents in care and those exiting care. Timeframes In Place Expansion over course of plan. Started in 2013 Start by 2014 Embed by 2016 Start by 2014 Embed by 2016 Start by 2014 Embed by 2016 Start by 2015 Embed by 2017 Start by 2015 Embed by 2017 Strategic Direction 2 Expanded services range. (Strategy Leader Executive Health Services) Strategic Plan

8 Strategic Direction 3 Financial viability, sustainability and independence. (Strategy Leader Executive Corporate Services) 8 Strategic Plan Overarching Goal: To increase internal revenue generation and reduce waste. Key Activities Address storages in space through implementing renovations to existing properties and developing submissions to increase property holdings for the organisation. Implement workforce development plan to build critical skills in areas critical for organisational health and staff competency in Aboriginal health care and administrative functions. Implement training to all line managers in finance for non-financial managers and enhance internal financial reporting to strengthen skills in developing and managing budgets. Implement a Green Team to reduce waste and costs to the environment. Undertake an analysis of MBS rebates and workforce modelling to maximise Medicare revenue and implement training and systems to enhance appropriate billing. Undertake an analysis of income generation through our RTO / training to maximise revenue and expanded reach of our quality training products. Develop 3-year financial income and expenditure forecasts to enable a more strategic approach to financial management. Review ICT needs of the organsiation and develop an ICT plan to promote security of data and leveraging of technology to promote real time reporting on service outcomes. Timeframes Started in 2013 Increased property holdings by 2017 Started in 2013 Workforce Training Calender updated annually. By 2014 By 2014 Start by 2014 Increased income streams in place by 2016 Start by 2015 Income streams in place by By 2015 By 2016

9 Overarching Goal: To build skills and employment pathways in the Aboriginal health sector and to be recognised as a centre of excellence for Aboriginal health workforce development. Key Activities Continue to design and deliver accredited training and workforce training needs analysis and support in the area of Aboriginal social and emotional wellbeing. Consolidate placements for Aboriginal Health Workers / Practitioners and allied health providers across a range of disciplines. Continue and grow opportunities for GP Registrar placements and pilot cultural mentorship for GP Registrars to enhance culturally safe and effective practice. Maintain access to administrative traineeships to promote skill formation and increased employment opportunities. Facilitate access to a financial services traineeship to promote skill formation and increased employment opportunities. Timeframes In Place RTO accredited until In place (PCS) Expansion in other HS by 2015 In place Cultural Mentoring by 2015 In place 1 traineeships p/a By 2015 Strategic Direction 4 Workforce Development in Aboriginal Health (Strategy Leader Executive Corporate Services) Strategic Plan

10 Strategic Direction 5 Strong Governance (Strategy Leader Chief Executive Officer) 11 Overarching Goal: To be accountable for organisational activities and decisions and be ethical and honest in our dealings with each other. Key Activities Continue to recruit new members to the organisation and attract Aboriginal people to the Board who share the passion in advancing health outcomes for the community. Implement Board and Governance development activities inclusive of induction and training to equip Board members to undertake this role effectively. Implement routine Board reporting inclusive of progress against the strategic plan, financial, risk management, business continuity, quality and safety and legal compliance reporting. Continue to promote our place in the Aboriginal health sector as a lead agency, shaping the health agenda in partnership with the Aboriginal Health Council of SA, the National Aboriginal Community Controlled Organisation, and the National Congress of Australia s First Peoples. Fully integrate an Aboriginal cultural safety framework across the organisation. Undertake a review of the senior management structure and progress succession planning activities. Timeframes 30 members by 2014 Annual increase in membership of 30% Annual training & induction (needs basis) Reporting in line with Board meetings and schedule of reports. In place Maintain process with increased public presence by By 2016 By 2016 Strategic Plan

11 Acronyms AHP Aboriginal Health Practitioner CHPE Community Health Promotion & Education CEO Chief Executive Officer EA GP HR ICT Executive Assistant General Practitioner Human Resource Information & Communication Technology MBS Medicare Benefits Schedule PCEHR Personally Controlled E-Health Record PDU People Development Unit PCS Primary Care Services RTO Registered Training Organisation SH Social Health QSR Quality Safety and Reporting Strategic Plan

12 Nunkuwarrin Yunti of South Australia Inc Wakefield Street Adelaide SA Brady Street, Elizabeth Downs SA South Terrace, Adelaide SA 5000 Konanda, 94 Grand Junction Road, Kilburn SA 5084 t: f: e nunku@nunku.org.au