Goulburn Valley HealthAboriginal and Torres Strait Islander Cultural Responsiveness Plan 2019-2023

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CONTENTS

Acknowledgment of Traditional Custodians 4

Board Chair and Chief Executive Foreword 5

Our Vision for Cultural Responsiveness 6

Our Culture of Care 7

Alignment to our Strategic Plan 8

Our Business 9

Governance� 9

1. We recognise Aboriginal and Torres Strait Islander peoples as the 10 First Australians who have a unique cultural and spiritual relationship to the land.

2. We will provide opportunities to all staff to increase their knowledge 12 and understanding of cultural differences and responsiveness.

3. We will commit to increasing the participation and representation 13 of Aboriginal and Torres Strait Islander people within our workforce.

4. We acknowledge the importance of working with all Aboriginal and 13 Torres Strait Islander peoples as we walk together toward a healthier future.

5. We will foster the principles of reconciliation through the development and implementation of National, State and Local planning processes. 15

6. We will commit to reconciliation and the self determination 15 of Aboriginal and Torres Strait Islander peoples.

5

GV Health would like to acknowledge the Traditional Custodians of the land on which we live and work and pay our respects to elders past, present and emerging.We acknowledge their significant cultural heritage, their fundamental spiritual connection to Country, and value their contribution to a diverse community. We are proud to embrace the spirit of reconciliation, and learn more from the local Aboriginal and Torres Strait Islander community how best to improve their health, social and economic outcomes.

Acknowledgment of Traditional Custodians

Acknowledgement of Artist — Wayne "Shane Mickey" Morgan The artwork utilised throughout this plan and GV Health’s Commitment to Aboriginal & Torres Strait Islander Health was produced by local artist Wayne (Shane Mickey) Morgan . It was presented to GV Health in July 1998 to symbolise the partnership between our hospital and Rumbalara Aboriginal Cooperative in working together to improve the health status of the Goulburn Valley Aboriginal community.

At GV Health we strive for further success and are committed to Closing the Gap in Aboriginal and Torres Strait Islander health outcomes. The GV Health Aboriginal and Torres Strait Islander Cultural Responsiveness Plan 2019–2023 reiterates the commitment of our heath service to improving the health status for all Aboriginal and Torres Strait Islander people and to achieve health equality. We will embed this vision through the GV Health Strategic Plan 2019–2023 as well as practical actions to ensure the our health service continues to be a health provider and workplace of choice for Aboriginal and Torres Strait Islander people.

We are committed to evidence-based policy, and delivering effective programs and services. We will work closely and partner with other agencies to achieve results and engage in open and constructive consultation with other health providers and community groups.

This Cultural Responsiveness Plan:• Forms an essential part of our efforts to increase the number of Aboriginal and

Torres Strait Islander people employed at GV Health;• Works to promote GV Health as a health provider of choice to Aboriginal and

Torres Strait Islander people; and• Commits us to continue to promote an understanding of Aboriginal and Torres

Strait Islander people, communities, cultures, heritage and aspirations.

This Plan is for all of our people, and we encourage each of us to take actions as individuals, clinicians, managers and leaders to implement it.

BOARD�CHAIR�AND�CHIEF�EXECUTIVE�FOREWORD:

Chief�Executive GV Health

Board�Chair GV Health

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GV Health's vision for cultural responsiveness is to ensure that we are a culturally safe and welcoming health services for all people who identify as Aboriginal and/or Torres Strait Islander.

GV Health values its relationships with our Aboriginal and Torres Strait Islander families and communities and our aim is to deliver equity and opportunity in employment, health and wellbeing for Aboriginal and Torres Strait Islander People. We are committed to working in partnership with the local clans of the Goulburn Murray region to address inequity and to plan and provide a culturally sensitive service that reflects the needs of our community.

Our Commitment to Aboriginal and Torres Strait Islander Health has been developed in consultation with community members and staff. The Aboriginal and Torres Strait Islander cultural responsiveness plan is underpinned by the following:• Recognising Aboriginal and Torres Strait Islander peoples as the First Australians

who have a unique cultural and spiritual relationship to the land.• Committing to reconciliation and the self determination of Aboriginal and Torres

Strait Islander peoples.• Providing opportunities to all staff to increase their knowledge and understanding

of cultural differences and responsiveness.• Fostering the principles of reconciliation through the development and

implementation of National, State and Local planning processes.• Committing to increasing the participation and representation of Aboriginal and

Torres Strait Islander people within our workforce • Acknowledging the importance of working with all Aboriginal and Torres Strait

Islander peoples as we walk together toward a healthier future.

OUR�VISION�FOR�CULTURAL�RESPONSIVENESS:

OUR�CULTURE�OF�CARE

The GV Health culture provides the foundation for Our Commitment to Aboriginal and Torres Strait Islander Health.

Our culture is based on our dedication and care for people we provide treatment and services for and each other, our commitment to safety, our can-do and collaborative attitude, and drive for continuous improvement. We are striving to create an environment in which our people can help to achieve our vision of improving community wellbeing across the Goulburn Valley through outstanding care.

Our culture promotes a strong sense of connection to our community, nurtures collaboration and partnership within and outside our organisation, and always puts the needs of people we provide treatment and services for at the centre of our thinking. We feel passionate about GV Health being a welcoming environment where people we provide treatment and services for, staff and visitors feel safe, respected and included.

Our culture of care is underpinned by the following guiding principles:

Safety�We are conscientious in creating physically and emotionally safe environments for our patients, people and partners.

Continuous�improvement�We are driven to find safer, new, innovative, collaborative and inclusive ways of working and delivering services.

Learning�We strive to foster connections across our organisation, and bring people together towards our common goal of providing quality healthcare for our community.

OUR�CULTURE�OF�CARE:

• We treat others with kindness and respect;

• Our deep connection to the community enhances our care for patients;

• We support the whole patient journey;

• We are understanding of each other.

• We are responsible for our actions;

• We are courageous in our decision making and grow from our mistakes;

• We deliver what we promise;• We don’t compromise on our

standards.

• We respect the patient’s voice and their choices;

• We celebrate diversity and are proud of multiculturalism;

• We respect differences of opinions;

• We respect the input of different disciplines and areas of expertise.

• We are a multi-skilled workforce and we pool our resources together;

• We mentor and support one another;

• We take a collaborative approach to care;

• We are approachable.

• We are encouraged to grow professionally and personally;

• We are leaders in what we do;• We invite feedback and are always

striving to do better;• We connect patients to further

care and information.

• We hold ourselves to high standards;

• We are aware of our professional boundaries, especially in our rural setting;

• We value and respect our patient’s privacy and trust;

• We stand up against unsafe practice.

Compassion

Accountability

Respect

Teamwork

Excellence

Ethical�Behaviour

OUR�VALUES�AND�BEHAVIOURS

Our culture is made up of our CREATE values and behaviours, through which we commit to delivering ongoing quality healthcare for our community. Our CREATE values and behaviours are the foundations for our strategic pillars, and for achieving our goals. CREATE. Outstanding.

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This plan aligns to the key strategic pillars of GV Health. These respond to our strategic drivers and these form the foundation of our strategic plan. Over the next five years, we will deliver on sixteen priorities to provide high-quality services and deliver outstanding health and wellbeing outcomes for all across the region. These outcomes will put patients at the centre, increase the sophistication of GV Health’s response to complex and chronic health needs in our community, cement our leadership in healthcare across the region and ensure we have a great culture and workforce that are able to meet new and emerging opportunities and challenges.

OUR�PURPOSE

Improving community wellbeing through high quality health services, outstanding care and learning.

Our organisation is so much more than a Health service. We are a critical part of the Goulburn Valley community, and make a significant public value contribution to people living and working in, and visiting, the vibrant Goulburn Valley.

We support all aspects of individual, family and community health and wellbeing, connect people and organisations, support the local economy, provide comfort and safety, embed inclusion, foster diversity, and create a more sustainable, cohesive and liveable community for all.

We have an uncompromising focus on safety, accessibility and quality of care for all people receiving care and treatment. We are reliable, respected and trusted. Our people actively recommend our services, and we are the first choice for health and wellbeing needs across our community. We work with our people to maximise their safety and wellbeing.

ALIGNMENT�TO�OUR�STRATEGIC�PLAN:

We CREATE a positive healthcare environment that fosters collaboration and innovation.

We CREATE safe and high quality healthcare that always puts people first.

We CREATE values-based healthcare partnerships which deliver equitable and accessible healthcare for all.

We CREATE an inspirational workplace founded on a strong culture where talented people work with purpose and pride.

We CREATE a positive healthcare environment that fosters collaboration and innovation.

We CREATE safe and high quality healthcare that always puts people first.

We CREATE values-based healthcare partnerships which deliver equitable and accessible healthcare for all.

We CREATE an inspirational workplace founded on a strong culture where talented people work with purpose and pride.

We CREATE a positive healthcare environment that fosters collaboration and innovation.

We CREATE safe and high quality healthcare that always puts people first.

We CREATE values-based healthcare partnerships which deliver equitable and accessible healthcare for all.

We CREATE an inspirational workplace founded on a strong culture where talented people work with purpose and pride.

We CREATE a positive healthcare environment that fosters collaboration and innovation.

We CREATE safe and high quality healthcare that always puts people first.

We CREATE values-based healthcare partnerships which deliver equitable and accessible healthcare for all.

We CREATE an inspirational workplace founded on a strong culture where talented people work with purpose and pride.

Design new and continue to provide safe and high-quality services that meet our community's needs

Build a deeper understanding of our community's health and wellbeing needs

Support people receiving care and treatment and their families to make informed healthcare choices

Continuously improve the experiences of people we provide care and treatment for and the way we provide services

Continuously undertake health service planning to support future models of care

Embed our culture of care where our people receiving care and treatment are at the centre of everything we do

Ensure the safety and wellbeing of our people

Shape modern and flexible learning and career development pathways

Continue to build and inspire our talented workforce

Enhance leadership capabilities across the organisation

Enhance our internal systems to support efficient healthcare delivery

Invest in technology to support innovation in service quality

Explore and strengthen collaborative ways of working across the organisation

Develop the financial resilience of our organisation and position for ongoing growth

Lead regional service planning and strengthen partnerships for delivery

Increase local healthcare accessibility through new models of care

Lead regional initiatives to improve population health and enhance our community’s health resilience

Pursue research in partnership with tertiary institutions, metropolitan and community health services

GV Health delivers a diverse range of inpatient, outpatient and outreach services. With approximately 2400 employees, it provides an extensive range of health services to the community with campuses located in Shepparton, Tatura and Rushworth. GV Health also provides services to sites in Seymour, Yea, Nathalia, Numurkah Benalla, Cobram and Wodonga. The Goulburn Valley region is one of Victoria's fastest growing regional communities and features a culturally diverse population. Approximately four per cent of patients admitted to GV Health are Aboriginal, and 16 per cent of those admitted are born overseas.

GV Health strives to 'make a difference' within its community and for Aboriginal and Torres Strait Islander people. The organisation has demonstrated a commitment to improving Aboriginal health through identified partnerships and innovative programs to improve engagement with the health service. We aim for our staff to have an increased understanding about our community development initiatives and strengthened relationships with Aboriginal communities and agencies across our region.

Shepparton's Aboriginal and Torres Strait Islander community is the largest Indigenous community in Victoria outside of the Melbourne metropolitan region. The community accounts for 3.47 per cent of the region's population according to census data.

Historically there were eight tribes that occupied Greater Shepparton, consisting of the Yorta Yorta, Bangerang, Kalitheban, Wollithiga, Moira, Ulupna, Kwat Kwat, Yalaba Yalaba and Nguaria-iiliam-wurrung clans.

The Aboriginal and Torres Strait Islander Cultural Responsiveness Plan provides an integrated approach to implementation over the next five years, and takes into consideration the opportunities presented by the GV Health infrastructure redevelopment. Many of the actions in the plan have a direct link with the National Safety Quality Health Service (NSQHS) Standards and the Victorian Governments Korrin Korrin Balit-Djak Aboriginal Health, Wellbeing and Safety Strategic Plan 2017–2027. This plan also aligns with the GV Health Strategic Plan 2019–2023 pillar priorities.

Within this plan outcome areas have been assigned responsibility and timelines. During the implementation the Aboriginal and Torres Strait Islander Health @ GV Health Committee (ATSIHC) will continue to work with and be available to provide consultation and advice to GV Health staff. This committee is inclusive of our Aboriginal and Torres Strait Islander staff. The plan will be reviewed annually by internal and external stakeholders and will be reported on within the GV Health Annual Report.

OUR�BUSINESS:

GOVERNANCE:

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1.��WE�RECOGNISE�ABORIGINAL�AND�TORRES�STRAIT�ISLANDER�PEOPLES�AS�THE�FIRST�AUSTRALIANS�WHO�HAVE�A�UNIQUE�CULTURAL�AND�SPIRITUAL�RELATIONSHIP�TO�THE�LAND

Priority Action Deliverable Timeline Responsibility1.1 Development and

endorsement of the statement acknowledging "Our Commitment to Aboriginal and Torres Strait Islander Health."

1.1.1 Commitment statement to be developed.

1.1.2 Commitment statement presented to external stakeholders for comment.

1.1.3 Commitment statement endorsed by Chief Executive and Board.

1.1.4 Finalisation of design and printing.

Endorsed Commitment statement to be signed.

Statement professionally printed and displayed at all campuses of GV Health.

Year 1 ATSIHC NSQHS

1.2

1.4

2.1

2.6

2.11

2.13

Strategic Plan

1.2

1.2 Cultural Artwork identified for branding and use on GV Health publications/promotions.

1.2.1 Investigate current options available for art.

1.2.2 Obtain consent to use artwork.

Development of image resource kit containing digital images to be utilised on any GV Health publications.

Year 1 ATSIHC NSQHS

2.13

1.3 Appropriate acknowledgment of Traditional Owners throughout GV Health.

1.3.1 Development of GV Health email signature block acknowledging the Traditional Custodians of the land.

1.3.2 Development of procedure for acknowledgment/welcome of Country/smoking ceremonies.

1.3.3 Fly Aboriginal and Torres Strait Islander flags, ensuring adherence to national flag guidelines including flying flags at night.

1.3.4 Provide desktop/standing flags for display.

1.3.5 Acknowledgment of Traditional Custodians on GV Health external consumer publications and website.

Inclusion of acknowledgement of the Traditional Custodians of the land as part of GV Health's email signature block.

Procedure for acknowledgement and Welcome to Country accessible to all staff via PROMPT.

Flags are displayed.

Flags are lit at night.

Desktop standing flags displayed at service desks.

Consumer publications have Aboriginal and Torres Strait Islander flags Acknowledgment of Traditional Custodians page on GV Health internet site.

Years 1, 2, 3 ATSIHC

Capital Planning and Procurement Committee

Executive

Media and Communications team

Quality Unit

NSQHS

1.7

1.33

2.8

2.10

Strategic Plan

3.1

1.4 Acknowledgment of Aboriginal and Torres Strait Islander significant dates and cultural events.

1.4.1 Attendance of GV Health staff at local celebrations and significant events.

1.4.2 Celebrate significant days internally (NAIDOC week etc).

1.4.3 Provide opportunities for Aboriginal and Torres Strait Islander staff to engage with their culture and communities.

1.4.4 GVH acknowledgement of significant dates through a variety of media.

Circulation of information regarding local events Release of GVH staff to attend.

All staff are provided with the opportunity to participate in NAIDOC week celebrations at GV Health.

Aboriginal and Torres Strait Islander staff are given leave to attend cultural events.

Significant dates are recognised by GV Health For example:

- National Sorry Day acknowledgement within local newspaper and GV Health social media accounts.

- National Apology on display at Graham street campus.

Years 1, 2, 3, 4, 5

All staff NSQHS

1.33

Strategic Plan

1.2

3.2

1.5 Providing cultural spaces within GV Health for Aboriginal and Torres Strait Islander people.

1.5.1 Establishment of bush tucker/medicinal gardens at GV Health campuses

- Initial garden to be established at Wanyarra Acute Mental Health facility.

1.5.2 Refurbishment of Minya Barmah room.

1.5.3 Refurbishment of Guni Burri room (Birth Suite).

Bush Tucker/medicinal garden is established.

Completed refurbishment.

Completed refurbishment.

Years 1, 2, 3, 4, 5

Divisional Director of Mental Health

ATSIHC

ALOs

Strategic Plan

1.1

1.4

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2.��WE�WILL�PROVIDE�OPPORTUNITIES�TO�ALL�STAFF�TO�INCREASE�THEIR�KNOWLEDGE�AND�UNDERSTANDING�OF�CULTURAL�DIFFERENCES�AND�RESPONSIVENESS

Priority Action Deliverable Timeline Responsibility2.1 Improved

cultural competency for GV Health staff.

2.1.1 Provide "Asking the Question" training

Including use of following resources or similar:

http://inwpcp.org.au/wp-content/uploads/NWIH_AskingTheQuestions.pdf

2.1.2 Creation/obtainment of cultural competency online training program to become part of GV Health core competencies.

2.1.3 All new staff at GV Health are provided opportunity to complete cultural competency training within 6 months of commencement.

2.1.4 GV Health Board to complete cultural competency training.

2.1.5 Volunteers and Consumer Advisory Committee members complete cultural competency training.

2.1.6 Investigate opportunities for partnerships with external agencies for development of localised videos.

All frontline point of entry staff trained in how to "Ask the Question".

Cultural competency training is available All GV Health staff to complete cultural competency online training every 2 years.

Cultural competency training completed within 6 months for new staff.

GVH Board have completed cultural competency training.

Volunteers and Consumer Advisory Committee members have completed cultural competency training.

Development of localised videos for use in cultural competency staff training.

Year 1

Years 1, 2, 3, 4, 5

Year 2, 3

Frontline staff managers

All managers

Executive

People and Culture

GVH Board

Volunteer Coordinator

Quality

ATSIHC

ATSIHC

Media & Communications

NSQHS

1.19

1.20

2.7

2.8

2.12

2.14

Strategic Plan

1.2

3.1

3.2

2.2 Increased access and awareness of Aboriginal and Torres Strait Islander Health for GV Health staff.

2.2.1 Update Aboriginal Health intranet page to include, but not limited to:

- ALO/ATHO roles - Statement of

commitment to Aboriginal and Torres Strait Islander Health and ATSICRP

- Promotion of events

2.2.2 Development of screen savers regarding ALO, & AHTO roles.

2.2.3 Share knowledge and disseminate information via staff intranet page and internal communication networks.

Updated intranet page.

Regular screen savers in use on GV Health internal network.

Staff are able to access details of upcoming trainings, events as per 1.5, and other relevant information.

Years 1, 2, 3, 4, 5

ALO, ATHO,

IT

Media and Communications

1.15

1.21

2.8

Strategic Plan

1.2

3.1

3.��WE�WILL�COMMIT�TO�INCREASING�THE�PARTICIPATION�AND�REPRESENTATION�OF�ABORIGINAL�AND�TORRES�STRAIT�ISLANDER�PEOPLE�WITHIN�OUR�WORKFORCE�

Priority Action Deliverable Timeline Responsibility3.1 Increased

Aboriginal and Torres Strait Islander workforce opportunities.

3.1.1 GV Health support the implementation of the GV Health Aboriginal Employment Plan 2016-2019 and report on progress at ATSIHC.

3.1.2 ATSIHC members to participate in the development and support the implementation of the next Aboriginal Employment Plan.

GVH Aboriginal Employment Plan is a standing agenda item at ATSIHC.

ATSIHC have input into plan.

Years 1, 2, 3, 4, 5

People and Culture

ATSIHC

NSQHS

1.1

Strategic Plan

3.1

3.2

3.3

3.4

3.5

3.2 Recognition of contribution of past and present ALO/ATHO at GV Health.

3.2.1 Mangers to ensure ALO/ATHO staff recognition board updated.

Updated plaque outside workforce.

Ongoing People and Culture

ALO/ATHO managers

NSQHS

1.21

4.��WE�ACKNOWLEDGE�THE�IMPORTANCE�OF�WORKING�WITH�ALL�ABORIGINAL�AND�TORRES�STRAIT�ISLANDER�PEOPLES�AS�WE�WALK�TOGETHER�TOWARD�A�HEALTHIER�FUTURE

Priority Action Deliverable Timeline Responsibility4.1 Increased

understanding of Aboriginal and Torres Strait Islander Health outcomes.

4.1.1 Obtain and analyse relevant Aboriginal and Torres Strait Islander data. The data is inclusive of, but not limited to, the performance indicators as stated in the terms of reference for the ATSIHC.

4.1.2 Work with relevant internal departments and external partners in response to data analysis.

Data is tabled at ATSIHC.

A planned response is coordinated and actioned.

Years 1, 2, 3, 4, 5

ATSIHC

HIS

NSQHS

1.9

1.15

2.13

Strategic Plan

1.2

2.2

4.3

4.2 Partnering with Aboriginal and Torres Strait Islander organisations and community members to support positive outcomes.

4.2.1 Provide opportunity for local Aboriginal and Torres Strait islander community members to engage with GV Health.

4.2.2 Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations.

Annual Elders forum is convened

GVH consumer advisory committee to include Aboriginal and Torres Strait Islander representation .

Formal Rumbalara Aboriginal Cooperative LTD. partnership is updated and signed. Acknowledgement of partnership is displayed.

Cultural leadership program convened by 'headspace', GV Centre Against Sexual Assault (CASA) and external stakeholders

Years 1, 2, 3, 4, 5

Executive Director Community Care & Mental Health

ATSIHC

Headspace

GVCASA

External stakeholders

NSQHS

1.9

1.15

2.13

2.14

Strategic Plan

1.2

2.2

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4.2.3 Work with relevant internal departments and external partners in response to data analysis or other identified issues.

4.2.4 Liaise with Reconciliation Australia to work towards the development of an endorsed Reconciliation Action Plan (RAP) for GV Health.

A planned response is coordinated and actioned.

Inclusion of external stakeholders in development and actioning of plans.

An endorsed RAP plan.

2.3

3.5

4.3 GV Health to provide a culturally responsive and safe service.

4.3.1 GV Health commits to the employment of ALO/ATHO to support community members across all services at all campuses.

4.3.2 Maintain culturally sensitive spaces are available for Aboriginal and Torres Strait Islander people.

4.3.3 Create a safe environment through the display of Aboriginal and Torres Strait Islander artwork, artefacts, and flags.

4.3.4 Development or obtainment of Aboriginal and Torres Strait Islander specific consumer publications.

4.3.5 To provide Aboriginal and Torres Strait Islander consumers information about services, staff and programs at GV Health.

Provision of ALO/ATHO staff.

Culturally sensitive spaces are available for Aboriginal and Torres Strait Islander people.

Artwork, artefacts and flags are on display throughout GV Health.

Aboriginal and Torres Strait Islander specific consumer publications are available as required.

Aboriginal and Torres Strait Islander patient information easily accessible on GV Health internet sites.

Years 1, 2, 3, 4, 5

People and Culture

Executive Director Community Care & Mental Health

Executive Director of Infrastructure

Service Managers

Quality

Media and Communications

IT

NSQHS

1.1

1.29

1.30

1.33

2.9

2.10

2.13

Strategic Plan

1.1

1.2

1.4

The principles of the Korrin Korrin Balit-Djak: Aboriginal health, wellbeing and safety strategic plan 2017–2027 (Victorian State Government), informs and underpins GV Health's ongoing commitment to reconciliation and the self determination of Aboriginal and Torres Strait Islander peoples. We will do this by committing to work together with Aboriginal leaders and communities, establishing opportunities for collaboration and partnership, and through the implementation of our Aboriginal and Torres Strait Islander Cultural Responsiveness Plan.

5.��WE�WILL�FOSTER�THE�PRINCIPLES�OF�RECONCILIATION�THROUGH�THE�DEVELOPMENT�AND�IMPLEMENTATION�OF�NATIONAL,�STATE�AND�LOCAL�PLANNING�PROCESSES

6.��WE�WILL�COMMIT�TO�RECONCILIATION�AND�THE�SELF�DETERMINATION�OF�ABORIGINAL�AND�TORRES�STRAIT�ISLANDER�PEOPLES�

Priority Action Deliverable Timeline Responsibility5.1 Respond to

Local, State and National Plans/strategies regarding Aboriginal and Torres Strait Islander people/health.

5.1.1 Ensure GV Health ATSICRP incorporates key priorities of local, state, and national plans/strategies.

5.1.2 Maintain awareness of newly developed and revised policies and government strategic frameworks.

Adherence to:

- Victorian Aboriginal Affairs Framework

- Korrin Korrin Blait-Djak plan 2017 – 2027

- Aboriginal Health Cultural -Competence Framework – Hume Region

- Child safe standards

- GVH Aboriginal Employment Plan 2016 – 2019

New documents are presented at ATSIHC.

Years 1, 2, 3, 4, 5

ATSIHC NSQHS

1.1

1.2

1.4

1.15

2.13

Priority Action Deliverable Timeline Responsibility6.1 Promote

reconciliation and self-determination of Aboriginal and Torres Strait Islander people.

6.1.1 Work with Aboriginal leaders and communities to establish opportunities for collaboration and partnerships.

6.1.2 Implement the GV Health Aboriginal and Torres Strait Islander Cultural Responsiveness Plan (ATSICRP) 2019-2023.

GV Health is represented on external committees and working groups.

Aboriginal Community leaders/programs are invited to participate in GV Health events/forums and planning.

As per ATSICRP deliverables.

Years 1, 2, 3, 4, 5

ATSIHC NSQHS

1.1a

1.2

1.4

1.15

2.13

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DEVELOPED�BY:

GV Health Manager Care Coordination Team Alynda�Wayman

GV Health Consumer Experience Coordinator Katie�Clavarino

EXECUTIVE�SPONSOR:

Executive Director Community Care and Mental Health Joshua�Freeman

ACKNOWLEDGMENTS:

GV Health Executive Director Community Care�Joshua�Freeman

GV Health Executive Director People and Culture Stacey�Weeks

GV Health Aboriginal Liaison Officer Carol�Collie

GV Health Aboriginal Liaison Officer Cynthia�Scott

GV Health Aboriginal Liaison Mental Health�Andrew�McKnight

GV Health Aboriginal Transition Health Officer Chanoa�Cooper

GV Health Aboriginal Transition Health Officer Porsha�Atkinson

GV Health Communications & Digital Officer Clare�Winter-Irving

Rumbalara Chief Executive Officer James�Atkinson

Rumbalara ESW Support Worker Cindy�McGee

Aboriginal Elder Uncle�Ron�James

Lulla’s Children and Family Centre Manager�Miranda�Edwards

Artist�Wayne�"Shane�Mickey"�Morgan��

REFERENCES:

Discussion Guide: Closing the Gap, what’s next for Victoria? (Victorian State Government)

Goulburn Valley Health Strategic Plan 2019-2023

Goulburn Valley Health Aboriginal Employment Plan 2016-2019

Goulburn Valley Health Cultural Responsiveness Plan 2014-2018

Goulburn Valley Health Commitment to Aboriginal & Torres Strait Islander Health

Koolin Balit: Aboriginal Health Strategy (Victorian State Government)

Korrin Korrin Balit-Djak: Aboriginal health, wellbeing and safety strategic plan 2017-2027 (Victorian State Government)

Latrobe Community Health Service Innovate Reconciliation Action Plan May 2017 – May 2019

National Safety and Quality Health Service Standards, second edition. (Australian Commission on Safety and Quality in Health Care)

Reconciliation Australia