ºÚÁϳԹÏÍø Health system management

​​​​​​​​​​​​At the ºÚÁϳԹÏÍø Health system management level of decision making and governance, decisions impact how the ºÚÁϳԹÏÍø Health system is managed, including Ministry of Health, pillar organisations, shared and statewide services.

What does success look like at this level?

  • Aboriginal people are embedded into decision-making processes and governance structures that impact Aboriginal people in ºÚÁϳԹÏÍø Health

    • The ºÚÁϳԹÏÍø Health system has flexible and agile processes in place to work with Aboriginal people to respond to emerging needs and challenges.
    • The Ministry of Health has several ºÚÁϳԹÏÍø Aboriginal health community councils to ensure that Aboriginal Community voices are embedded into statewide policy and program governance.
    • For example, a ºÚÁϳԹÏÍø Aboriginal Women’s Health Council to provide governance over ºÚÁϳԹÏÍø Health programs and policies for women’s health from an Aboriginal Community perspective and advise the MoH on where gaps exists across the state for Aboriginal Women’s health.
    • These members include Aboriginal people who are members on local hospital and LHD/SHN advisory and community councils.
    • Council members are compensated for their time and expertise, as per the ºÚÁϳԹÏÍø Health consumer, carer and community member renumeration policy.
    • All ºÚÁϳԹÏÍø Health Pillars, Statewide Services and Shared Health Services have an Aboriginal Community member on their governance board.
    • ºÚÁϳԹÏÍø Health has a Cultural Governance Council to provide governance to ºÚÁϳԹÏÍø Health Patient Safety and Clinical Quality processes for Aboriginal people and embed multiple Aboriginal voices including Community voices, Aboriginal ºÚÁϳԹÏÍø Health staff, and ACCHSs.

  • Aboriginal ºÚÁϳԹÏÍø Health staff are recognised in the ºÚÁϳԹÏÍø Health system and are supported and empowered to participate in shared decision making, governance and accountability structures

    • ºÚÁϳԹÏÍø Health has an ºÚÁϳԹÏÍø Aboriginal Health System Committee and Management Framework that outlines where senior and executive Aboriginal ºÚÁϳԹÏÍø Health staff are embedded into governance structures, for both Aboriginal health and population wide programs.
      • The framework ensures that Aboriginal voices are included in all decisions and governance structures that impact Aboriginal people.
      • The framework ensures that Committees with a specific focus on Aboriginal health should have at least 50% Aboriginal membership, and Committees with a significant impact on Aboriginal health have at least 2 Aboriginal members.
    • ºÚÁϳԹÏÍø Health has a Chief Aboriginal Health Officer role that embeds a senior Aboriginal health clinical voice into clinical and policy governance structures. This role has a focus on advocating, supporting and elevating the roles of AHPs and AHWs in ºÚÁϳԹÏÍø Health.
    • The MoH has an:
      • identified Senior Executive role for Aboriginal Health Strategy, Policy and Performance that, reports directly to the ºÚÁϳԹÏÍø Health Secretary and participates in ºÚÁϳԹÏÍø Health Senior Executive committees. This is a separate role to the Chief Aboriginal Health Officer role, which has a clinical focus
      • Aboriginal Health Division that is appropriately resourced to provide strategic advice, accountability and cultural governance for Aboriginal health in the ºÚÁϳԹÏÍø Health system.
    • ºÚÁϳԹÏÍø Health Pillars, Shared Services and Statewide Services have:
      • an identified Senior Executive role for Aboriginal health in their organisation in Executive Leadership Committees and is graded at an executive level
      • Aboriginal Health Directorates, Services or Units that are appropriately resourced to provide strategic advice, accountability and cultural governance for the organisation’s services, policies, and programs that impact Aboriginal people.

  • ºÚÁϳԹÏÍø Health and the Aboriginal Community Controlled Sector have strong partnership mechanisms to provide integrated and coordinated care and services to Aboriginal people in ºÚÁϳԹÏÍø

    • The MoH and the AH&MRC have a formal Partnership Agreement that embeds the principles of shared decision making, co-creation and strong partnership mechanisms. The roles of each partner are defined and agreed on in the Partnership Agreement to ensure clarity about responsibilities, functions, deliverables and opportunities for collaboration in the agreement.
    • The MoH and the ºÚÁϳԹÏÍø Council of Aboriginal Peak Organisations (CAPO) have a formal partnership and governance committee in place that embeds collaborative mechanisms and shared decision making for state wide policies, strategies and reforms for Aboriginal health, including the implementation of CTG.
    • ºÚÁϳԹÏÍø Health Statewide Services have formal partnership mechanisms in place with ACCOs where applicable to identify and enable opportunities for integrated and coordinated care across their services, and to provide input on policies, programs and policies that will affect their patients and staff.
    • The MoH has a formal mechanism to monitor LHD/SHN relationships with ACCHOs and hold partners to account on their partnership agreements.

  • The ºÚÁϳԹÏÍø Health system is held accountable for improving outcomes for Aboriginal people at each level of decision making and governance

    • The MoH has processes to co-create KPIs for Aboriginal health for ºÚÁϳԹÏÍø Health in place-based and local approach. This includes partnering with local Aboriginal people to develop KPIs for ºÚÁϳԹÏÍø Health that are critical for Aboriginal health in their area.
    • The MoH has KPIs for the ºÚÁϳԹÏÍø Health system for ongoing and on-country culturally safety, decolonising and anti-racism training.
    • The ºÚÁϳԹÏÍø Health system has a senior executive committee for Aboriginal health, that is co-chaired by the ºÚÁϳԹÏÍø Health Secretary and Executive Director of the CAH and has equal representation of senior Aboriginal and non-Aboriginal staff across the ºÚÁϳԹÏÍø Health system to drive change and hold accountability for Aboriginal health.
    • The MoH shares KPI data that monitors performance in ºÚÁϳԹÏÍø Health and is disaggregated for Aboriginal people across the health system and with the public to ensure transparency of information and drive continuous service improvements
    • ºÚÁϳԹÏÍø Health patient and consumer data is disaggregated for Aboriginal people to understand the patient experience of Aboriginal people in ºÚÁϳԹÏÍø Health facilities, hold the system accountable for Aboriginal patients and consumers’ experience, and drive continuous service improvements. For example, Mental Health consumer experience measures, including the Your Experience of Service and the Carer Experience Survey are disaggregated for Aboriginal people, the data is analysed from an Aboriginal perspective with cultural governance procedures in place and holds all ºÚÁϳԹÏÍø public mental health services in inpatient and community services to account for providing culturally responsive and safe care for Aboriginal people.
    • Responsibility for Aboriginal health is embedded in role descriptions and performance assessments for ºÚÁϳԹÏÍø Health Senior Executives
    • ºÚÁϳԹÏÍø Health is held accountable to an independent statewide Aboriginal Accountability Mechanism for the implementation of CTG and for achieving Aboriginal health outcomes.
    • The MoH, Pillars and Statewide Services ensure Aboriginal people are included from the commencement of program and service design, to ensure that Aboriginal Community voices are considered throughout program development, implementation and evaluation.
    • All ºÚÁϳԹÏÍø Health business plans that impact Aboriginal people include action items that define the specific goals to be achieved in relation to healthcare for Aboriginal people and are held accountable for realising these deliverables.

Examples of how the framework principles look in practice

For examples of how the framework principles look in practice at this level, visit:

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Current as at: Friday 27 September 2024
Contact page owner: Centre for Aboriginal Health