Sector Leader December 2024

Keiron Lander, the new Chair of ATSICHS Brisbane

“My priority is ensuring we stay connected to the communities we service.”

CRAICCHS’ new CEO Jessica Scott:

“Remote Australia has always been in my heart”

Goolburri Deputy CEO Trent Adams on tackling poverty and mental health issues

IUIH farewells Adrian Carson and welcomes new CEO Wayne Ah Boo

Your voices heard: QAIHC Member Engagement Roadshow update Apunipima Health Summit marks 30-year milestone Has our health improved?

We review the National Indigenous Health Survey

The ACCHO sector and QAIHC

Aboriginal and Torres Strait Islander community controlled health organisations (ACCHOs) were established as a practical expression of Aboriginal peoples’ self-determination over health matters.

These services were created by Aboriginal and Torres Strait Islander peoples independently of government and driven by the need to receive a better quality of care.

What is an ACCHO?

An ACCHO is a primary health care organisation initiated and operated by the local Indigenous community to deliver holistic, comprehensive, and culturally appropriate health care to the community which controls it, through a locally elected Board of Management.

ACCHOs understand the role they play in supporting their local Aboriginal and Torres Strait Islander communities to live better lives. The ACCHO approach has evolved out of an inherited responsibility to provide flexible and responsive services that are tailored to the needs of local Aboriginal and Torres Strait Islander communities. ACCHOs often provide many services over and above their funded activities to ensure their community members gain the services they need.

In line with their holistic health approach ACCHOS support the social, emotional, physical and cultural wellbeing of Aboriginal and Torres Strait Islander peoples, families and communities.

Who is QAIHC?

The Queensland Aboriginal and Islander Health Council (QAIHC) is a leadership and policy organisation. QAIHC was established in 1990 and is the peak organisation representing many of the ACCHOs in Queensland at both a state and national level.

The QAIHC Membership is comprised of 31 ACCHOs and two regional bodies (NATSIHA and IUIH) located throughout Queensland. Nationally, we represent Queensland through its affiliation and Membership on the board of the National Aboriginal Community Controlled Health Organisation (NACCHO).

As we near the end of 2024, it is heartening to reflect on the progress QAIHC has made in collaboration with our Members across Queensland.

This year, we placed a strong emphasis on re-engaging with our Members through the QAIHC Member Engagement Roadshow. This initiative allowed us to hear directly from you about your priorities, challenges, and aspirations for the future of our sector. These conversations have been invaluable for the development of our Operational Plan for QAIHC’s Ten-Year Blueprint 2024-2034.

Our advocacy efforts have grown stronger, and this will be even more critical following the recent change in Queensland’s government. We remain committed to representing the interests of our Members at all levels of government, ensuring that the voices

CHAIRMAN’S ADDRESS

of Queensland’s Aboriginal and Torres Strait Islander community controlled health organisations are heard and valued. Your input during the Roadshow will play a vital role in shaping and refining our advocacy strategies.

Looking ahead to 2025, QAIHC will focus on supporting our Members with practical, tailored actions. One of our priorities will be delivering Member Support Plans, designed to align with the feedback and needs you shared with us during the Roadshow. These plans will guide how QAIHC can best assist each Member organisation in achieving its goals.

We are also excited to celebrate our Members at the upcoming QAIHC AGM and State Members Conference from March 4-6, 2025. This event will be a fantastic opportunity to come together, share knowledge, and recognise the

incredible work happening across our sector.

In addition, the lead-up to the Federal Election presents a significant opportunity for advocacy. QAIHC will be championing your priorities with policymakers, and we will support Members with comprehensive Federal election resources to enhance your local voices and impact.

Thank you for your dedication and contributions to our shared mission – improving health outcomes for Aboriginal and Torres Strait Islander communities in Queensland. Together, we have achieved much, and together, we will continue to strengthen and grow our sector in the year ahead.

Yours sincerely, Matthew Cooke Chairman

We welcome submissions from our Members and Associates on the great work being undertaken within the Aboriginal and Torres Strait Islander community controlled health organisation (ACCHO) sector.

If you would like to contribute story ideas for consideration or comment on items in the current issue, please contact our Communications Team at communications@qaihc.com.au. Previous issues can be viewed online at qaihc.com.au

Aboriginal and Torres Strait Islander readers are warned that this publication may contain images or names of people who have passed away.

Queensland

View Sector Leader online

ACTING CEO MESSAGE

Welcome to the December edition of Sector Leader – our last for 2024.

As the year draws to a close, I have been reflecting on a challenging yet remarkable year at QAIHC and for the ACCHO sector.

Together, the sector continues to work hard for the health of our people. Our Members engage with their communities so effectively, advocating for the needs of their people with passion and courage. They deliver programs that respond to the holistic needs of their communities as well as comprehensive primary care that is culturally safe.

Our people trust our Members and continue to seek health care from our sector because they know they will receive excellent care, without judgement.

I’m proud of what we continue to achieve together, and of the leadership our Elders and leaders provide to our sector. While our shared passion to improve the health of our communities sometimes creates challenges and test relationships, I know that we are all fighting to deliver excellent care and ensure culture is at the heart of everything we do. In 2025, QAIHC is keen to work with you to embed culture and

cultural leadership as cornerstone of everything that we do, and to continue to engage well with our Members. Together, as sector leaders, we will navigate a change of government in Queensland and a Federal election. Our strength and capability as leaders will be critical to our continued success.

In this edition, we’ve rounded up some great stories about interesting and inspirational leaders, all at different stages of their career journeys.

Our cover story is on Keiron Lander, the new Chairperson of ATSICHS Brisbane (pg 30). A former professional rugby player and coach for Ipswich Jets, Keiron made the transition to the ACCHO sector over a decade ago. He’s now using his experience leading teams, on the field and in the boardroom, in his current role as Indigenous Lead for Young Guns Container Crews and as a Director of the charity Orange Sky.

We also profile Jessica Scott, the new Chief Executive Officer of CRAICCHS in Cherbourg (pg 40). With experience working in remote Northern Territory ACCHOs, and her own mob from a mission, Jessica is passionate about

remote Australia and driving Closing the Gap initiatives in primary health care, from a holistic perspective.

Trent Adams, the Deputy CEO of Goolburri in Toowoomba, talks to Sector Leader (pg 38) about his passion for community-controlled health. Over the past decade, Trent has helped Goolburri grow from “no money” to a $14m organisation.

Institute for Urban Indigenous Health (IUIH) Chairperson Keiron Chilcott pays tribute to outgoing CEO, Adrian Carson, who has made a significant impact on the sector over the past 15 years (pp 36). He also welcomes the organisation’s new CEO, Wayne Ah Boo.

Finally, our Member Support section includes some fantastic articles for our Member services, including the importance of performance reviews (pg 44), accreditation planning (pg 48) and why good design is critical your organisation (pg 46).

Thank you for your support this year; we wish you all a happy festive season.

Paula Arnol Acting Chief Executive Officer

cabinet revealed

11 Wuchopperen’s Healthy Skin, Strong Hearts project awarded research grant

12 QAIHC recognises election commitment to repeal Path to Treaty Act but urges collaboration with government Data Room

13 National Aboriginal and Torres Strait Islander Health Survey

Indigenous youth

25 Katrina marks 20-year anniversary at ATSICHS Brisbane

26 Rockhampton families celebrate Children’s 715 Day with Bidgerdii

27 Kalwun clinics lead in cervical screening thanks to new culturally safe initiative

28 Mookai birth support workers-in-training bring maternal health support to Aurukun

Young gun: the lead at ATSICHS Brisbane IUIH marks 15 years of progress

Trent Adams drives growth

New CRAICCHS CEO Jessica Scott is on a mission to improve

Member Support

44 Unlocking success: The importance of performance reviews

46 Why design matters

48 The importance of accreditation planning with RACGP 5th Edition Standards

50 QAIHC Position Statement: medication shortages

52 Divisional update

55 QAIHC Divisional Directory

56 Deadly Entertainment

QAIHC’s chronic disease workshop empowers health workers

Aboriginal and Torres Strait Islander Health Workers/Practitioners and practice nurses attended an essential professional development course hosted by QAIHC in Brisbane/Meanjin.

The two-day event, led by QAIHC Workforce Coordinator (Medicare Specialist & Chronic Disease)

Sandy Robertson on 29-30 October, brought together 29 participants from 13 Member services to learn more about chronic disease and the follow up care that they can provide to support their patients.

Mrs Robertson said the two day event was successful thanks to the deeply engaged participants and the assistance of the five presenting organisations.

She noted participants found real value in the experience, particularly the diabetes-focused sessions and that they felt inspired to return to their organisation to provide additional care to their patients.

Special thanks to the presenting organisations: Lung Foundation, Kidney Health Australia, Stroke Foundation, Diabetes Queensland and Diabetes Australia.

QAIHC hosts SEWB regional forums

QAIHC recently delivered Social and Emotional Wellbeing (SEWB) regional forums in Brisbane and Townsville, offering valuable opportunities for cultural immersion and learning.

Culture, community, and country are central to Aboriginal and Torres Strait Islander wellbeing, so each forum featured immersive cultural activities focused on wellbeing and learning.

The Brisbane forum included a trip to Minjerribah (North Stradbroke Island) and the Townsville forum included a trip to Mungalla Station (Nywaigi Country).

The days featured good yarns, relaxation, and a chance to deepen understanding of our work. They were a time for reflection, mutual support, and building connections.

Planting the seeds for CEADH

QAIHC was proud to host 12 ACCHO peak body staff representatives, hailing from six jurisdictions, to discuss the future of the Centre of Excellence for Aboriginal Digital in Health (CEADH).

On 23 September, the discussions began with a beautiful Welcome to Country, smoking ceremony, and breakfast in nearby Musgrave Park, followed by presentations and discussions on CEADH’s strategic direction.

CEADH, auspiced by the Victorian Aboriginal Community Controlled Health Organisation, ensures digital health technologies are culturally informed, high quality, and benefit Aboriginal and Torres Strait Islander peoples.

CEADH identified a gap in standards for clinical, technical, and cultural requirements in health information systems, aiming to set directions for digital health initiatives across Australia.

QAIHC’s Data Analyst Lead, Anna Sheahan, said CEADH would help Aboriginal and Islander organisations join the digital health revolution while preserving cultural safety, respect, and data sovereignty.

Virtual sessions for disability peak

“As a steering committee member, it’s been great honour to be involved in CEADH’s inception,” she said.

Maintaining culture in Aboriginal digital health is so very important to ensuring it meets mob’s needs.”

CEADH aims to become the national peak body for Aboriginal digital health solutions.

In June, QAIHC was announced as a peak organisation for Aboriginal and Torres Strait Islander disability care providers in Queensland.

As part of its responsibility as a newlyformed disability peak body, QAIHC participated in two virtual consultation sessions in October and November.

The October session informed

QAIHC about NDIS Act changes and consulted on defining ‘NDIS Support’. The November session covered Sections 44, 47, and 48 of the NDIS Act, focusing on plan management, variations, and reassessments.

QAIHC will share more news about its role as a disability peak in 2025.

Shaping the future: QAIHC’s Member Engagement Roadshow progress

QAIHC has been on an incredible journey over the past two months, engaging with 20 Members across Queensland as part of its Member Engagement Roadshow.

This initiative will help shape QAIHC’s Operational Plan for QAIHC’s Ten-Year Blueprint 2024–2034 — a 10-year vision for the future of Queensland’s Aboriginal and Torres Strait Islander community controlled health organisation (ACCHO) sector.

So far, QAIHC has conducted face-to-face workshops and regional forums in Far North Queensland, Central Queensland and the Southern and South West regions. These gatherings have been an opportunity for Members to come together, share insights, and collaborate on the future of the sector.

QAIHC Acting Chief Executive Officer Paula Arnol said each workshop sparked important conversations and ensured the voices of QAIHC’s Members were front and centre in shaping policy.

“The Blueprint is basically our roadmap for planning for the next 10 years, so it’s really, really important that we strengthen our engagement through consultation with our Member Services, to identify what is their priority at a local level,”

Ms Arnol said.

The most important part in the consultation and engagement with our Members is to make sure we are relevant and meeting their priorities.

“We have different sizes of Members at different stages of their growth and it’s really important to customise and localise their needs and provide the right wrap-around services, not only from QAIHC but from sister organisations as part of a broader family in what we do.”

QAIHC has experienced a few hiccups along the way, including a motor vehicle break-down on the road between Charleville and Cunnamulla; negotiating detours from traffic accidents in Central Queensland; and a COVID-19 outbreak within the team — resulting in the unfortunate delay of our consultation in the North & North West region. The team has also been fortunate enough to witness some amazing scenery, from the vast grassland plains of Cunnamulla to the tropical rainforests of Cairns.

QAIHC plans to head to the North & North West region, including visits to Townsville and Mackay, in the New Year to continue this work. As with the previous regions, this engagement will feature local workshops followed by a regional forum, bringing everyone together to reflect on shared challenges and opportunities.

The roadshow has been a rewarding experience, and QAIHC is grateful for the dedication and contributions of its Members.

Many thanks to the following Members:

Southern and South West: CRAICCHS (Cherbourg Regional Aboriginal and Islander Community Controlled Health Service), CWAATSICH (Charleville and Western Areas Aboriginal and Torres Strait Islander Community Controlled Health Limited), Cunnamulla Aboriginal Corporation for Health, Goondir Health Services and Goolburri Aboriginal Health Advancement.

Central Queensland: North Coast Aboriginal Corporation for Community Health, Galangoor Duwalami Primary Health Service, Bidgerdii Community Health Service, Yoonthalla Services Woorabinda and Nhulundu Health Service.

Far North Queensland: Torres Health, NPA Family and Community Services, Mamu Health Services, Northern Aboriginal and Torres Strait Islander Health Alliance (NATSIHA), Apunipima Cape York Health Council, Mookai Rosie Bi-Bayan, Gindaja Treatment and Healing Indigenous Corporation, Gurriny Yealamucka Health Services Aboriginal Corporation, Wuchopperen Health Service Ltd and Mulungu Health Service.

New Queensland Government cabinet revealed

The LNP Government, who claimed victory in the Queensland state elections in October, has unveiled a new Ministerial cabinet.

DAVID CRISAFULLI

Premier and Minister for Veterans

JARROD BLEIJIE

Deputy Premier, Minister for State Development, Infrastructure and Planning and Minister for Industrial Relations

DAVID JANETZKI

Treasurer, Minister for Energy and Minister for Home Ownership

ROS BATES

Minister for Finance, Trade, Employment and Training

DALE LAST

Minister for Natural Resources and Mines, Minister for Manufacturing and Minister for Regional and Rural Development

TIM NICHOLLS

Minister for Health and Ambulance Services

DEB FRECKLINGTON

Attorney-General and Minister for Justice and Minister for Integrity

JOHN-PAUL LANGBROEK

Minister for Education and the Arts

DAN PURDIE

Minister for Police and Emergency Services

LAURA GERBER

Minister for Youth Justice and Victim Support and Minister for Corrective Services

BRENT MICKELBERG

Minister for Transport and Main Roads

ANN LEAHY

Minister for Local Government and Water and Minister for Fire, Disaster Recovery and Volunteers

SAM O’CONNOR

Minister for Housing and Public Works and Minister for Youth

TONY PERRETT

Minister for Primary Industries

FIONA SIMPSON

Minister for Women and Women’s Economic Security,

Minister for Aboriginal and Torres Strait Islander Partnerships and Minister for Multiculturalism

ANDREW POWELL

Minister for the Environment and Tourism and Minister for Science and Innovation

AMANDA CAMM

Minister for Families, Seniors and Disability Services and Minister for Child Safety and the Prevention of Domestic and Family Violence

TIM MANDER

Minister for Sport and Racing and Minister for the Olympic and Paralympic Games

STEVE MINNIKIN

Minister for Customer Services and Open Data and Minister for Small and Family Business

Wuchopperen’s Healthy Skin, Strong Hearts project awarded research grant

Wuchopperen Health Service has been awarded a $39,936 grant to help kick starts its research into reducing diseases caused by Strep A infections.

The ACCHO’s research project was one of 13 awarded grants as part of the Tropical Australian Academic Health Research Centre’s (TAAHC) Seed Funding and Clinical Researcher Fellowship programs.

Wuchopperen Project lead Dr Janika Dobbie said the team would use community-level education and engagement as part of its ‘Healthy Skin, Strong Hearts’ project to help reduce diseases caused by Streptococcus pyogenes (Strep A) infections, such as acute rheumatic fever.

Aboriginal and Torres Strait Islander health workers and nurses from Wuchopperen Health Service will provide home visits, health education, and support to improve household environmental factors,” she said.

“We hope this approach will inform best practice for improving health outcomes for Aboriginal and Torres Strait Islander peoples across Australia,” she said.

TAAHC’s interim Chair, Helen Darch AOM, said Seed Funding could help project teams secure larger grants to scale up their work, while the Clinical Researcher Fellowships ensured working clinicians had the time and resources to undertake research activities.

“We assess each project on the potential research outputs that will contribute to meaningful advances in equitable health outcomes, service delivery, practice and/or policy in northern Queensland,” she said.

“Importantly for TAAHC, we invest in research which fosters collaboration between rural, regional and remote Northern Queensland researchers across our partner organisations, to answer some of northern Queensland’s toughest health and medical questions.”

Projects funded through TAAHC’s grant schemes address one or more of our core research themes, from service delivery to rural, regional, remote and Aboriginal and Torres Strait Islander populations, innovative health workforce models, to infectious and non-communicable diseases with high regional prevalence.

QAIHC recognises election commitment to repeal Path to Treaty Act but urges collaboration with the government

QAIHC acknowledges the Crisafulli Government’s decision to repeal the Path to Treaty Act 2023 and redirect funding to Indigenous communities.

The decision was announced on 28 November by the Hon Fiona Simpson, Minister for Women and Women’s Economic Security, Minister for Aboriginal and Torre Strait Islander Partnerships and Minister for Multiculturalism.

QAIHC remains committed to working collaboratively with the government to address the needs of Aboriginal and Torres Strait Islander people.

QAIHC Chairman, Mr. Matthew Cooke, recognised the deep hurt and disappointment that Aboriginal and Torres Strait Islander people would feel following this decision.

However, he noted, “Premier Crisafulli made his intention to repeal the Path to Treaty Act explicitly clear before the 2024 Queensland State Election.”

Mr. Cooke added, “On the back of the failed Voice referendum, the decision to repeal the Path to Treaty Act will be a bitter pill to swallow for our people.”

“But let’s be clear: successive governments have failed to engage effectively with issues of constitutional and legal recognition.

“Had the Palaszczuk and Miles Labor Governments been serious about the Path to Treaty, the now-repealed Act would have been enacted as a priority early in their term of office.

“We can’t rage at Premier Crisafulli for honouring an election commitment. We will be pragmatic.

QAIHC is prepared to work with Minister Simpson, Minister Nicholls, and, indeed, the Premier, to identify and implement practical local reforms that will improve the health and well-being of Indigenous Queenslanders.”

QAIHC reiterated its commitment to constitutional and legal recognition of Indigenous Australians, including treaty, truthtelling, and reconciliation processes.

However, Mr. Cooke emphasised the importance of focusing on immediate opportunities: “The decision creates a significant opportunity to work with the Crisafulli Government to achieve real outcomes for Indigenous communities.

“It is not an opportunity we can walk past out of anger and frustration.”

The Crisafulli Government has indicated its intention to prioritise direct funding to address pressing issues in Indigenous communities, such as housing, education, health, and employment.

When meeting with senior LNP leaders before the 2024 State election, QAIHC was clear that practical evidence-based programs and investments which address the social determinants of health for Indigenous people and communities would be essential for Queensland to Close the Gap.

The Crisafulli Government’s plans to redirect Path to Treaty funds to improve the lives of Aboriginal and Torres Strait Islander people in Queensland through partnership with local communities is consistent with this aim.

Mr. Cooke stated, “If the government is genuine in this, we will work with them.”

Looking forward, Mr. Cooke remarked, “There will come a day in our future when governments and ordinary Australians realise the need to engage in meaningful processes that seek to address historical injustices, heal the generational trauma we continue to suffer, and truly recognise Australia’s First Nations peoples.

“I hope that day comes in my lifetime.

“Until then, QAIHC will work constructively with this government and future governments to achieve practical reforms to improve the health and wellbeing of Indigenous Queenslanders.”

National Aboriginal and Torres Strait Islander Health Survey

QAIHC looks at the Queensland data from the Australian Bureau of Statistics’ recently released NATSIHS survey on health, use of health services, health risk factors and social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples.

Self-assessed health status

2022-23

2018-19

Number of selected chronic conditions

2022-23

2018-19

Number of current long-term health conditions

Top 5 long term health conditions (QLD)

Hay fever and allergic rhinitis —

Ear/hearing problems — 11.9%

Asthma — 17.1%

Eye/sight problems — 40.8%

Usual and preferred health care provider

Aboriginal Medical Service/community clinic

Doctor/GP

Alcohol risk

Australian Adult Alcohol Guideline 2020(d)

Percentage of people who exceeded lifetime risk guidelines(e)

Whether doctor is part of Aboriginal Medical Service or community clinic

Doctor is part of Aboriginal Medical Service or community clinic

Doctor is not part of Aboriginal Medical Service or community clinic

Smoking

Physical measurements

(b) (persons aged >= 18 years)

Key statistics

Dietary Indicators (Persons aged >= 18

years)

36% of people aged 15 years and over in Queensland smoked daily (excluding e-cigarettes or vaping devices), decreased from 42% in 2018–19.

21% people aged 18 years and over living in remote areas self access their health areas as fair/poor, an increase from 15% in 2018- 2019.

15% people across Queensland had two selected chronic conditions, increased from 8% in 2018-2019.

43% of people living in non-remote areas suffer from three or more long term health condition, compared to 25% people living in remote areas.

The proportion of people aged 15 years and over exceeded the Guideline by consuming more than 10 standard drinks in the last week and/or consuming 5 or more standard drinks on at least 12 days in the last 12 months was higher for people living in remote areas (52%) as comapred to non-remote areas (31%).

Carbal workers boost qualifications and life experience

Two Carbal team members, Karen Schofield and Lisa Joan Cameron, are celebrating after completing studies to become a qualified Enrolled Nurse (EN) and Aboriginal Health Worker (AHW), respectively.

Former receptionist Lisa Joan Cameron, 57, is a proud Torres Strait Islander woman from the Erub and Moa Islands. She recently became a qualified Aboriginal Health Worker.

How long have you been working at Carbal?

I have been working at Carbal Medical Services for three years.

Why did you want to become a qualified AHW?

I never considered becoming an Aboriginal Health Worker because I began working at Carbal Medical Services as a receptionist, which I absolutely loved. The interaction with people and being on the front line was invigorating. I enjoy contact with people and making them feel welcome and comfortable in the clinic.

After a year or so, I was given the opportunity to do the Certificate IV in Aboriginal and Torres Strait Islander Primary Health Care via TAFE Queensland. This would enable me to become an Aboriginal Health Worker. I had little knowledge of what this role entailed, but I was pretty keen to accept, but apprehensive at the same time as it would mean stepping out of my comfort zone and learning something new, but it still involved contact with people.

What did you learn about yourself from your studies?

I was very nervous about studying again and was slow to begin with. Given my age I hadn’t studied for many years, so I had to refresh myself in the art. Juggling home life, family, working full-time and studying was tough, but I had to try and do the best I could.

I have learnt that I can study and learn new things and as cliché as it sounds — anyone can do what is set before them no matter what age, as long as they are willing and able.

It has been an interesting journey, but an even better learning experience. I am very proud to say that I completed the Certificate IV in Aboriginal and Torres Strait Islander Primary Health Care.

What are you looking forward to in your new role?

I have now started a new role within Carbal Medical Services as an Aboriginal Health Worker and to top it off I get to work in

the New Directions program with wonderful midwives, expecting Mums and Mums and their newborns.

I look forward to all that this new role demands and learning how I can be a part of supporting and caring for Indigenous expectant mothers to acquire the valued care they deserve as they navigate their way toward becoming parents.

Being an Aboriginal Health Worker means that I can help support and care for Aboriginal people, families, and community groups; use community knowledge and communication skills to ensure good health care; enhance the quality of clinical services for Aboriginal and/or Torres Strait Islander clients; act as communicator and interpreter on behalf of clients and other health workers and contribute to culturally safe healthcare.

Former Aboriginal Health Worker Karen Schofield is a proud Margan woman from Charleville. She recently became a qualified Enrolled Nurse.

How long have you been working at Carbal? I’ve have been working at Carbal for five plus years. I started off in reception, then into an AHW role within the New Directions program working alongside the midwives, mums and bubs.

Why did you want to become a qualified EN?

I have always had an interest in health and working in community. Since working at Carbal, I’ve have seen the importance of community health and the many services that are offered through Carbal. I also know the importance of being able advocate for our mob when needed.

What did you learn about yourself from your studies?

That I can do anything with a lot of hard work and believing in myself.

What are you looking forward to in your new role?

Putting the skills that I have learnt into practice and being able to support the clients.

Apunipima hosts health summit to celebrate 30-year milestone

Cairns played host to a large delegation of Cape York stakeholders in November for a health summit that coincided with the 30th anniversary of the establishment of Apunipima Cape York Health Council.

The purpose of the Cape York Health, Stronger Together Summit was to bring health officials, health service providers and community representatives together from all over Cape York to discuss and workshop ways to continue improving health outcomes for Aboriginal and Torres Strait Islander people in the region.

Apunipima was created during a similar health summit held in Injinoo, 30 years ago this year. The 1994 summit was called to discuss ways to improve health outcomes for Aboriginal and Torres Strait Islander people in Cape York and resulted in the establishment of Apunipima Cape York Health Council.

“In terms of Closing The Gap, not much has really changed over the past 30 years,” said Apunipima Chief Executive Officer Debra Malthouse.

Life expectancy is still somewhat lower than mainstream Australia, and nowhere near where we would expect to be in 2024, so what’s our plan as service providers and policy makers to change that in the next 5 to 10 years, to ensure we’re moving in the right direction? That’s what this summit is all about.”

Representatives from all 11 Cape communities that Apunipima services as well as the Northern Peninsula Area communities were joined for the two-day event by executives and staff from Torres & Cape Hospital & Health Service (TCHHS), Cairns & Hinterland Hospital & Health Service (CHHHS), Royal Flying Doctor Service (RFDS), National Aboriginal Community Controlled Health Organisation (NACCHO), Queensland Aboriginal & Islander health Council (QAIHC),

and several local and regional Aboriginal and Torres Strait Islander community-based organisations.

The goal was to make sure that we got as many of those executives, stakeholders and policy makers together in the room with Cape York people because a lot of them don’t get a chance to hear from Cape York people directly, so this was an opportunity to do exactly that,” Ms Malthouse said.

Throughout the summit, the 130 attendees heard from keynote speakers on a range of topics, listened to panel discussions and discussed and workshopped problems and ideas relevant to the individual communities and the broader Cape region.

Apunipima Chairperson and Hope Vale resident Trevor Gibson said that there was a great vibe at the event and community members deeply engaged with the summit.

“From a community perspective it was very helpful because not only do we get to hear from the industry experts, but we also get to speak as well. We know there’s a lot of different opinions in our communities about health and being able to explain our issues and get answers is important to all of us. For us, that’s our vision of how community control works,” he said.

The keynote event of the summit was a panel discussion titled, Stronger Together: A Road Map for the Future. Ms Malthouse was joined on stage by TCHHS Chief Executive Rex O’Rourke, CHHHS Chief Executive Leena Singh and Regional Lead at RFDS QLD Shaun Francis, with the discussion centred on four priority areas for Cape York; access and equity, partnerships and collaboration, community participation and codesign. The panel members each presented what the organisation’s priorities were against the focus areas and were then asked questions by the Summit Facilitator.

Following the discussion, a Statement of Commitment was signed by the four panel members that outlined and reaffirmed each organisation’s commitment to Closing The Gap in Aboriginal and Torres Strait Islander health care through working together and addressing the four priority areas.

Mr Gibson said he was thrilled about the Statement of Commitment and he hoped it was the beginning of meaningful change.

“The signing was the icing on the cake for the Summit. Before, all we had was talk, now we have a real commitment which hopefully will lead to real outcomes.”

Rex O’Rourke from TCHHS believed the signing of the Statement of Commitment would strengthen and build on the good work that was already being done.

“We now have a tangible commitment that formally recognises that we will deliver better services if they are united, coordinated and patient centred,” he said.

Mr O’Rourke said that the Summit was a great opportunity for his organisation to engage with community members directly.

“The primary goal of the health summit for us was to listen to community, to hear what their issues and their priorities are, and see how we can work together with our partners to deliver better health services so from our point of view we achieved that goal,” he said.

With the signing of the statement completed, the next step is in January when the signatories will meet for the first time to begin work on the road map.

Ms Malthouse agreed that the signing was a huge step but also warned against complacency.

“Accountability is the key to moving forward now that we have a statement of commitment from the four key health providers,” she said.

“Our ability to work together to develop a plan of action against those commitments, in collaboration with community groups and members, is what will lead to an improvement in the health of Cape York people.

“Not only do we have to hold each other accountable but the community needs to hold us accountable to those commitments.

I’m looking forward to working proactively with the other Chief Executives as we move together to close the gap in health across Cape York.”

NCACCH to deliver innovative Mob Pod

The North Coast Aboriginal Corporation for Community Health (NCACCH) is excited to announce the launch of the Mobile Health Pod (Mob Pod) — Empowering Mob through Community-Led Innovation initiative.

This project, funded under the Innovative Models of Care (IMOC) Program, will trial a mobile health services and telehealth model across rural Queensland, targeting regions outside of Gympie.

What will the Mob Pod do?

The Mob Pod will deliver critical health services through a mobile van that increases culturally appropriate access to primary care for Aboriginal and Torres Strait Islander communities. This innovative approach will focus on providing both face-to-face and telehealth services to address key health needs in geographically dispersed populations.

The Mob Pod will serve as a dynamic platform, bringing essential services such as mental health support, nurseled clinics, and telehealth consultations directly to the communities of Cooloola Cove, Tin Can Bay, Rainbow Beach, Imbil, Glenwood, Cooroy, Pomona, Tewantin, and other outer regions which is 25km outside of Gympie and Noosa.

A partnership approach

This project will be built on a strong partnership approach, working closely with key stakeholders who provided letters of support such as Health & Wellbeing Qld, UniSQ, Youturn, Gympie Regional Council, Checkup Qld, SCHHS, Gympie Woman Health Centre and Country to Coast Qld (CCQ).

Preliminary survey results

CCQ, through its Disaster Resilience Project, played a vital role in supporting the initial setup of the Mob Pod and conducting preliminary consultations. Its involvement has been instrumental in shaping the project, particularly in addressing the healthcare needs of communities vulnerable to natural disasters.

In the coming months, NCACCH will also be liaising with Elders and community members to gather more insights into the challenges faced in these regions. This collaborative, community-led model ensures that the Mob Pod is tailored to meet local needs and will benefit from the collective expertise of these partner organisations.

In a preliminary survey, community feedback was overwhelmingly positive, with 90.5% of respondents expressing interest in utilising the Mob Pod services. An additional 9.5% responded “maybe,” while no respondents indicated disinterest, highlighting the community’s enthusiasm for the project and the need for enhanced healthcare services in the region.

Anticipated outcomes

The Mob Pod initiative aims to significantly improve health service access, community resilience, and social connection across the targeted regions. Through this innovative model, NCCACCH anticipates:

Expanded access to specialised healthcare services, addressing previously unmet health needs in remote and rural areas.

A stronger sense of preparedness within communities for accessing healthcare during disasters, ensuring continuity of care even in challenging circumstances.

Increased participation in healthrelated community events and workshops, fostering greater health awareness and engagement.

New centre brings comfort and culture to Charleville

The Charleville community came together to celebrate the opening of Charleville & Western Areas Aboriginal and Torres Strait Islander Community Health Ltd’s (CWAATSICH) new health and wellbeing centre in November.

Other activities included morning tea, music, games and giveaways.

The wellbeing centre has been a labour of love over many years for the CWAATSICH team; although in the end, the construction phase was a mere six months.

During the design phase, CWAATSICH CEO Sheryl Lawton said it was important the centre was a user-friendly space for the whole community – not clinical or sterile.

We want people to feel at ease, comfortable, safe and relaxed in a culturally appropriate and engaging space,” Ms Lawton said. “We want our clients to feel like they are at home.”

Community Elders, CWAATSICH’s Board and representatives from Traditional Owners were on hand to lead the opening ceremony on 29 November.

The fun-filled community event began with a welcome to country and smoking ceremony, followed by the dedication of the building and the launch of CWAATSICH’s new strategic plan.

The centre contains a fully equipped kitchen for cooking demonstrations and classes, treatment rooms for visiting psychologists, treatment space for visiting allied health services, and a bush tucker garden.

Funding for the centre came from a capital grant from the Department of Health and Aged Care of $1.3million and a co-contribution by CWAATSICH of $300,000.

Young, Black and Proud Scholarships empower Indigenous youth

ATSICHS Brisbane’s 2024 Young, Black & Proud Scholarships (YBPS), presented on Saturday, 19 October, celebrated the achievements of exceptional young Indigenous Queenslanders.

ATSICHS Brisbane awarded 125 scholarships to young community members across Queensland, from as Far North as Hope Vale and as far west as Woorabinda.

Amongst the recipients were highland dancers, BMX champions, aspiring marine biologists, artists, nurses and bull riders. Each scholarship provides between $1,000 and $5,000 to support their education, training, or professional development, with funds allocated toward school fees, sports equipment, travel, or materials for artistic projects.

The scholarship program has awarded 371 scholarships since its inception six years ago.

The annual program not only highlights individual achievements but also reinforces the importance of community support, helping recipients connect their goals to broader Indigenous development.

Scholarship winners are encouraged to provide updates on their progress and participate in promotional activities, showcasing their journeys to inspire others.

ATSICHS Brisbane CEO Renee Blackman said: “As a communitycontrolled organisation we understand the unique challenges and strengths of our communities. This scholarship is a

testament to our dedication to empowering our young people to rewrite their stories, pursue their goals, and become the future leaders of our communities.”

“We are honoured to partner once again with the Queensland Family and Child Commission (QFCC) on this initiative. This scholarship not only recognises the incredible talents of our young people but also encourages them to fulfil their potential and make a positive impact in their communities.

“The Young, Black and Proud Scholarship is more than just financial support; it is a powerful statement of belief in the potential and resilience of our youth.”

QFCC Commissioner Natalie Lewis said every child had the right to succeed in life and reach their full potential.

“I am incredibly proud to support the Young, Black and Proud scholarships, which to date has change the life trajectories for hundreds of our young people, supporting them to pursue their dreams, reach their goals and inspire other Aboriginal and Torres Strait Islander young people to strive for greatness,” she said.

Katrina marks 20-year anniversary at ATSICHS Brisbane

Celebrating her 20th anniversary with ATSICHS Brisbane, proud Na Marri Ngarr woman Katrina began her journey in 2004 at Jimbelunga Nursing Centre, working in accounts payable. Today, as Finance Manager, she oversees financial processes that keep community programs funded and running smoothly.

Known for her attention to detail and strong leadership, Katrina is a dedicated professional whose commitment to financial wellbeing strengthens both the organisation and the community.

“I’m proud to support our staff working on the ground in the community,” Katrina said.

After 20 years in this field, it’s incredibly fulfilling to know that my role helps ensure our programs have the resources they need.”

Katrina’s dedication extends beyond service delivery. She has completed a Certificate IV and Diploma in Finance and brings a wealth of experience working alongside senior teams. Her continued commitment makes her an invaluable part of ATSICHS Brisbane’s legacy.

Rockhampton families celebrate Children’s 715 Day with Bidgerdii

Rockhampton children and their families enjoyed a fun-filled day of educational activities, delicious food and stalls at Bidgerdii Rockhampton’s Children’s 715 Day during the September school holidays.

The aim of the day was to engage with children aged from birth-17 years and their families to promote the benefits of a 715 Health Check and give families an opportunity to access a health check on the day.

A 715 Health Check is an important step in the preventative care model to ensure our community members are accessing needed support to assist them on their life journey.

Many of our young people in particular are falling through the cracks due to barriers in accessing important services such as speech pathology, audiology, and occupational therapy. Unidentified health and wellbeing concerns put our children at risk of being vulnerable in their education and learning outcomes,” Bidgerdii CEO Marissa Smith said.

The day offered a chance for families to enjoy a relaxed outing with a sausage sizzle, fresh fruit and water for all. A highlight for many children was choosing their favourite 2024 Deadly Choices T-shirt, which they wore proudly throughout the event.

The Rockhampton Children and Family Centre team provided a selection of fun and educational learning experiences, allowing children and their parents to engage in hands-on learning through play. The team shared information on the many programs available to support children’s learning, development and wellbeing.

The Deadly Choices team provided a range of fun activities focused on preventative health education. A tobacco and vaping cessation stall educated community on the benefits of quitting, and a tobacco survey added some excitement, with participants winning merchandise from their favourite NRL teams.

The day was a great success, and Bidgerdii looks forward to rolling out similar events across other locations over coming school holidays.

Kalwun clinics lead in cervical screening thanks to new culturally safe initiative

Kalwun’s new Community Connected Pathways (CCP) Program in collaboration with the Kalwun Health clinical teams, are transforming health outcomes for Aboriginal and Torres Strait Islander community members, with Kalwun clinics leading cervical screening rates across South East Queensland.

Led by Lauren Miller, Dr Gretchen Hitchins and Christopher Keuntje, the CCP Program is designed to deliver culturally safe and respectful care that meets the unique needs of the community.

This approach has helped Kalwun clinics achieve cervical screening rates well above the national average, with Coomera Clinic reaching an impressive 75.4%, Miami Clinic at 66.0%, and Bilinga Clinic at 62.0%, compared to the national average of 62.4% for non-Indigenous Australians.

Kalwun’s clinical teams, in collaboration with CCP Program, have actively promoted the Women’s Health Clinic in Coomera and introduced self-collection options for cervical screening tests to make it easier for Indigenous women to participate in regular screenings.

The clinic team has introduced a very thorough Continuous Quality Improvement process to enhance

improved outcomes for cervical Screening in Kalwun’s Gold Coast community, and the CCP program has played an integral role in providing support and advocacy to its mob.

The CCP Program also provides comprehensive services such as advocacy for mob in clinics, care management, transport assistance, and advanced care planning, ensuring that patients on palliative or cancer journeys receive holistic support.

A core priority has been removing medical jargon, allowing patients to fully understand their health care choices and the importance of Indigenous primary health care within Kalwun clinics.

By prioritising the specific needs of Aboriginal and Torres Strait Islander patients, the CCP

Program continues to break down barriers to care and health screening, driving better outcomes and empowering individuals on their health journeys. Looking ahead, the program aims to expand its reach, further enhancing access to screening services and advancing health equity across the region. The commitment to culturally respectful care remains at the core of the CCP Program, fostering long-term health improvements within the community.

Mookai birth support workers-in-training bring maternal health support to Aurukun

Two birth support workers (doulas)-in-training from Mookai Rosie Bi Bayan recently travelled to Aurukun to support the growth of the organisation’s maternal health services.

Brooke Johnson and Jana Laber, who are both Indigenous, made the trip to the remote community in October, strengthening Mookai’s connection with Aurukun and the families it serves.

A highlight of their time in Aurukun was joining the women by the river in the late afternoons to fish, sharing and learning from the everyday rhythms of community life.

Plans are also underway for an expanded program of formal community consultations.

Mookai has supported over 220 clients from Aurukun in the past year, primarily women, as well as clients from Kowanyama and Pormpuraaw.

During their visit, Brooke and Jana reconnected with many clients, catching up on the progress of mums and bubs, and discussing post-natal and early childhood needs where possible.

Brooke and Jana also met with local stakeholders to discuss community needs and share information about Mookai’s expanding maternal and primary care services. This included connecting with the Aurukun Primary Health Care Centre, Aurukun Shire Council, Kooklan Early Childhood Centre, and the Family Support Hub.

We hope our visit shows women our commitment to supporting them in their complex health journeys and that we care about their concerns and issues,” said Ms Johnson.

Returning to Cairns, both doulas are more motivated than ever to continue providing safe, continuous care for

pregnant, birthing, and postnatal women throughout the critical first 1,000 days after birth. Their work as Mookai’s Indigenous Birth Support Workers will focus on education, advocacy, and serving as a bridge for women birthing at Cairns and Hinterland Hospital and Health Service. By increasing its community and stakeholder consultation efforts, Mookai is working to deepen its understanding of families who travel to Cairns for medical support, helping to provide early intervention services as needed.

The expansion of midwifery services into a formal and comprehensive maternal health program is a new initiative for 2024. Mookai Maternal Health is being designed as a unique, community-integrated model led by midwives and doulas and grounded in trauma, attachment, and cultural understanding.

This initiative reinforces the ongoing need to enhance maternal and child health outcomes for Aboriginal and Torres Strait Islander families across Cape York, Torres Strait, and beyond.

anaLaberandBrookeJohnson

Young gun: Keiron Lander takes the lead at ATSICHS Brisbane

Every year, Keiron Lander packs a swag and goes bush with his mates, camping and fishing around different Aboriginal nations across Queensland.

“It’s my passion. I travel around the different nations, from Burketown to Mount Isa, then I come down to Windorah,” he said. “That’s my downtime where I switch off and refresh mentally and spiritually and come back a different person.”

It is some much-needed relaxation time for this busy 37-year-old, who was recently elected the new Chairperson of ATSICHS Brisbane.

A talented sportsman, Keiron received an ABSTUDY scholarship to study at Downlands College, a co-educational, private boarding school in Toowoomba.

“I found school wasn’t for me, but I made it for me. I loved sports, so I knew I could navigate school through sports,” he recalled.

“I had a real passion to play rugby league at the highest level.

He’s also a Board Director at Orange Sky, the Brisbane-based charity that creates connection for those experiencing homelesseness through the offering of free mobile laundry service and showers, and the Head of Indigenous Impact at Young Guns, a business that specialises in transforming transient and unskilled workers into engaged professionals in the shipping container industry.

All while raising his three children, Buddy, 11, Jed, 9 and Lula, 7, with his wife Christina; and coaching his children’s rugby league and rugby union teams.

It’s a lot for anyone’s plate, but Keiron takes it in his stride.

My family, my kids, my wife, my grandmother, my uncles and aunties have supported me in my development and my journey and being able to come to work knowing that I’m using those opportunities to help others — that’s what motivates me.”

A proud Dieri and Mithaka man, Keiron was born in Toowoomba. At 18-months-old, he and his twin sister moved to the southwestern rural town of Quilpie, famous for the ‘Jewel of the Outback’ boulder opal, to live with his grandmother.

I also wanted to be a role model for my family members and remove doubt that you could go on and complete year 12. It was rare or uncommon for my uncles, aunties or cousins around me to go from a country town and stick it out.”

Following graduation, Keiron moved to Brisbane to play under the Queensland Reds.

“However, I wasn’t really enjoying the rugby environment.

I found it difficult as a young person from the bush trying to make a pathway into the Reds,” he said.

“I lasted a few months and signed a contract with the Broncos for two years, playing Colts and reserve grade.”

Keiron spent the next couple years at the Townsville Cowboys. Persistent neck and back injuries and multiple surgeries over the next five years kept his dreams out of reach.

Keiron was tossing up the idea of retirement when an opportunity to play rugby league with the Ipswich Jets came out of the blue in 2010.

In a 2019 interview with Queensland Rugby League, former Ipswich Jets coach Shane Walker recalled his arrival: “When he first arrived at the club, because he was a bit of a larrikin and a man’s man, he didn’t realise the leadership qualities that he had.”

Within a year, he was made captain.

He thought we were joking because he’d never been a captain at this level, but he always has had great leadership,” Mr Walker said. “Keiron has tremendous respect amongst the playing group and within the club which is really important when you are looking to get a message across.”

Meanwhile, Keiron had started a carpentry apprenticeship, but realised it wasn’t his calling.

“My passion has always been working with my people, and focusing on my people, particularly young people.” Keiron spent almost 12 months in his trade, before he was offered a job on IUIH’s new Heathy Lifestyles (now Deadly Choices) team, under former Chief Executive Officer, Cindy Shannon (now the Chair of Gold Coast HHS).

The Deadly Choices initiative aimed to empower Aboriginal and Torres Strait Islander peoples to make healthy choices for themselves and their families — to stop smoking, eat good food and exercise daily.

Over the 12 years he was with Deadly Choices, he saw the program grow to become one of the most recognised names in the health sector and Aboriginal and Torres Strait Islander communities at large. At health promotion events, Deadly Choices brand-T shirts have become coveted items. Keiron laughingly recalls the moment Deadly Choices T shirts became a must-have for mob.

“We had these Deadly Choices uniforms made up, using rugby league as a vehicle to have a 715 health check. We were walking around in these Deadly Choices shirts and people were saying can I have it, and we said ‘no, it’s our uniform’,” he said.

“We only had six or so at the time. Adrian Carson, who had come on board as CEO of IUIH, said why don’t we purchase some T-shirts and instead of doing a rewards card, let’s do that as an incentive to get 715 checks?”

Keiron is proud of Deadly Choices’ impact on community’s health, particularly in reducing smoking rates.

He reflected on how smoking was seen as normal when he grew up. “We didn’t understand the dangers until later life,” he said. He now sees the effects in his family, with his grandmother suffering from emphysema due to second-hand smoke.

He highlighted the shift from smoking to vaping, noting that it’s more affordable, better smelling, and better tasting, contributing to its addictiveness. However, he pointed out that the long-term effects are still unknown. “The evidence isn’t there yet for psychological harm or mental harm.”

He added: “In the last 10 years, because of the Deadly Choices tobacco program, we’ve been able to reduce the tobacco rates quite rapidly. There is still a way to go, but there have been improvements.”

He remains grateful for his time at IUIH. “I helped grow the Deadly Choices program and I helped grow my own skillset. I was able to go to university while I was there and complete a Masters of Business Administration (MBA). I was able to use that skillset to help my own people at home and be an active Board member of Mithaka Aboriginal Corporation.”

In 2022, the founder of Young Guns, brothers Trent and Scott Young, approached Keiron with a job offer — leading the Indigenous Impact division of their business. The Youngs created Young Guns Container Crew in 2004 when they saw a need for a quality service packing and unpacking shipping containers. The company hires unskilled workers and provides them with training, confidence and ultimately, empowerment.

“My role is to oversee Indigenous strategies of the business, such as improving pathways to employment, community engagement and cultural education for our frontline leaders,” he said.

I’m helping more of my people find employment, provide training and improve employment outcomes for Aboriginal and Torres Strait Islander peoples.

“We’re not focused on those who are ready for a job, we’re focused on those who are not ready — those marginalised individuals who have been forgotten in mainstream training schemes. They’re the ones now finding it difficult to find a job, coupled with complex social barriers such as family circumstances, housing or accessing transport.

We don’t see everyone for their barriers, only their potential.”

In the time Keiron’s been there, Young Guns has developed a training to employment pathway, with a job guarantee at the end. Over 40 young people have participated in the training program, with close to 30 starting employment at Young Guns. Those interested in operating a forklift have received forklift qualifications, becoming valued team members of the crew.

Keiron said the company has been trialling the program at Hymba Yumba, an independent Indigenous school in Springfield.

Around the same time that he joined Young Guns, Keiron joined the Board of Orange Sky as a non-executive director, keen to tap into the skills he picked up from his MBA.

“Orange Sky tapped me on the shoulder to see if I wanted to join the Board — they wanted to build their skill set and experiences,” he said.

“I assessed my own skills experiences — what could I bring to the table and what could I gain from others within? What could I share, what was the mutual benefit?” he said.

“It has been great to work with people with experience from other sectors: we have people with skills in investment, running business and marketing.

Since I joined the Board, I’ve been helping Orange Sky’s leaders and services improve with regards to how we provide connection, and importantly a place where our people can go without feeling judged and be able to access showers or washing facilities which are essential for good health, and environmental health as well.”

In October, Keiron was appointed the Chairperson of ATSICHS Brisbane, after joining the Board as a director in late 2023. As a long-term, active patient with ATSICHS Brisbane, it has been a rewarding journey for Keiron.

He said ATSICHS Brisbane’s health centres had a holistic focus that stood them apart from other mainstream health facilities.

Our health centres are second to none; you can walk in and know everyone in there. Some would say that is not a good thing, but it is the only way to gain trust. It is to build those relationships — we have very thorough processes around protecting privacy.”

As the new Chair, Keiron acknowledged the outgoing Chair Melody Ingra’s leadership, and CEO Renee Blackman, who commenced in 2023. “The leadership is absolutely amazing and highlights the great female leaders in our sector.”

Ms Blackman welcomed his appointment: “The addition of Keiron Lander to the ATSICHS Brisbane Board of Directors brings a brand of humility, authenticity, strength and determination. Keiron embodies those qualities in his role as Chair. His leadership, alongside his fellow directors, marks an exciting start to the next 50 years of ATSICHS Brisbane.”

“My role is to ensure that we maintain our cohesiveness as a Board but do not lose sight of the future we want,” Keiron said.

“Community members will be on that journey every step of the way. My priority is ensuring we stay connected to the communities we service. What do they want?

“We want to build a future where our young people have a roof over their heads, and they are not hanging in the Valley on Friday and Saturday nights.

“We want more of our young people accessing health care, social services or mental health support without having to wait six months.

“We want our old people to go to a place where they can age gracefully and still be socially connected. We want people with disabilities to receive the same comprehensive services without exploitation.

I would like to use my position to maintain the legacy of our old people and maintaining our culture, and our young people have something to look forward to or work towards — education, playing sports, or being an active community member. They are my goals and aspirations.”

The Institute for Urban Indigenous Health (IUIH) marks 15 years of progress and impact

IUIH Chairperson Kieran Chilcott reflects on the journey IUIH has been on over 15 years, and pays tribute to outgoing CEO Adrian Carson as a new chapter begins under the leadership of Wayne Ah Boo.

As I reflect on the 15th anniversary of the Institute for Urban Indigenous Health (IUIH), I think about where we began and how far we have come. This milestone is a testament to the group of staunch and visionary Aboriginal and Torres Strait Islander leaders who came together in the beginning, and a celebration of the dedication, resilience, and vision of those who have contributed to our purpose. I’d like to make special mention of our Patron, the late Aunty Pamela Mam, whose vision and teachings are held in the highest regard — we strive to honour her legacy in all we do.

(L-R) Former IUIH CEO, Adrian Carson and Kieran Chilcott, IUIH Chairperson

Our journey began in a small room at the Woolloongabba Clinic in 2009, where leaders from the community controlled health services in South East Queensland came together to discuss the health needs of our communities. The focus on remote health in Closing the Gap initiatives overlooked urban communities, assuming metropolitan services were adequate.

From those initial conversations, the seeds of collaboration were sown, leading to the incorporation of IUIH. This renewed traditional ways of belonging, where Aboriginal communities united to achieve shared goals. Together, we envisioned a future where our health services would flourish, where we would meet the needs of our mob and where our people would have the opportunity to live long, healthy, prosperous and happy lives.

A pivotal moment in our journey was in 2011 when we recognised the need for a dedicated CEO to help realise our vision. I vividly remember my first meeting with Adrian Carson, and I knew he was the right person for the role from the moment he spoke. Our conversation was more than just an interview; it was a heartfelt exchange where we shared stories, reflected on our sector’s past, and envisioned a brighter future for our people. It was clear that our work was driven by passion for our mob, and together, we could build a powerful vehicle for change.

Today, IUIH leads in regional planning, service development, advocacy and purchasing, acting as the ‘backbone’

of the IUIH network, while each member organisation retains its own governance and autonomy.

As we look back on the past 15 years, we celebrate not only the expansion of our services but also the impact of our work in addressing the social determinants of health and wellbeing. IUIH has made positive progress, helping close the gap in physical and social health, all while honouring the legacy of our Elders and leaders who paved the way — Aunty Pam, Uncle Les, Aunty Mary Martin, Aunty Lyn Shipway and many others.

Throughout the years, many have contributed to our purpose, and our organisation has continued to evolve and flourish. Adrian and I have taken quite a journey together, and I am deeply grateful for the partnership we’ve built. Thank you, Adrian.

As we turn the page to a new chapter, we embrace the leadership of Wayne Ah Boo who has a wealth of experience in the community-controlled health sector and a long association with IUIH; Wayne was CEO of ATSICHS Brisbane, one of the founding members of IUIH. He has worked for QAIHC, as General Manager Sector Development and has been with IUIH for over five years in roles such as Executive Director of Corporate Services and General Manager MATSICHS (Moreton Aboriginal and Torres Strait Islander Community Health Service).

We remain steadfast in our commitment to the values that have defined us, and we will continue to evolve, guided by

the strength of our ancestors and the voices of our communities.

To our founding member organisations, past and present Board members, staff, and supporters — thank you for standing with us. Together, we’ve built a powerful force for change and look to a brighter future.

Here’s to the next 15 years — may we continue to honour our past while boldly stepping into the future together.

Wayne Ah Boo

Wayne is a Torres Strait Islander whose family heritage is from the islands of Mabuiag and Iama (Yam). Wayne’s career has seen him work across the Commonwealth and Queensland governments, as well as the community controlled health sector, focussed on Indigenous health, housing, education and employment. He is passionate about community-controlled services and the benefits it can achieve in terms of both improved service delivery and outcomes, as well as the employment and career development opportunities that it can provide for our community.

Trent Adams drives growth at Goolburri

Trent Adams, Deputy CEO of Goolburri Aboriginal Health Advancement, is dedicated to expanding the Toowoomba-based organisation’s impact and supporting communities. Building on his family’s legacy — his mother is Goolburri’s CEO and his late brother also worked in the ACCHO sector — Trent has a passion for mental health and wellbeing and tackling poverty.

Who are your people?

My family is from the Maranganji (Mardigian people) from southwest Queensland.

How did you get into the ACCHO sector?

In short, I basically made a deal with my brother Jaydon that one of us would follow in mum’s footsteps (Elizabeth Adams, Chief Executive Officer of Goolburri) and go into health. He died in a car accident in 2013 (Jaydon was the recipient of the QAIHC Hall of Fame Posthumous Award in 2013). I ended up giving up my spray painter and car restoration career. It was about continuing our family legacy. We understood her role in the sector and how much mum had achieved and we both felt it was a waste of the stepping stones already laid if someone didn’t take that opportunity.

Tell us about that early time in your career?

no employment and no qualifications, employ them for 20 hours a week on a casual basis under the program and then train them up to get them into full time employment.

What’s the best part of your job?

The best part of my job is watching kids staying with their families and not in and out of out-of-home care, growing from a child to a young individual.

What issues are you most passionate about?

I’m passionate about health issues, like mental health and wellbeing. There’s a lot of obesity due to a lack of income and fewer opportunities for a healthier lifestyle.

I’m passionate about trying to overturn the poverty issue — getting people to make better decisions, including a redirection of their finances, for healthier living.

At that point in time, Goolburri was setting up a GP-based model. They were looking for a manager and I ran that. Basically, cars became people. I was dealing with the health care sector, and the QAIHCs and NACCHOs of the world. It was 2014 and I was just 22.

I was trying to understand health care modelling and attracting GPs. It’s not like they’re a dime a dozen. It was 12 months of hard slog with a registrar, then we met and employed a lovely GP who’s still with us today.

We went from no money to profit. We went from a three to four million dollar company to close to 14 million now. It was a real period of rapid growth and change.

What is your proudest achievement at Goolburri?

Probably just supporting people with knowledge, direction and guidance. Not making decisions for them, helping them become educated enough to make their own decisions.

The philosophy of Goolburri is bringing in new staff without training or skills, recognising potential over qualifications. With our HIPPY program (a program that provides children with a structured, education-focused program that lays the foundations for success at school), we would take a community member with

Tell us about the Jaydon Adams Foundation?

The fundamentals of it are we are trying to keep the aspirations and traits of Jaydon alive, based on his experience in the sector: leadership, mental health and making better decisions. We focus on youth health, mental health first aid and cultural safety.

Who has inspired you?

Matthew Cooke (QAIHC Chairman and CEO of Nhulundu) who gave me direction in the health area, in the good, the bad and the ugly.

What’s your leadership style?

My leadership style is a laid back approach with the understanding that we are not all the same and allow for creativity and diversity. If we bring out the best of individuals and explore enough it allows for all walks of life to be included.

Finally, who do you like to do to relax?

Motorsports, drifting and racing bikes as well. I’m a spray painter by trade and I also build cars in the shed with my dad. I’m working on some old school Japanese cars, Mazda RX-7s.

New CRAICCHS CEO Jessica Scott is on a mission to improve regional health

A proud Ngarrindjeri and Narungga woman from South Australia, Jessica is passionate about improving health outcomes for Aboriginal and Torres Strait Islander communities in remote and regional areas. Jessica is experienced in health, having managed services within a Local Health Network (LHN) and First Nations programs in a Medicare Local and PHN in South Australia, and worked with two ACCHOs in remote Northern Territory.

Can you tell us a little about your early career and entry into health?

After completion of high school, I hit the ground running, eager to get into the workforce to find my feet and commence full-time permanent work. I applied for an Aboriginal Traineeship across the government sector in numerous portfolios. The Department of Transport, Planning and Infrastructure — Building Management portfolio employed me as a trainee administration officer.

Once my traineeship was completed, I moved internally to numerous roles within the Building Management portfolio. I had the opportunity to be seconded to the Local Health Network to manage Ancillary Services.

My secondment within the LHN altered my career path and appealed more than my substantive role within government.

I was offered an opportunity in the NGO sector, working within the Aboriginal health space at a Medicare Local with one of my mentors, John Buckskin, to deliver Aboriginal Health program/s in the Country North SA region. I took the plunge and obtained a role as an Aboriginal Health Support Officer. I was able to support mob to access services and assist in improving health outcomes.

As the government parties shifted, Medicare Locals were abolished and Primary Health Networks were implemented. Our Aboriginal Health portfolio was shifted from a direct delivery body in a specific region to a commissioning body covering all of the Country SA region. I was fortunate to be promoted during my time within the PHN managing ancillary services across the Country SA region, providing guidance and recommendations pertaining to Aboriginal Health activities.

How did you get into the ACCHO sector?

Remote Australia has always been in my heart, my mob are from a mission and endured significant hardships, overcame trials and tribulations, and have made significant progress. I wanted to make an impact and drive Closing the Gap initiatives in primary health care holistically: mind, body and soul. Our Elders were being taken too soon.

The Northern Territory, in particular the very remote communities, were always on our radar to uproot (our life). The thought of leaving family to move interstate was daunting; I had this gut feeling that there was just more out there to experience personally and professionally, for my family to experience living and working in remote Australia and for myself professionally to work in remote Australia to contribute to direct service delivery, not be on the other side of commissioning funds.

I was successful in securing an executive position in an ACCHO in very remote Australia in the Barkly region, providing strategic high-level management of clinical services and primary health care programs, covering five remote communities and their outstations through a combination of outreach services and one primary health care centre in an approximate, 150,000 km2 radius.

My husband came home from work, and I looked at him and said, “It’s time. We’re all packing up and heading to NT in eight weeks.” He stared in shock, then nodded, and the rest is history.

How was your time in the Northern Territory?

My time in Barkly region exposed my love for working in remote Australia, delivering culturally responsive primary health care services utilising the CARPA Standard Treatment Manual.

I wanted to further broaden my understanding of working in very remote Australia and put my gained experience both within Barkly and my prior roles into practice.

We decided to pack up and move to the Big Rivers region, closer to the Top End, where I secured an executive position in the ACCHO sector, providing strategic high-level management of clinical services and primary health care programs, covering 14 remote communities and their outstations through nine primary health care centres in an approximate, 64,000 km2 radius.

This role was both rewarding and challenging: working within the remote context with no hospitals on site, health centres undertaking a combination of primary health care and emergency acute care services, workforce retention and recruitment problems, weather conditions etc. However, the rewards far outweighed the challenges.

Our family absolutely fell in love with NT, they say it takes a piece of you and to be honest the NT will always have a special place in our hearts.

Why did you want to join the CRAICCHS team?

Cherbourg is a unique community, and I can relate with the town’s significant history which is close to my heart.

While I loved the Northern Territory and working in the remote sector, I wanted a new challenge in a regional context to utilise my unique skillset. My positions have provided me with the opportunity to acquire comprehensive knowledge of the primary health care sector and identify needs of the communities I’ve worked with.

Throughout my career, I have developed a strong foundation of transferable skills within the primary health care sector and can work independently yet be flexible to the demands of management and communities.

What is your vision/what are your priorities for CRAICCHS?

Since I started four months ago, we have focused on structure and the implementation of an executive management stream, along with reinvigorated primary health care and community health service portfolios.

A key focus area is workforce development; growing our own, upskilling community mob to undertake roles in primary care, in particular Aboriginal Health Workers and Practitioners who play instrumental roles in delivering culturally safe, holistic care.

What inspires you most about your job?

I am wholeheartedly committed to improving Aboriginal health outcomes — seeing our Elders getting sicker and taken too soon has been one of my many drivers.

There have been many people that inspired me and continue to do so; my dad has been instrumental; mob are first and foremost — they taught me the value of integrity, resilience, hard work and compassion.

John Buckskin, a senior Aboriginal leader, played a pivotal role in my career by guiding me into the sector. I will forever be grateful for the experience and knowledge Uncle John exposed me to.

Steven Sumner, CEO of Moorundi Aboriginal Community Controlled Health Services is a true inspiration of commitment and determination to our mob.

My motto is, “do it for community”: listen to the needs; community is at the forefront; Aboriginal community controlled by community, for community.

What is your leadership style?

My leadership style is a combination of transformational, coaching and pacesetting.

I lead by example, I am strategic and critical thinking, capturing the big picture, with the need to achieve strategic outcomes, whilst providing leadership to my organisation.

I aim to inspire change and empowerment to achieve shared visions and goals, building the capacity of people, recognising individual’s strengths, and providing empowerment to reach goals and visions. I ensure fast paced goals are implemented, as the fast-paced goals capture the small wins, which in turn give opportunity for reflection and empowerment of the goals achieved.

What have you learned about yourself from your time in the sector?

Keep pushing, anything is achievable. Have patience. Results take time, welcome the small wins.

What do you do when you’re not at CRAICCHS?

In my spare time my family travels across the state to visit skateparks, my son is an aggressive rollerblader. If I’m not at the skatepark, I’ll be at the gym or listening to a good podcast in the sunshine.

MEMBER SUPPORT

Unlocking success: The importance of performance reviews

Performance reviews are an essential tool in any business, offering a structured opportunity for managers and employees to assess performance, recognise achievements, and identify areas for growth. When done well, these reviews strengthen the employee-manager relationship and help align individual efforts with company goals, ultimately fostering a more productive, and hopefully enjoyable work environment, says QAIHC HR Manager Ron Nelson.

A performance review is a formal evaluation of an employee’s job performance, focusing on how well they meet their goals and contribute to the company. It’s more than just a routine check-in—it’s a valuable opportunity to reflect on progress, identify challenges, and set future objectives. Regular performance reviews provide clarity on what’s expected of employees and how their work fits into the company’s long-term strategy.

Why do performance reviews matter?

The purpose of a performance review is twofold: to highlight achievements and to address areas needing improvement. For employees, it’s a chance to understand where they excel and where they can grow. For managers, reviews are crucial for recognising top performers, addressing underperformance early, and fostering open communication. These conversations help employees align their efforts with company objectives, enhancing their contributions to the team.

Reviews also provide a space for employees to ask questions and share feedback with their supervisors, promoting mutual understanding and strengthening the working relationship. This ensures that both parties are on the same page, ultimately leading to a more engaged and effective workforce.

Managing underperformance

In some cases, performance reviews highlight underperformance. When this happens, best-practice employers respond promptly, offering support and clear expectations. If underperformance persists, a Performance

Improvement Plan (PIP) can be introduced. A PIP outlines specific areas for improvement and provides a roadmap for the employee to follow.

Documentation is critical; managers should keep detailed records of conversations and feedback to ensure accountability and transparency throughout the process. Also, if the pathway takes a different turn and severing the employment relationship becomes necessary, documentation will assist with appropriate recourse.

Handling disciplinary meetings

For more serious issues like misconduct or habitual underperformance, disciplinary meetings may be required. These meetings address ongoing concerns and aim to correct behavior while providing employees with the opportunity to respond. The goal is to resolve the issue and retain the employee where possible, maintaining a positive and productive workplace.

Performance reviews are vital for guiding employee growth, ensuring alignment with business goals, and addressing performance issues. By fostering clear communication and focusing on development, companies can build a culture of continuous improvement, enhancing both individual and organisational success.

For more information on performance reviews visit the HR resources page on the QAIHC website at www.qaihc.com.au/ resources/hr-resources

Useful review tools

Most recent review

Emails and other correspondence

Observations of productivity/outcomes

Inter/intra-departmental feedback

1 up/1 down solicited feedback

Employee self-evaluation

Leave records (absenteeism issues)

Why design matters

Design is more than just visual aesthetics. Done well, it can be a powerful force influencing how we interact with the world, solve problems, and communicate. Design can shape our experiences, build trust, enhance functionality, and even change our behaviours. Often it is at its best when we don’t notice it at all, writes Design Manager Jack Carty.

In a sector where trust, community engagement and respect for culture are paramount, thoughtful design can be a powerful, unique, and often-underutilised tool for communication, advocacy, and empowerment. Here are some ways in which a thoughtful design approach can help your service:

Enhancing usability and functionality

Good design makes things work better. Whether it’s a website, a mobile app, a policy document or a poster. A well-designed product or interface considers the needs, preferences, and potential challenges of its users, and strives to ensure that they can achieve their goals with ease. In the ACCHO sector, this means we must consider the unique cultural contexts and diversity within Aboriginal and Torres Strait Islander communities and communicate messages in ways that resonate with traditional values and cultural practices. Doing this consistently minimises frustration, builds trust, reduces confusion, and enhances efficiency.

Creating emotional connections

Design is not about function alone; it can also evoke emotion and create connections. Think of the feeling you get when you receive a beautifully packaged gift, or the joy you experience using a product that’s both beautiful and functional. Good design can spark excitement, breed loyalty, and make an impression that lasts long after an interaction has ended. Symbolism, iconography, colour, texture, and language all play a role here, and can increase the likelihood of individuals engaging with services and following advice.1

Improving communication

All design is communication. In a world overloaded with information, effective design can cut through the noise. Intuitive, clear, well-organised visuals help to present information in a way that is digestible and engaging. Infographics, diagrams, and well-structured layouts can be a good place to start. They help to simplify complex information, making it more comprehensible for a wider audience, and even helping to overcome certain accessibility issues. This can make a message more memorable, persuading, or enlightening and lead to greater impact and change.

Driving innovation

At its core, design is creative problem solving. History is full of successful innovations from designers who saw problems as opportunities to push boundaries toward elegant solutions. From cartography to infographics, our world is full of design innovations that allow us to communicate more clearly, succinctly and impactfully. In this way, design pushes industries and companies forward, challenging norms and inspiring new possibilities.

Design matters beyond aesthetics. It can improve the way we live, work and communicate. It can increase impact, enhance usability, foster emotional connections, drive innovation, and improve communication. In a world ever-more shaped by design — from our social media feeds to the products we use — a thoughtful, user-centric approach is essential for creating better, more impactful solutions. QAIHC has an experienced, in-house design team, with the skills and knowledge to work with you to solve your unique design challenges in a thoughtful, efficient, culturally-safe way.

You can reach us at: design@qaihc.com.au

1. https://www.interaction-design.org/literature/topics/emotional-design

The importance of accreditation planning with RACGP 5th Edition Standards

Effective accreditation planning is essential for ensuring ACCHOs meet the RACGP 5th Edition Standards.

Preparation is key. The process of accreditation can feel daunting, but a structured approach helps manage the workload, streamline operations, and ultimately foster a higher standard of care.

QAIHC’s Quality and Compliance Manager Melita Parker said her Accreditation Our Way Model was a practical framework that offered a seven-stage roadmap for ACCHOs, aligning with a three-pronged approach: Plan, Train, and Support.

This model emphasises proactive planning and consistent support, helping services not only achieve but sustain compliance,” Ms Parker said.

The Accreditation Our Way Model:

1. Training and understanding the standards

4. Clinic setup and workflow optimisation

Assess and adjust the physical setup of the clinic and its workflows to ensure they align with accreditation standards. A wellorganised clinic flow can improve efficiency and patient experience.

5. Mock accreditation visit

Conduct a mock accreditation audit to simulate the real thing. This step helps identify any remaining issues and allows the team to make adjustments in a low-stress setting, minimising surprises on audit day.

Begin by providing thorough accreditation training for your team. This step ensures everyone understands the RACGP 5th Edition Standards, laying a solid foundation for the process ahead.

2. Conducting a gap analysis

Perform a gap analysis to identify any areas that need improvement. This analysis reveals the best pathway to meet the standards while fitting within existing operational structures.

3. Document review

Review and update all relevant documents, including policies and procedures. These serve as the building blocks of a strong foundation, ensuring compliance with the standards and readiness for audit.

6. Audit day support

On the actual audit day, support is available to help navigate the process smoothly. This guidance can help the team stay confident and prepared, ensuring all required elements are in place.

7. Ongoing maintenance and quality improvement

After achieving accreditation, the process doesn’t end. Ongoing support and regular updates to practices and documentation are essential to maintain compliance and foster continuous improvement. This final step embeds accreditation standards into daily operations, making quality care a lasting priority.

Planning mechanisms and tips for success

Use these seven steps as the framework for your accreditation plan. Incorporate an accreditation preparation schedule and an accreditation register to keep track of progress, document updates, and expiration dates. As you follow these steps, think of accreditation as building and maintaining a house: a detailed plan, a strong foundation, quality materials, and regular upkeep are essential.

Remember, QAIHC is here to support you at every stage of the process, from planning to ongoing maintenance. By integrating these steps into everyday operations, your organisation can sustain a culture of excellence, quality improvement, and compliance with RACGP standards.

QAIHC Position Statement: medication shortages

QAIHC Public Health Medical Director, Associate Professor Sophia Couzos provides an overview of the QAIHC Medication Shortages position statement.

Australia’s dependence on importing over 90% of its pharmaceuticals has led to an alarming increase in medication shortages, exacerbated by global supply chain disruptions since the COVID-19 pandemic. These shortages disproportionately impact Aboriginal and Torres Strait Islander populations, already burdened by higher rates of preventable diseases such as acute rheumatic fever (ARF) and rheumatic heart disease (RHD). Access to essential medications is vital for mitigating these health disparities, but current measures fall short.

Current challenges and impacts

Critical shortages, such as those of benzathine benzylpenicillin (Bicillin LA) and 5% permethrin cream, highlight systemic gaps. These medications are essential for preventing and managing ARF, RHD, and scabies—conditions disproportionately affecting Aboriginal and Torres Strait Islander people. While substitute products have been approved by the Therapeutic Goods Administration (TGA), delays in Pharmaceutical Benefits Scheme (PBS) listing often result in prohibitively high costs, further restricting access.

Community pharmacists can sometimes substitute medications through Serious Scarcity Substitution Instruments (SSSIs), but this solution is limited by the availability of alternative formulations. National initiatives like the Medical Stockpile and the Special Access Scheme provide some support but fail to address the unique challenges faced by Aboriginal community controlled health organisations (ACCHOs). ACCHOs cannot currently access critical stock held by Queensland Health’s Central Pharmacy, leaving patients vulnerable during shortages.

Recommendations for a sustainable solution

QAIHC makes the following recommendations for State and Federal health systems as a way to avoid further medications-related inequities.

Recommendation 1:

The TGA and Queensland Health adopt systems that can recognise when medication shortages are likely to disproportionately affect the Aboriginal and Torres Strait Islander population. This is to trigger timely and bespoke policy responses to pre-empt and minimise healthcare related harms. By their nature, the impact of such medication shortages will be most evident by primary health care service providers. They will therefore require collaboration with NACCHO and QAIHC to enable the Department of Health and Ageing and Queensland Health to have a line of sight to the problem.

Recommendation 2:

The TGA and PBAC establish mechanisms to fast-track the PBS approval processes for TGA approved substitute medications whenever medication shortages disproportionately and adversely impact on equitable primary health care delivery to the Aboriginal and Torres Strait Islander population.

Recommendation 3:

That Federal and state health authorities create and formalise a process for the redistribution of specified essential medications to Aboriginal and Torres Strait Islander community-controlled health organisations to assist patients during times of medication shortages. The process would activate whenever medication supply cannot be guaranteed from a community pharmacy. Such processes may include:

a. A direct subsidy scheme that permits ACCHOs to order TGA approved alternative medications directly from a central federal supplier. Such a system could be co-designed with NACCHO and support ACCHOs to order medicines that have been secured for use and distribution specifically to Aboriginal community-controlled health organisations at times of medication shortages.

b. Queensland HHS Directives in collaboration with individual ACCHOs, where clinical need arising from TGA-informed medication shortages triggers the HHS to approve the release and supply of TGA-approved substitute medications sourced from Central Pharmacy, directly to the ACCHO.

c. The development of a real-time inventory management surveillance tool to aid in the redistribution of essential medications to where shortages will adversely impact health equity efforts.

Recommendation 4:

To reduce the need for individual prescribers to carry out this work themselves, the TGA provide readily available and clear information to prescribers on the substitute medication including ingredients, method of administration, labelling, storage information, transport requirements with comparisons to the original product.

These actions, aligned with the Queensland Health Equity Framework, would ensure a coordinated, equitable approach to medication supply. Without such measures, medication shortages will continue to exacerbate existing health inequities, perpetuating adverse outcomes for Aboriginal and Torres Strait Islander communities.

Divisional update

Policy Advocacy Legislation and Strategy (PALS)

The Policy team has been assisting with the QAIHC Member Engagement Roadshow, developing resources and invitations, managing schedules and developing Member ‘Playbacks’ or summaries of their priorities outlined in the engagement workshops.

Manager, Policy and Research, Elizabeth Harding and Senior Policy Officer Thuy Vi Doan helped transition new commissioning body CaTHC to operational independence under the leadership of new CEO Abbe Anderson.

Senior Research Officer Tegwen Howell said Members had been invited to participate in the ‘Research Our Way’ survey.

Originally closing in November, the survey has been extended to allow Members more time to respond. Members’ input is crucial to informing the next steps to improve research ethics governance across Queensland.

QAIHC’s Health Information team (HIT) has had a busy quarter. The team put together a presentation on various Cape York communities’ data, highlighting their demographics, health needs and social determinants for Apunipima Cape York Health Council’s Cape York Health Summit. The team also travelled to Palm Island Community Company (PICC) to discuss its data needs and has begun creating a dashboard for PICC so it can visualise its most important data. Finally, HIT has continued to create and distribute monthly activity reports and half yearly QAIHC Clinical Indicator reports for Member services.

The Communications team has been busy coordinating Sector Leader and QAIHC Communique, as well as providing photographic support for the QAIHC Member Engagement Roadshow. The team is also working on the Sector Orientation Package project, an online educational course for Public Health Registrars and other health professionals entering the ACCHO sector, and QAIHC’s new website project.

The Design team has provided photographic, video and design support for the QAIHC Member Engagement Roadshow. The team is also working on the Sector Orientation Package project, QAIHC’s new website project, Sector Leader, QAIHC Communique and the QAIHC State Members Conference, awards night, and Hall of Fame.

Corporate Services

The Corporate Services team is pleased to welcome Jessica (Jess) Namai to the role of Receptionist at QAIHC, and Jennifer Taga-An to the role of Quality and Compliance Officer.

The Finance team celebrated some key achievements over the past few months including successful completion of the Financial Audit for the financial year 2023/24, ensuring compliance and accuracy in QAIHC’s financial reporting; and achievement of recertification for ISO 9001:2015 Quality Management Systems, demonstrating a commitment to maintaining high standards of quality and operational efficiency. Chief Financial Officer Senarath Bandara said the accomplishments reflected the Finance team’s dedication and hard work, even during a challenging and busy period.

Office and Events Coordinator Soraya Johnston has been providing event support for the QAIHC Member Engagement Roadshow across Queensland and organising the QAIHC AGM, Awards Dinner and Members Conference in March 2025.

The ICT team continues to work with Members on internal and external system penetration testing (hacking detection) as part of its initial cyber security discovery and governance work. If you would like to know more, please email ICThelpdesk@ qaihc.com.au

QAIHC’s HR team continues to assist Members with a broad range of people management related activities. Reach out to the HR Team for any related queries at humanresources@qaihc.com.au

QAIHC Compliance and Quality Manager, Melita Parker has been delivering accreditation support to TAIHS and Bidgerdii Community Health Service.

Sector Development

With colleagues from PALS, Sector Development has been travelling as part of the QAIHC Member Engagement Roadshow and using this opportunity to develop Member Plans to ensure the team is recording agreed Member priorities and then taking action. The Member Engagement team has also prioritised building capacity, including funding support, to emerging Member services. This will help these Members move from a foundational to a more mature delivery model, with the goal of securing recurrent and growth funding.

Sector Development also had an opportunity to work separately with CWAATSICH and Mulungu recently to help develop their new strategic plans, building on consultations and workshops to identify key priorities, challenges, and leverage opportunities. The process ensures these strategic plans reflect both an organisation’s aspirations and the steps required to achieve them. Following the plan, the team’s efforts have focused on partnering for operational and business planning.

Sector Development has taken steps to visit and work on health programs with our Members. The team has also made strides in other critical areas:

Elder Care Program Officer Marion Dwyer has completed trips to the Wide Bay and Sunshine Coast regions to deliver training, and presented on the Elder Care Support Program at the NACCHO Conference and SA State Yarning Circle. Manager, Social Programs Tiana Lea facilitated mental health training in Rockhampton and led SEWB forums in Brisbane and Townsville.

Workforce Coordinator Sandy Robertson led a two-day chronic disease workshop for health workers and practice nurses in Brisbane and facilitated a five-day training block in Cairns for 15 participants in the Cert III Medical Administration program, in collaboration with UNE Partnerships.

Palliative Care Program Officer Annie Parks organised a successful palliative care forum in Cairns to finalise a model of culturally appropriate palliative community based care directed by Members.

QAIHC is building its capacity around workforce with employment of Adam Stephen, our new Workforce and Development Manager. His efforts are underpinned by QAIHC’s Ten-Year Blueprint 2024–2034 and the soon-to-be-finalised workforce strategy. Over the past two months, Adam has been busy with activities including: Participating in the TAFE Centre of Excellence Steering Committee and the SEQ First Nations Health Equity Forum. Attending the NAATSIHWP Scope of Practice Review Forum and supporting the NAATSIHWP FNQ Uplift Project. Engaging in training product reviews with CQU and TAFE Queensland.

Presenting at the NACCHO RTO Community of Practice Forum and the QLD Training Health Industry Reference Group. Providing financial support to 21 ACCHOs through the IHWT program to strengthen workforce capacity.

Sector Development is making key strides to ensure the team is listening and learning from Members and providing direct assistance to keep a strong ACCHO sector in Queensland.

Public Health

Associate Professor Sophia Couzos, QAIHC’s Public Health Medical Director, reported the division has been continuing to support the ACCHO sector’s clinical leaders. Through the Clinical Leaders Forum as well as periodic updates on changes that affect clinicians, Public Health is an important conduit for clinical information from not only government-to-clinician, but also the reverse.

A/Prof. Couzos said the division has also been working on position statements, with a new document regarding QAIHC’s framework for continuous quality improvement endorsed by the Board.

QAIHC teammate and PhD candidate Emily Pegler is re-establishing a Sexual Health Network to connect with Members involved in BBV/STI related work. The first network meeting was held on 18 November with more regular dates to be announced soon. Email Emily (emily.pegler@qaihc.com.au) if you or your team are interested in joining the network.

QAIHC’s Senior Coordinator Medicare Benefits Scheme (MBS) & Training Kenneth Munro travelled to Canberra to work with the NACCHO National Program Coordinator and state coordinators to discuss the launch of the new Medicare Benefits Schedule optimisation e-learning modules, which are available now. Ken has also been holding Teams workshops for a community of practice (CoP) on MBS improvements with QAIHC Member services. If you would like to be included in the CoP Teams meeting or have Ken review MBS-claimed items from your service, please email kenneth.munro@qaihc.com.au

QAIHC FRAMEWORK

MEMBER SUPPORT

QAIHC Divisional Directory

Executive

Acting Chief Executive Officer

Executive Assistant: EA@qaihc.com.au

Public Health

Public Health Medical Director

Associate Professor Sophia Couzos: sophia.couzos@qaihc.com.au

Corporate Services

Accounts (financial invoices, accounts enquiries): accounts@qaihc.com.au

Contracts: contracts@qaihc.com.au

Events: events@qaihc.com.au

HR: humanresources@qaihc.com.au

ICT Team: ithelpdesk@qaihc.com.au

PALS (Policy, Advocacy, Leadership and Strategy)

General Manager — PALS

David Harmer: david.harmer@qaihc.com.au

Policy: policy@qaihc.com.au

Design: design@qaihc.com.au

Communications: communications@qaihc.com.au

Health Information Team: HIT@qaihc.com.au

Research: tegwen.howell@qaihc.com.au

Sector Development

General Manager — Sector Development

Gregory Richards: gregory.richards@qaihc.com.au

Member Support: membersupport@qaihc.com.au

Accreditation: melita.parker@qaihc.com.au

if this is the end

Author: Bebe Oliver (Magabala Books, 2024)

A fearless and honest exploration of queer First Nations identity, and a vibrant celebration of imperfection and personal growth, if this is the end is a stunning exploration of what it means to work through childhood trauma and love yourself in the present. In a state of postpandemic recovery, the author travels back to his hometown and grapples with all that comes with it, experiences the thrills of relationship drama and serious queer romance, works through his mental health issues and writes a love letter to Narrm from the perspective of a Kimberley man.

Find out more here: magabala.com.au/products/if-this-isthe-end

My Dad’s Gone Away

Author: Andrew Krakouer & Jaqueline Dinan

Illustrator: Paul Seden (Magabala Books, 2024)

Tarah’s dad has gone away, and she doesn’t know where. She imagines he is doing all the things he loves, but when she asks her mum, everything changes. This heartfelt, honest and sensitively told story explores the challenges a child faces when a parent is incarcerated. My Dad’s Gone Away sheds light on an unspoken issue and gently encourages children and families to talk about how they feel and what their future may look like. This age-appropriate story will help to encourage safe conversations around a difficult topic and promote empathy in children with different life experiences.

Find out more here: magabala.com.au/products/my-dad-sgone-away

The Moogai

Director and screen play: Jon Bell (Causeway Films, 2024)

A young Aboriginal couple brings home their second baby. What should be a joyous time takes a sinister turn, as the baby’s mother starts seeing a malevolent spirit she is convinced is trying to take her baby.

The Moogai is based on the award-winning short film written and directed by Jon Bell. Bell’s short film of the same name won the Midnight Shorts Grand Jury Award at the 2021SXSW Film Festival, as well as Best Director at the 2021 Brooklyn Horror Film Festival. The short film is available in Australia on free streaming service SBS on Demand.

Find out more here: causewayfilms.com.au/films/the-moogai

For the Dreams

Artist: King Stingray (Civilians, 2024)

King Stingray return with their highly anticipated and melodically rich sophomore album For The Dreams.

Via Rolling Stone: For the Dreams is described as a “joyous celebration of life and the planet,” aiming to find optimism in challenging times. While their debut album included some high school-era tracks, this new album reflects the band’s recent experiences.

“Nothing’s changed in the sense that we’re still who we are, we’re still playing music and enjoying things,” King Stingray say. “But what I think is different about this one is there’s a little bit more lived experience…”

Find out more here: civilians.co/kingstingray

Normanton Recovery and Community Wellbeing Services

Our Members

LEGEN D

QAIHC Member

QAIHC Associate Member

QAIHC Regional Member

Hospital and Health Services*

Cairns and Hinterland

Central Queensland

Central West

Apunipima

Gindaja

Gurriny Yealamucka

Mookai Rosie Bi-Bayan

Wuchopperen

Residential and Community

Ferdy’s Haven

ATSICHS Mackay Mudth-Niyleta

Darling Downs

Gold Coast

Mackay

Metro North

Metro South

North West

South West

Sunshine Coast

Torres and Cape

Palm Island Community Company Link-Up Gallang Place QAIAS Winangali

Townsville

West Moreton

Wide Bay

*Children’s Health Queensland is not depicted on the map as it is a statewide specialist HHS

GRAICCHS T/A Nhulundu Health Service

Mulungu

Mamu

TAIHS

Girudala

Gidgee Healing

Injilinji

Bidgerdii

Galangoor

Goondir

CWAATSICH

CACH

Goolburri

Carbal Kambu Kalwun

ATSICHS Brisbane

CRAICCHS

Yulu-Burri-Ba

NPA Family and Community Services

Pormpur Paanth Aboriginal Corporation

Torres Health

Mutkin

Care Indigenous Corporation

Biddi Biddi

Marumali

Gumbi Gumbi

Ngoonbi

Yoonthalla

NCACCH

QAIHC Board

Members

Noeleen Selke Far North Queensland Director

Matthew Cooke Chairperson

Dorothy Smith North and North West Queensland Director

QAIHC Members

Members

Aboriginal and Torres Strait Islander

Community Health Service Brisbane

Aboriginal and Torres Strait Islander Community Health Service Mackay

Apunipima Cape York Health Council

Bidgerdii Aboriginal and Torres Strait Islander Community Health Service

Carbal Medical Services

Charleville and Western Areas

Aboriginal and Torres Strait Islander Community Health Limited

Cherbourg Regional Aboriginal and Islander Community Controlled Health Service

Cunnamulla Aboriginal Corporation for Health

Galangoor Duwalami Primary Healthcare Service

Gidgee Healing

Gindaja Treatment and Healing

Indigenous Corporation

Girudala Community Co-Operative Society Limited

Rachel Atkinson Deputy Chairperson

Stevan Ober Central Queensland Director

Sheryl Lawton South and South West Queensland Director

IUIH South East Queensland Director

Gladstone Region Aboriginal and Islander Community Controlled Health Service t/a

Nhulundu Health Service

Goolburri Aboriginal Health Advancement Co Limited

Goondir Health Services

Gurriny Yealamucka Health Service Aboriginal Corporation

Injilinji Aboriginal and Torres Strait Islander Corporation for Children and Youth Services

Kalwun Health Service

Kambu Aboriginal and Torres Strait Islander Corporation for Health

Mamu Health Service Limited

Mookai Rosie Bi-Bayan

Mudth-Niyleta Aboriginal and Torres Strait Islander Corporation

Mulungu Aboriginal Corporation Primary Health Care Service

North Coast Aboriginal Corporation for Community Health

NPA Family and Community Services

Aboriginal and Torres Strait Islander Corporation

Palm Island Community Company

Torres Health Indigenous Corporation

Townsville Aboriginal and Islander Health Services

Wuchopperen Health Service Limited

Yoonthalla Services Pty Ltd

Yulu-Burri-Ba Aboriginal Corporation for Community Health

Regional Members Institute for Urban Indigenous Health

Northern Aboriginal and Torres Strait Islander Health Alliance