STRETCH RECONCILIATION ACTION PLAN
EMBEDDING RECONCILIATION March 2020–March 2023
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NT PHN Stretch RAP March 2020–March 2023
Stretch Reconciliation Action Plan EMBEDDING RECONCILIATION
A Stretch Reconciliation Action Plan (RAP) is best suited to organisations that have developed strategies and established a very strong approach towards advancing reconciliation internally and within the organisation’s sphere of influence. This type of RAP is focused on implementing longer-term strategies and working towards defined measurable targets and goals. The Stretch RAP requires organisations to embed reconciliation initiatives into business strategies to become ‘business as usual’. – Reconciliation Australia
EMBEDDING RECONCILIATION
Artwork The RAP artwork has been designed by Cian Mungatj McCue. Born and raised in Darwin, Cian is a descendant of the Larrakia, Yanyuwa and Mulluk-mulluk people. The artwork is representative of the great expanse of the NT and each region’s distinguishing art styles. From cross hatching and line work in the Top End, to circle and dot work in Central Australia. The artwork also represents NT PHN’s jurisdiction, which extends across the entire NT. The new artwork developed for NT PHN’s Stretch RAP represents the different regions and people across the Territory, coming together with NT PHN to meet the vision of a healthier Territory. A Stretch RAP is indicative of growth and an organisation’s embrace of reconciliation. Cian has expanded on the idea of the initial artwork from the NT PHN RAP 2017–19 to illustrate the further development of NT PHN’s reconciliation journey. When the Innovate RAP and Stretch RAP documents sit side-by-side, they complement each other as part of a suite and reflect this growth.
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Northern Territory PHN acknowledges the Traditional Owners of the country on which we work and live and recognise their continuing connection to the land, waters and community. We pay our respect to Elders past, present and emerging and to their cultures.
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EMBEDDING RECONCILIATION
A message from the CEO I am delighted to present to you Northern Territory Primary Health Network’s (NT PHN) Stretch RAP March 2020–March 2023. Reconciliation is a journey; one that must be founded on a basis of mutually respectful collaboration. We recognise that Aboriginal and/or Torres Strait Islander knowledge of health and culture must be central to our work and resulting commissioning arrangements. This Stretch RAP is our second RAP and has been developed in consultation with Reconciliation Australia. It outlines the guiding principles and actions that will assist us on our journey to embed reconciliation into our long-term business systems, philosophies and behaviours. The Stretch RAP signals our continued commitment to supporting Australia’s First Peoples to achieve better health outcomes by addressing the health inequities experienced by Aboriginal and/ or Torres Strait Islander peoples. It focuses on building relationships of trust and inclusion to ensure that Aboriginal and/or Torres Strait Islander voices are heard, not only throughout our workplace but in our sphere of influence. We seek to support local primary health care clinics, service providers, health professionals and other stakeholders to deepen their individual understanding of, and in turn our shared industry commitment to, reconciliation. I am extremely grateful to our RAP Working Group for their pivotal role in guiding our organisation on this journey over the past three years of implementing our Innovate RAP, their leadership in the development of this Stretch RAP 2020–23 and the ongoing success of the related activities. They have been open listeners and always generous in their advice to me and staff, as we each seek to deepen our understanding of reconciliation on both a personal and organisational level. I would also like to acknowledge the importance of Aboriginal Medical Service Alliance Northern Territory (AMSANT) to our progress and work. I look forward to our staff, stakeholders and communities working together over the next three years to achieve the goals and objectives stated in the Stretch RAP, and in doing so, progress further towards true reconciliation.
Nicki Herriot Chief Executive Officer Northern Territory PHN
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NT PHN Stretch RAP March 2020–March 2023
Our vision for reconciliation Our vision for reconciliation is that the current health and social gaps between Aboriginal and Torres Strait Islander people and other Territorians will close. NT PHN will significantly contribute to this through nurturing relationships and respecting and deeply learning about the diverse range of cultures, beliefs, histories, and traditions of Aboriginal and/or Torres Strait Islander people in the Territory, to ensure all Territorians reach their full potential. We will use this knowledge to inform our work in improving primary health care systems and services for all Territorians.
EMBEDDING RECONCILIATION
Statement of NT PHN’s Commitment to Reconciliation Originally endorsed by NT PHN’s Board in 2017, this statement was reviewed and reconfirmed in late 2019. NT PHN is committed to acting in the spirit of reconciliation by respecting and acknowledging both the NT’s positive and negative history, and walking toward the vision of ‘a united Australia, which respects this land of ours, values the Aboriginal and/or Torres Strait Islander heritage and provides justice and equity for all.’1 NT PHN recognises Aboriginal and/or Torres Strait Islander peoples as the First Australians with unique cultural and spiritual relationships with the land and sea. NT PHN recognises that greater levels of Aboriginal and/or Torres Strait Islander involvement brings benefits both to the process of health service delivery, including a more responsive system, improved cultural security of services, and improved levels of family and community functioning, all contributing to improved levels of health and wellbeing. NT PHN recognises that Aboriginal and/or Torres Strait Islander people believe that ‘Aboriginal health means not just the physical well-being of an individual but refers to the social, emotional and cultural well-being of the whole Community in which each individual is able to achieve their full potential as a human being thereby bringing about the total well-being of their community.’2 NT PHN will work collaboratively to ensure Aboriginal and/or Torres Strait Islander peoples have a real say in the decisions that affect their health, lives and communities, through a shared sense of fairness and justice for all. Through building relationships of trust and inclusion, and supporting Aboriginal and/or Torres Strait Islander leadership, we will build confidence in our services across the NT. NT PHN will embed principles of reconciliation including Relationships, Respect and Opportunity within our everyday practice. Using this to guide, develop and commission culturally competent and appropriate services both for and with Aboriginal and/or Torres Strait Islander peoples. We will commit to continual reflection and improvement of our practice through a range of engagement strategies. NT PHN recognises that all staff, individually and collectively, have the right to work in culturally safe and transparent environments, free of racism and intolerance, feeling respected, empowered and able to enjoy their own and other cultures within their workplaces. NT PHN understands that true reconciliation is a mutual and ongoing journey that cannot be fulfilled with one single policy, action or generation. NT PHN staff have a collective role and responsibility to work together to create positive, lasting and sustainable relationships for the better health of all Aboriginal and/or Torres Strait Islander peoples.
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References:
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1 Council for Aboriginal Reconciliation
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2 National Aboriginal Community Controlled Health Organisation
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NT PHN Stretch RAP March 2020–March 2023
Our business NT PHN is one of 31 PHNs nationally. We are a not-for-profit organisation funded by the Australian Government to commission services to meet local health needs and priorities and to undertake analysis and needs assessment for health planning. Our head office is in Darwin, with regional offices located in Alice Springs, Katherine and Nhulunbuy. As at January 2020, NT PHN employs 84 staff. Eight staff identify as Aboriginal or Torres Strait Islander people, making up approximately 9.5% of our workforce. We are unique among PHNs in that we are also the NT’s Rural Workforce Agency. As Rural Workforce Agency NT, we support the recruitment and retention of primary health care professionals across the NT.
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Our organisation and our staff have strong and established relationships with primary health care providers across the NT, in particular general practices, allied health services and Aboriginal community controlled health services (ACCHSs). We collaborate closely with key stakeholders in the broader NT health system to develop new ideas and encourage and support new ways of working that will improve people’s experience and journey of care. People living in the NT experience a disproportionately high burden of disease across a range of conditions, including cancer, mental illness and substance abuse. About 30% of the NT’s population is Aboriginal, compared to 3% nationally. On all indicators – health status, quality of life and social and emotional wellbeing – Aboriginal people report worse health outcomes than non-Aboriginal people in the NT. Social and cultural determinants such as housing, education and employment play a significant role in shaping the health of individuals and the wider community. Engaging with key partners and communities in addressing these social determinants of health is an essential part of our work. As a PHN, we are guided by seven national priority health areas from the Australian Government. These key priorities are: •
mental health
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health workforce
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Aboriginal and Torres Strait Islander health
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aged care
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population health
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alcohol and other drugs.
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digital health
We work closely with general practitioners, allied health care providers, health and hospital networks and the broader community to increase the efficiency and effectiveness of primary health care to ensure Territorians receive the right care, in the right place, at the right time. We commission services to deliver primary health care and provide support to these services to improve the timeliness and quality of their activities, thereby improving health outcomes.
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Our RAP journey Our first RAP We launched our first RAP in 2017, making a commitment to consider reconciliation in all aspects of our business. A Statement of Reconciliation was approved by the Board, and our RAP Working Group was established to oversee the development of an Innovate RAP. Our first RAP was endorsed and launched by our Board and Reconciliation Australia in late 2017. Through implementing our Innovate RAP, we have made significant progress in delivering on our commitment to reconciliation and have grown as an organisation and as individuals in our understanding of the reconciliation journey. The implementation and whole of organisation engagement has been led by the CEO and Senior Executive Leadership Team, with acknowledgement of the Executive Manager of Improvement and Integration as the senior RAP champion in our most recent RAP developments. Our RAP Working Group has been instrumental in guiding our journey and is now chaired by an Aboriginal staff member. The membership of our RAP Working Group ensures there are representatives from each branch, each region and from all levels within the organisation.
EMBEDDING RECONCILIATION
What we have learnt Our journey of reconciliation has led NT PHN to a deeper understanding of the challenges of building a true organisational culture of reconciliation, reflected across all our activities, behaviours and values. We have begun to understand the varying beliefs, experiences and understanding of reconciliation that our staff bring to the organisational journey and the need to work with staff as individuals to further their reconciliation journey. We have highlighted the need for focused and sustained engagement with our Aboriginal and Torres Strait Islander staff to ensure their views are heard and their input is sought and explored so that we are appropriately supporting this group as individuals and together. We have seen the importance of ensuring that our RAP activities foster complex discussion and partnership with our Aboriginal and Torres Strait Islander communities and organisations and allow for and value the space, time and cultural engagement to ensure that this occurs. We have also learnt that our RAP activities must be evaluated in a way that goes beyond an analysis of completion rates to valuing the discussion and journey of each activity as a pathway towards reconciliation in its own right. These learnings have focused our work on developing this new Stretch RAP.
Our second RAP In 2019, our Board committed to continuing our reconciliation journey through the development of a Stretch RAP for 2020–23. This Stretch RAP will seek to enable and embed some of the evolving objectives and deliverables of the Innovate RAP, while shifting the focus from completing tasks to an emphasis on enabling, embedding, engaging and evolving activities to ensure that cultural respect and responsiveness are reflected in all our engagements and that our staff are culturally competent. In building this Stretch RAP, NT PHN has engaged with staff across our organisation and key stakeholders, including our Aboriginal and/or Torres Strait Islander staff, our councils and our Board.
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NT PHN Stretch RAP March 2020–March 2023
Key achievements EMBEDDING RECONCILIATION INTO OUR CORE BUSINESS What we did Made specific provisions in our organisational policies that ensure that our commitment to reconciliation is reflected in the decisions and delivery of our core business as a commissioner of health services. Examples
Short-term outcomes achieved
Long-term outcomes envisaged
2016 – Commissioning Policy identifies ACCHSs as preferred providers for contracts relating to Aboriginal-specific health programs and services
Administration associated with competitive tendering is significantly reduced for ACCHSs
Aboriginal and/or Torres Strait Islander communities are in control of a broader range of the health services they receive
2017 – Co-design of health services in partnership with Aboriginal and/or Torres Strait Islander people and organisations becomes key focus of commissioning activities, as exemplified by the co-design of the Social and Emotional Wellbeing Model for commissioning mental health and alcohol and other drugs services
Ongoing commissioning of co-designed health services for Aboriginal and/or Torres Strait Islander people across the NT, supporting Aboriginal and or/Torres Strait Islander people’s control of their own health services in order to provide services that are culturally appropriate and effective
Aboriginal and/or Torres Strait Islander health knowledge is embedded in service delivery, ensuring services are culturally safe, accessible and appropriate for Aboriginal and/or Torres Strait Islander people
2018–19 – Data Governance Policy is developed, which includes recognition of Indigenous data sovereignty and the right of Aboriginal and/or Torres Strait Islander people to govern the ownership, collection and use of their data
Links between the ACCHSs sector and Australian Government facilitated to create beneficial arrangements for the collection, management and use of health data
Aboriginal and/or Torres Strait Islander people retain ownership of their health data and govern its collection, management and use
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EMBEDDING RECONCILIATION
EMBEDDING RECONCILIATION INTO OUR ORGANISATIONAL CULTURE What we did Updated our people and culture plans and strategies to include an Indigenous Employment Strategy and structured cultural learning for all staff. Examples
Short-term outcomes achieved
Long-term outcomes envisaged
2016 – Indigenous Employment Strategy is developed and implemented
Growth in the number of Aboriginal and/ or Torres Strait Islander staff we employ from 2% in 2016 to close to 9% in 2020
At least 15% of staff in our organisation are Aboriginal and/or Torres Strait Islander peoples
Internal Traineeship – our first trainee, a Torres Strait Islander woman, graduated in 2019
At least one member of our Senior Executive Leadership Team is an Aboriginal and/or Torres Strait Islander person
2017 – Learning and Development Strategy is strengthened through the addition of cultural learning components
All staff now undertake cultural awareness training at the commencement of employment and continue to receive opportunities for cultural learning and development throughout employment
Our organisation is culturally aware and responsive and provides an inclusive and culturally safe environment for our Aboriginal and/or Torres Strait Islander staff and visitors
2018–19 – Visible signs of our commitment to reconciliation are developed and installed
Branding developed for our Innovate RAP is used in a t-shirt design, office design and significant design features within our activities
Visual signs of our commitment to reconciliation remind our staff and stakeholders of our commitment to reconciliation and the behaviours we aspire to everyday
Display of Acknowledgement of Country signage and Aboriginal and Torres Strait Islander flags in all offices
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NT PHN Stretch RAP March 2020–March 2023
BUILDING RELATIONSHIPS WITH ABORIGINAL AND/OR TORRES STRAIT ISLANDER ORGANISATIONS AND COMMUNITIES What we did Focused on strengthening and formalising our relationships with key Aboriginal and/or Torres Strait Islander organisations and communities, working closely with the health services we commission and peak bodies to strengthen the work we do. Examples
Short-term outcomes achieved
Long-term outcomes envisaged
2016 – Committed to commissioning ACCHS and Aboriginal community controlled organisations (ACCOs) as preferred providers of health and support services for Aboriginal people in the NT
Increased the number of commissioned ACCHS and ACCOs from 12 in 2016 to 25 in 2019
Aboriginal and Torres Strait Islander people have full control of the health and support services they receive
2017 – Establishment of our Regional Coordinator function
Provide a local regional presence to engage with local communities and organisations
Stronger relationships with Aboriginal and/or Torres Strait Islander communities and organisations of the NT, with our activities and relationships more contextually individualised
2019 – Introduction of regular meetings with AMSANT
Quarterly executives’ meetings have enabled the development of a Statement of Collaboration outlining how we will continue to partner effectively into the future
A strengthened relationship improves and enables better collaboration, resulting in better outcomes for Aboriginal and Torres Strait Islander Territorians
2019 – Partnered with Sunrise Health Service Aboriginal Corporation to undertake collaborative evaluation of population health care services delivered in the Katherine East region
Strong collaboration based on mutually agreed principles and aims and co-design of new population health service model including new opportunities for Aboriginal community-based workers
All of our work is underpinned by relationships and collaboration that support Aboriginal people to have full control of the governance and delivery of primary health care in their communities
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EMBEDDING RECONCILIATION
BUILDING CAPACITY IN THE NORTHERN TERRITORY’S ABORIGINAL AND/OR TORRES STRAIT ISLANDER HEALTH WORKFORCE What we did Working with key stakeholders to strengthen the NT’s Aboriginal and/or Torres Strait Islander health workforce (both clinical and non-clinical) is identified as a key priority in our health workforce needs assessment. To address this priority, we have introduced several specific grants and programs. Examples
Short-term outcomes achieved
Long-term outcomes envisaged
2019 – Indigenous Allied Health Australia (IAHA) commissioned to deliver the Aboriginal and Torres Strait Islander High School to Health Careers Program
Aboriginal and/or Torres Strait Islander students encouraged to pursue university education in a health discipline
Creating a pipeline for more Aboriginal and/or Torres Strait Islander health workers providing culturally safe care in Australia
2019 – Introduction of the Aboriginal and Torres Strait Islander Workforce Education Resource Grant
Five health services receive funds to purchase educational resources to support their Aboriginal and/or Torres Strait Islander employees in onsite learning
Upskilling of the Aboriginal and/ or Torres Strait Islander health workforce, enabling professional development
2019 – AMSANT commissioned to map career pathways and networks for the Aboriginal and/ or Torres Strait Islander health workforce
We gain a better understanding of the gaps and opportunities impacting pathways for the Aboriginal and/or Torres Strait Islander health workforce
Development of an Aboriginal and Torres Strait Islander Health Practitioner Network and programs designed to support pathways into clinical roles
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NT PHN Stretch RAP March 2020–March 2023
Case studies Addressing the social determinants of health: Health Justice Partnerships The social determinants of health have a major impact on the health and wellbeing of all Australians. These factors, including housing, education, employment and encompassing family relationships (including domestic violence), have a disproportionate impact on Aboriginal and/or Torres Strait Islander people. Social determinants can influence access to health services. By building partnerships outside the health system and contributing to a broad range of research, we seek to redress some of these impacts and improve access to health services in the Northern Territory. The Katherine Individual Support Program (KISP) was established by a consortium of Katherine-based service providers. The aim is to improve the health and wellbeing of disadvantaged adults with chronic conditions ‘living rough’ in Katherine by improving their engagement with local primary health care services. Recognising that many of these participants have legal problems that adversely impact their health and wellbeing, the NT Legal Aid Commission sought funding from Northern Territory PHN to add legal services to the KISP. Through the established health justice partnership, KISP is better equipped to support the social determinants that impact health and wellbeing needs in the Katherine region.
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EMBEDDING RECONCILIATION
Improving health literacy of Territorians We recognise the significant impact low health literacy has on health outcomes in the Northern Territory. In 2018 we launched a three-year Health Literacy Strategy to ensure strategic and collaborative work across the NT to improve health literacy. Our support for the national Health Care Homes reform trial included a particular focus on health literacy. Health Care Homes are general practices or ACCHSs that provide better coordinated and more flexible care for Australians with chronic and complex health conditions. This national initiative has had high uptake in remote NT communities and clinics, creating a need to ensure information was clear, easy to understand and contextually appropriate. To support the promotion of the trial in the NT, we worked in partnership with AMSANT and community members to design a set of videos to explain Health Care Homes and their value to community members. We contracted italk Studios to produce an educational animated resource that explains Health Care Homes to people in the remote Aboriginal communities where they are being trialled. The video is available in English and seven Indigenous languages, including Anmatyerre, Arrernte, East Side Kriol, West Side Kriol, Pitjatjantjarra, Warlpiri and Yolngu Matha. We have worked closely with AMSANT on the rollout of the videos and broader program, subcontracting a position to them to support the implementation of Health Care Homes throughout the NT.
italk Studios Health Care Homes video
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NT PHN Stretch RAP March 2020–March 2023
Co-designing health programs to improve health outcomes: Strengthening Our Spirits The Strengthening Our Spirits model was designed by members of the Greater Darwin region’s Aboriginal and Torres Strait Islander community as part of the Darwin site of the National Suicide Prevention Trial (NSPT). It is a systems-based approach to suicide prevention, meaning it considers the many people, systems and processes which need to work together to help prevent suicide. Strengthening Our Spirits represents an Aboriginal way of knowing; it is based on the elements of fire, land, air and water. The NSPT has been guided by key governance structures including a Steering Committee and Working Group chaired by Aboriginal and Torres Strait Island members. In preparation for the NSPT in Darwin, a consultation and community engagement protocol was prepared to guide the process, ensuring stakeholder and community feedback contributed to the scoping of issues to be covered by the NSPT. Following a comprehensive community consultation process, the NSPT engaged with an Aboriginal and Torres Strait Islander advisory group (The Telling Group), consisting of local people with lived experience of suicide, Elders, young people and people employed within suicide prevention, mental health and youth services. The Telling Group analysed, developed and visualised the key themes and outcomes from the community questionnaire and focus groups into a locally designed systems-based approach to suicide prevention. The Strengthening Our Spirits model is now informing the co-design of localised suicide prevention service delivery in the Greater Darwin region.
EMBEDDING RECONCILIATION
Relationships Working collaboratively with stakeholders, communities and organisations to direct resources towards an integrated, high quality primary health care system is a fundamental part of NT PHN’s business. As commissioners and integrators of the NT health care system, NT PHN is committed to actively engaging with local Aboriginal and Torres Strait Islander communities, ACCHSs and other Aboriginal and/or Torres Strait Islander organisations to gain local knowledge and ensure the provision of culturally competent health services across the NT. This will enable the development of meaningful connections, whilst maximising reconciliation outcomes from our planning and commissioning activities. NT PHN acknowledges that genuine relationship building requires time, trust and mutually respectful collaboration. Our commitment to this Stretch RAP will involve strengthening and expanding our existing relationships with Aboriginal and Torres Strait Islander stakeholders beyond the health sector. This focus is fundamental to NT PHN’s role in supporting the NT health sector to close the gap in health disparities between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians, founded in the social determinants of health. We also have opportunities to influence the primary health care sector, on a territory/state, national and PHN level to better understand and embrace reconciliation. With our proven commitment to reconciliation and key relationships with AMSANT, ACCHSs and Traditional Owners, we are well placed to showcase the journey we have been on so far. This will involve us engaging and working with other groups to help them begin their journey of reconciliation.
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NT PHN Stretch RAP March 2020–March 2023
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
1. Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations
Increase the number of formal two-way partnerships between NT PHN and Aboriginal and/or Torres Strait Islander communities and organisations by 10% annually – (baseline 25 ACCHSs/ACCHOs and one statement of collaboration)
September 2020, 2021, 2022
Executive Manager, Strategy Implementation and Partnerships
Use NT PHN’s Consumer and Community Engagement Toolkit to engage with local Aboriginal and/or Torres Strait Islander peoples, communities and organisations in an agreed way
December 2020, 2021, 2022
Executive Manager, Strategy Implementation and Partnerships
Progress our work with AMSANT through quarterly executive meetings to build a strong working relationship in which we partner to deliver outcomes that are in the best interests of our NT communities, underpinned by our Statement of Collaboration
March, June, September, December 2020, 2021, 2022
CEO
Commission workforce development and capacitybuilding activities to build workforce competency, skills and knowledge within relevant Aboriginal and/ or Torres Strait Islander programs and services and report on this annually
September 2020, 2021, 2022
Executive Manager, Health Commissioning
Collaborate with regional Aboriginal and/or Torres Strait Islander stakeholders, including Traditional Owners, to participate in at least one event held by NT Aboriginal and/or Torres Strait Islander organisations across NT regions annually
September 2020, 2021, 2022
Regional Partnerships Manager, Strategy Implementation and Partnerships
Engage with Aboriginal and Torres Strait Islander organisations to support the design and delivery of our annual health professional education program, including the Compass conference (Northern Territory PHN and Rural Workforce Agency NT’s annual professional development and networking event for primary health care professionals)
July 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Ensure NT HealthPathways prioritises the inclusion of Aboriginal and Torres Strait Islander cultural supports and regional variation by:
April 2020, 2021, 2022
NT HealthPathways Program Manager, Workforce and Outreach / Improvement and Integration
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maintaining referral pathways and templates for six separate NT regions to capture local information and services
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ongoing engagement of AMSANT as part of our Governance group
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setting key performance indicators (KPI) for Aboriginal and Torres Strait Islander focused pathways
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EMBEDDING RECONCILIATION
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
2. Build relationships through celebrating National Reconciliation Week (NRW) and other identified cultural events
Circulate Reconciliation Australia’s annual NRW resources to empower staff to actively participate in NRW
April 2020, 2021, 2022
RAP Working Group Chair
Organise an annual series of NRW events focusing on a mix of historical, educational and cultural experiences, including at least three internal events, one external event and at least one wholeof-organisation event
May 2020, 2021, 2022
RAP Working Group Chair
Register all internal NRW events on Reconciliation Australia’s NRW website
May 2020, 2021, 2022
Executive Manager, Operations
Encourage and support staff, particularly SELT to participate in one external NRW event, including events organised by AMSANT, Northern Territory General Practice Education (NTGPE), ACCHSs, as well as other community-based events
May 2020, 2021, 2022
CEO
Ensure RAP Working Group members participate in at least one internal and one external NRW event annually
May 2020, 2021, 2022
RAP Working Group Chair
Promote and support NRW and other national and local cultural events internally and externally through structured external communications, including social media
May 2020, 2021, 2022
Executive Manager, Operations
Extend an invitation to Traditional Owners in Alice Springs, Katherine, Nhulunbuy and Darwin to share their reconciliation experiences or stories at our regional events
May 2020, 2021, 2022
Regional Partnerships Manager
Collaborate with three other like-minded organisations to implement collaborative ways to advance reconciliation, including NTGPE, AMSANT and Royal Australian College of General Practitioners (RACGP)
August 2020, 2021, 2022
RAP Working Group Chair
Share our expertise and experiences of working with Aboriginal and/or Torres Strait Islander organisations, communities and individuals with other PHNs to advocate the overall contribution of PHNs to Closing the Gap
November 2020, 2021, 2022
Executive Manager, Strategy Implementation and Partnerships
Implement strategies to positively influence our external stakeholders to drive reconciliation outcomes including supporting and mentoring other PHNs in their RAP development journey
March 2021
Executive Manager, Strategy Implementation and Partnerships
Ensure NT PHN’s commitment to reconciliation is evident in all NT PHN public position papers and key strategic documents
July 2020, 2021, 2022
CEO
Embed reconciliation in the NT PHN employment journey by including a statement about our commitment to reconciliation in all aspects of the recruitment and induction process
August 2020
Executive Manager, Operations
Develop and implement a process for reviewing all NT PHN co-designed projects to articulate their contribution to reconciliation
June 2020
Portfolio Management Office Manager
3. Promote reconciliation through our sphere of influence
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NT PHN Stretch RAP March 2020–March 2023
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
4. Promote positive race relations through antidiscrimination strategies
Review and strengthen our Equal Employment Opportunity, Discrimination, Harassment and Bullying Policy
August 2020
CEO
Provide ongoing education and training opportunities for all staff on diversity and inclusivity, including the effects of racism, to ensure a shared understanding of behavioural expectations
October 2020
People and Culture Manager, Operations
Publicly support anti-discrimination campaigns, initiatives or stances against racism
August 2020, 2021, 2022
CEO
Include Aboriginal and/or Torres Strait Islander representation on the Controlled Documents Group and ensure that the process for development and review of NT PHN policies and key documents include prompts for consideration of consultation with Aboriginal and/or Torres Strait Islander staff, and external stakeholders as appropriate, to promote positive race relations
August 2020, 2021, 2022
Executive Manager, Operations
Offer a range of interactive and informal discussion and learning opportunities to staff to explore racism. For example:
August 2020, 2021, 2022
Executive Manager, Operations
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hosting a screening of The Final Quarter and The Australian Dream
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discussing racism in the workplace
EMBEDDING RECONCILIATION
Respect NT PHN is committed to understanding and respecting the cultural perspectives of Aboriginal and/or Torres Strait Islander peoples, histories, beliefs and their stated preference for health services to be delivered by Aboriginal and/or Torres Strait Islander organisations and staff. We recognise that without considering the histories of Aboriginal and/or Torres Strait Islander people, we cannot improve services so that Aboriginal and/or Torres Strait Islander people can achieve their best health and wellbeing. We will focus on supporting each individual employee, and ultimately the organisation, to adopt tangible behaviours that demonstrate an improved understanding of Aboriginal and/or Torres Strait Islander cultures, histories, perspectives and protocols. By embedding the foundations for cultural respect within the organisation, employees will be better equipped to support and engage our stakeholders to address the challenges that negatively impact the Aboriginal and Torres Strait Islander health status in the NT.
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ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
5. Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through embedding cultural learning opportunities and cultural safety principles
Report the progress of NT PHN’s Aboriginal and/or Torres Strait Islander cultural training strategy to SELT biannually, including completion rates for all staff and breakdown of training activities and engagement of internal and external cultural advisors
March, September 2020, 2021, 2022
Executive Manager, Operations
Annually review and update the cultural training strategy
September 2020, 2021, 2022
Executive Manager, Operations
Consult and work with Traditional Owners and/or Aboriginal and Torres Strait Islander advisors to develop a suite of locally relevant cultural orientation and training activities that can be matched to the needs of staff in their commencement year. At a minimum this will include:
September 2020, 2021
Executive Manager, Operations
Develop and implement self-reflection skills questionnaires and activities for all staff to guide cultural learning needs assessments as part of their annual learning and development plans
December 2021
People and Culture Manager, Operations
Ensure 100% of staff complete a structured cross-cultural learning activity annually that furthers their own understanding of Aboriginal and/or Torres Strait Islander cultures, as identified and negotiated with their manager in their annual learning and development plan
January 2021, 2022
CEO
75% of staff to undertake formal and structured face to face cultural learning workshops
January 2021, 2022
People and Culture Manager, Operations
Design and implement a system to select two staff annually to participate in cultural immersion camps or experiences to champion reconciliation
October 2020, 2021, 2022
CEO
Introduce opportunities for our staff to learn Aboriginal and/or Torres Strait Islander languages by providing information and facilitating attendance as a formal professional development activity
February 2021
Executive Manager, Operations
Develop and publish annually a list of regionally specific accredited cross-cultural training programs available to health providers in the NT, regardless of their employer
October 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Work with mainstream clinics to instill a whole of clinic approach to cross-cultural training through promotion of online and NT face to face training options, and monitoring of levels of crosscultural training by site
September 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Demonstrate a commitment to cultural awareness training and development by all Councils and Board members through evidence of annual training as an annual board item
September 2020, 2021, 2022
CEO
Offer a range of interactive and informal cross cultural discussion and learning opportunities. For example:
August 2020, 2021, 2022
Executive Manager, Operations
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initial online cultural awareness training within one month of commencing employment with NT PHN – target 100%
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formal half-day face to face cross-cultural development activities within the first year of commencement for all staff – target 100% staff
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appropriate documentaries/films
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book reviews/discussions
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art-based cultural workshops
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
6. Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols
Finalise and implement NT PHN’s Cultural Respect Framework to embed cultural respect principles as part of a structured approach to build cultural capacity of the organisation and its staff while ensuring, through monitoring and evaluation, the outcomes of the commitments are measured
November 2020
CEO
Annually review and update NT PHN cultural protocol documentation
April 2020, 2021, 2022
Executive Manager, Operations
Ensure all staff use NT PHN’s cultural protocols in work activities, including protocols for Welcome to Country and Acknowledgement of Country
April 2020, 2021, 2022
CEO
Engage Traditional Owners for a Welcome to Country at significant events, including all program launch events
April 2020, 2021, 2022
Regional Partnerships Manager, Strategy Implementation and Partnerships
Include an Acknowledgement of Country at the commencement of all NT PHN official meetings and external events
April 2020, 2021, 2022
Executive Manager, Operations
Display an Acknowledgment of Country within all public meeting spaces and NT PHN’s Statement of Reconciliation at the entrance of our offices
April 2020, 2021, 2022
Executive Manager, Operations
Maintain a list of key contacts for organising a Welcome to Country by regions (in major centres)
March 2020, 2021, 2022
Regional Partnerships Manager, Strategy Implementation and Partnerships
Circulate the programs of regional NAIDOC events annually to support all staff to participate in NAIDOC Week events in their local areas
June 2020, 2021, 2022
RAP Working Group Chair
As an organisation, support and participate in at least three external NAIDOC Week events across NT regions each year
July 2020, 2021, 2022
Regional Partnerships Manager, Strategy Implementation and Partnerships
Allow flexibility and opportunity for Aboriginal and/or Torres Strait Islander staff to meet their cultural and community obligations, especially as part of NAIDOC Week
July 2020, 2021, 2022
CEO
Conduct a review of actual or perceived barriers to all staff participating in NAIDOC Week every second year
August 2020, 2022
Executive Manager, Operations
7. Deepen our understanding of and engagement with Aboriginal and Torres Strait Islander cultures and histories by celebrating National Aborigines and Islanders Day Observance Committee (NAIDOC) Week
25
26
NT PHN Stretch RAP March 2020–March 2023
Opportunities NT PHN is committed to strengthening its organisational culture, making it more welcoming, inclusive and supportive of all staff. We are committed to supporting Aboriginal and/or Torres Strait Islander staff career and leadership pathways to create a diverse and skilled workforce that promotes professional advancement and personal development for all. NT PHN also recognises the importance of supporting Aboriginal and/or Torres Strait Islander organisations to be able to access resourcing and supports available through NT PHN and its funding. Creating opportunities for Aboriginal and/or Torres Strait Islander individuals, stakeholders and businesses to be a part of our everyday work ethos is fundamental to our RAP journey. The Stretch RAP will further strengthen and influence organisational workplace culture to create an environment in which all employees and stakeholders feel welcomed, supported, respected and valued. NT PHN will revise and further develop our Indigenous Employment Strategy to encourage the recruitment, mentorship, retention and capacity building of Aboriginal and Torres Strait Islander staff, with a renewed focus on internal relationship and mentoring opportunities.
27
EMBEDDING RECONCILIATION
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
8. Improve employment outcomes by increasing Aboriginal and/or Torres Strait Islander recruitment, retention and professional development
Update our Aboriginal and/or Torres Strait Islander recruitment, retention and professional development policies and set a regular review cycle with feedback from Aboriginal and/or Torres Strait Islander staff
October 2020, 2021, 2022
Executive Manager, Operations
Review retention rates and opportunities for Aboriginal and Torres Strait Islander staff annually, and develop specific strategies to improve these rates
December 2020, 2021, 2022
Executive Manager, Operations
Establish an Aboriginal and/or Torres Strait Islander employee coaching and career development program which is made available to all Aboriginal and/or Torres Strait Islander staff from their appointment to an NT PHN role
February 2021
Executive Manager, Operations
Support Aboriginal and/or Torres Strait Islander employees to identify career pathways relevant to them, and annually document the steps that will support these pathways and progress towards these as part of their development plan
August 2020, 2021, 2022
People and Culture Manager, Operations
Support and mentor Aboriginal and/or Torres Strait Islander employees to fill management and senior level positions
June 2020, 2021, 2022
SELT RAP Champion
Establish an Aboriginal and Torres Strait Islander staff advisory committee to the CEO
July 2020
CEO
Achieve the: • 15% Aboriginal and/or Torres Strait Islander staff representation target • individually specified Board/Council membership quotas • appointment of an Aboriginal and/or Torres Strait Islander SELT member
June 2021
CEO
Implement a process to review all vacancies and consider identification as Aboriginal and/or Torres Strait Islander dedicated role(s)
April 2020
Executive Manager, Operations
Continue to revise and improve messaging within all NT PHN job advertisements to encourage Aboriginal and/or Torres Strait Islander persons to apply
August 2020, 2021, 2022
People and Culture Manager, Operations
Annually review our employment advertisement opportunities through Aboriginal and/or Torres Strait Islander media and stakeholder networks to ensure our messages effectively reach Aboriginal and/or Torres Strait Islander people
June 2020, 2021, 2022
Executive Manager, Operations
28
NT PHN Stretch RAP March 2020–March 2023
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
8. Improve employment outcomes by increasing Aboriginal and/or Torres Strait Islander recruitment, retention and professional development
Establish a specific program to foster NT PHN traineeship, cadetship or work placement programs for young Aboriginal and/or Torres Strait Islander people within NT PHN, with targets reviewed annually
August 2021
Executive Manager, Operations
Develop partnerships with registered training organisations who can ensure learning and development opportunities for Aboriginal and/or Torres Strait Islander staff are delivered in a culturally safe manner o
December 2021
Executive Manager, Operations
Ensure the design and implementation of NT PHN’s health professional education program focuses on developing Aboriginal and/or Torres Strait Islander health professionals, as well as the non-clinical workforce
July 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Work strategically at an executive level with NT health system partners to support and progress the development of clinical and non-clinical Aboriginal and/or Torres Strait Islander health staff, e.g. Aboriginal Health Practitioners, health coaching roles, interpreter staff
June 2022
CEO
Ensure staff are trained to understand and implement NT PHN’s Commissioning Policy, specifically in respect to the procurement of services for Aboriginal and/or Torres Strait Islander people
November 2020, 2021, 2022
Executive Manager, Health Commissioning
Review and maximise our Supply Nation membership by encouraging Aboriginal and/or Torres Strait Islander entities across the NT to join
November 2021, 2022
Executive Manager, Operations
Review and update NT PHN procurement and commissioning policies and procedures to ensure there are no barriers to procuring goods and services from Aboriginal and/or Torres Strait Islander businesses
November 2020
Executive Manager, Health Commissioning
Provide culturally appropriate support and information to Aboriginal and/or Torres Strait Islander organisations to enable understanding and requirements in responding to NT PHN procurement opportunities
September 2020, 2021, 2022
Executive Manager, Health Commissioning
Maintain commercial or business relationships with Aboriginal and/or Torres Strait Islander businesses, including ACCHSs and NT Indigenous Business Network members, and create at least one new commercial relationship annually with an Aboriginal and/or Torres Strait Islander owned business (as per Supply Nation definitions)
July 2020, 2021, 2022
Executive Manager, Operations
Annually review and publish the number and total value of commissioning to ACCHSs sector
July 2020, 2021, 2022
Executive Manager, Health Commissioning
Record the Supply Nation status of all providers in the contract management system
July 2020, 2021, 2022
Executive Manager, Operations
9. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes
29
EMBEDDING RECONCILIATION
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
10. Expect and support NT PHN funded service providers to commit to reconciliation and cultural safety
Embed a statement supporting Aboriginal and/or Torres Strait Islander employment into all new NT PHN service provider contracts
July 2020
Executive Manager, Health Commissioning
Include measures of Aboriginal and/or Torres Strait Islander employment levels as a reporting requirement of NT PHN commissioned providers
July 2021
Executive Manager, Health Commissioning
Demonstrate that commissioned activities consider Aboriginal and/or Torres Strait Islander health knowledge and expertise in service design and delivery
June 2020, 2021, 2022
Executive Manager, Health Commissioning
Require all tender applications and funded organisations to provide a statement on their approach and commitment to reconciliation and cultural safety
March 2020
Executive Manager, Health Commissioning
Commission AMSANT to deliver a trauma-informed training program specifically for NT PHN staff
July 2022
Executive Manager, Health Commissioning
Offer annual continuous quality improvement activities in mainstream GP settings that improve the identification and clinical management of Aboriginal and/or Torres Strait Islander clients, based on the existing and emerging accredited programs through RACGP and National Aboriginal Community Controlled Health Organisation (NACCHO)
September 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Work with health service providers and their overarching bodies to ensure their staff receive local cultural orientation as part of locum and recruitment contracts
March 2021
Executive Manager, Workforce and Outreach / Improvement and Integration
Implement NT PHN’s Health Literacy Strategy, with its focus on Aboriginal and Torres Strait Islander health literacy
July 2020, 2021, 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
Commission the co-design and creation of a health literacy repository where validated health literacy tools (written, audio and video) can be stored and accessed by clinicians and the public
December 2020
Executive Manager, Workforce and Outreach / Improvement and Integration
Ensure all health professional education provided by NT PHN has a focus on increasing health literacy
June 2020
Executive Manager, Workforce and Outreach / Improvement and Integration
Embed the consideration of Aboriginal and Torres Strait Islander cultures and experiences in the development of NT PHN’s health professional education program and sessions
May 2020
Executive Manager, Workforce and Outreach / Improvement and Integration
Engage and support all staff through health literacy education model and face to face workshops to ensure they understand the importance of health literacy and the cross-cultural complexities of implementation of the Health Literacy Strategy
August 2020, August 2021, August 2022
Executive Manager, Workforce and Outreach / Improvement and Integration
11. Promote opportunities to advance Aboriginal and/ or Torres Strait Islander health literacy
30
NT PHN Stretch RAP March 2020–March 2023
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
12. Promote the importance of Aboriginal and Torres Strait Islander data sovereignty
Specifically refer to Aboriginal and Torres Strait Islander data sovereignty in all NT PHN data agreements
July 2020, 2021, 2022
Executive Manager, Operations
Engage AMSANT directly in discussions about data, data sovereignty and secondary use of data in NT PHN activities
July 2020, 2021, 2022
Executive Manager, Operations
Champion discussion and inclusion of Aboriginal and Torres Strait Islander data sovereignty considerations in national PHN discussions
July 2020, 2021, 2022
Executive Manager, Operations
EMBEDDING RECONCILIATION
Governance NT PHN is committed to ensuring our reconciliation goals are achieved through implementing robust governance frameworks and systems that are supported by strong monitoring and evaluation processes. Sound governance and quality reporting with a high degree of transparency must be at the foundations of all activities as we progress on our reconciliation journey.
31
32
NT PHN Stretch RAP March 2020–March 2023
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
13. Maintain an effective RAP Working Group (RWG) to drive governance of the RAP
Ensure Aboriginal and/or Torres Strait Islander staff are represented on the RWG
Feb 2021, 2022, 2023
RAP Working Group Chair
Review RWG Terms of Reference annually and update as required
February 2021, 2022, 2023
RAP Working Group Chair
Meet at least four times per year to drive and monitor RAP implementation
Quarterly 2020, 2021, 2022
RAP Working Group Chair
Support an Aboriginal and/or Torres Strait Islander staff member to chair the RWG
February 2020, 2021, 2022
SELT RAP Champion
Champion resource needs including budget allocations for RAP implementation
May 2020, 2021, 2022
CEO
Actively foster and support continued development and implementation of RAP activities and targets through biannual Board meeting items
Biannual March and September 2020, 2021, 2022
CEO
Embed key RAP actions into personal attributes and performance expectations of senior management and all staff
June 2021
CEO
Embed appropriate systems and capability to track, measure and report on RAP commitments
June 2020, 2021, 2022
Executive Manager, Strategy Implementation and Partnerships
Maintain an internal RAP champion from SELT
July 2020, 2021, 2022
CEO
Include the RAP as a standing agenda item at strategic SELT, cross branch managers’ and branch meetings
March 2020, 2021, 2022
Executive Coordinators
Ensure internal and external Aboriginal and/or Torres Strait Islander peoples are consulted and their voices heard in our RAP activities through participation in RWG as regular or invited participants
March 2020, 2021, 2022
RAP Working Group Chair
Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia
30 September 2020, 2021, 2022
Executive Manager, Strategy Implementation and Partnerships
Develop a monitoring and evaluation structure for the RAP to ensure quality and impact is measured through a quality improvement process
30 June 2020
Executive Manager, Strategy Implementation and Partnerships
Report RAP progress to all staff and CEO quarterly
June, September, December, March 2020, 2021, 2022
RAP Working Group Chair
Publicly report and publish our RAP commitments and progress annually as part of the Annual Report
November 2020, 2021, 2022
CEO
Participate in Reconciliation Australia’s biennial Workplace
May 2020, 2022
Executive Manager, Operations
March 2021
RAP Working Group Chair
14. Provide appropriate support for effective implementation of RAP commitments
15. Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally
RAP Barometer 16. Continue our reconciliation journey by developing our next RAP
Register via Reconciliation Australia’s website to begin developing our next RAP
33
EMBEDDING RECONCILIATION
ACTION
DELIVERABLE
TIMELINE
RESPONSIBILITY
17. Champion Aboriginal and/or Torres Strait Islander engagement in governance and leadership
Consider Aboriginal and/or Torres Strait Islander representation on all NT PHN committees that include external stakeholders
July 2020, 2021, 2022
SELT RAP Champion
Ensure at least one Aboriginal and/or Torres Strait Islander person is a member of every tender assessment panel where services are being commissioned for Aboriginal and/or Torres Strait Islander people
July 2020
Executive Manager, Health Commissioning
Demonstrate annual progress towards having an Aboriginal and/or Torres Strait Islander SELT member
November 2020, 2021, 2022
CEO
Work with AMSANT and our Community Advisory Council to develop measures that ensure meetings, forums or other community engagement opportunities are designed and tailored to be accessible and supported for participation by remote Aboriginal and/or Torres Strait Islander people, including the consideration of remote attendance, meeting preparation, accessibility of documents, remuneration
October 2020, 2021
Executive Manager, Strategy Implementation and Partnerships
Ensure our Aboriginal and/or Torres Strait Islander staff can access culturally safe and appropriate training and development opportunities focused on developing them as leaders and into governance roles
March, September 2020, 2021, 2022
SELT RAP Champion
Develop performance measures that drive SELT and managers to embed reconciliation outcomes through their work
June 2021
CEO
34
NT PHN Stretch RAP March 2020–March 2023
Glossary of terms, abbreviations and acronyms ACCO – Aboriginal community controlled organisation
NT PHN – Northern Territory Primary Health Network
ACCHO – Aboriginal community controlled health organisation
NRW – National Reconciliation Week
ACCHS – Aboriginal community controlled health service
NTGPE – Northern Territory General Practice Education PHN – Primary Health Network
AMSANT – Aboriginal Medical Services Alliance Northern Territory
RACGP – Royal Australian College of General Practitioners
CEO – Chief Executive Officer
RAP – Reconciliation Action Plan
GP – General practitioner
RWG – Reconciliation Action Plan Working Group
IAHA – Indigenous Allied Health Australia
SELT – Senior executive leadership team
KISP – Katherine Individual Support Program
Supply Nation – an online national directory of verified Aboriginal and/or Torres Strait Islander businesses Australia
KPI – Key performance indicator NAIDOC – National Aborigines and Islanders Day Observance Committee NSPT – National Suicide Prevention Model NT – Northern Territory NT HealthPathways – a locally developed clinical pathway website to help clinical teams, particularly general practitioners, navigate complex local variation in referral pathways and management of conditions for their patients.
Contact Name: Le Smith Position: Executive Manager, Health Commissioning Phone: 08 8982 1000 Email: ntphn@ntphn.org.au
The Telling Group – an advisory group consisting of local Aboriginal and/or Torres Strait Islander people convened for the National Suicide Prevention Trial codesign process
35
EMBEDDING RECONCILIATION
Major Aboriginal languages of the Northern Territory
Major Aboriginal languages of the Northern Territory CROKER ISLAND
Iwaidja
MELVILLE ISLAND BATHURST ISLAND
Maung GOULBURN ISLANDS
Tiwi
ELCHO ISLAND Ndjebbana MILINGIMBI GALIWIN’KU
WURRUMIYANGA
MANINGRIDA
DARWIN
GUNBALANYA
Kunwinjku
Burarra
Yolngu Matha
RAMINGINING
NHULUNBUY
YIRRKALA
GAPUWIYAK
JABIRU
UMBAKUMBA
Ngan'gikurrunggurr
Nunggubuyu
Eastside Kriol
WADEYE
NUMBULWAR
KATHERINE
Murrinh Patha
ANGURUGU GROOTE EYLANDT
Anindilyakwa
NGUKURR
URAPUNGA
Westside Kriol
Yanyuwa BORROLOOLA
Ngarinyman
Garrwa DAGURAGU
Gurindji
KALKARINDJI
ELLIOTT LAJAMANU
Warumungu Warlpiri TENNANT CREEK
ALI CURUNG
Alyawarr
Anmatyerr YUENDUMU
Luritja/Pintupi PAPUNYA
Western Arrarnta
ALICE SPRINGS
HERMANNSBURG
Eastern/Central Arrernte
LEGEND
Tiwi..................LANGUAGE GROUP
Pitjantjatjara
Southern Arrernte MUTITJULU
JABIRU .........TOWN ELLIOTT ..........REMOTE TOWN BARUNGA .......COMMUNITY
Map provided by the Aboriginal Interpreter Service NT, Department of Local Government, Housing and Community Development. Disclaimer: This map is only to be used as a guide.
23 Albatross Street
National Remote Health Precinct
Winnellie NT 0820
5 Skinner Street
GPO Box 2562
Alice Springs NT 0870
Darwin NT 0801
PO Box 1195 Alice Springs NT 0871
Pandanus Plaza
Flinders, Nhulunbuy Clinical
11/25 First Street
Education Training Facility,
Katherine NT 0850 PO Box 175 Katherine NT 0850
Gove District Hospital Matthew Flinders Way Nhulunbuy NT 0880 PO Box 1471 Nhulunbuy NT 0881
t 08 8982 1000
e ntphn@ntphn.org.au
ntphn.org.au