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Annual Report 2016/17

Warning: IAHA wishes to advise people of Aboriginal and Torres Strait Islander descent that this document may contain images of persons now deceased.

© Copyright This work is copyright and may not be reproduced either in whole or part without the prior written approval of Indigenous Allied Health Australia (IAHA).

Indigenous Allied Health Australia is a national not-for-profit, member-based Aboriginal and Torres Strait Islander allied health organisation.

Indigenous Allied Health Australia 6b Thesiger Court Deakin West ACT 2600

PO Box 323, Deakin West ACT 2600 Phone: +61 2 6285 1010 Fax: +61 2 6260 5581

Email: [email protected] www.iaha.com.au

ABN: 42680384985

Acknowledgements IAHA acknowledges the original artwork by artist Colleen Wallace of Utopia, NT, which is used in the IAHA logo. The original artwork depicts people coming together to meet.

IAHA also acknowledges original artwork by artist Allan Sumner — a proud Ngarrindjeri Kaurna Yankunytjatjara man from South Australia, and Elinor Archer — a proud Palawa woman living in Canberra.

Indigenous Allied Health Australia receives funding from the Australian Government Department of Health.

We pay our respects to the traditional custodians across the lands in which we work, and acknowledge elders past, present and future.

http://www.iaha.com.au/

http://www.iaha.com.au/

IAHA ANNUAL REPORT | 2016–2017 1

WHO WE ARE

Our Strategic Direction 3

Priorities and Objectives 5

The new IAHA 2017–2020 Strategic Plan 7

Chairperson’s Report 9

CEO’s Report 11

Key Achievements 12

Our Progress 13

IAHA Board of Directors 16

IAHA Secretariat 18

OUR KEY INITIATIVES

Our Membership 20

Membership and Workforce Support 23

Building a Culturally Responsive Health Workforce 29

Student Support and Engagement 34

Communication and Engagement 40

Community Education and Allied Health Career Promotion 42

National Leadership, Advocacy, Partnerships and Collaboration 46

IAHA Governance 50

FINANCIAL STATEMENTS

Director’s Report 55

Statement of Profit or Loss and Other Comprehensive Income 58

Statement of Financial Position 59

Statement of Changes in Equity 60

Notes to the Financial Statements 62

Members of the Board’s Declaration 77

2

Indigenous Allied Health Australia Ltd. (IAHA) is a national not-for-profit, member-based, Aboriginal and Torres Strait Islander allied health organisation. IAHA leads sector workforce development and support to improve the health and wellbeing of Aboriginal and Torres Strait Islander peoples.

IAHA is a company limited by guarantee, is registered with the Australian Charities and Not-For-Profits Commission (ACNC), the independent regulator of charities, and has deductible gift recipient (DGR) status.


IAHA VISION For Aboriginal and Torres Strait Islander Peoples to have health equity through improved access to culturally responsive allied health care that is recognised as an essential part of a holistic approach to achieving optimal health and wellbeing.

IAHA PURPOSETo improve the lives of Aboriginal and Torres Strait Islander peoples and influence generational change, through national allied health leadership, building a responsive workforce, advocacy, partnerships and support across the multiple sectors that influence health and wellbeing.

OUR VALUESAs the national Aboriginal and Torres Strait Islander allied health peak body we value:

• Respect

• Cultures

• Inclusiveness

• Accountability

• Collaboration

• Innovation

OUR PRINCIPLESThe following principles lay the foundation for IAHA strategic priorities and objectives:

• Culture is central to the health and wellbeing of Aboriginal and Torres Strait Islander peoples

• Education, evidence based practice and research

• Aboriginal and Torres Strait Islander allied health professionals and students view their lives through unique professional and cultural perspectives

• The holistic and inclusive Aboriginal and Torres Strait Islander view of health and wellbeing

• A rights based, culturally responsive approach to health and wellbeing

• Aboriginal and Torres Strait Islander leadership, strength, resilience and self determination

• Diversity of Aboriginal and Torres Strait Islander individuals, families and communities

• Communications are targeted, multifaceted and have purpose.

Our Strategic Direction

4

The IAHA Strategic Plan 2012–2017 identifies the following priorities and objectives. They indicate the key areas IAHA focuses on to achieve our vision and purpose:


STRATEGIC PRIORITY 1 IAHA MembershipObjectives:

1.1 To support the IAHA membership

1.2 To strengthen and maintain engagement

1.3 To increase IAHA membership

STRATEGIC PRIORITY 2 Allied Health Workforce DevelopmentObjectives:

2.1 To promote and build the Aboriginal and Torres Strait Islander allied health workforce

2.2 To advocate for and support a culturally responsive workforce

2.3 To advocate for and provide sound health policy

STRATEGIC PRIORITY 3 National LeadershipObjectives:

3.1 To strengthen and maintain IAHA’s position as the national Aboriginal and Torres Strait Islander allied health peak body

3.2 To strengthen and support leadership capacity

STRATEGIC PRIORITY 4 Corporate GovernanceObjectives:

4.1 To ensure sound corporate governance

4.2 To achieve and maintain organisational sustainability

Priorities and Objectives This annual report provides a summary of key IAHA initiatives and outcomes for the 2016–17 financial year.

The icons that appear throughout this annual report identify how and where IAHAs activities contribute to our Strategic Priorities.

This is the final annual report for the IAHA 2012–2017 Strategic Plan. The next annual report (2017–2018) will report performance against the IAHA Strategic Plan 2017–2020.


During 2016-17 IAHA completed development of a new Strategic Plan, looking ahead to the three-year period 2017-18 through 2019-20. This new Plan builds on the strong membership and governance base established by IAHA to this point. It has been informed and guided by the expertise, reflection, time and knowledge of IAHA members. The result is an ambitious and optimistic plan aimed at transforming the health system, eliminating racism and securing better health and wellbeing in our communities. We recognise IAHAs success depends on our members, the communities they work in, their strength and resilience, and the importance of the centrality of culture to Aboriginal and Torres Strait Islander peoples’ health and wellbeing.

From 1 July 2017, the IAHA Board of Directors and secretariat has been working to and reporting against the new IAHA Strategic Plan. As we continue our work, the need for IAHA and the difference we want to make only becomes clearer. That clarity of purpose is reflected in our new Vision, for 2017-20: All Aboriginal and Torres Strait Islander people, and future generations, are; healthy, strong, thriving and self-determined.

To achieve this we will focus our efforts on four strategic priority areas, being to; Support, Grow, Transform and Lead.

The new IAHA 2017–2020 Strategic Plan

8

“The progress we make now builds on the effort of previous years and makes more possible in the future.”


As Chairperson of Indigenous Allied Health Australia, it is my privilege to present the IAHA Annual Report for 2016/17. The Board is proud of what IAHA members, staff and supporters continue to achieve. The progress we make now builds on the effort of previous years and makes the future even more inspiring. It’s important then to ensure our strategy, governance and operations are strong and continue to strengthen. It also means we are better able to concentrate on activities that will lead to better health and wellbeing for Aboriginal and Torres Strait Islander people.

We contribute to improving the quality and cultural responsiveness of services and professional care, especially to Aboriginal and Torres Strait Islander people. We lead in allied health sector workforce development and support in building and growing our Aboriginal and Torres Strait Islander workforce. Therefore, our strategic priorities and activities are focused on the strengths of our diversity across 28 disciplines and valuing the depth and expertise of all members.

There were many highlights in strengthening the position of IAHA in 2016/17. To name only a few, they include:

• re-defining our strategic direction and developing our new Strategic Plan 2017-2020, with the substantial and valuable contribution of members;

• implementing the recommendations of the IAHA Strategic Governance and Operations Review, outlined in the 2015/16 Annual Report: the Review, which led to the revised IAHA Constitution adopted by Members in December 2016, gave the Board assurance that IAHA is supported by high quality processes and practices, is highly focused, and strategically aware;

• our access to government, increasing partnership engagement and unsolicited approaches from third parties interested in establishing dialogue and potential partnerships with IAHA; and

• development of the IAHA Workforce Development Strategy supporting our current work and guiding our future activities and priorities.

On behalf of the Board, I acknowledge and thank the IAHA secretariat for their efforts throughout 2016/17. Their commitment is genuine. As IAHA members, we count on secretariat staff to find and create opportunities to promote our vision, support our activities and deal with the day-to-day challenges of working for a growing membership in a complex and shifting environment. The tireless effort and leadership provided by IAHAs CEO, Donna Murray, deserves special mention and thanks.

I would also like to acknowledge the constructive approach, energy, knowledge and support of my fellow Board Directors. Their generous contribution is crucial to IAHAs governance, leadership, strategic direction and success.

During 2016/17 there were several changes to the Board. We were joined by Danielle Dries, Matthew West and Tracy Hardy (Director, Student). We also said goodbye and a big thank you to four Directors, including our former Chairperson, Faye McMillan and Directors Thomas Brideson, Rebecca Allnutt and Jane Havelka. IAHA values and appreciates their many years of commitment.

Thanks to our members. You provide the expertise, the mentoring, the informed feedback into our submissions and advocacy, the volunteer commitment and services needed in our communities. You are all making a difference!

CHAIRPERSON’S REPORT

10

“The activities we pursue make a difference to the cultural safety and quality of care Aboriginal and Torres Strait Islander people are able to access.”


2016/17 has been another big year for IAHA. As CEO, I feel it’s a privilege to be working with the IAHA Board, membership, staff, communities and stakeholders. Our members are the foundation to our work and committed to making the changes needed for Aboriginal and Torres Strait Islander people to succeed and thrive. At 30 June 2017, IAHA membership had reached 1061 — up 27% over the year — with members represented in 28 disciplines, full members (Aboriginal and/or Torres Strait Islander allied health graduates and students) in 24 disciplines, distributed across Australia, with students studying in 20 universities. IAHA membership consists of 66% Aboriginal and/or Torres Strait Islander and 34% non-Indigenous members.

Together, IAHA has met and generally exceeded the goals and targets we set in the 2012–2017 Strategic Plan. We celebrate that achievement. The activities we pursue make a difference to the cultural safety and quality of care Aboriginal and Torres Strait Islander people are able to access. We focus on the support and development of our members and the broader workforce for their personal and professional success.

This Annual Report provides an overview of what IAHA achieved in 2016/17. There have been many highlights over the year; meeting our core priorities and expanding our operations to reflect the breadth of members’ interests.

In 2016/17, some notable developments were:

• Was approached to participate in over 300 significant meetings and events, and able to attend over 200 of these

• Secured support to develop additional on-line and other resources, to expand IAHAs reach and capacity to deliver cultural responsiveness training

• Secured a project and resources to develop opportunities to increase the Aboriginal and Torres Strait Islander allied health workforce in rural and remote Australia, to address service access issues for people with disability

• Expanded our communications reach, increasing our subscriber numbers by 45%, and our social media presence, increasing our ‘followers’ by 56%

• Engaged with over 600 participants in cultural responsiveness workshops or similar events, meaning that over the past 2 years IAHA has held over 50 cultural responsiveness activities and reached over 1200 participants

• Revised our mentoring program and developed new resources, resulting in a marked increase in mentoring arrangements

• Increased engagement with Ministers and governments, including meetings with the Commonwealth and six State and Territory jurisdictions

• Worked with partners on national health workforce and Indigenous health policy through the National Health Leadership Forum (as co-Chair), and in the leaders’ groups advancing the Redfern Statement and the Close the Gap Campaign

• Increased the number of conference papers presented at national, state and regional fora and increased engagement with multiple allied health and profession-specific bodies and universities

• Drafted a final iteration and update of the IAHA Workforce Development Strategy (to be published in late calendar 2017) and

• Held a successful IAHA National Forum and events in 2016.

Thank you to IAHA members, the Board, IAHAs committed staff and our many partners and supporters. Your continuing support is essential to achieve IAHAs vision and ensure our organisation is sustainable and building on the successes across our national leadership and advocacy roles. These are essential to ensure strategies and solutions meet the needs of Aboriginal and Torres Strait islander peoples, families and communities.

CEO’S REPORT

12

Key Achievements

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PROGRESS AGAINST INDICATORS IN THE IAHA STRATEGIC PLAN 2012–17In 2016/17, IAHA had met 98 per cent of the performance indicators identified in our 2012–2017 Strategic Plan. Work is well advanced on our final deliverable.

By delivering on our 2012–17 Strategic Plan, IAHA is well placed to build our membership base further, consolidate and maintain our sound governance and operational arrangements and contribute to developing the structural and personal supports needed to increase the Aboriginal and Torres Strait Islander allied health workforce. IAHA is also well positioned to advocate for, lead and deliver practical supports that enable the health system to be: more inclusive, culturally safe and responsive; more effective at facilitating access to allied health professional care and expertise; and holistic in meeting the needs of Aboriginal and Torres Strait Islander people and the broader community.

Achieved

Commenced and in progress

Not achieved or commenced

STRATEGIC PRIORITY 1. IAHA MEMBERSHIP 2016–2017

IndicatorsStatus prior to 2016/17

2016/17 Status

Gather member feedback through surveys and other methods each year

Host a members’ forum with the AGM each year to encourage member feedback

Provide opportunities for member featured articles in the IAHA communications

Finalise the development and implementation of the IAHA Mentoring Strategy by June 2014.

Increase the number of mentoring relationships by 25% a year

Student representative committee established and functional by 30 June 2014

Membership Engagement Guidelines finalised by 30 December 2014 and implement ongoing

Target of 10% more members engage with IAHA through Communication tools each year

Attend events or activities each year and provide opportunities for members to represent IAHA

Offer professional development opportunities to the IAHA membership each year

Collate member journeys into allied health for publications and information resources

Seek member contributions to policy position papers, submissions, strategic priorities and other relevant documents ongoing

Increase overall membership by at least 20% each year

Increase full member membership by 10% each year

Aboriginal and Torres Strait Islander recruitment and retention strategies drafted with allied health professional associations – at least two each year

Attend local, regional or national events each year to promote IAHA membership

Establish at least 3 partnerships with education providers to promote IAHA membership per year

Our Progress

14

STRATEGIC PRIORITY 2. ALLIED HEALTH WORKFORCE DEVELOPMENT


2016/17 Status

Develop an allied health workforce development strategy by June 2015* (Consultation conducted and report being finalised – please refer to note below)

Ensure IAHA is represented at key national forums, committees and other events to advocate for allied health – at least 3 per year

Deliver presentations/papers at key stakeholder events advocating IAHA priorities

Meet with a range of professional associations at least once per year

Develop at least one formal partnership per year with a key stakeholder to address IAHA priorities

Contribute to curricula development activities and projects with key stakeholders – ongoing

Identify research priorities for the short, medium and long term with members and key stakeholders by June 2015

Continue participation in national key policy and workforce committees, Indigenous health forums and advisories – ongoing

Continue to actively engage and contribute to the national Indigenous health campaigns i.e. Close the Gap as a national peak body – ongoing

Develop IAHA policy position statements in consultation with members

Submit relevant national submissions or reviews as opportunities arise

Collaborate with universities and accreditation bodies to ensure that Aboriginal and Torres Strait Islander perspectives are included as compulsory content across allied health curricula

Develop potential research priorities with key stakeholders by December 2015

Increase full member membership by 10% each year

Aboriginal and Torres Strait Islander recruitment and retention strategies drafted with allied health professional associations – at least two each year

Attend local, regional or national events each year to promote IAHA membership

Establish at least 3 partnerships with education providers to promote IAHA membership per year

Note: * The IAHA Workforce Development Strategy has been developed through an iterative process. It will be finalised and published (on-line) during the 2017 calendar year.


STRATEGIC PRIORITY 3. NATIONAL LEADERSHIP


2016/17 Status

Actively contribute to national policy papers, health plans and other relevant documents through the Aboriginal and Torres Strait Islander leadership forum and advisories – ongoing

Continue to increase IAHA’s national profile through continuous improvement of suitable and quality resources and marketing activities

Attend national events to provide a presentation/stall/speech/other on IAHA Increase IAHA involvement in the broader allied health sector with professional associations and universities – ongoing

Promote IAHA and members’ achievements to governments and stakeholders to ensure sustainability and accountability, through newsletters and annual reports

Contribute to and support national health and rights based campaigns – ongoing

Collate member profiles and stories for IAHA publications and resources – regularly

Seek member contributions to policy position papers, submissions, strategic priorities and other relevant documents – ongoing

Seek funding to host leadership workshops for members

IAHA Directors to undertake compulsory leadership and governance workshop annually

The Student Representative Committee members to undertake compulsory leadership and governance training – ongoing

Continue to seek members and their expertise to represent IAHA at local, regional or national events

STRATEGIC PRIORITY 4. CORPORATE GOVERNANCE


2016/17 Status

IAHA Board members attend and participate in annual corporate and financial governance training

Provide opportunities for member feedback for continuous improvement at the annual AGM and members’ forum

Provide an honest and transparent members’ report annually

Continue to update governance policies and procedures – at least two policies per Board meeting

Develop a draft IAHA standard of professionalism and code of conduct by November 2014

Company Secretary ensure that IAHA is always operating within the IAHA Constitution and relevant legislations reporting schedule quarterly reports to the Board of Directors

16

Ms Nicole Turner Director (Graduate), Chairperson

Date Elected: 15 April 2014

Re-elected 3 December 2015. Elected Chairperson on 2 December 2016

Nicole is a Kamilaroi woman and one of very few qualified Aboriginal community Nutritionists in Australia. Nicole has worked in health for over 20 years, manages a large healthy lifestyle program across the Hunter New England area of New South Wales, sits on many committees and boards at national and state levels and has an active role in research.

Mr Trevor-Tirritpa Ritchie Director (Graduate), Deputy Chairperson

Date Elected: 27 November 2014

Re-elected as Director and Elected Deputy Chairperson 2 December 2016

Trevor-Tirritpa is a Kaurna man from Adelaide and holds a Bachelor of Applied Science (Occupational Therapy). Trevor has previously worked in corrections, housing and education. He brings an OT perspective and a broad appreciation of allied health, is passionate about growing our workforce which he sees as enabling our people and communities to prosper and build culturally responsive services.

Mr Stephen Corporal Director (Graduate)

Date Elected: 3 December 2015

Stephen is an Eastern Arrernte man who resides in Brisbane and has worked in counselling and welfare in the Brisbane Aboriginal and Torres Strait Islander community. Stephen holds a Bachelor of Social Work and Bachelor of Arts (Psychology) degree (UQ) and Masters of Social Policy (JCU). Stephen lectures in Human Services and Social Work and is completing a PhD at Griffith University.

Ms Patricia Councillor Director (Graduate)


Patty is a Yamaji Naaguja nyarlu from the midwest of Western Australia, a mother and grandmother. Patty worked across the education, community service and health sectors, before working in mental health and enrolling in a Bachelor of Health Science (Mental Health) via Charles Sturt University. Patty then returned to her home of Meekatharra to work with her countrymen. Patty is studying for a qualification in Counselling.

Danielle Dries Director (Graduate)


Danielle is a Kaurna woman from South Australia, born in Perth, and grew up between Canberra and the United States. Danielle graduated with a Bachelor of Physiotherapy from Charles Sturt University in 2011. Danielle also has a medical degree, has been a Close the Gap Ambassador, a mentor for the IAHA Health Fusion Team Challenge, and was a key speaker at the Future Health Leaders Indigenous Health Forum.

Mr Matthew West Director (Graduate)


Matthew is a proud Wiradjuri man from Wellington in western NSW and a Podiatrist currently working on the NSW Central Coast. Matthew is completing his PhD which is focused on developing a screening and intervention program to reduce the high rate of amputation among the Aboriginal and Torres Strait Islander community.

IAHA Board of Directors

Ms Tracy Hardy Director (Student)

Date Appointed: 2 December 2016

Tracy, a Kamilaroi woman, is undertaking a Bachelor of Nutrition and Dietetics (Honours) degree at the University of the Sunshine Coast. Tracy aims to support fellow Aboriginal and Torres Strait Islander allied health students to grow as professionals by providing encouragement and information regarding networking opportunities and offering a platform to have their voices heard.

Ms Faye McMillan Director (Graduate) former Chairperson

Date Elected: 15 May 2013

Re-elected as Director and elected as Chairperson 27 November 2014

Re-elected as Director 2 December 2016

Resigned 5 January 2017

Mr Thomas Brideson Director (Graduate)

Date Elected: 15 May 2013, re-elected 28 November 2013

Retired 3 December 2015, re-elected 23 March 2016

Retired 2 December 2016

Mrs Rebecca Allnutt Director (Graduate), former Deputy Chairperson


Elected as Deputy Chairperson 27 November 2014

Retired 2 December 2016

Ms Jane Havelka Director (Graduate)


Re-elected 27 November 2014 and 3 December 2015

Resigned 5 January 2017

IAHA Board of Directors


18

IAHA BOARD OF DIRECTORS

Victoria WilsonExecutive Assistant

The IAHA Secretariat works as a team, to and through the Chief Executive Officer, to deliver on the strategic direction and priorities identified by the Board of Directors and as set out in the IAHA Strategic Plan 2012–2017.

During the 2016–2017 financial year IAHA farewelled a valued member of our team, Anna Leditschke, Policy and Workforce Manager, who left to pursue a new role in her hometown Adelaide, SA. The role of the Policy and Workforce Manager was made redundant and a new structure put in place. IAHA welcomed three new staff members during 2016/17: Victoria Wilson, Executive Assistant (August 2016), Donna-Maree Towney, Remote and Rural Indigenous Allied Health Workforce Development Project (RIAHP) Officer (May 2017) and Allan Groth, Chief Operating Officer (June 2017).

IAHA Secretariat

IAHA MEMBERSHIP

Donna MurrayChief Executive Officer

Allan GrothChief Operating Officer

Donna-Maree Towney

RIAHP Project Officer

Amanda Johnstone

Events Coordinator

Kylie StothersWorkforce

Development Officer

Monefa RusanovFinance &

Compliance Manager

Judy Bell Membership

Officer

Robert BarnesProject Officer

Hayley McQuireResearch & Policy

Officer


OUR KEY INITIATIVES

20

IAHA holds culture as central to the health and wellbeing of Aboriginal and Torres Strait Islander peoples. The majority of our members are Aboriginal and Torres Strait Islander allied health professionals and students. Others include professionals who view their lives through a unique cultural and professional lens. Our non-Indigenous associate members are also passionate about improving Aboriginal and Torres Strait Islander health and wellbeing, through allied health and broader health and related sectors.

Improving cultural responsiveness across the health workforce and health service systems is fundamental to improving health outcomes for Aboriginal and Torres Strait Islander peoples. This must be accompanied by and promoted through an increase in the size and representation of Aboriginal and Torres Strait Islander people across the allied health workforce.

Available data indicates Aboriginal and Torres Strait Islander people make up around 0.5% of allied health professionals (including the registered and self-regulated professions), far short of the 2.8% that would represent population parity. Bridging that gap is crucial and requires sustained, coordinated effort. IAHA has exceeded our membership growth targets.

IAHA recognises the importance of attracting and retaining allied health professionals and supporting their development and leadership across their entire journey.

We support our membership by providing relevant professional development, representation and voice in a collaborative and inclusive way. We value members, their contribution and shared knowledge, the skills and experiences they bring to our communities, organisations and health service providers.

Our Membership

“The Indigenous workforce is integral to ensuring that the health system has the capacity to address the needs of Aboriginal and Torres Strait Islander peoples. Indigenous health professionals can align their unique technical and sociocultural skills to improve patient care, improve access to services and ensure culturally appropriate care in the services that they and their non-Indigenous colleagues deliver.”

“Increasing the number of Indigenous Australians in the health workforce is fundamental to closing the gap in Indigenous life expectancy.” Source: Aboriginal and Torres Strait Islander Health Performance Framework 2017 Report: Australian Government

0

200

400

600

800

1000

All membership Full(overall)

FullGraduate

FullStudent

Associate Corporate

2013

Aboriginal and Torres Strait

Islander (Full and Associate)

100

300

500

700

900

1100

2014 2015 2016 2017

IAHA Membership ProfileOver the last five years IAHA membership has been growing each year at a steady pace.

As at 30 June 2017 IAHA had a total of 1,061 IAHA members. This is an increase of 27% over the last 12 months. Our membership comprises of 66% Aboriginal and/or Torres Strait Islander members.


66%of members are Aboriginal and/or Torres Strait

Islander

93FULL: 37

ASSOC: 55CORP: 1

84FULL: 25

ASSOC: 57CORP: 2

42FULL: 19

ASSOC: 19CORP: 4

8FULL: 3

ASSOC: 5CORP: 0

100FULL: 35

ASSOC: 62CORP: 3

1,061 TOTAL

membershipFULL: 487

ASSOC: 552CORP: 22

330FULL: 154

ASSOC: 170CORP: 6

FULL: 32ASSOC: 36

CORP: 169333 FULL: 182

ASSOC: 146CORP: 5

2FULL: 0

ASSOC: 2CORP: 0

INTERNATIONAL

27%total

membership increase

28%full

membership increase

26%associate

membership increase

22

As at 30 June 2017, IAHA had a total of 1061 members, including full members in 24 of the 28 disciplines currently endorsed under the IAHA allied health definition. This is an increase of 223 from the previous report.

• Our membership comprises of 65.6% (696 members) Aboriginal and/or Torres Strait Islander members.

• Over the 12 months to 30 June 2017, there was significant growth across all member categories.

– Total membership increased by 27% (26.8%), exceeding our 20% annual target.

– Full Members (graduates and students) increased by 28.2% for the financial year.

– Associate Members (including corporate members) increased by 25.1%.

• There are full member students in 20 of the 28 disciplines and full member graduates in 24 of the 28 disciplines.

Full member student university retention rates are over 90 per cent — around 20 per cent higher than for other Aboriginal and Torres Strait Islander university students.

IAHA members are represented in professions registered with the Australian Health Practitioner Regulation Agency (AHPRA) and in self-regulated professions.

• Currently full members are represented in the following disciplines: allied health, mental health, social work, social welfare, psychology, counselling, oral health, dentistry, dietetics, occupational therapy, exercise science, exercise physiology, physiotherapy, public health, nutrition, radiography, radiation therapy, pharmacy, paramedics, speech pathology, audiology, optometry, chiropractic, and podiatry.

• IAHA also has Aboriginal and Torres Strait Islander members in other health professional roles including allied health assistants, Aboriginal and Torres Strait Islander health workers and practitioners, doctors, nurses and midwives.

STATISTICS

HealthFusion Team Challenge 2016.


2016 IAHA NATIONAL FORUMThe 2016 IAHA National Professional Development Forum was held in Canberra from 29 November – 2 December 2016. The conference theme “Valuing Diversity” provided a culturally safe space for 200 delegates to engage in a variety of thought provoking professional development workshops.

The forum was preceded by a workshop on embedding Aboriginal and Torres Strait Islander perspectives in health curricula. The workshop was facilitated by Professor Kerry Arabena, who urged participants to look at holistic life course approaches to develop a community response to health and wellbeing.

Workshops were also conducted on Cultural Responsiveness in Action; Self-care within a cultural framework; Foot care – the role of podiatrists and other professionals; Trauma Informed Practice; the NDIS — best practice and the role of Indigenous allied health professionals; contributing to the National Aboriginal and Torres Strait Islander Health Plan; transforming thinking about Aboriginal and Torres Strait Islander community development; and understanding the needs of children and families impacted by FASD and Early Life Trauma.

78%

IAHAs workforce development and support activities contribute to:

• individual professional capability and connection for members;

• the safety and responsiveness of health and education service and learning environments; and

• policy and program frameworks that shape health workforce and service development and delivery.

Inter-professional skills development, practice and connection is recognised as a major strength across our diverse membership. This approach is consistent with Aboriginal and Torres Strait Islander peoples’ understanding of holistic, person-centred health and wellbeing. IAHA provides a range of professional development opportunities to engage our members at all stages of their careers.

Member & Workforce Support

2016 IAHA Board at the Gala Dinner and awards.

“Fantastic forum – all of the workshop facilities were excellent – left me wanting to hear more."

“Extremely informative and eye opening. So welcoming, valuable experience. Completely re-ignited my passion for Indigenous Health.”

“There are so many things, the learning, the sharing, the laughter, feeling supported, the motivation and inspiration.”

200Delegates

54% attendees were IAHA Members

inTerAcTive wOrkshOps

indigenOusfAciLiTATOrs

10

99%92%

9of delegates surveyed were either very satisfied or satisfied with the professional development workshops

of delegates were very satisfied or satisfied that the workshops provided a culturally safe environment which enabled learning

Conference delegates identified as Aboriginal

and/or Torres Strait Islander

24

2016 IAHA MEMBERS’ FORUM The 2016 IAHA Members’ Forum was held in Canberra on 2 December and was attended by 66 IAHA members. Members received information on and discussed; IAHAs growth and diverse membership; the IAHA Strategic Governance Review (completed in May 2016) which found IAHA to have strong governance arrangements in place and recommended areas for further improvement; reports from the Executive and the Student Representative Committee; and an overview of the achievements noted in the 2015-16 Annual Report. Importantly, the Forum also provided an opportunity for members to contribute to the 2017-2020 Strategic Plan. As recommended at the Forum, the draft 2017-2020 IAHA Strategic Plan was sent to all members, with feedback invited through an online survey. The process elicited a strong contribution from members.

IAHA conducted three surveys of members during 2016/17, obtaining valuable input to the draft Workforce Development Strategy, the IAHA 2017-2020 Strategic Plan and our website development.

2016 Student Representative Committee recognised for their commitment and significant contributions at the 2016 Members Forum.

IAHA members engaged in discussion at the 2016 Members Forum held in Canberra.

Kate Thompson and Gab Oth at the 2016 Members Forum.


IAHA Members: Kylie Stothers, Will Kennedy and Tracy Hardy at the Are You Remotely

Interested Conference in Mt Isa, 2016.

IAHA Members: Celeste Brand, Kirsty Nichols, Deborah Barney, Matthew West and Nicole Turner at the Lowitja Institute International

Health and Wellbeing Conference, 2016.

PROFESSIONAL DEVELOPMENT AND SUPPORT — SCHOLARSHIPS AND BURSARIES IAHA supports professional development for members by offering scholarships to specific events. The attendance of members not only builds their skills, knowledge and experiences but also contributes to IAHA’s national profile: through hosting an exhibitor’s stall, co-presenting papers and/or undertaking other speaking engagements on behalf of IAHA.

During 2016-17, IAHA:

• Provided 41 IAHA funded scholarships for members, including:

– Support for 35 Full Members to attend the National Forum and IAHA HealthFusion Team Challenge;

– 3 scholarships to attend the Lowitja institute International Health and Wellbeing Conference;

– 2 scholarships to attend the Mt Isa Centre for Rural and Remote Health National Conference; and

– 1 scholarship to attend the Northern Territory AMSANT Leadership Conference.

• IAHA worked with partners and stakeholders in gaining support for a further 24 scholarships for members to attend and participate in the IAHA National Forum and events.

Royal Flying Doctor Service Aboriginal and Torres Islander Allied Health ScholarshipsThe Royal Flying Doctor Service partnered with IAHA to administer the $10,000 allied health-specific scholarship funding pool to Aboriginal and Torres Strait Islander allied health students. The scholarship is available to IAHA full student members to undertake a remote or rural clinical placement of at least four weeks’ duration.

This partnership is an important step in further supporting locally driven workforce development models that provide culturally safe and responsive allied health services with Aboriginal and Torres Strait Islander people.

2016–2017 Scholarship Recipients:

Amanda Bailey Amanda Bailey is a proud Ngarrindjeri woman and fourth-year Occupational Therapy student at the University of South Australia.

Jennifer Mairu Jennifer is a Torres Strait Islander woman from Badu Island in the Torres Strait and was born and raised on Thursday Island. She is a Bachelor of Social Work student at Deakin University.

IAHA Members: Celeste Brand and Nellie Pollard-Wharton at the Caring for Country

Kids Conference, Alice Springs, 2016.

2017 IAHA Board Directors with members of the Rotary Club of Canberra, sponsors

of IAHA Student Bursaries.

IAHA RFDS Scholarship recipient, Amanda Bailey, with Minister for Indigenous Health and Minister for Aged Care, The Hon. Ken Wyatt MP and Assistant Minister for Health, The Hon. Dr David Gillespie MP.

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2016 IAHA NATIONAL INDIGENOUS ALLIED HEALTH AWARDS & GALA DINNERThe 2016 IAHA National Indigenous Allied Health Awards showcased individual contributions and outstanding achievements in Aboriginal and Torres Strait Islander allied health. The Awards recognise and identify allied health role models to inspire all Aboriginal and Torres Strait Islander people to consider and pursue a career in allied health.

The 2016 National Indigenous Allied Health Awards and Gala Dinner was held during the 2016 National Forum, on Wednesday 30 November 2016 at the Rex Hotel, Canberra. Our MC for the event was spoken word poet and comedian Steven Oliver.


Congratulations to the 2016 awardees:

IAHA Life Time Achievement Award — Professor Steve Larkin IAHA full member, Kungarakany man from Darwin in the Northern Territory. Current Pro Vice-Chancellor (Indigenous Education and Research) at the University of Newcastle. He holds a Doctor of Philosophy (PhD) from the Queensland University of Technology, Master’s degree in Social Science and Bachelor in Social Work. Steve has over 30 years’ experience in working across health, education and government sectors particularly with Aboriginal and Torres Strait islander peoples and communities.

Indigenous Allied Health Professional of the Year Award — Tameka Small IAHA full member, Kamilaroi woman and holds a Bachelor of Nutrition and Dietetics. Tameka is an Aboriginal Public Health Nutritionist, a role in which she has the opportunity to work closely with the community, particularly in schools and sports clubs, advocating for culturally appropriate public health programs. She has conducted nutrition education programs at local public schools during NAIDOC week, consulted on Aboriginal health focused school based programs and engaged key community stakeholders to support the implementation of effective health promotion programs.

Allied Health Inspiration Award — Daniel Hunt IAHA full member, Daniel undertook a Postgraduate Dentistry Program in 2016. He was one of only four dental graduates from UWA in 2016, and the only one to specialise in oral maxillofacial surgery.

Indigenous Allied Health Student Academic Achievement Award — Toni Trevor IAHA Full Member, Kalkadoon and Torres Strait Islander woman studying Bachelor of Social Work with Honours at James Cook University. Toni is a role model at James Cook University and as a mature age student she has supported young Indigenous students at university. Toni has worked very hard and achieved commendable grades, leading to her undertaking Honours. She also juggles her studies with part-time work and volunteer commitments in her local community.

Future Leader in Indigenous Allied Health Award — Tracy Hardy IAHA full member, Kamilaroi woman and the 2016 IAHA SRC Chairperson. Tracy’s leadership is evident through her constant advocating for Indigenous rights, her public speaking at university events, undertaking a leadership role within the university in supporting students and promoting IAHA. Tracy participates on several Boards and advisory committees.

Commitment to Indigenous Health Award — Alison Nelson IAHA Associate Member, for her work in supporting multidisciplinary teams, including allied health services, at the Institute for Urban Indigenous Health. Alison has been an active member of IAHA for many years and is involved in the development and expansion of Allied Health services and workforce development in partnership with community controlled health services across the SE Qld region.

Pictured left to right: Alison Nelson, Tracy Hardy, Tameka Small and Toni Trevor.

Ngambri Dancers.

Toni Trevor.

Steven Larkin, IAHA Lifetime Achiever.

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IAHA MENTORING PROGRAM In the first half of 2016/17, IAHA completed a webinar series on mentoring, revised the mentoring workbook, enhanced processes and rebranded the program, providing additional support to members. IAHA held a mentoring workshop at the IAHA National forum for mentors and mentee development. This has resulted in an increase in mentoring relationships and engagement from potential mentors across diverse sectors. IAHA has 23 mentoring relationships in place, an increase of 77 per cent over the reporting period, and continues to support both mentors and mentees.

IAHA also supports the students undertaking the IAHA HealthFusion Team Challenge through a team of mentors from range of diverse disciplines who spend two days with the participants to provide clinical and cultural expertise throughout the challenge and their attendance.

“Having been a mentee and realising the importance and value of having a mentor, I have since put my hand up to be a mentor myself. I am passionate about sharing the knowledge and experience I have gained through my mentoring experience and want to now give back by being a mentor myself, and help ensure our members achieve their goals.” IAHA Full Member Student

“Listening and learning from my mentors has helped me grow as a person in all aspects of my life including professionally, personally and culturally. It’s a two-way relationship and we inevitably both grow as people.” IAHA Full Member Graduate

Trevor-Tirritpa Ritchie, IAHA mentor, during the 2016 IAHA National Forum.


Building a Culturally Responsive Health Workforce

IAHA is absolutely committed to promoting cultural safety and responsiveness in our health and education systems. This is essential to improve health care access and effectiveness for Aboriginal and Torres Strait Islander people. It is also crucial in supporting our member practitioners to sustain their efforts and deliver effective health care. We need to increase the number of Aboriginal and Torres Strait Islander health practitioners: who currently make up around 0.5% of the allied health (registered and self-regulated) population, far below our representation in the population (2.8%). We also need to improve the capability of the entire health workforce to provide culturally responsive care in safe settings.

Workforce development underpins this change and IAHA is extensively engaged in this area. Our growth and high retention rate shows the direct impact IAHA is having. IAHAs input is also increasingly being sought by health policy makers, education providers and professional bodies, which indicates growing awareness and preparedness to make the organisation and culture changes IAHA has been advocating for.

We are in the process of finalising the IAHA Workforce Development Strategy. The development of the Strategy has been a highly iterative process. Crucially, in addition to taking account of significant developments in health and education policy and regulation over recent years, the Strategy has been informed by a survey, which elicited over 200 responses from members and key external stakeholders. It will be available in late 2017.

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CULTURAL RESPONSIVENESS IN ACTIONIAHA sees the active promotion of our Cultural Responsiveness in Action: An IAHA Framework, which was launched in 2015, as central to how we work with members, partners and stakeholders. It is designed to equip people and systems to make the changes needed in everyday practice to transform those systems and improve the circumstances and lives of Aboriginal and Torres Strait Islander peoples.

During 2016/17, IAHA representatives delivered 14 Cultural Responsiveness (CR) workshops in the financial year with universities, health service providers, government health providers and individual health professionals. In addition, IAHA delivered 10 other Cultural Responsiveness events, including presentations at national and international conferences and webinars.

Partner and stakeholder demand to work with IAHA and the CR Framework continues to grow across the health and education sectors. Over the two years 2015/16 and 2016/2017, IAHA has delivered over 50 cultural responsiveness activities, reaching over 1200 people, more than 600 in 2016/17.

In 2016/17, IAHA had 119 requests online for PDF and hard copies of our published Cultural Responsiveness Framework (CRF). Of these requests:

• 23% have been from government agencies

• 25% have been from universities

• 26% have been from NGO’s and

• 26% have been from individuals.

IAHA continues to review our CR resources to build on the success of the training and respond to identified need and demand. IAHA has obtained additional funding support to move the CRF training onto a more developed platform, including online educational tools and resources, which will be delivered in 2017/18.

The work of IAHA in building culturally safe and responsive health and education systems is focused on transformation and building on the strengths of individuals, organisations, services and institutions as shown in the diagram (right).

IAHA CEO Donna Murray with representatives from Mirage, Sydney

University’s Rural Health Club at their Cultural Responsiveness Workshop in 2016.

Karl Briscoe CEO NATSIHWA, Craig Dukes CEO AIDA and Kylie Stothers

IAHA Workforce Development Officer co-facilitating with Janine Mohamed CEO CATSINaM at the National Rural

Health Alliance Conference, 2017.

IAHA Facilitator, Kylie Stothers at the Cultural Responsiveness workshop with

the Kimberley Population Health Unit (KPHU), Allied Health Team, WA Country

Health Service in Kununurra, 2016.

IAHA with the fantastic team at the NSW Outback Division of General Practice

in Bourke, NSW who attended Cultural Responsiveness workshop in late 2016.


Transforming training and education

through collaboration and networking with education

providers such as Registered Training Organisations, schools,

and Australian universities. This collaboration will result in: improved Aboriginal and

Torres Strait Islander tertiary education, research and labour force development; increased recruitment and retention of Aboriginal and Torres Strait

Islander staff and students into health and wellbeing programs;

and curriculum reform to enhance cultural responsiveness of the current and future allied

health workforce.

Transforming access to healthcare

by contributing to a culturally responsive workforce supporting

the wellbeing of Aboriginal and Torres Strait Islander

Australians. IAHA establishes networks and partnerships

with professional associations, education providers, employers

and the corporate sector, to promote and deliver professional

development opportunities in building Indigenous leadership

capabilities and cultural responsiveness capabilities.

Transforming relationships

between Aboriginal and Torres Strait Islander peoples and

non-Indigenous Australians by providing safe environments for discussions and dialogue,

cultural responsiveness training, opportunities for cross-cultural

mentoring, networks and partnerships.

CULTURAL RESPONSIVENESS TRAINING AND DEVELOPMENTAn example of the impact IAHAs CRF can have on the ground is demonstrated through a new relationship with the Western NSW Alliance Primary Health Network (PHN), which has used the CRF as a means of developing the capability, support and the accountability of their service providers in delivering culturally safe and responsive services to Aboriginal and Torres Strait Islander people and communities in their region. This is the first of its kind that we know of in Australia. IAHA will continue to work closely with the Western NSW PHN and our other partners to deliver quality training to staff and service providers.

IAHA Also hosted our first national discussion on culturally responsive curricula across the health sciences at part of the 2016 IAHA National Forum. The workshop was well attended by academics and policy makers, facilitated by Dr Kerry Arabena who challenged participants to think across the life course and what the future needs will be for Aboriginal and Torres Strait islander peoples, families and communities.

IAHA also works closely with our partner organisations CATSINaM, AIDA and NATSIHWA to deliver joint workshops for stakeholders and build a culturally safe and responsive workforce right across the health and related sectors. In March 2017 IAHA and partner organisations delivered a joint workshop at the National Rural Health Alliance Conference in Cairns attended by rural health practitioners.

Participant feedback from the Kununurra Workshop:

“We’ve all done cultural awareness but this workshop started a conversation with the group that we’ve never had and that we need to have. This involves both our service delivery and our general role as professionals in a world that undeniably has people who are inherently racist. I feel as though I am better equipped to fight for equity and stand up for our first peoples. Thanks!”

“Reflecting on my own culture and how this effects my cultural responsiveness…. Presenters ability to inspire and empower me to make change within my service.”

“Enjoyed the time to reflect and apply (or establish an action plan) for the lessons learnt — very practical. Format suited people who have been here for a while as well as new starters — very insightful and thought provoking. Thank you.”

Feedback from the Bourke Workshop:

“Challenged my thinking, but felt safe in doing that.”

“Forcing me to reflect about my own cultural biases and also inspiring me to think about strategies.”

“It was an engaging presentation. The opportunity was provided to contribute to share concerns. It was also very empowering. Sometimes you can get lost or lose focus direction – I like how this workshop identified the disparities within the team and what we can do to resolve this.”

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During 2016/17 IAHA was invited to participate in over 300 meetings and events. IAHA was able to participate in over 200 of these, represented by Board members, the CEO or other staff, SRC members and/or other members. It is not possible to detail all of these events in our Annual Report. The following examples indicate the range of issues, purpose of our participation and outcomes we sought and were able to achieve.

• At the national policy framework level, IAHA continued to be active in the Aboriginal and Torres Strait Islander Health Workforce Working Group (ATSIHWWG), contributing substantially to the National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework (2016–2023) which was endorsed by senior health officials under the Council of Australian Governments (COAG). The Framework aligns with and reinforces IAHAs priorities.

• IAHA worked closely with many allied health professional associations, for example: Speech Pathology Australia (SPA) on their 2030 review; Australian Diabetes Educators Association (ADEA), establishing a joint working group to investigate criteria for allied health and Aboriginal and Torres Strait Islander Health Workers in diabetes credentialing; Dietitians Australia Association (DAA), completing a national policy statement on Aboriginal and Torres Strait Islander food security; Optometry Australia, building our relationship and promotion of the profession to communities; Pharmaceutical Society of Australia on professional standards and

Code of Ethics; Occupational Therapy Australia on their review of competency standards and their RAP; the Australian Hand Therapy Association and the Chiropractic Association of Australia on potential scholarships.

• IAHA worked with allied health peak bodies, including: Allied Health Professions Australia (AHPA), collaborating on a Close the Gap workshop and cultural responsiveness.

• The Australian Council of Deans of Health Sciences (ACDHS) and Services for Australian Rural and Remote Allied Health (SARRAH) identifying structural issues that inhibit education and employment opportunities in non-metropolitan settings and opportunities to improve workforce distribution and retention.

• Engaging with state and territory governments on education, workforce planning, and research on allied health professional needs, allied health workforce development models and projects to meet the needs of Aboriginal peoples, including pathways into allied health.

• Working closely with Commonwealth agencies, communities and others on a Department of Social Services funded allied health workforce development project in relation to disability related services in rural and remote Australia.

• IAHA has also met with 16 Universities in WA, NT, QLD, VIC, ACT and NSW on allied health curricula development, workforce support strategies and development.

Other Feedback from workshop participants in 2016/17:

“I found the workshop to be extremely motivational and relevant to students as the information provided was easy to follow and practical for health professionals in the clinical setting. I particularly like the information provided on leadership and role models.”

“I felt that it was a great atmosphere to have an honest conversation about the past, current and future importance of Indigenous cultural awareness and responsiveness in our country. It felt like a safe space and I learnt a lot, as well as beginning to look at things from a different point of view.”

“The thing I liked most about the workshop was that it had self-reflecting activities because it required us to really question ourselves (about) the things we would not normally ask ourselves. It was a very good chance to reflect on ourselves; our wants, our values, our needs and our beliefs.”

“Learning about leadership in the workplace — in regards to advocating for Aboriginal and Torres Strait Islander people. Discussing where stereotypes came from/which things are stereotypes and how to move forward from them.”

“The frankness and openness of the presenter, which was a bit eye opening. She made me think about things that perhaps I wasn’t comfortable thinking about, such as my own prejudices and assumptions that I hadn’t thought about before.”

BUILDING WORKFORCE CAPABILITIES


IAHA is working with key partners, communities and stakeholders to build and diversify the Indigenous allied health workforce, so that people living with a disability in rural/remote areas have access to culturally responsive allied health services. This project will be driven by communities, owned by communities and therefore sustained by communities. IAHA has engaged with the communities of Palm Island, QLD and Tennant Creek NT gaining their permission to work with them on this project. The project will also work with community in Narrabri NSW. The project commenced in early 2017 and will be completed by June 2018 through funding provided by the Department of Social Services (DSS).

Our project aims to:

1. stimulate the development of an Indigenous allied health workforce in three remote/rural regions that can provide culturally safe and responsive and holistic allied health services to people with disability.

2. ensure that in regions where there is no or very limited Indigenous allied health workforce, that the non-Indigenous allied health workforce is equipped with the knowledge and support to be able to deliver culturally safe and responsive services to Aboriginal and Torres Strait Islander people, families and communities.

Key deliverables will necessarily be flexible and ultimately determined and driven by the needs of the Indigenous communities with which the project is engaging and working. A Steering Committee has been developed to provide valuable expertise for the project including representatives from First Peoples Disability Network, DSS, National Disability Insurance Authority (NDIA), NATSIHWA, SARRAH and AMSANT.

RURAL AND REMOTE WORKFORCE DEVELOPMENT IN DISABILITY

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Increasing the number of Aboriginal and Torres Strait Islander allied health professionals has a direct and positive impact on the health and wellbeing of Aboriginal and Torres Strait Islander people. IAHA work spans the career journey, from increasing awareness of allied health roles, engaging schools students to consider allied health opportunities, through professional study and practice. IAHA members provide positive role models, access to mentors and experience. We aim to ensure they encounter curricula, education and health service settings that acknowledge culture and are responsive to it.

Increasing the Aboriginal and Torres Strait Islander allied health workforce means increasing student retention and completion rates. IAHA provides opportunities to meet and work with other Aboriginal and Torres Strait Islander students and graduates from across Australia, aiding the development of relationships and networks that can support and sustain them throughout their personal and professional journeys.

IAHA is contributing to strong growth in the allied health sector of recent years. This momentum needs to be built on with positive signs:

• The number of Aboriginal and Torres Strait Islander students studying at university is increasing faster than for non-Indigenous domestic students — almost double the rate;

• Growth is particularly strong in health degrees;

• IAHA full student member numbers increased by 44% between 2015/16 and 2016/17;

• University retention rates for Aboriginal and Torres Strait Islander students are improving but continue to be significantly lower than for non-Indigenous students at just over 70% compared with around 80%. However, retention rates for IAHA full student members is over 90 per cent.

IAHA’s systemic approach to improving access, support and pathways into allied health careers is making a difference. This work is vital and ongoing. For instance, IAHA actively worked on the development of the Aboriginal and Torres Strait Islander Health Curriculum Framework (the Framework), which was released by the Australian Government in February 2016. The Framework is designed to ensure all health care professionals develop cultural capability before graduating, and help universities successfully implement Aboriginal and Torres Strait Islander curricula content. IAHA’s engagement with universities directly, and through bodies like the Australian Council of Deans of Health Sciences (ACDHS), is helping to promote the changes needed to make university allied health study a safer, more engaging experience for Indigenous students.

IAHA covers 28 eligible disciplines, with Aboriginal and Torres Strait Islander full members represented across 24 disciplines and student members in more than 20 universities. The number

Student Support and Engagement

Celeste Brand co-presenting at the Lowitja Institute International

Health and Wellbeing Conference in Melbourne 2016.

IAHA members Deborah Barney and Kirsty Nichols at the Lowitja

Institute International Health and Wellbeing Conference.


of identifiable allied health courses offered across Australia’s universities is well over 1,500, including undergraduate and post-graduate study. In addition, our members include people who have and are undertaking vocational training, such as a certificate III or IV in Allied Health Assistance.

During 2016/17, our student support initiatives were responsive to and driven by our student membership. They include:

• The annual IAHA Student HealthFusion Team Challenge

• Developing and supporting our Student Representative Committee

• Embedding Student leadership development

• Sourcing funds for professional development scholarships and bursaries

• Establishing partnerships to support culturally responsive clinical placements, support and teaching

• Supporting pathways into allied health and education

• Providing access to mentoring and other support networks

• Establishing student specific communications.

New graduate and student feedback confirms our approach to leadership development is working in a real and practical way, enabling transitions into the workforce.

“I felt extremely empowered after I attended the IAHA Leadership workshop, I had a sense of direction and guidance to leadership in my life. I enjoyed listening about participants’ leadership experiences, skills, and journeys, some were inspiring! We had a group of emerging leaders and accomplished leaders, including our presenters, and it was great to see how everyone engaged depending on their leadership journey and skills.” Celeste Brand, IAHA Full Member (Graduate)

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The IAHA SRC is comprised of Aboriginal and Torres Strait Islander IAHA student members and was established to advise the IAHA Board of Directors on issues and strategies affecting Aboriginal and Torres Strait Islander allied health students. The SRC works to promote careers in allied health and IAHA membership benefits, including student support opportunities to the wider public, especially to young Aboriginal and Torres Strait Islander people.

During 2016/17 the SRC met 4 times, supported by the IAHA Secretariat. The 2016 SRC term included January – December 2016 and the 2017 SRC term includes February – December 2017. Therefore both committees have contributed significantly to the outcomes in this report. 2017 SRC members attended their induction and leadership training in February 2017 in Canberra, attending training with Board member and senior staff. The induction covers roles and responsibilities of the SRC and governance and leadership requirements and expectations in implementing their activities throughout the year.

Throughout the year the SRC was active in representing IAHA at a range of university promotional and representative events and community festivals, undertook governance and leadership training and produced 2 newsletters (Student Stuff) which were sent to all IAHA student members — 266 in September 2016 and 295 in April 2017. The SRCs efforts contributed to the 44% growth in student members over 2016/17.

SRC outcomes in 2016/17 have included:

• An updated SRC Handbook based on feedback from members

• A new process for nominations to the SRC

• More effective communication of messages to student members

• Additional opportunities for public speaking and networking for members

• New resources and ways of engaging with universities and students

As part of the IAHA Constitutional changes adopted in December 2016, members agreed to not continue with the Student Director position on the Board (occupied by Tracy Hardy), with effect from the end from 2017. The decision reflected concerns that the serious nature of Board governance and legal responsibilities could add undue pressure and responsibility for a student. The SRC will continue to liaise regularly with and report to the Board and participate in a range of leadership development opportunities.

During 2016 the SRC said goodbye to three members: Celeste Brand, Nellie Pollard-Wharton and Mark Mann; and were joined by new members: Nicola Barker, Kate Thompson, Jed Fraser and Troy Crowther in February 2017.

2017 SRC members at the Induction and Training in Canberra.

IAHA Board Student Driector and SRC member, Tracy Hardy with IAHA

student members Justin Chilly and Jenna Perry at the Univeristy of

Sunshine Coast NAIDOC celebrations.

IAHA 2017 STUDENT REPRESENTATIVE COMMITTEE (SRC)


Kirrilaa Johnstone 2017 Chairperson & Student RepresentativeNgiyampaa-Barkindji woman studying a Bachelor of Public Health majoring in Indigenous Health at University of Wollongong (UOW).

Nicola Barker 2017 Deputy Chairperson & Student RepresentativeNgemba Murriwarri woman, studying a Bachelor of Social Work at the Australian Catholic University.

Will Kennedy Student Representative Wiradjuri man studying a Bachelor of Health Science (Mental Health) at Charles Sturt University.

Kate Thompson Student Representative Gurang Gurang woman studying a Bachelor of Social Work (Honours) at the University of Queensland.

Jed Fraser Student Representative Bidjara and Mandandanji man studying a Bachelor of Exercise and Movement Science at Queensland University of Technology (QUT).

Zoe King Student Representative Bundjalung woman studying a Bachelor of Speech Pathology with at the University of Queensland.

Lauren Hutchinson Student Representative Wiradjuri woman studying a Bachelor of Vision Science/Masters of Optometry at the Queensland University of Technology.

Troy Crowther Student RepresentativeWiradjuri man studying a Bachelor of Health Science (Mental Health) at Charles Sturt University.

IAHA STUDENT BURSARY SCHEMEThe IAHA Student Bursary Scheme supports participation of IAHA full student members experiencing financial hardship, with financial assistance through the provision of a $250 voucher for the purchase of textbooks. IAHA provided 13 student bursaries in this reporting period from donations received.

IAHA Continues to work with stakeholders and potential donors to build our capacity to offer an increasing number of student bursaries into the future.

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2016 IAHA HEALTHFUSION TEAM CHALLENGE (HFTC)IAHA held its annual Aboriginal and Torres Strait Islander student-only event, the 2016 IAHA HealthFusion Team Challenge (HFTC), on 27– 29 November 2016 in Canberra. The 2016 IAHA HFTC was held to coincide with the 2016 National Forum, and provided IAHA student and graduate members the opportunity to engage with members of their own and other professions and at different stages of their allied health and leadership journeys. The HFTC both showcases and builds the skills and capabilities of our student members, while reinforcing the importance of collaborative, person-centred and culturally responsive care among our future health leaders.

The 2016 HFTC brought together 36 health students from Dietetics, Exercise Science / Physiology, Human Biology, Human Movement, Medical Imaging, Medicine, Mental Health, Nutrition, Nursing, Nursing & Paramedics, Occupational Therapy, Optometry, Oral Health, Pharmacy, Physiotherapy, Psychology, Social Work and Speech Pathology. The 2016 Challenge was sponsored by ACT Health and NSW Ministry of Health, with prizes sponsored by The Pharmacy Guild of Australia.

2016 IAHA HealthFusion Teams.

2016 IAHA HealthFusion Team Challenge Winners — Team Pink, Co-Sponsor Ned Jelbert, ACT Health.

Comments from 2016 IAHA HFTC participants:

“The heath fusion challenge has helped me with my team working skills & confidence in public speaking.” Exercise physiology/Exercise science student

“I feel that the HFTC is a huge benefit to me not only professionally but personally and culturally.” Physiotherapy student

“Amazing opportunity to cooperate with other health professions.” Exercise physiology/Exercise science student

What 2016 IAHA HFTC participants liked most:

“Getting to know other people and what is involved in their disciplines in more depth and putting the theory throughout the uni year into perspective.” Human Movement student

“Expanding knowledge in other health areas especially psychology and mental health which I was especially biased against before the event.” Social Work student

“Networking. Learning about different professions as well as styles of learning. Diversity of case study.” Social Work student

In July 2016, IAHA published a video of the 2016 HFTC on our website.


100%

of participants were satisfied or very satisfied with the

overall experience, safety of the learning environment,

structure, support from IAHA staff and coordination and

facilitation of the event

of participants agreed or strongly agreed that

they increased their knowledge of other health professions

of participants agreed or strongly agreed that they extended their networks

with other Aboriginal and/or Torres Strait Islander students and graduates

100%

100%

reLevAnce

TeAmwOrk

LeAdership

pubLic speAking

cOnfidence

neTwOrk

increAsed knOwLedge

40

IAHA continued to diversify and refine its communication products and approach during 2016/17. Our activities have meant we are able to provide information and engage with members and other stakeholders more often, more effectively.

COMMUNICATIONS STRATEGYThe September 2016 the IAHA Board endorsed the IAHA Communication Strategy and Implementation Plan. The Strategy canvasses a range of approaches to expand and improve the accessibility and impact of our communication activities. These complement IAHAs other engagement, partnership and advocacy activities, outlined throughout the Annual Report. In broad terms, the objectives of IAHAs Communication Strategy include:

• Increasing engagement with IAHA members and key external stakeholders

• Facilitating two-way engagement and information sharing

• Raising awareness of IAHAs purpose, priorities and profile and

• To help provide assurance that IAHA is meeting its goals as an advocacy organisation representing the interest and needs of members.

The Strategy provides a coherent framework to guide IAHA communication and engagement efforts being pursued through a range of channels.

IAHA MEDIA RELEASESIAHA produced three media releases during the financial year.

• Indigenous Allied Health Australia Supports Royal Commission into NT Juvenile Detention, 28 July 2016

• Stronger Together: Allied Health Sector Continues Commitment to Close the Gap on Indigenous Health, 6 March 2017

• Building on Aboriginal and Torres Strait Islander Strengths, CTG Progress and Priorities Report 16 March 2017.

WEBSITEThe IAHA website iaha.com.au provides access for internal and external audiences to information about IAHA, including membership, governance and policy information. The website is a key reference point for anyone wishing to find out more about the work of, and opportunities available through IAHA. The website also provides the basis for all of our digital marketing activities. IAHA continues to review the website and update it to improve functionality and currency of content. IAHA is also in the process of revamping our website with significant development expected during 2017/18, including an online training platform.

Communication and Engagement


IAHA ENEWSLETTERSDuring 2016/17 IAHA delivered:

• 14 e-newsletters in all and increased our subscriber numbers by almost 45% — from 1,930 to 2,792.

• Open rate of e-newsletters was 22.68 percent and average total opens was 2,086.

• 8 member communiques, sharing information and member benefits.

• 2 student e-newsletters and printed versions.

STUDENT NEWSLETTERSIAHA, in close consultation with the Student Representative Committee (SRC), developed a twice yearly “Student Stuff” Communique, which was distributed in October 2016 and April 2017. “Student Stuff” provides students with information regarding current scholarship opportunities, events, and personal and professional development opportunities, personal reflective pieces on student learnings as well as tips and tricks for studying.

IAHA MEMBERS’ JOURNEYS INTO ALLIED HEALTHThe IAHA website features more than 20 of our members’ journeys into a wide variety of allied health careers. An important aspect of promoting careers in allied health is to showcase inspirational role models and pathways to success. During this reporting period, four IAHA members agreed to share their journeys as they progress through their studies and/or careers. Their stories reflect the many aspects of and pathways into allied health practice. They give insight to the value to members, and to people considering a career in allied health, of mentoring, leadership development, cultural responsiveness and career pathways. We thank members who allowed us to share their journeys during 2016/17 (listed left): Zoe King

Speech Pathology

Aaron Percival Physiotherapy

Jordana Stanford Speech

Pathology

Lauren Hutchinson Optometry

IAHA E-Newsletter1 July 2016 – 30 June 2017

media releases

e-newsletters

3student e-newsletters2

14increase of

8628

member communiques

2,792subscribers

retweets1,199

page impressions217,312

increase of

803

Twitter1 July 2016 – 30 June 2017

168tweets

2,228followers

increase of

355

Facebook1 July 2016 – 30 June 2017

179posts

1,417likes

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During 2016/17 IAHA attended a total of 16 events specifically to promote allied health and IAHA support, including careers expos, community events and trade stalls. Our participation in these events provides an access point for young people and others in the community and workforce who may have little knowledge of allied health or the opportunities IAHA provides. Our experience is that our participation often generates strong interest on the day, but also follow up contact, including applications for IAHA membership, cultural responsiveness training and mentoring. To complement these, IAHA also continues to:

• collate case studies and journeys into allied health from members to share with schools and community on the diversity of allied health

• develop, purchase and distribute marketing and promotional materials out to community, universities and other stakeholders nationally to promote allied health careers and the support of IAHA

• develop other allied health career promotion resources and materials for community use.

The following examples indicate the range of promotional activities IAHA participated in during 2016/17.

NT CAREER EXPOS IAHA attended the Katherine, Darwin, Alice Springs and Tennant Creek Career expos in 2016 with staff and members involved in the discussions and stalls sharing their experiences and journeys into health. The NT Government Skills, Employment and Careers Expo is an annual event reaching all corners of the Territory providing information for anyone seeking to explore job options, tertiary studies and/or further training opportunities. The NT has the highest proportionate Aboriginal and Torres Strait Islander population in Australia (over 25%) and is an area of acute allied health workforce shortage.

IAHA also attended Careers Expos in Western Austra lia and the ACT.

CEO, Donna Murray and Membership Officer, Judy Bell at the NSW Ministry of Health,

Stepping Up Conference in Sydney. (Photo courtesy of Amanda James)

IAHAs Kylie Stothers at the Katherine Careers Expo 2016.

IAHA Members Gab Oth (below) and Kirsty Nichols attended the Darwin Careers Expo in August 2016.

Community Education and Allied Health Career Promotion


BARUNGA FESTIVAL The small community of Barunga, 80kms from Katherine in the NT, held the 31st Barunga Festival over the weekend of 9–11 June 2017. IAHA had a community engagement stall over the weekend with IAHA staff and members attending. IAHA held small interactive and fun sessions with the kids and families talking about healthy eating, the importance of brushing teeth and why, getting enough rest and sleep and doing exercise. IAHA sessions were again very popular and successful with the local kids and families as well as having an opportunity to discuss health careers and workforce support.

This was the 3rd year IAHA had a stall and promoted the work of IAHA. With prizes that included IAHA promotional material it was soon clear to Nicole Turner (IAHA Chairperson) and Kylie Stothers (IAHA Workforce Development Officer) the stall was getting a reputation with more kids asking to attend the Nutrition and Healthy Lifestyle talk with ‘Miss Nicki’.

This year, Robyn Williams (IAHA Associate Member) from Charles Darwin University (CDU) and Sophie Le Strange IAHA Full member and Oral Therapist) joined the IAHA stall to assist in promoting IAHA but to also promote CDU’s pathway program leading into areas such as Occupational Therapy.

YABUN FESTIVAL, SYDNEY The Yabun Festival is a celebration of Aboriginal and Torres Strait Islander Culture, Art, Music, Dance, Politics and Heritage. In January 2017, SRC members led IAHAs participation in the Yabun Festival in Sydney. Nellie Pollard-Wharton (Social Work, UNSW) and 2016 Student Representative Committee member arranged IAHA stall to be part of the Festival.

“It was an awesome day at Yabun today! Met some great people! Gave out all our IAHA gear by lunch time! Thanks so much to those that helped out Tiarnee Schafer (Psychology and Business, Griffith University), William Kennedy (Mental Health, CSU, Wagga), Nicola Barker (Social Work, ACU, Canberra), Gabriel Kasmero Oth (Exercise Science, CDU, Darwin) & Cohen (Graduate OT member)” Nellie shared her thanks on the IAHA Social media pages.

Photos courtesy of Nellie Pollard-Wharton.

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CLOSE THE GAP— THE ANU RURAL MEDICAL SOCIETY (ARMS)On 8-9 April 2017, IAHA Chairperson, Nicole Turner, and IAHA Director, Danielle Dries, spoke at the ANU Rural Medical Society’s (ARMS) Close the Gap Conference in Canberra. The event included keynote speakers across allied health, nursing and medicine. Over 130 health students from the ACT, NSW and further afield came together to engage with leaders around closing the gap. In addition to speaking, Nicole facilitated a workshop on Cultural Responsiveness Leadership, which attracted over 60 delegates and was very well received. Many participants indicated they appreciated the interactive approach and opportunity to self-reflect, gain new perspectives and take them into their personal and professional lives. The ARMS Close the Gap Conference provided the opportunity to promote IAHA and foster collaboration across health disciplines.

IAHA representatives participated in a number of other events throughout the year, hosted by Aboriginal Community Controlled Health Services, universities and others. We thank those members, in particular, who gave their time and energy to these important events.

“We have had allied health students and nursing students attend for the last few years and we get many students from interstate universities which then get IAHA to run workshops at their unis. Sydney University got IAHA after our (ARMS) conference last year, and Newcastle was looking at having something similar at their uni this year.” Danielle Dries, IAHA Board Director (ARMS Closing the Gap Conference, Canberra April 2017)

IAHA attended a number of NAIDOC events around the country.


IAHA in partnership with AMSANT (Aboriginal Medical Services Alliance Northern Territory), is moving forward on an innovative project to increase the number of young Aboriginal people completing year 12 and entering into the health workforce in the Darwin region. The project is the result of 2 years of engagement and coordination effort. We are working with our key stakeholders in anticipation of the program commencing in 2018.

This project is an innovative, community led, learning model that is about re-shaping and re-designing how training is delivered to Aboriginal students in high school years. The model is centered on ensuring that training and education is delivered in a way that embeds the centrality of culture and a holistic approach to health. The project will add to evidence to gauge the success of education and training outcomes when social and cultural determinants are considered, partnered with wrap around supports brought together and led by Aboriginal community and organisations.

The model is designed to work collaboratively across health disciplines and organisational

structures (health, education and training, employment) to increase Aboriginal high school student attachment and retention and achieve positive outcomes for students and their families.

The goals of the project are to:

• Encourage local NT Aboriginal high school students to stay engaged in education from years 7-10 and go on to complete Year 12 successfully

• Engage students in appropriate career pathway opportunities

• Support students to gain a qualification in Certificate III in Allied Health Assistance with employability and job ready skills

• Support students to complete a VET sector qualification

• Support and mentor students by graduated and practicing Aboriginal health and medical professionals

• Expose students to the different employment opportunities in the health and related sectors including acute care, primary healthcare, private practice, community health services, aged care and disability

• Provide positive Aboriginal role models who have succeeded in a variety of health and related professions, leading from the front of the class

• Provide a positive learning experiences within the tertiary setting, encouraging goal setting and aspirations

• Develop students’ confidence and knowledge of opportunities to pursue a career in health and

• Establish a culturally safe and responsive learning environment that expects success and achievement while providing holistic support services.

IAHA and AMSANT in partnership and through our memberships are well placed to drive this project into the future. Members will be invited to participate as role models and mentors throughout the journey, contributing their skills and expertise to assist and support high school students into a health career. There are several key stakeholders fully engaged in this project such as Charles Darwin University, NT Department of Education and the NT Industry Skills Council. Below is a snapshot of the model:

NORTHERN TERRITORY ABORIGINAL HEALTH ACADEMY COLLABORATION

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IAHA takes an active leadership role advocating for transformational change to improve the health and wellbeing of Aboriginal and Torres Strait Islander peoples.

IAHAs leadership and advocacy efforts have a broad scope: from promoting policy frameworks and settings at the national level, assessing the impact, and/or potential impacts of policy changes, specific developments in course curricula, professional practice standards, or community access to services. Our breadth as an organisation, growth and active promotion of IAHAs agenda means our input is increasingly being sought by a diverse range of stakeholders. During 2016/17 IAHA was invited to participate in many national policy forums specifically focused on workforce or Indigenous health as well as over 300 meetings and events, and we were represented at 200 of these.

While IAHA engages in extensive advocacy activities independently, we also work closely and effectively with our partner Aboriginal and Torres Strait Islander health profession peak organisations: Most notably the Australian Indigenous Doctors Association (AIDA); the Congress of Aboriginal and Torres Strait Islander Nurses and Midwives (CATSINaM); and the National Aboriginal and Torres Strait Islander Health Worker Association (NATSIHWA). In partnership

we focus on national strategic workforce policy, planning and evaluation priorities to improve the health and wellbeing outcomes of Aboriginal and Torres Strait Islander peoples.

IAHA co-led and contributed to advocacy across a broad spectrum of Aboriginal and Torres Strait Islander led and mainstream committees, groups and alliances. We play a shared leadership role with our partner organisations on the National Health Leadership Forum (NHLF), the Close the Gap Steering Committee and the Redfern Statement Leaders Group. The Redfern Statement group came together under National Congress to develop and advance the Statement and increase the rate of progress, with Aboriginal and Torres Strait Islander leadership, in addressing disadvantage. These groups are especially vital in addressing systemic, cross-cutting issues impacting Aboriginal and Torres Strait Islander people, such as systemic racism and the social and cultural determinants of health. IAHA has met with several Commonwealth Ministers in 2016/17 to discuss the priorities of IAHA and future workforce development opportunities. With our partners we have also met with the Minister for Indigenous Health and Aged Care in relation to building our organisational capacity to meet the needs of our current members and future workforce.

National Health Leadership Forum members at the Lowitja Institute

International Health and wellbeing Conference in Melbourne November 2016.

IAHA Supported our partner organisation The Healing Foundation celebrate the release of

the Bringing Them Home 20-years On Report at Parliament House in May 2017. The Healing Foundation Chairperson, Steven Larkin, is the

2016 IAHA Lifetime Achiever.

National Leadership, Advocacy, Partnerships and Collaboration


GOVERNMENTIAHA continues to engage with Australian Government Ministers and portfolio representatives, as well as with State and Territory government officials. During 2016/17 IAHA met with six of the state and territory jurisdictions regarding workforce development and support, including NSW, NT, Qld, WA, Vic and the ACT. IAHA actively participated on several workforce planning committees and reviews, particularly in NSW.

IAHA met independently with Australian Government Ministers Wyatt, Scullion and Gillespie on numerous occasions during 2016/17. In addition to IAHA-specific meetings, we met with Ministers as a member of the NHLF around common strategic priorities and future projects. IAHA also attends the Rural Health Ministers’ National Roundtable (hosted by Minister Gillespie).

IAHA also met with members of the Australian Labor Party on Indigenous health and education issues, attended Labor’s Health Summit and their follow up Aboriginal and Torres Strait Islander health roundtable. We advocated for improved policy in allied health workforce development and

investment in workforce modelling to meet the needs of Indigenous peoples. Through the NHLF, a follow up meeting with Indigenous health key stakeholders is proposed.

IAHA provided additional presentations to Australian government departments (DoH, DSS, PM&C), State and Territory governments, and other corporate and NGOs on IAHA business, promotion of careers, and specific projects.

HIGHER EDUCATION During 2016/2017, IAHA:

• Engaged with 16 universities in face-to-face meetings.

• Was a member of several university curricula and other advisory groups such as Flinders University NT, Curtin University WA, Southern Cross University NSW, Australian Catholic University ACT, La Trobe University VIC.

• Supported several university partners with workforce development research: Sydney University, Australian Catholic University, University of New England and the University of Melbourne.

2016 Redfern Statement Workshop — Parliament House.

IAHA joined with other Indigenous leaders at Parliament House Canberra on the

morning of 14 February 2017 to deliver the Redfern Statement to the Prime Minister

in Canberra. The Redfern Statement leadership, working through National

Congress, emphasised the message that Indigenous peoples and communities have

the solutions needed to Close the Gap.

172National

conferences

International conferences

12200+

16conference

presentations

national submissions and reviews

meetings and events

exhibitor stalls

30+ members engaged to contribute to policy submissions and reviews

16

Workforce Organisations meeting in 2017 – Craig Dukes CEO AIDA, Donna Murray CEO IAHA, Minister Ken Wyatt, Janine Mohamed CEO

CATSINaM and Karl Briscoe CEO NATSIHWA.

CLOSE THE GAP EVENT MELBOURNE 17 MARCH 2017In recognition of Close the Gap Day 2017, IAHA and Allied Health Professions Australia, the peak body representing allied health professions and numerous stakeholders re-committed through a Statement of Intent to work together to achieve equality in health status and life expectancy between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians by year 2030. IAHA staff, Board and SRC members attended along with Shadow Assistant Minister for Indigenous Health, (Warren Snowden) and partner organisations, including the Chair and CEO of NATSIHWA.

The launch of the Statement was held in Melbourne with the IAHA Student Representative Committee Chairperson and Deputy Chairperson sharing their stories and expectations of the allied health sector. They were also joined by a non-Indigenous student representative sharing her story on building her cultural capabilities as a future allied health professional. As a key stakeholder IAHA will continue to work with AHPA to build the cultural capabilities of the workforce and seek input to and commitment from professional associations, as members of AHPA and in leading transformation within their organisation.

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ENGAGEMENT AND ADVOCACYIn addition to the groups and processes described elsewhere, examples of IAHAs engagement and advocacy also includes working with:

• Northern Territory Health Career Academy Steering Committee (IAHA CEO as Chair)

• National Health and Justice Partnership

• The Lowitja Institute International Conference Committee

• The Australian Health Practitioner Regulation Agency (AHPRA) Aboriginal and Torres Strait Islander Health Strategy Group

• Heart Foundation Australia Aboriginal and Torres Strait Islander Advisory Committee

• Program of Experience in the Palliative Approach: PEPA Aboriginal Advisory Committee

• Australian Allied Health (Leadership) Forum

• National Allied Health Conference Committee

• Mt Isa Centre for Rural and Remote Health Leadership Committee

• Australian Diabetes Education Association Advisory Committees

• Diabetes QLD Aboriginal and Torres Strait islander Advisory Committee

• Royal Flying Doctors Services Clinical and Health Services Review Committee

• Northern Australia Research Network Leadership Group

• National Rural Health Alliance Board

• Supporting IAHA member representation at Speech Pathology Australia workshops in developing curricula and professional standards for the profession.

During 2016/17 IAHA signed up to a number of important campaigns, including:

• The Change the Record campaign (for Smarter Justice and Safer Communities) which aims to address the over-representation of Aboriginal and Torres Strait Islander people in incarceration and reduce the incidence of violence. IAHA was a co-signatory to an open statement calling for the Terms of Reference of The Royal Commission into the Protection and Detention of Children in the Northern Territory to be expanded and to ensure independence of the Royal Commission process.

• The Family Matters Campaign, whose vision is All Aboriginal and Torres Strait Islander children and young people grow up safely in their home, receive a good education, and grow up healthy and proud of who they are.

• Calling for Australia to become a signatory to the United Nations’ (UN) Optional Protocol to the International Covenant on Economic, Social and Cultural Rights (OP-ICESCR), led by Australian Lawyers for Human Rights. The Optional Protocol provides a mechanism where groups whose rights to the basic needs for survival and participation have been violated, and not been able to achieve justice in their country can apply to the UN for assistance.

Dr Sabine Hammond, Australian Psychology Association signing the Statement of Intent in Melbourne 2017.


SUPPORTING RURAL AND REMOTE ALLIED HEALTH WORKFORCE DEVELOPMENT In November 2016, IAHA signed a collaboration agreement with the Mount Isa Centre for Rural and Remote Health, James Cook University (MICRRH). The goal of the collaboration is to increase the Aboriginal and Torres Strait Islander allied health workforce in remote and regional QLD and Northern Australia in order to improve the health and well-being of Aboriginal and Torres Strait Islander people. Through this partnership, IAHA members are securing allied health student placements with accommodation, mentoring, pre-placement and post-placement support.

AUSTRALIAN HEALTH PRACTITIONER REGULATION AGENCY (AHPRA)During 2016/17, the Australian Health Practitioner Regulation Agency (AHPRA) established a process to improve the impact of its activities on the health outcomes of Aboriginal and Torres Strait Islander people. AHPRA set up the Aboriginal and Torres Strait Islander Health Strategy Group, including senior AHPRA and government officials, professional Board chairs and independent members and key Aboriginal and Torres Strait Islander leaders and organisations, including IAHA.

The Group is investigating options to strengthen requirements around cultural responsiveness and capability in education and continuing professional development standards; extend education and practice settings to include community controlled health organisations; ways to recognise the unique skills of and promote an increase in Aboriginal and Torres Strait Islander health professionals. While AHPRA covers the regulated health professions, the work may be relevant and have flow-on implications for the self-regulated allied health professions.

EMBEDDING CULTURAL RESPONSIVENESS As noted previously in this Report, IAHA continues to collaborate with stakeholders and partners in building a culturally safe and responsive health system, such as with the Western NSW Alliance PHN. The Western NSW Alliance PHN utilises the IAHA Cultural Responsiveness Framework in developing their Cultural Safety Framework which is building the capability and accountability of health services in working with Aboriginal and Torres Strait Islander peoples in their region to improve health and wellbeing outcomes.

IAHA Chairperson Nicole Turner with Cris Massis CEO Australian Physiotherapy Association and Deputy Chairperson

AHPA Board in Melbourne 2017.

IAHA SRC Chairperson Kirrilaa Johnstone and Deputy Chairperson

Nicola Barker addressing the joint IAHA AHPA Close the Gap Statement

of Intent event in Melbourne 2017.

IAHA CEO, Donna Murray with Shadow Minister for Human Services,

the Hon Linda Burney MP, the Redfern Statement breakfast at Parliament

House, February 2017.

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In 2016/17 IAHA refined its well-established governance arrangements in line with the findings of the Strategic Governance and Operations Review which was commissioned by IAHA in 2016. The Review gave the IAHA Board assurance that the Board of Directors is supported by high quality processes and practices, is highly focused, and strategically aware. The details of the Review were reported in the 2015/16 Annual Report.

IAHA Governance2016 IAHA ANNUAL GENERAL MEETING (AGM)Over 60 IAHA members attended the 2016 Annual General Meeting of IAHA Ltd that was held on 2 December 2016 in Canberra, Australian Capital Territory in conjunction with a Members’ Forum.

The minutes of the 2015 AGM were approved. The 2015/16 IAHA Annual Report was delivered to members, who reviewed the financial statements and discussed aspects of the report.

An updated version of the IAHA Constitution was presented to the AGM for consideration. The revised Constitution included changes recommended in the IAHA Strategic Governance and Operations Review. The revised Constitution was endorsed at the AGM. Members also discussed and provided feedback on the draft 2017-2020 IAHA Strategic Plan.

Subsequently, IAHA Board elections were held in line with the IAHA Constitution, By Laws of the Nomination and Election of IAHA Directors and revised membership categories.

Elections were held to fill four Director (graduate) positions and one Director (student) position.

• Director (graduate) positions: Eight nominations were received in respect of four vacant positions. Successful candidates included Faye McMillan, Danielle Dries, Trevor Ritchie and Matthew West, each with two year terms.

• The newly elected Directors joined Jane Havelka, Stephen Corporal, Patricia Councillor and Nicole Turner.

• A single Director (student) position: One nomination was received and Tracy Hardy was appointed Student Director unopposed.

Board Directors Faye McMillan and Jane Havelka resigned during this reporting period. The two Director (graduate) vacated positions were not re-filled during the remainder of 2016/2017.

Nicole Turner 6 6

Trevor Ritchie 6 6

Faye McMillan 4 4

Stephen Corporal 6 6

Patricia Councillor 6 5

Thomas Brideson 3 1

Rebecca Allnutt 3 3

Jane Havelka 4 4

Danielle Dries 3 3

Matthew West 3 2

Tracy Hardy 3 2

BOARD MEETINGS AND GOVERNANCE TRAINING

Eligible Meetings 2016/17

Meetings Attended 2016/17


IAHAS FUTURE AND STRATEGIC DIRECTIONIAHA will continue to grow. At the end of 2016/17 our total membership had reached 1061. At the time of preparing this report our membership has grown to well over 1200.

We are an Aboriginal and Torres Strait Islander led organisation with a clear purpose and a capable, diverse and strong membership. We are committed to increasing our impact on health and wellbeing in Australia, especially for Aboriginal and Torres Strait Islander people.

There are positive signs emerging across the mainstream health and education systems. More people understand Aboriginal and Torres Strait Islander Peoples’ cultures and holistic perspectives are important to health and wellbeing. Some are prepared to act. However this shift is inconsistent, and continued effort and different approaches are needed.

Our efforts are reinforced by the National Aboriginal and Torres Strait Islander Health Plan 2013–23 and in the Implementation Plan for the National Aboriginal and Torres Strait Islander Health Plan 2013–2023 — both were shaped by Indigenous leaders, including IAHA. It is essential that efforts to turn these plans into action reinforce culture and holistic care as preventive and strengthening factors underpinning health.

Access to allied health care is absolutely fundamental to being and staying healthy, to living well with illness and/or disability and to recovery. The emerging pressures on health systems — changing burdens of disease, prevalence of chronic disease, the imperative of reducing avoidable illness, maximising health and opportunity, dealing positively with structural ageing — all require allied health support and capacity. IAHA will continue to work collaboratively and advocate for health systems, financing and workforce structures that enable better access to allied health care.

Our work is contributing to change. Awareness that systemic change is needed to improve health outcomes for Indigenous people appears to be growing: from the high level policy frameworks that services operate within to the personal skills, work arrangements and practice of people on the ground. Aboriginal and Torres Strait Islander people must lead and be part of delivering that change.

Our work aligns closely with and is reinforced by social and economic determinants, and the efforts to address disadvantage. This understanding and agenda is being championed by Aboriginal and Torres Strait Islander leaders nationally, through members of the National Health Leadership Form and, more broadly, the Closing the Gap Campaign and Redfern Statement leadership group. IAHA is a strong, active voice in all of this work.

The progress IAHA members, colleagues and partners are making in this space has been hard won. There is still a long way to go. The challenges will continue but will be met.

In 2017/18 we will report against our new strategic plan. We enter this new phase optimistic about the opportunity we have to transform the health system and secure better health and wellbeing for Aboriginal and Torres Strait Islander people.

FINANCE, AUDIT AND RISK COMMITTEEThe Finance, Audit and Risk Committee (FARC) is comprised of up to 3 Board Directors and an independent audit and risk expert, who during 2016/17 was Mr Tony Hof an Accountant and risk management expert. The committee met four times and continues to support the IAHA Board, examining and providing guidance on the finances, risk management, and external audit processes.

OPERATIONAL POLICIES AND PROCEDURESIAHA continues to undertake operational policy development and monitoring to ensure they are relevant and up to date for operational and governance use. A minimum of two policies are reviewed and endorsed at each Board meeting, ensuring the IAHA Governance Charter remains a living document that is updated regularly to reflect governance priorities and changes required as part of the transition to a Company Limited by Guarantee. During the 2016–17 financial year the Board, endorsed a total of 17 operational policies and procedures including two new policies.

IAHA has a comprehensive Governance Charter that was revised following the constitutional changes and governance policy updates.

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Directors’ Report 55

Auditors Independence Declaration under Section 307C of the Corporations Act 2001 57

Statement of Profit or Loss and Other Comprehensive Income 58

Statement of Financial Position 59

Statement of Changes in Equity 60

Statement of Cash Flows 61

Notes to the Financial Statements 62

Members of the Board’s Declaration 77

Independent Audit Report 78


DIRECTORS’ REPORTFor the year ended 30 June 2017

The directors present their report on Indigenous Allied Health Australia Ltd for the financial year ended 30 June 2017.

GENERAL INFORMATION

Directors The names of the directors in office at any time during, or since the end of, the year are:

Names Appointed/Resigned

Faye McMillan (Chairperson) Re elected: 2 December 2016, Resigned: 5 January 2017

Jane Havelka Elected: 3 December 2015, Resigned: 5 January 2017

Nicole Turner (Chairperson: 2 December 2016) Re elected: 2 December 2016

Thomas Brideson Re appointed 5 April 2016, Retired: 2 December 2016

Patricia Councillor Elected 3 December 2015

Tracy Hardy Elected: 2 December 2016

Danielle Dries Elected: 2 December 2016

Matthew West Elected: 2 December 2016

Trevor Ritchie Re elected: 2 December 2016

Rebecca Allnutt Retired: 2 December 2016

Stephen Corporal Elected: 3 December 2015

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

Principal activities and significant changes in nature of activities The principal activities of Indigenous Allied Health Australia Ltd during the financial year were:

IAHA Membership

• To support the IAHA membership.

• To strengthen and maintain engagement.

• To increase IAHA membership.

Allied Health Workforce Development

• To promote and build the Aboriginal and Torres Strait Islander allied health workforce.

• To advocate for and support a culturally responsive workforce.

• To advocate for and provide sound health policy.

National Leadership

• To strengthen and maintain IAHA’s position as the national Aboriginal and Torres Strait Islander allied health body.

• To strengthen and support leadership capacity.

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STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFor the Year Ended 30 June 2017

Note 2017 2016 $ $

Revenue and other income 3 1,978,995 1,686,906

Administrative expenses (265,155) (174,271)

Auspicing expenses (2,922) (11,452)

Cultural Responsiveness Framework (41,101) (334,963)

Depreciation expense 8(a) (22,087) (18,837)

Donations (3,024) (5,700)

Employee expenses (843,444) (738,046)

Events expenses (321,870) (35,168)

Finance costs (56) (158)

Marketing expenses (78,631) (46,082)

Meeting expenses (100,323) (116,587)

Members meeting expenses - (9,907)

Occupancy costs 4 (57,245) (61,411)

Project expenses (64,159) -

Representation expenses (121,262) (94,140)

Student representation expenses - (11,990)

Profit before income tax 57,716 28,194

Income tax expense 1(b) - -

Profit for the year 57,716 28,194

Other comprehensive income

Total comprehensive income for the year 57,716 28,194


STATEMENT OF FINANCIAL POSITIONAs At 30 June 2017

Note 2017 2016 $ $

ASSETS

CURRENT ASSETS

Cash and cash equivalents 5 687,880 422,588

Trade and other receivables 6 20,010 13,864

Other assets 7 50,918 51,305

TOTAL CURRENT ASSETS 758,808 487,757

NON CURRENT ASSETS

Property, plant and equipment 8 71,840 66,058

TOTAL NON CURRENT ASSETS 71,840 66,058

TOTAL ASSETS 830,648 553,815

LIABILITIES

CURRENT LIABILITIES Trade and other payables 9 59,923 65,468

Employee benefits 11 74,744 62,292

Other liabilities 10 512,970 309,429

TOTAL CURRENT LIABILITIES 647,637 437,189

NON CURRENT LIABILITIES

Employee benefits 11 26,701 18,032

TOTAL NON CURRENT LIABILITIES 26,701 18,032

TOTAL LIABILITIES 674,338 455,221

NET ASSETS 156,310 98,594

EQUITY

Retained earnings 156,310 98,594

TOTAL EQUITY 156,310 98,594

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STATEMENT OF CHANGES IN EQUITYFor the Year Ended 30 June 2017

2017 Retained Earnings Total $ $

Balance at 1 July 2016 98,594 98,594

Profit attributable to members of the entity 57,716 57,716

Balance at 30 June 2017 156,310 156,310

2016 Retained Earnings Total $ $

Balance at 1 July 2015 70,400 70,400

Profit attributable to members of the entity 28,194 28,194

Balance at 30 June 2016 98,594 98,594


STATEMENT OF CASH FLOWSFor the Year Ended 30 June 2017

Note 2017 2016 $ $

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from funding and operations 2,269,588 1,817,372

Payments to suppliers and employees (1,979,243) (1,643,018)

Interest received 4,239 8,228

Interest paid - (158)

Net cash provided by (used in) operating activities 17 294,584 182,424

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from sale of plant and equipment 463 -

Purchase of plant and equipment 8(a) (29,755) (8,058)

Net cash used by investing activities (29,292) (8,058)

Net increase (decrease) in cash and cash equivalents held 265,292 174,366

Cash and cash equivalents at beginning of year 422,588 248,222

Cash and cash equivalents at end of financial year 5 687,880 422,588

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NOTES TO THE FINANCIAL STATEMENTSFor the Year Ended 30 June 2017

The financial statements are for Indigenous Allied Health Australia Ltd as an individual entity, incorporated and domiciled in Australia. Indigenous Allied Health Australia Ltd is a not for profit Company limited by guarantee.

The functional and presentation currency of Indigenous Allied Health Australia Ltd is Australian dollars.

The financial report was authorised for issue by those charged with governance on.

Comparatives are consistent with prior years, unless otherwise stated.

1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of Preparation

These general purpose financial statements have been prepared in accordance with the Australian Charities and Not for profits Commission Act 2012 and Australian Accounting Standards and Interpretations of the Australian Accounting Standards Board. The company is a not for profit entity for financial reporting purposes under Australian Accounting Standards. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise.

The financial statements, except for the cash flow information, have been prepared on an accrual basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non current assets, financial assets and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar.

(b) Income Tax

The Company is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

(c) Leases

Lease payments for operating leases, where substantially all of the risks and benefits remain with the lessor, are charged as expenses on a straight line basis over the life of the lease term.

(d) Revenue and other income

Grant revenue

Grant revenue is recognised in the statement of profit or loss and other comprehensive income when the entity obtains control of the grant, it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably.

When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the grant is recognised as income on receipt.

Interest revenue

Interest is recognised using the effective interest method.

Rendering of services

When revenue in relation to the rendering of services is recognised depends on whether the outcome of the services can be measured reliably.

If the outcome cannot be reliably measured then revenue is recognised to the extent of expenses recognised that are recoverable.

All revenue is stated net of the amount of goods and services tax (GST).


Other income

Other income is recognised on an accruals basis when the Company is entitled to it.

(e) Finance costs

Finance cost includes all interest related expenses, other than those arising from financial assets at fair value through profit or loss.

(f) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST.

Cash flows are presented in the statement of cash flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(g) Plant and Equipment

Plant and equipment are measured on the cost basis less depreciation and impairment losses. Cost includes expenditure that is directly attributable to the asset.

The carrying amount of plant and equipment is reviewed annually by directors to ensure it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the asset’s employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts.

Depreciation

The depreciable amount of all fixed assets, is depreciated over the asset’s useful life commencing from the time the asset is held ready for use.

The depreciation rates used for each class of depreciable assets are:

Fixed asset class

Furniture, Fixtures and Fittings 5.00% – 20.00% Computer Equipment 10.00% – 33.33%

The assets’ residual values, depreciation methods and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.

(g) Plant and Equipment

Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains and losses are included in the statement of profit or loss and other comprehensive income. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings.

(h) Financial instruments

Initial recognition and measurement

Financial assets and financial liabilities are recognised when the Company becomes a party to the contractual provisions of the instrument. For financial assets, this is the equivalent to the date that the Company commits itself to either the purchase or sale of the asset (i.e. trade date accounting is adopted).

Financial instruments are initially measured at fair value plus transactions costs, except where the instrument is classified ‘at fair value through profit or loss’ in which case transaction costs are expensed to profit or loss immediately.

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Classification and subsequent measurement

Financial instruments are subsequently measured at either fair value, amortised cost using the effective interest rate method, or cost. Fair value represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable, willing parties in an arm’s length transaction. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.

Amortised cost is calculated as:

(a) the amount at which the financial asset or financial liability is measured at initial recognition;

(b) less principal repayments;

(c) plus or minus the cumulative amortisation of the difference, if any, between the amount initially recognised and the maturity amount calculated using the effective interest method; and

(d) less any reduction for impairment.

The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying value with a consequential recognition of an income or expense in profit or loss.

Financial Assets

Financial assets are described in detail below:

• loans and receivables;

Financial assets are assigned to the different categories on initial recognition, depending on the characteristics of the instrument and its purpose. A financial instrument’s category is relevant to the way it is measured and whether any resulting income and expenses are recognised in profit or loss or in other comprehensive income.

(h) Financial instruments

All income and expenses relating to financial assets are recognised in the statement of profit or loss and other comprehensive income in the ‘finance income’ or ‘finance costs’ line item respectively.

Loans and receivables

Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an active market. They arise principally through the provision of goods and services to customers but also incorporate other types of contractual monetary assets.

After initial recognition these are measured at amortised cost using the effective interest method, less provision for impairment. Any change in their value is recognised in profit or loss.

The Company’s trade and other receivables fall into this category of financial instruments.

Significant receivables are considered for impairment on an individual asset basis when they are past due at the reporting date or when objective evidence is received that a specific counterparty will default.

The amount of the impairment is the difference between the net carrying amount and the present value of the future expected cash flows associated with the impaired receivable.


Financial liabilities

Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities depending on the purpose for which the liability was acquired.

The Company‘s financial liabilities include trade and other payables, which are measured at amortised cost using the effective interest rate method.

Impairment of financial assets

At the end of the reporting period the Company assesses whether there is any objective evidence that a financial asset or group of financial assets is impaired.

Financial assets at amortised cost

If there is objective evidence that an impairment loss on financial assets carried at amortised cost has been incurred, the amount of the loss is measured as the difference between the assets carrying amount and the present value of the estimated future cash flows discounted at the financial assets original effective interest rate.

Impairment on loans and receivables is reduced through the use of an allowance accounts, all other impairment losses on financial assets at amortised cost are taken directly to the asset.

Subsequent recoveries of amounts previously written off are credited against other expenses in profit or loss.

(i) Impairment of non financial assets

At the end of each reporting period, the Company reviews the carrying values of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the statement of profit or loss and other comprehensive income.

Where it is not possible to estimate the recoverable amount of an individual asset, the Company estimates the recoverable amount of the cash generating unit to which the asset belongs.

At the end of each reporting period the Company determines whether there is an evidence of an impairment indicator for non financial assets.

Where this indicator exists and regardless for goodwill, indefinite life intangible assets and intangible assets not yet available for use, the recoverable amount of the assets is estimated.

Where the recoverable amount is less than the carrying amount, an impairment loss is recognised in profit or loss.

Reversal indicators are considered in subsequent periods for all assets which have suffered an impairment loss, except for goodwill.

( j) Cash and cash equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks, other short term highly liquid investments with original maturities of three months or less which are convertible to a known amount of cash and subject to an insignificant risk of change in value.

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(k) Employee benefits

Provision is made for the Company’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid when the liability is settled.

Employee benefits expected to be settled more than twelve months after the end of the reporting period have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may satisfy vesting requirements. Changes in the measurement of the liability are recognised in profit or loss.

(l) Trade and other payables

Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the Company during the reporting period which remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability.

(m) New Accounting Standards and Interpretations

The AASB has issued new and amended Accounting Standards and Interpretations that have mandatory application dates for future reporting periods. The Company has decided against early adoption of these Standards. The following table summarises those future requirements, and their impact on the Company:

Standard NameEffective date for entity

Requirements Impact

AASB 9 Financial Instruments and amending standards AASB 2010 7 / AASB 2012 6

01 January

2018

Changes to the classification and measurement requirements for financial assets and financial liabilities.

New rules relating to derecognition of financial instruments.

It is impracticable at this stage to provide reasonable estimate of impact.

AASB 16: Leases 01 January

2019

This standard will replace the current accounting requirements applicable to leases in AASB 117. AASB 16 introduces a single lessee accounting model that eliminates the requirement for leases to be classified as operating or finance leases.


AASB 1058: Income of Not for Profit Entities

01 January

2019

This Standard is applicable to transactions that do not arise from enforceable contracts with customers involving performance obligations. As per the requirement of this Standard income arising from an excess of the initial carrying amount of an asset over the related contributions by owners, increase in liabilities, decreases in assets and revenue should be immediately recognised in profit or loss. Liabilities should be recognised for the excess of the initial carrying amount of a financial asset over any related amounts recognised in accordance with the applicable Standards.



2 CRITICAL ACCOUNTING ESTIMATES AND JUDGMENTS

Those charged with governance make estimates and judgements during the preparation of these financial statements regarding assumptions about current and future events affecting transactions and balances.

These estimates and judgements are based on the best information available at the time of preparing the financial statements, however as additional information is known then the actual results may differ from the estimates.

The significant estimates and judgements made have been described below.

Key estimates impairment of property, plant and equipment

The Company assesses impairment at the end of each reporting period by evaluating conditions specific to the Company that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value in use calculations which incorporate various key assumptions.

Key estimates receivables

The receivables at reporting date have been reviewed to determine whether there is any objective evidence that any of the receivables are impaired. An impairment provision is included for any receivable where the entire balance is not considered collectible. The impairment provision is based on the best information at the reporting date.

Key judgments

For the purpose of measurement, AASB 119: Employee Benefits defines obligations for short term employee benefits as obligations expected to be settled wholly before 12 months after the end of the annual reporting period in which the employees render the related service. The company expects most employees will take their annual leave entitlements within 24 months of the reporting period in which they were earned, but this will not have a material impact on the amounts recognised in respect of obligations for employees’ leave entitlements.

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3 REVENUE AND OTHER INCOME

2017 2016 $ $

REVENUE

DoHA grant 1,344,550 1,302,550

DSS funding 70,535 -

Sponsorship grants 286,826 87,060

Conference grant 202,984 268,215

Auspicing agreements 2,250 15,000

1,907,145 1,672,825

OTHER REVENUE

Donations 12,724 1,550

Service rendered 27,686 1,563

Fund scholarship 8,622 2,740

Interest revenue 4,239 8,228

Insurance claim received 20,000 -

Profit/ (loss) on disposal of assets (1,421) -

71,850 14,081

1,978,995 1,686,906

4 PROFIT FOR THE YEARThe result for the year was derived after charging / (crediting) the following items:

2017 2016 $ $

FINANCE COSTS

FINANCIAL LIABILITIES MEASURED AT AMORTISED COST:

Other finance costs 56 158

THE RESULT FOR THE YEAR INCLUDES THE FOLLOWING SPECIFIC EXPENSES:

OTHER EXPENSES:

Depreciation expenses 22,087 18,837

RENTAL EXPENSE ON OPERATING LEASES:

Occupancy costs 57,245 61,411


5 CASH AND CASH EQUIVALENTS

2017 2016 $ $

Cash on hand 368 1,102

Cash at bank 687,512 421,486

687,880 422,588

RECONCILIATION OF CASH Cash and Cash equivalents reported in the statement of cash flows are reconciled

to the equivalent items in the statement of financial position as follows:

2017 2016 $ $

Cash and cash equivalents 687,880 422,588

687,880 422,588

6 TRADE AND OTHER RECEIVABLES

2017 2016 $ $

Trade receivables 19,980 1,739

Other receivables 30 -

GST receivable - 12,125

20,010 13,864

7 OTHER ASSETS

2017 2016 $ $

Prepayments 33,824 34,211

Rental bond 17,094 17,094

50,918 51,305

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8 PROPERTY, PLANT AND EQUIPMENT

2017 2016 $ $

FURNITURE, FIXTURES AND FITTINGS

At cost 49,989 48,760

Accumulated depreciation (14,111) (10,751)

Total furniture, fixtures and fittings 35,878 38,009

OFFICE EQUIPMENT

At cost 83,655 68,911

Accumulated depreciation (47,693) (40,862)

Total office equipment 35,962 28,049

Total property, plant and equipment 71,840 66,058

(a) Movements in carrying amounts of property, plant and equipment

Movement in the carrying amounts for each class of property, plant and equipment

between the beginning and the end of the current financial year:

Furniture, Fixtures and Office Fittings Equipment Total $ $ $

YEAR ENDED 30 JUNE 2017

Balance at the beginning of the year 38,009 28,049 66,058

Additions 1,229 28,526 29,755

Disposal — written down value - (1,886) (1,886)

Depreciation expense (3,360) (18,727) (22,087)

Balance at the end of the year 35,878 35,962 71,840

YEAR ENDED 30 JUNE 2016

Balance at the beginning of the year 40,959 35,878 76,837

Additions 682 7,376 8,058

Depreciation expense (3,632) (15,205) (18,837)

Balance at the end of the year 38,009 28,049 66,058


9 TRADE AND OTHER PAYABLES

2017 2016 $ $

Trade payables - 29,938

GST payable 17,076 -

Credit card 7,905 3,013

PAYG payable 14,193 12,779

Other payable 8,794 7,551

Accrued expenses 11,955 12,187

59,923 65,468

(a) Financial liabilities at amortised cost classified as trade and other payables

Note 2017 2016 $ $

TRADE AND OTHER PAYABLES:

Total current 59,923 65,468

PAYGW (14,193) (12,779)

GST payable (17,076) -

13 28,654 52,689

10 OTHER LIABILITIES

Note 2017 2016 $ $

DSS funding 191,000 -

IAHA projects 82,673 309,429

IAHA events and workshop 94,209 -

DOH grants 145,088 -

512,970 309,429

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11 EMPLOYEE BENEFITS

Note 2017 2016 $ $

CURRENT LIABILITIES

Long service leave 11,268 13,529

Provision for annual leave 63,476 48,763

74,744 62,292

NON CURRENT LIABILITIES

Long service leave 26,701 18,032

26,701 18,032

12 COMMITMENTS

Operating Leases

At the date of authorising the financial statements, no renewal of the operating lease have been made. The directors of the company are actively pursuing alternative commercial accommodation for the offices.

13 FINANCIAL RISK MANAGEMENT

The main risks Indigenous Allied Health Australia Ltd is exposed to through its financial instruments are credit risk, liquidity risk and market risk consisting of interest rate risk.

The Company’s financial instruments consist mainly of deposits with banks, local money market instruments, short term investments, accounts receivable, accounts payable and leases.

The totals for each category of financial instruments, measured in accordance with AASB 139 as detailed in the accounting policies to these financial statements, are as follows:

Note 2017 2016 $ $

FINANCIAL ASSETS

Cash and cash equivalents 5 687,880 422,588

Trade and other receivable 6 20,010 1,739

707,890 424,327

FINANCIAL LIABILITIES

Trade and other payables 9(a) 28,654 52,689

28,654 52,689


Financial risk management policies

The Board has overall responsibility for the establishment of Indigenous Allied Health Australia Ltd’s financial risk management framework. This includes the development of policies covering specific areas such as interest rate risk and credit risk. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and Indigenous Allied Health Australia Ltd’s activities.

The day to day risk management is carried out by Indigenous Allied Health Australia Ltd’s finance function under policies and objectives which have been approved by the Board. The Chief Financial Officer has been delegated the authority for designing and implementing processes which follow the objectives and policies. This includes monitoring the levels of exposure to interest rate risk and assessment of market forecasts for interest rate.

The Board receives regular reports which provide details of the effectiveness of the processes and policies in place. Indigenous Allied Health Australia Ltd does not actively engage in the trading of financial assets for speculative purposes.

Mitigation strategies for specific risks faced are described below:

(a) Credit risk

CREDIT RISK EXPOSURES

The maximum exposure to credit risk by class of recognised financial assets at the end of the reporting period, excluding the value of any collateral or other security held, is equivalent to the carrying value and classification

Of those financial assets (net of any provisions) as presented in the statement of financial position.

No collateral is held by Indigenous Allied Health Australia Ltd securing receivables.

The Company has no significant concentration of credit risk with any single counterparty or group of counterparties. Details with respect to credit risk of Trade and Other Receivables are provided in Note 5.

Credit risk related to balances with banks and other financial institutions is managed by a policy requiring that surplus funds are only invested with reputable financial institutions.

2015 2014 $ $

CASH AND CASH EQUIVALENTS

AA Rated 687,880 422,588

687,880 422,588

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Liquidity risk

Liquidity risk arises from the possibility that Indigenous Allied Health Australia Ltd might encounter difficulty in settling its debts or otherwise meeting its obligations related to financial liabilities. The Company manages this risk through the following mechanisms:

• preparing forward looking cash flow analysis in relation to its operational, investing and financial activities which are monitored on a monthly basis;

• maintaining a reputable credit profile;

• managing credit risk related to financial assets;

• only investing surplus cash with major financial institutions; and

Typically, Indigenous Allied Health Australia Ltd ensures that it has sufficient cash on demand to meet expected operational expenses for a period of 60 days.

Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices.

i. Interest rate risk

Exposure to interest rate risk arises on financial assets and financial liabilities recognised at the end of the reporting period, whereby a future change in interest rates will affect future cash flows or the fair value of fixed rate financial instruments.

The Company is not exposed to any significant interest rate risk.

Fair value estimation

The fair values of financial assets and financial liabilities are presented in the following table and can be compared to their carrying values as presented in the statement of financial position. Fair values are those amounts at which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction.

Fair values derived may be based on information that is estimated or subject to judgment, where changes in assumptions may have a material impact on the amounts estimated. Areas of judgment and the assumptions have been detailed below. Where possible, valuation information used to calculate fair value is extracted from the market, with more reliable information available from markets that are actively traded. In this regard, fair values for listed securities are obtained from quoted market bid prices. Where securities are unlisted and no market quotes are available, fair value is obtained using discounted cash flow analysis and other valuation techniques commonly used by market participants.


2017 2016 Net Net Net Net Carrying Fair Carrying Fair Value value Value value $ $ $ $

FINANCIAL ASSETS

Trade and other receivables 20,010 20,010 1,739 1,739

Cash and cash equivalents 687,880 687,880 422,588 422,588

707,890 707,890 424,327 424,327

FINANCIAL LIABILITIES

Trade and other payables 28,654 28,654 52,689 52,689

28,654 28,654 52,689 52,689

The following table details the Company’s trade and other receivables exposure to credit risk (prior to collateral and other credit enhancements) with ageing analysis and impairment provided for thereon. Amounts are considered as ‘past due’ when the debt has not been settled, within the terms and conditions agreed between the Company and the customer or counter party to the transaction. Receivables that are past due are assessed for impairment by ascertaining solvency of the debtors and are provided for where there is objective evidence indicating that the debt may not be fully repaid to the Company.

The balances of receivables that remain within initial trade terms (as detailed in the table) are considered to be of high credit quality.

The Company does not hold any financial assets with terms that have been renegotiated, but which would otherwise be past due or impaired.

The other classes of receivables do not contain impaired assets.

There are no balances within trade receivables that contain assets that are not impaired and are past due. It is expected that these balances will be received when due.

14 MEMBERS’ GUARANTEE

The Company is incorporated under the Corporations Act 2001 and is a Company limited by guarantee. If the Company is wound up, the constitution states that each member is required to contribute a maximum of $ 10 each towards meeting any outstandings and obligations of the Company. At 30 June 2017 the number of members was 1,040 (2016: 837).

15 REMUNERATION OF AUDITORS

2017 2016 $ $

REMUNERATION OF THE AUDITOR OF THE COMPANY,

HARDWICKES CHARTERED ACCOUNTANTS, FOR:

auditing or reviewing the financial statements 8,500 7,500

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16 CONTINGENCIES

In the opinion of the Directors, the Company did not have any contingencies at 30 June 2017 (30 June 2016: None).

17 CASH FLOW INFORMATION

(a) Reconciliation of result for the period to cashflows from operating activities

Reconciliation of net income to net cash provided by operating activities:

2017 2016 $ $

Profit for the period 57,716 28,194

NON CASH FLOWS IN PROFIT:

Depreciation 22,087 18,837

Net (gain)/loss on sale of assets 1,423 -

CHANGES IN ASSETS AND LIABILITIES, NET OF THE

EFFECTS OF PURCHASE AND DISPOSAL OF SUBSIDIARIES:

(increase)/decrease in trade and other receivables (6,146) (4,232)

(increase)/decrease in prepayments 387 22,070

increase/(decrease) in income in advance 203,541 47,865

increase/(decrease) in trade and other payables (5,545) 29,035

increase/(decrease) in employee benefits 21,121 40,655

Cashflow from operations 294,584 182,424

18 EVENTS OCCURRING AFTER THE REPORTING DATE

No matters or circumstances have arisen since the end of the financial year which significantly affected or may significantly affect the operations of the Company, the results of those operations or the state of affairs of the Company in future financial years.

19 COMPANY DETAILS

The registered office of and principal place of business of the company is:

Indigenous Allied Health Australia Ltd 6B Thesiger Court DEAKIN WEST ACT 2600

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