Queensland Aboriginal and Islander Health Council 2019–20 Annual Report

ANNUAL REPORT

19 20

Acknowledgement

QAIHC would like to acknowledge the Traditional Custodians of this country, upon which we live and work, for their continuing connection to land and community. We pay our respects to them, and to their Elders past and present.

The Queensland Aboriginal and Islander Health Council (QAIHC) is a public company that is limited by guarantee. QAIHC is registered as a charity with the Australian Charities and Not-for-profits Commission.

This annual report was produced by the QAIHC Communication and Marketing Unit in the Corporate Services division of QAIHC in November 2020. The responsibility for this annual report rests with QAIHC.

Chairperson: Gail Wason Chief Executive Officer: Cleveland Fagan (Acting) Queensland Aboriginal and Islander Health Council ABN: 97 111 116 762 Auditor: Mazars Audit (QLD) Pty Limited Report Period: 1 July 2019 to 30 June 2020

Table of contents

Introduction .....................................................................................1

Policy and Research ............................................................. 48

Our Vision, Our Purpose, Our Commitment .................. 2

Sector Development ..............................................................49

About this report .......................................................................... 3

Corporate Services ................................................................ 50

A message from our Chairperson ....................................... 4 A message from our Executive ............................................. 5 QAIHC’s new Brisbane office ..................................................6 Our Highlights .................................................................................7 Research and Evidence .............................................................8 Policy .................................................................................................. 12 Sector Development ................................................................. 15 State Members’ Conference 2019 .....................................19 Eyez on Ice.......................................................................................20 QAIHC and Queensland PHN MOU ....................................22 2019 QAIHC Youth Health Summit.....................................24 Youth Health Network..............................................................27 QAIHC’s COVID-19 Response .................................................28 2019 QAIHC Awards for Excellence ...................................32 Governance and Leadership ..............................................33 Our Governance ...........................................................................34 Board of Directors ......................................................................35 Executive Leadership ...............................................................38 Membership ...................................................................................39 QAIHC Regions Snapshot....................................................... 40 QAIHC Full Members..................................................................42 Our Organisation .......................................................................43

Our People...................................................................................... 51 Employee Snapshot ...................................................................54 Workplace Health and Safety ..............................................56 Our Member Support ..............................................................57 Regional support........................................................................ 58 Strategic support ....................................................................... 58 Operational support .................................................................59 Training and events ...............................................................61 Accreditation..............................................................................62 Information Communication Technology .................62 2019–20 BQC Snapshot .........................................................63 Communication and marketing ..................................... 64 Financial Statements ..............................................................65 2019–2020 Financial Snapshot ........................................... 66 Our Funding Sources.................................................................67 Auditor’s Report ......................................................................... 69 Summary Statement of Profit or Loss and Other Comprehensive Income...........................................................70 Summary Statement of Financial Position .................. 71 Summary Statement of Changes in Equity .................. 71 Acknowledgement of Artist ................................................IBC

Members.......................................................................................... 44 Board of Directors ......................................................................45 Secretariat.......................................................................................45 Organisational Structure ...................................................... 46 Business Divisions..................................................................... 48

QAIHC ANNUAL REPORT 2019–20 | INTRODUCTION | 1

Our Vision To eliminate the disparities in health and wellbeing experienced

by Aboriginal and Torres Strait Islander peoples in Queensland.

Our Purpose Represent and strengthen the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector (Sector).

Our Commitment We’re committed to ensuring that there is improvement in Aboriginal and Torres Strait Islander health in Queensland, and ensuring that our Sector and partners benefit from the work of QAIHC.

About this report

The Queensland Aboriginal and Islander Health Council provides this document as a summary of our operational and financial performance and achievements during the 2019–20 financial year.

The intent of this annual report is to tell the story of what we do, why we do it, and how our work provides support and assistance to our Members who work tirelessly to improve the health and wellbeing of Aboriginal and Torres Strait Islander peoples in Queensland.

This year’s report outlines the achievements of QAIHC, including our financial results. This annual report is primarily aimed at the following audiences: the organisations we serve—our Members Federal and State Government and non-government

partners who provide funding and much needed in-kind support

stakeholders who provide support to the

organisations we serve

employees of QAIHC who provide high-quality

professional advice and services to our Members.

QAIHC ANNUAL REPORT 2019–20 | INTRODUCTION | 3

A message from our Chairperson

On behalf of the Board of Directors I am pleased to present the 201920 Annual Report for the Queensland Aboriginal and Islander Health Council (QAIHC).

QAIHC has had another successful year in maintaining a consistent presence as the peak entity for the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Organisation Sector (ATSICCHO) (the Sector). It has been a year of challenges and change, all of which has highlighted the strength and necessity of our Sector in both advancing and delivering high quality wellbeing services to our communities in Queensland.

Sector advocacy and COVID-19

This year has seen further maturity in our Sector in becoming a more prominent participant in the Queensland health system landscape. We have participated in almost two hundred COVID-19 related information distributions to the community via social media, radio, and print media. We have been a member of the Aboriginal and Torres Strait Islander Advisory Group on COVID-19, and consistently advocate for our Sector in all facets from respiratory clinic access to point of care testing.

We have also been central in coordinating the Queensland participation in realising an effective national outcome in the new National Agreement on Closing the Gap.

The health of our youth

In September 2019, QAIHC held the inaugural QAIHC Youth Health Summit, creating an opportunity for Aboriginal and Torres Strait Islander young people from across Queensland to share, connect and learn from each other. QAIHC has since established a Youth Health Network and drafted a Queensland Aboriginal and Torres Strait Islander Youth Health Strategy to be implemented in 2021.

4 | INTRODUCTION | QAIHC ANNUAL REPORT 2019–20

Sector Reform and moving forward

Arising from the COVID-19 pandemic, QAIHC has been central to coordinating our Sector in harnessing the opportunities of health system reform to create equity of health provision for our community. QAIHC has invested in developing sustainable and effective partnerships between ATSICCHOs and Hospital and Health Services (HHSs), in order to achieve the best possible health and healthcare for all Queenslanders. Ongoing leadership in Sector Reform will lead to improved funding models, network funding agreements developed in a partnership relationship, and increased system accountability leading to a greater transition to community control of health service delivery.

On behalf of the QAIHC Board of Directors I commend the resilience, effort and leadership delivered by QAIHC in the 201920 year. I thank all Directors, those past and current, of not only QAIHC Directors but Directors of the Boards of all QAIHC Members. This has been a year of firsts and I encourage all to continue to serve our community and thank you for my opportunity to do so.

Gail Wason Chairperson, QAIHC

A message from the Executive

The Queensland Aboriginal and Islander Health Council (QAIHC) annual report for this year is all about capturing the achievements and dynamic quality of our Sector and entity during a period which was one of transformation and complexity. QAIHC remained strong in innovation and collaboration and were able to deliver on key funding agreements and service the Sector to provide strength in challenging times. In delivering leadership, advocacy, and Sector advancement, the following points are a summary list of QAIHC accomplishments during this reporting year.

Health Reform

QAIHC has continued its strong advocacy for reform of the health system to ensure health equity for Aboriginal and Torres Strait Islander peoples in Queensland. QAIHC strongly advocated in support of the Hospital and Health Legislation Amendment Bill 2019 which would see every HHS Board have an identified Aboriginal and Torres Strait Islander Director position and every HHS be legally required to develop a Health Equity Strategy.

Policy

QAIHC has responded to a number of Royal Commission issues papers, Parliamentary

Neil Willmett

Glen Peters

Cleveland Fagan

Inquiries and government consultations including but not limited to the COVID-19 response, the Royal Commission into Violence, Abuse, Neglect and Exploitation of people with a disability, the Productivity Commission’s investigations into the Indigenous Evaluation Strategy and Mental Health Draft Inquiry Report, Parliamentary Inquiries into the Queensland Health Legislation Amendment Bill 2019 and a federal Health Legislation Amendment (Data Matching) Bill 2019.

and Medical Research Council, to name a few. Additional growth in Service Integration Projects with Queensland Health as well as Research Grant capacity building is all working toward delivering a stronger and more capable Aboriginal and Torres Strait Islander Community Controlled Health Organisation Sector.

Stakeholder Engagement

Business Processes

QAIHC continued developing business processes to improve data quality, with ongoing Data, Systems and Reporting Workshops and support of the Sector with PenCS licencing.

QAIHC co-designed with Members the final draft of the nKPI Manual for Best Practice and Medical Director. QAIHC has continued to deliver the Accreditation Our Way model of managing accreditation needs and continued to support Members to maintain 100 per cent of clinical accreditation where eligible to do so.

Research

QAIHC has continued to increase its partnership activity with research institutions including CSIRO, University of Queensland, QIMR Berghofer, National Health

Workforce Plans

In July 2019, QAIHC joined with the PHN’s, Queensland Health and North Cost Aboriginal Community Controlled Health in developing options for Aboriginal and Torres Strait Islander Health Worker/Practitioner training. In December 2019 QAIHC hosted the first consultation on the National Health Workforce Plan which recognises the need for a specific Aboriginal and Torres Strait Islander Workforce Plan.

QAIHC also contributed to the Indigenous Health Workforce Traineeship Program discussion held by NACCHO.

Events

QAIHC held the inaugural QAIHC Youth Health Summit which was attended by approximately three hundred Aboriginal and Torres Strait Islander young people from across the state. QAIHC also maintained the ongoing Clinical Leaders Forum, Policy Network, and the QAIHC Youth Health Network activity during the pandemic.

On behalf of the Sector, QAIHC engaged with PHN’s, hospitals and other mainstream health organisations on key areas of expertise; maintained ongoing contact with Members, NACCHO, NIAA, DOH, PHN’s, Queensland Health and other Queensland Government Departments and NGO’s. QAIHC also maintained representation on an extensive number of national and state meetings and teleconferences during the pandemic.

In March 2020, Neil Willmett resigned as the Chief Executive Officer (CEO) of QAIHC, with the Board appointing General Manager of Corporate Services, Glen Peters, to act in the CEO role. Albeit a tough time to commence recruitment, the QAIHC Board made the decision in August 2020 to direct appoint a new acting CEO, Cleveland Fagan.

The executive of QAIHC wishes to thank and encourage the entire QAIHC team for their dedication, resolve and integrity in supporting the strategic goals of QAIHC. In serving, your efforts have made a positive difference to those in most need. Finally, a big thank you to the QAIHC Board of Directors, for their commitment to and support of QAIHC over the last 12 months.

QAIHC ANNUAL REPORT 2019–20 | INTRODUCTION | 5

QAIHC Brisbane Office Opening The Queensland Aboriginal and Islander Health Council’s (QAIHC) new premises at 36 Russell Street, South Brisbane was officially opened by community leaders on 15 August 2019.

Celebrating QAIHC’s unwavering commitment to advocating for health equity for Aboriginal and Torres Strait Islander peoples, the opening included a smoking ceremony and was attended by special guests such as Member Services, Hall of Fame inductees, stakeholders, staff and government officials.

The move into the new office reflected the growing needs of the Sector and the need for QAIHC to expand its workforce to continue to deliver essential services to our Members.

6 | INTRODUCTION | QAIHC ANNUAL REPORT 2019–20

Our Highlights

QAIHC ANNUAL REPORT 2019–20 | HIGHLIGHTS: THE YEAR IN REVIEW | 7

Our Highlights

A number of significant accomplishments were achieved during the 2019–20 financial year for the Queensland Aboriginal and Islander Health Council. They highlight QAIHC’s professionalism, Member and stakeholder engagement, increased Sector visibility, and organisational sustainability.

Research and Evidence Research and Evidence is responsible for working with Members to identify Sector-wide health priorities based on evidence; to develop data sets that can be used to inform public policy development and health program commissioning; and undertake consultations that contribute to Sector Development activities.

Partnerships

A memorandum of understanding was established with the Australian Institute for Suicide Research and Prevention (AISRAP) of Griffith University in June 2020.

QAIHC are a founding member of the Aboriginal and Torres Strait Islander e-Health Research

8 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

Collaboration with CSIRO, Queensland University of Technology, The University of Queensland (UQ) Centre for Online Health and Queensland Health.

Post-Doctoral Research Fellow collaboration with CSIRO commenced in April 2020 for the development of the M THer Platform for gestational diabetes management. Funding is for a three-year fellowship specific to the needs of Aboriginal and Torres Strait Islander women.

Suicide prevention and social determinants of health bi-monthly meetings with the Queensland Mental Health Commission and UQ commenced in April 2020.

Bi-monthly meetings and research presentation forums have been ongoing with the Menzies School of Health Research and QAIHC commenced in May 2019.

QAIHC was appointed as a member of the Lowitja’s Institute Member’s Community.

Consultations

A jurisdiction Coroner commissioned QAIHC to provide an expert report regarding the suspected suicide of an Aboriginal and Torres Strait Islander person in Queensland.

Participated in stakeholder consultation in September 2019 to provide input into the framing and priorities of the National Injury Prevention Strategy to create a national focus on injuries and their prevention.

Provided advice in March 2020 regarding Suicide Postvention to a sporting organisation.

Research Snapshot Research projects (funded/ unfunded/proposals and partnerships) commenced during the 2019–20 financial year: 19 Funded1: 3 (totalling $605,000 between 12 months and 36 months in duration) Research project submissions2: 5 Letters of support 3 (research): 6

Participated in stakeholder consultation with KPMG in June 2020 for National Safe Spaces Network Scoping on the feasibility of a national approach to delivering a Safe Spaces Network and key factors that should inform consideration of the model of care, governance, accreditation and implementation.

Dissemination

Published the following Sector Leader magazine articles: – Data Rooms; introduced in Sept/Oct 2019, Edition 11.

Topics include: Maternal Health, Youth, Older persons, Sexual Health, Rheumatic Heart Disease, Immunisation, Cancer – Why data quality matters (July/Aug 2019, Edition 10)

– Customising mobile health technology for our models of care (July/Aug 2019, Edition 10) – 2019 Murri Carnival Cohort Study articles published (July/Aug 2019, Edition 10 and Nov/Dec 2019, Edition 12)

– Informed decision making (Sept/Oct 2019, Edition 11 ) – Adding genomics into the mix in primary health care (Sept/Oct 2019, Edition 11 )

– 123 RHD Free evaluation of health promotion materials (May/June 2020, Edition 15)

– Health Information Team (May/June 2020, Edition 15)

– Suicide Prevention Referral Pathways Project (May/June 2020, Edition 15) In October 2019, QAIHC presented at the annual Women’s Action for Mums and Bubs (WOMB) facilitators and investigators meeting in Cairns about different approaches to research activities and ways that QAIHC engages and consults with Members and community.

In September 2019, QAIHC contributed to the following publication: Preston, R., Rannard, S., Felton-Busch, C… Farmer, J. (2019). How and why do participatory women’s groups (PWGs) improve the quality of maternal and child health (MCH) care? A systematic review Protocol, BMJ Open, 9(9), 1-6.

Ethics

Scoping consultations commenced to explore viable options for a QAIHC Human Research Ethics Committee (preliminary scoping only,

in preparation for Sector consultation).

Provided advice and guidance on ethics and research methodology for 15 research projects specifically involving Aboriginal and Torres Strait Islander peoples.

Engaged with the Office of Research Ethics and Integrity, UQ to help ensure that research that affects Aboriginal and Torres Strait Islander people and communities is done in a culturally appropriate way.

Formalised confidentiality agreements and reviewed five ethics applications submitted to the UQ Human Research Ethics Committee for research involving Aboriginal and Torres Strait Islander peoples.

Research projects

Queensland Murri Rugby League Carnival Cohort Study

QAIHC partnered with the Arthur Beetson Foundation, the Institute for Urban Indigenous Health and Queensland Rugby League to deliver the annual Queensland Murri Carnival in 2019. The Carnival involved teams across Queensland, including Cairns and the wider areas of the Gulf Region,

Mackay, Rockhampton, Hervey Bay, the Greater South-West and parts of the South East.

The 2019 event was the first in a three-year cohort study being led by QAIHC, aiming to improve understanding of the effectiveness of sporting and cultural events as enablers to promote health access and health literacy4. The study also explores whether participation in the Carnival as a Player, Official or a Spectator increases health literacy and health care access, and whether this leads to improved lifestyle and positive health behaviour change. Data collection, including two-month and six-month follow-up surveys for the 2019 cohort has been finalised and analysis is ongoing.

Preliminary findings have been communicated in Sector Leader Magazine and will be submitted for publication.

Women’s Action for Mums and Bubs (WOMB) study

Women’s Action for Mums and Bubs (WOMB) trial5 tests the effectiveness of community participation in improving Aboriginal and Torres Strait Islander maternal and child health (MCH) care and outcomes.

The stepped wedge intervention involves the formation of PWGs (groups of women in a

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 9

Our Highlights

community interested in MCH improvement) at ten sites across Australia. Community participation involves training local facilitators of PWG groups, supportive engagement with local MCH data through workshops, PWGs identifying and prioritising issues and strengths and co-implementing solutions with health services.

Outcomes are measured with yearly MCH audits, costeffectiveness and process evaluation. If successful, the WOMB trial will provide rigorous evidence supporting community participation as a means for improving MCH in Aboriginal and Torres Strait Islander communities, moving towards closing the gap in health outcomes across the lifespan.

With a consortium led by James Cook University, the WOMB trial also includes representatives from Members, facilitators and health workers from ATSICCHOs, along with Aboriginal and Torres Strait Islander researchers from across Australia. QAIHC provides in-kind research support to the project. Funders are the National Health and Medical Research Council (NHRMC), James Cook University and University Centre for Rural Health, University of Sydney.

Exploring the use of m-Health to support women with diabetes in pregnancy

Between 12 and 14 per cent of pregnant women are affected by gestational diabetes mellitus (GDM) causing short- and longterm health complications for mothers and their babies. In partnership with the Australian eHealth Research Centre (a joint venture of CSIRO), QAIHC are exploring the feasibility of the Mî‚Š THer platform for diabetes in pregnancy. The platform utilises a smartphone application and web-based portal. Using a Bluetooth enabled glucometer, mothers are able to record their blood glucose to an app which transmits to the portal and can be viewed by clinicians. This reduces the need for face to face appointments and facilitates a more timely and accurate review of blood glucose levels.

The project will provide much needed insight into the adoption of m-Health technologies into regional areas and the potential barriers to successful utilisation going forward.

Maternity Services Integration Project

QAIHC developed and was subsequently successful in securing funding for the Maternity Services Integration Project. The project seeks

10 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

to support ATSICCHOs to work with their local HHS and develop an integration activity that promotes improved information sharing, partnerships, collaboration and seeks to highlight key barriers and enablers to Aboriginal and Torres Strait Islander women experiencing quality and culturally safe maternity services care.

Suicide Prevention Referral Pathways Project

Funded by the Suicide Prevention in Health Initiative of Queensland Health, the Suicide Prevention Referral Pathways Project is a collaboration between ATSICCHOs, HHSs, community service providers and people with a lived experience of suicide for developing culturally appropriate and responsive suicide prevention, including development of culturally appropriate resources.

Two ATSICCHO sites and their respective regional HHSs are taking part in the project to ascertain and demonstrate the feasibility of the referral pathways within the context of ATSICCHO Models of Care and HHS clinical pathways.

An evaluation framework has also been developed and will include consideration of the

effectiveness of a dedicated Suicide Prevention role within QAIHC as a resource to support suicide prevention activities in ATSICCHOs. Urban Hearing Pathways Project In partnership with Hearing Australia, the Urban Hearing Pathways Project is exploring possible service enhancements to improve the ear and hearing health of Aboriginal and Torres Strait Islander children aged 0-5-years of age. Spanning three urban settings across three states, the Urban Hearing Pathways Project will map the Aboriginal and Torres Strait Islander ear and hearing health services of each jurisdiction

The three sites are Midland in Western Australia, Newcastle in New South Wales and Ipswich in Queensland, involving Kambu Aboriginal and Torres Strait Islander Corporation for Health.

The purpose of service mapping is to identify the geographic spread and reach of ear and hearing health services for community, as well as any gaps, overlaps or duplication of services. Service mapping information will be evaluated for alignment with clinical guidelines for the management of otitis media (middle ear disease).

123 RHD Free

The 123 RHD Free health promotion evaluation was completed, with a subsequent presentation to the Queensland Health RHD-AP Education Working Group.

Sexual Health

An evaluation of the Implementation of Sexual Health Worker positions in Community Organisations as part of the North Queensland STI Action Plan was completed.

Health Information Team (HIT)

HIT have delivered 176 Medicare Benefits Schedule (MBS) reports over four quarter time points from July 2019 to June 2020. They also produced and released Regional (North, South and total Queensland) Snapshot reports in July 2019. HIT supported internal and Member requests through completion of 15 data requests. From July 2019 to June 2020, data extracts from 42 clinics were uploaded each month into the secure PATCAT database hosted at QAIHC. QAIHC purchased Cat PLUS software licenses for Members for all data submitting services for use within their organisation for data interrogation, reporting and quality improvement exercises.

HIT have provided ongoing technical and reporting support to Members to troubleshoot and utilise CAT4 and other system related support.

In July 2019, HIT held a Data Systems and Reporting Workshop in Brisbane which had 18 attendees from 10 Members and covered a range of data and system priority areas including EMR data report training, CAT4 training and informative presentations from internal and external stakeholders.

HIT continues to provide articles to Sector Leader Magazine on topical data related content.

Ongoing engagement with external stakeholders including Queensland Primary Health Networks (PHN), Queensland Health, the Australian Bureau of Statistics, CSIRO, Queensland Health, the Department of Health and the Australian Digital Health Agency are also important collaborations to ensure health information advancements and emerging priority areas are able to be shared with Members in a timely manner.

Report Redesign Working Group Convened in June 2019, 15 Members with representation from across the state will play an integral role in shaping QAIHC’s heath information reports for release in the 2020/21 period.

1 Funded: 1.1 Suicide Prevention Referral Pathways Project, $275,000 (July 2019–June 2020); 1.2 M THer Platform for Diabetes in Pregnancy in partnership with CSIRO, $300,000 (April 2020 – April 2023); and, 1.3 Hearing Health Australia, Urban Hearing Pathways Project, in partnership with Kambu, $30,000 (December 2019–30 September 2020) 2 Research Proposal Submissions: 2.1 Sexual Health Research Fund Grant in collaboration with UQ, Queensland Injectors Health Network (QuIHN) and Youth Link. Total available funding $100,000 over two years; Enhancing blood-borne virus harm reduction services for Aboriginal and Torres Strait Islander people who inject drugs through improved engagement, $15,895 [total $97,993] over 24 months (January 2021 – December 2022); 2.2 NHMRC Ideas Grant in collaboration with UQ, The Bar Association of Queensland, QIMR Berghofer, Queensland Health and Griffith University. Total available funding $2.5 million over 3 years; ‘Advancing non-discriminatory, rights-based access to health services for Aboriginal and Torres Strait Islander peoples; 2.3 NHMRC Ideas Grant in collaboration with UQ and the Mater. Total available funding $5 million over 3 years; ‘Life course research and cohort studies allow us to understand the influence of parents, grandparents and the environment on current health and their implications for future generations’; 2.4 Suicide Prevention Australia Innovation Grant in collaboration with Griffith University. Total available funding $100,000 over 12 months; ‘Suicidality and intersectionality among Aboriginal and Torres Strait Islander peoples’; and, 2.5 Women & Change. Total available funding $50,000 over 12 months; ‘123 RHD Free health promotion materials’.

3 Letters of Support: 3.1 Capacity building for outcome evaluations within two Aboriginal and Torres Strait Islander alcohol and other drug residential rehabilitation services in Queensland (Capacity building for outcome evaluations); 3.2 COVID-19 Real-time Information System for Preparedness and Epidemic Response (CRISPER); 3.3 CT lung cancer screening in Indigenous populations; 3.4 Implementation and Evaluation of a Telementoring Dementia Care Service – Dementia ECHO; 3.5 Deadly Ears: Working together to create a healthier future for Indigenous children; and, 3.6 Referral Pathways Genetic Health Services for Aboriginal and Torres Strait Islander Queenslanders.

4 Health literacy refers to a person’s ability to access, understand and apply health information towards making positive health decisions.

This includes all areas of health and well-being.

5 Trial registration: Australian New Zealand Clinical Trials Registry, (ANZCTR): ACTRN12618000945224.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 11

Our Highlights

Policy The QAIHC Policy Team advocate on behalf of Members. To ensure the team presents the right message, the views and input of Members are sought on important consultations. This year the team strengthened their consultation processes through the establishment of a Policy Network, a Policy Matters e-newsletter, a youth steering committee and through providing ongoing support to the Clinical Leaders Forum (CLF).

Policy Network

To create opportunity for Members to provide strategic direction and leadership to improve Queensland’s Aboriginal and Torres Strait Islander health outcomes, as determined by Members, the Policy Network was established in July 2019.

Membership consists of 30 active representatives from 18 ATSICCHOs. Since commencing, the Network met ten times, including two out of session meetings to discuss the Closing the Gap Refresh, Path to Treaty and the QH Health Reform proposal. The Network shared information on current and emerging health policy issues, identified Sector-wide trends in health policy, provided advice, input and feedback on policy development, and identified and shared Sector opportunities.

Notable guests included three Royal Commissioners from the Royal Commission into Violence, Abuse, Neglect and Exploitation of people with disability and Haylene Grogan, the Queensland Chief Aboriginal and Torres Strait Islander Health Officer.

12 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

Policy Matters

To share important information and provide opportunity for Members’ input on policy submissions in between Policy Network meetings, the Policy Matters e-newsletter was established. 11 Policy Matters emails were distributed in the period with an average 41.5 per cent open rate and 33.5 per cent click rate.

Youth Health Network

To ensure youth health issues are addressed adequately and appropriately, QAIHC has established an Aboriginal and Torres Strait Islander youth steering committee (the Youth Health Network) made up of young leaders from around Queensland nominated by their local ATSICCHO. Clinical Leaders Forum (CLF)

To inform QAIHC’s clinical advocacy and provide examples of the Sector’s adaptability and innovation in service delivery, QAIHC Policy Team support the CLF which is Chaired by Dr Lucy Morris (GP Registrar) supported

by Dr Sophia Couzos (Consultant Public Health Physician). The CLF met for two days in September 2019 and March 2020, and have participated in more regular virtual meetings since March 2020 due to the COVID-19

pandemic. Membership of the CLF is open to QAIHC Full Members and Regional Members’ clinical leaders (Medical Practitioner, Practice Manager, Practice Nurse, Aboriginal and Torres Strait Islander Health Worker/Practitioner) with their CEO’s endorsement.

How QAIHC advocated for the Sector

Policy advocacy often requires a multi-pronged approach. To ensure the views of Members were heard across all levels of Government, the team were involved in a variety of policy activities which included: writing submissions: 13 submissions on topics that include health equity, injury, mental health, healing, health information, data management, disability, obesity, cardiac health, kidney care, the Indigenous Evaluation Strategy and Medicare systems. speaking at Parliamentary Inquiries: Angela Young presented to the Parliamentary Inquiry into the Health Legislation Amendment Bill 2019, advocating for health equity and an end to institutional racism.

Queensland Aboriginal and Torres Strait Islander Community Controlled Health Organisations’

Model of Care OUR COMMUNITY

SOCIAL ENVIRONMENT

FAMILY CENTRED

WE ADVOCATE & RESEARCH

REPORT supporting NACCHO’s advocacy: the team actively engaged in the NACCHO Policy sub-committee meetings and contributed to approximately 80 per cent of NACCHO’s requests for submission input (15 submissions). This included topics such as fetal alcohol spectrum disorder (FASD), homelessness, the Northern Australia Agenda, waste management and recycling, the CATSI Act, mental health, the National Disability Insurance Scheme (NDIS), disability, obesity, ethical research guidelines, rural allied health and the Closing the Gap Refresh. The team also provided advocacy for the need for NDIS systems change to address institutional racism and barriers to access. publishing documents and referencing them in other advocacy activities: five documents were published on the QAIHC website which promote the Sector and the Sector’s work, including: Queensland ATSICCHO’s Model of Care booklet, Oral Health Report, Youth Health Summit Report, NDIS and the ATSICCHO Sector Report and the NDIS Capacity Project: Cape York Report.

participating in steering committees and working groups: including the Coalition of Peaks, Queensland Aboriginal and Torres Strait Islander Health Partnership (QATSIHP) Forum, Rheumatic Heart Disease (RHD) Steering Committee, Advancing Kidney Care 2026 working group, the Queensland Aboriginal and Torres Strait Islander Cancer Strategy Steering Group, and the Growing Deadly Families Working Group. supporting the development of strategies, documents and products: including the Queensland Aboriginal and Torres Strait Islander Cancer Strategy, the review of the 2019 RHD Action Plan Annual Report, the 123 RHD Free resource packs, and the Growing Deadly Families Strategy. writing Sector Leader Magazine articles: Policy articles featured in the Sector Leader Magazine increasing the reader’s awareness of important topics.

1

OUR CENTRES

OUR ORGANISATIONAL STRUCTURE

ADOPTED NOVEMBER 2019

WITH

JENNY GILLETT SENIOR POLICY OFFICER, QAIHC

QAIHC advocates to eliminate racism in hospitals

QAIHC STATEWIDE

Clinical Leaders

In December 2019 a Bill that paves the way

Aboriginal and Torres Strait Islander peoples.

The legislation states that the strategies

for the elimination of institutional racism in

must be developed through consultation with

our hospital and health services (HHS) was

Aboriginal and Torres Strait Islander peoples.

introduced by the Labor Government into Queensland Parliament.

Forum

QAIHC believe that Aboriginal and Torres Strait Islander peoples deserve equitable access to our health system. And we know that institutional racism exists—it can be seen through the high rates of largely preventable cancers being diagnosed late, through Aboriginal and Torres Strait Islander peoples not wanting to go to hospitals to see specialists, through long oral health waiting times and the lack of data collected specifically on Aboriginal and Torres Strait Islander peoples.

5–6 March 2020 Level 1 Training Room 36 Russell Street, South Brisbane

QAIHC has been strongly advocating for change.

If passed, this bill will make a number of the recommendations that QAIHC has been calling for legally binding on HHSs. The Health Legislation Amendment Bill 2019 recommends that the Hospital and Health Boards Act 2011 will be updated in three important ways:

3) All HHS Boards must have one or more members who are Aboriginal and Torres Strait Islander peoples.

On 7 February 2020, Angela Young, QAIHC’s General Manager—Policy and Research, presented to the Health, Communities, Disability Services and Domestic and Family Violence Prevention Committee who have been charged to review the proposed Bill.

Ms Young spoke of the merit of supporting this Bill; of the great opportunity it presents for HHS to renew their perspectives on procurement, policies and procedures to ensure that they are inclusive of Aboriginal and Torres Strait Islander peoples’ perspectives. She emphasised that these simple changes will go a long way to addressing unconscious bias that exists in the current health system.

You can access QAIHC’s submission to the

1) Guiding principles will be embedded into the foundation of the Act:

Committee by emailing policyteam@qaihc.com.au and watch Ms Young’s presentation here:

a. “a commitment to achieving health equity for Aboriginal people and Torres Strait Islander people” b. “a commitment to the delivery of responsive, capable and culturally competent health care to Aboriginal people and Torres Strait Islander people.”

2) All HHS will be required to develop and publish an “Health Equity Strategy”—a plan to ensure that equitable health services are provided to

Sector Leader M AG A Z I N E

POLICY

tv.parliament.qld.gov.au/Committees?reference= C5384#parentVerticalTab5.

QAIHC commends the Government and Queensland Department of Health for introducing this important piece of legislation. We encourage you to tell your Member of Parliament about how important this Bill is to you so that it can pass through parliament before the October general election.

Sector Leader M A G A Z I N E

| March/April 2020

| March/April 2020

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Aboriginal and Torres Strait Islander Oral Health Care in Queensland

Highlights of our work this year...

Increase in patient visits and denture work We saw a 6% increase in patient visits from 6,406 in 2014-15 to 6,799 this year. There was also 24% increase in denture/lab work from 377 in the previous year to 469. We also started undertaking some orthodontic cases.

Health promotion is at the core of our work During the year we participated in a number of health promotion activities including NAIDOC where we gave away toothbrushes, toothpaste and oral health information. Our dental assistants also worked with the Murri School focussing on oral health promotion activities with the students and their families.

Expanding our service Funding was approved for the extension of our Other areas in the community where the Healthy HEALTHY LIFESTYLE Woolloongabba dental lab and an additional surgery.

Lifestyle Program is involved are: Ensuring our staff are skilled PROGRAMS BUILDING Playgroup – provides supportTo for Indigenous This work willSTRONG be completed by the end of •2016. ensure our dental staff are up-to-date all staff CONNECTIONS parents, carers and families along with access Infection Control Update Radiation Safety to Allied Health providers whoattended attend the Goondir is continuing to improve the health playgroup with key information about early and wellbeing of the St. George and Oakey Training, CPR and completed the First Aid and Hand Working with our community for our community childhood development especially for 0 -5 communities through the Healthy Lifestyle year olds.

Program. The program continues to build strong Hygiene Australia Module. Other courses included: During the year we formed a number of key partnerships with key stakeholders such as the • Community walking groups – providing local schools, playgroups, Indigenous Sport and World Congress in Dental Traumatology, Practical a safe environment for participants to partnershipsRecreation including: placements of 5th year officer, Queensland Police, Allied participate in physical activity.

Professionals anddental Mens, Womens and Oral Surgery, Dental Assistant’s Conference and University of Health Queensland students, vocational • School holiday activities – conducting local Elders groups. cooking programs and physicalAnalgesia/Nitrous activity through Oxide Training. placements for Certificate III in Dental Assisting The healthy Lifestyle Program in St George has Traditional Games to educate as well as keep re-established the local Elders Group to assist the kidsIUIH active during the school holidays. students from Southbank TAFE and worked with them with activities such as participating in the • After school activities – assisting with 60+ games as well as day trips to cultural and on denture and crown &planning bridge referrals dental afterschool activities by conducting cooking sites, providing ongoing health education and programs and a variety of physical activities assisting with healthy lifestyle choices such as student placement. cooking and physical activity.

through a variety of different sports.

Our work in action...

Over the school holidays, while swimming in the pool, accidents are bound to happen! Vernon cracked his tooth. He thought he couldn’t smile again!

Big shout out to the Woolloongabba Dental Clinic.

33

Now he can’t stop smiling.

Child Wellbeing

IN

2017-2018 the Child Wellbeing Team has continued to provide high quality service delivery to families across the region, keeping children safe, healthy, happy and thriving. This year has been a very successful and rewarding time for the Child Wellbeing Team in particular with the Culturally Appropriate Foster and Kinship Care Service. In 2017-18 we have seen a significant increase in the number of expressions of interest from people in the community to become carers, following a targeted marketing and advertising campaign.

The program has been re-licensed until February 2021, folllowing our success with our community.

Adelaide Saylor, Mum

Aboriginal and Torres Strait Islander children are 8.5 times more likely to be placed in out of home care than nonIndigenous children, and 43.5 % of our children are not placed with kin or other Indigenous carers when placed in out of home care. Our Recognised Entity team has continued to work towards ensuring our children are placed with kin immediately or as soon as practical when our families are subject to departmental involvement. In 2017-18, our Recognised Entity was able to link in with the newly established Legal Health Check Clinic on site to engage clients involved with child safety matters, as many families are not represented or supported through this process from a legal perspective.

2017/ 2018 ANNUAL REPORT 023

.

Our Work, Our Year Committee Secretary, Health, Communities, Disability Services and Domestic and Family Violence Prevention Committee, Parliament House, George Street, Brisbane QLD 4000.

13

Sent by email health@parliament.qld.gov.au 06 January 2020 Dear Mr Hanson, Health Legislation Amendment Bill 2019 Every Aboriginal and Torres Strait Islander person in Queensland should have access to good healthcare. The disease burden for younger people is predominantly due to mental health and injury. Cardiovascular disease, cancer and respiratory disease predominantly burden our older peoples (aged 50+). Hospital and Health Services (HHSs) provide a vital function for Aboriginal and Torres Strait Islander peoples in Queensland.

We believe the Department of Health’s recommended changes through the Health Legislation Amendment Bill 2019 will strengthen the capability and effectiveness of HHSs. In particular, QAIHC supports: •

•

• •

•

The change in nomenclature from ‘Indigenous’ to ‘Aboriginal and Torres Strait Islander’ (part 3, clause 6).

QAIHC recommends that the Government use the term “Aboriginal and Torres Strait Islander peoples” to reflect the multiple and distinct groups of peoples in Queensland.

The explicit commitment and guiding principle to achieving health equity for Aboriginal and Torres Strait Islander peoples and to deliver responsive, capable and culturally competent health care to Aboriginal and Torres Strait Islander peoples (part 3, clause 8) The mandatory requirement for each HHS board to have an identified Aboriginal and Torres Strait Islander Director position (part 3, clause 11) The addition of “skills, knowledge and experience in Aboriginal and Torres Strait Islander health and community issues relevant to the operation of the Service” as a recommended skill set to be represented on the board (part 3, clause 11) The requirement for each HHS to develop (through community consultation) and publish a Health Equity Strategy to achieve health equity for Aboriginal and Torres Strait Islander peoples in the provision of health services by the HHS (part 3, clause 13 and 14)

As the peak body for the 26 Aboriginal and Torres Strait Islander Community Controlled Health Organisations in Queensland we fully support the changes proposed. We believe these changes will set in motion important steps to reduce institutional racism within the health system and improve access to tertiary health care in Queensland.

Should you wish to discuss any aspect of this letter, please contact Angela Young, General Manager Policy and Research (angela.young@qaihc.com.au / 0417 080 203).

QAIHC SUBMISSION TO THE Royal Commission into Violence, Abuse, Neglect and Exploitation of People with a Disability SUBMISSION Health care for people with cognitive disability

April 2020

Yours sincerely,

Neil Willmett Chief Executive Officer Queensland Aboriginal and Islander Health Council

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 13

Our Highlights

What QAIHC achieved

2019–20 was an important year for Aboriginal and Torres Strait Islander health policy with a major shift occurring in Government approaches in recognising the need for genuine partnerships with Aboriginal and Torres Strait Islander peoples.

QAIHC’s achievements would not have been possible without the support of the Sector and the tireless and consistent advocacy work undertaken by Sector Leaders in past years and for that we are grateful. Based on this history of strong advocacy, in 2019-20, QAIHC: supported systems change: most notably through support of the Health Amendment Legislation Bill 2019 progression through Parliament and actively participating as a member of the Coalition of Peaks. influenced the Closing the Gap Refresh: based on Member feedback, QAIHC advocated for the inclusion of a target for sustainable growth for ATSICCHOs and data, both have been included in the Priority Reforms.

helped Governments better understand health equity and the need for service integration, resulting in QH now engaging with the Sector in health reform aiming for systems integration. provided a strong COVID-19 response (pages 28–31). created a platform for the Youth Voice at the inaugral Youth Health Summit. This work will be carried forward into 2020–21 (pages 24–27). increased awareness of principles of selfdetermination, the ATSICCHO Model of Care and importance of codesign, partnerships and accountability amongst government policy writers. consistently advocated on the failings of the NDIS to NDIS and NACCHO, building the evidence base for essential changes. created stronger partnerships and established relationships with disability service peak bodies. increased awareness of oral health opportunities with the Queensland Chief Dental Officer and QH.

14 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

ensured Sector involvement and representation in the development of government policies and strategies, including the Queensland Aboriginal and Torres Strait Islander Cancer Strategy (draft) and the Queensland Growing Deadly Families Strategy (now launched). increased focus and understanding of holistic health, social determinants and the ATSICCHO Model of Care through consistent advocacy and messaging in written submissions.

launched and expanded the Maternity Services Integration Project (MSIP), funded by Queensland Health, which aims to improve the maternity journey of mothers birthing Aboriginal and Torres Strait Islander babies in Queensland. The project includes placebased projects, member consultation for resources and a Statewide Report.

Sector Development The Sector Development business division regularly engages with Members and also provides a range of services which are focused on health prevention and intervention. These programs and services support Members to achieve greater service delivery outcomes across the State.

The Sector Development division consists of the following team areas: Population Health and Disease Management; Workforce Developement; Organisational Capacity Building and Support; and, Social and Emotional Wellbeing (SEWB).

Highlights

Provided advice to mainstream organisations as required to support cultural safety in health-related matters QAIHC has promoted the Queensland ATSICCHO Sector Model of Care as an example of best practice service delivery for Aboriginal and Torres Strait Islander peoples.

Delivered cultural induction training to GP Registrars, clinicians and allied health practitioners through the Workforce Cultural Educator.

Contributed to various workforce plans Provided Members with support to revise and develop key documents including: – Business continuity plans, influenza preparedness plans and pandemic preparedness plans.

Drafted a sector workforce strategy.

Continued to deliver SEWB workforce training and ongoing support.

Is a member of various workforce committees: – JCU GP Training Strategic Leadership Council – Primary Health Network (PHN) Joint Regional

Mental Health, Alcohol and Other Drugs Implementation Plan Steering Committee and Workforce Working Group – CheckUP Health Industry Skills Advisory/Industry Reference Group – SkillsIQ Aboriginal and Torres Strait Islander Health Worker Industry Reference Committee (reviewing the Aboriginal and Torres Strait Islander Health Worker Training Package) – Health Industry Training Advisory Committee—for the Aboriginal and Torres Strait Islander Health Worker Training including for maintaining ASQA and AHPRA Registered Training Accreditation.

Coordinated and sourced providers for the following training for Members:

pages 20–21) and Breakthrough Our Way resources were developed and continue to be rolled out across the state within and beyond the communitycontrolled sector. Significant advocacy continues to be undertaken by this team which resulted in contributions to the Queensland AOD Service Delivery Framework, the Queensland Mental Health Commission’s Don’t Judge and Listen report and Queensland Health’s Drug and Alcohol Service Program Modelling project. The team also: supported the development of the PHN/HHS Joint Regional Mental Health, Alcohol and Other Drug Implementation Plan which includes strategies for improving equity of access to services and identifying cultural safety initiatives/ training for mainstream staff across regions

– Medical Administration

continued delivery of Breakthrough Our Way

– Hearing Health.

worked with Torres Health to convert the Breakthrough Our Way program into Creole.

– Practice Management

Population health and disease management

Alcohol and Other Drugs (AOD)

Resources for staff and community members relating to alcohol and drugs were developed by the AOD team.

Specifically, the Eyez On Ice (see

Diabetes

QAIHC revised My Health for Life (MH4L) facilitator training making it more culturally appropriate and delivered it via a train-the-trainer model with its Members.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 15

Our Highlights

Pamle Yarning Session

ST

T

R

E

BREAKTHROUGH

NG CUL

U

RO

T R I BE

PAM

LE

TI

ES

isconnection is e disease reconnection is e c re

Aunty Lorraine Peters, Marumali Healing Program

Immunisation support was provided to the Sector through the provision of resources and promotional materials, education and Member support to assist and enhance Aboriginal and Torres Strait Islander immunisation rates across the early years.

Renal

QAIHC’s support for the Sector in addressing renal failure occurred through the Renal

Developed the Sexual Health Care Pathway; a framework for sexual health screening, treatment and referral pathways.

Provided feedback on Queensland Aboriginal and Torres Strait Islander Blood Borne Viruses and Sexually Transmissible Infections Action Plan 2019–2022.

16 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

NG

lapse/ relapse

lapse/ relapse

4.

1.

Not worried Be a io r to change

(e.g. drug and/ or alcohol use)

Trying

lapse/relapse

3.

2.

Thinking Decis

ion

etting ready

BREAKTHROUGH

Pamle Yarning Session

VACCINATE on time to KEEP BUBBA SAFE DUE ON:

4 YEARS 1 needle

BIRTH

2 needles

18 MONTHS 4 needles

O

safe

4 MONTHS

2 needles 1 medicine

6 MONTHS 2 needles E

your bubba and your mob

2 MONTHS 2 needles 1 medicine

12 MONTHS 4 needles

DU

Keep

6 MONTHS+ Annual flu jab

Speak to our friendly staff :

ON:

N

DUE

DUE ON:

Immunisation

ATSICCHO Sexual Health Workforce Network developed the ATSICCHO Sexual Health and Wellbeing Core Principles outlining the role of a sexual health worker as the cultural connection between community and the ATSICCHO Model of Care.

NI

ti ing to it

Pamle

Sexual Health

QAIHC continued its participation and efforts to address the syphilis epidemic in North Queensland. The lack of a permanent sexual health workforce within the community-controlled health sector is a barrier to addressing this epidemic.

AR

5.

DUE ON:

Members were supported for hearing health activities through access to training, tools, resources and linkages to state and national hearing and audiology programs such as Deadly Ears and Hearing Assessment Program – Early Ears (HAP-EE). A second Hearing Health officer has been added to the team and is based in the Cairns office.

LE

O

Hearing

Seasons of Change

E

The Health Alliance overseeing MH4L consist of Diabetes QLD, Stroke Foundation, Heart Foundation, Ethnic Communities Council, QAIHC & PHN’s QLD.

Health project. The Renal Health project seeks to establish visiting Nephrology services to Members for clients with stage two and three kidney disease to slow or prevent progression to dialysis or kidney transplant.

DU

Worked more with the needs of the ATSICCHO how they could benefit running a MH4L program within their communities.

N:

Stay up-to-date with bubba’s jabs.

N:

EO

DU

Register with your local Health Service for reminders.

DO IT FOR COMMUNITY

PROTECT your mob

GET THE FLU SHOT

GET VACCINATED Speak to our friendly staff Pneumoccoccal disease Varicella zoster Hepatitis A Pertussis

Speak to our friendly staff The yearly flu shot is available for everyone from six months old

Workforce development The Sector Development Division coordinated and/ or delivered a number of training and professional development activities for our Members’ workforce throughout the year. This training included, but is not limited to the following: – Diploma of Leadership and Management – Diploma of Counselling – Diploma of Professional Practice Leadership for Practice Managers – Certificate IV in Mental Health – Certificate IV in Alcohol and Other Drugs – Certificate IV in Aboriginal and Torres Strait Islander Primary Health Care – Certificate III in Community Services – Certificate III in Business Administration (Medical) – Certificate III in Addictions Management and Community Development – Cultural Education – Phlebotomy Training – Wound Management Training – Medicare Training – Credible Communications for Frontline Staff

– My Health for Life facilitator training – Breakthrough Our Way facilitator training Staff continue their involvement and advocacy with a number of workforce committees and planning groups in relation to training and health service delivery to Aboriginal and Torres Strait islander populations.

Preliminary conversations began in relation to the development of a QAIHC Sector Workforce Strateg in 2021.

Medicare

Medicare training­— QAIHC continued support for Members with ongoing Medicare advice and support.

This workforce support has contributed to $2.9 million (7.1%) growth in Medicare revenue amongst QAIHC Members between 2018 and 2019.

During COVID-19 restrictions, training was offered and delivered via 14 Microsoft Teams meetings.

Medicare item claiming reviews: QAIHC Members requested a review of the Medicare items/services to assist with improving the

Medicare services provided to their clients.

Professional Development: – Coordination of Certificate III in Business Administration (Medical) 2019 and 2020. Workshops were held in 2019 for all students, though during COVID-19 restrictions QAIHC requested UNE Partnerships (RTO) to offer the students online webinars to assist with completion of this qualification.

– Coordination of Diploma of Professional Practice Leadership for Practice Managers. Workshops were held in 2019 and further support has been provided to the students who commenced this qualification with Health Workforce Queensland providing additional funding to offer the students a further workshop in 2020.

– Wound Management Workshops were offered in Brisbane and Cairns to the QAIHC Members for Practice Nurses, Aboriginal and Torres Strait Islander Health Workers and Aboriginal

and Torres Strait Islander Health Practitioners, though because of COVID-19 restrictions these were postponed from March until February 2021.

Organisational capacity building and support Continuous Quality Improvement (CQI)

Drafted the CQI strategic and operational plan that guides the CQI program of work.

Due to COVID-19, the 2020 CQI Our Way Forum was postponed.

Distributed Data Reference Manuals.

Hosted two Data Information and Continuous Quality Improvement Network (DICQIN) meetings.

Provided advice regarding the implementation of the National Framework for Continuous Quality Improvement.

Collaboration with the Centre for Research Excellence— STRengthening systems for InDigenous health care Equity (CRE-STRIDE).

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 17

Our Highlights

Social and Emotional Wellbeing

The QAIHC Social and Emotional Wellbeing Workforce Development Support Unit (SEWB WDSU) is funded by the National Indigenous Australians Agency (NIAA) (formerly Prime Minister and Cabinet). The SEWB WDSU provides training and support to build the capacity and responsiveness of the Aboriginal and Torres Strait Islander SEWB workforce in Queensland, inclusive of frontline staff, supervisors and managers.

The role of the QAIHC SEWB WDSU is to: encourage organisations which employ the SEWB workforce to support their training and professional development

promote continuing education monitor and co-ordinate the professional development for the SEWB workforce where required hold regular jurisdictional SEWB workforce forums each calendar year to provide peer support, networking and sharing of best practice models across the SEWB workforce.

Highlights QAIHC’s SEWB approach to purchasing training is based upon the principles of self-determination and empowerment. This means that the QAIHC SEWB WDSU liaises with services to seek their preferences for training

establish close working relationships with the SEWB workforce and Registered Training Organisations to deliver nationally recognised training to meet the mandatory minimum qualifications complete an annual Training Needs Analysis for all members of the SEWB workforce

18 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

providers and then purchase the relevant training through the normal quotation process. It is evident that this ‘user choice’ approach has been accepted by services with the provision of local training resulting in improved completion rates for the workforce in obtaining their qualifications.

There are now 35 services (over 41 sites) with staff numbers remaining stable, sitting at 275 as of June 2020. There is minimal staff turnover across the organisations as staff are able to access high quality training through the QAIHC SEWB WDSU, as well as participate in non-accredited training to enhance the

development of individuals in their positions.

A total of 23 graduates for 2019-2020 with approximately 30 individuals currently undertaking accredited training, ranging from Certificate III in Community Services through to the Diploma of Counselling. The SEWB WDSU is supporting the SEWB and Alcohol and Other Drugs (AOD) workforce in obtaining mandatory minimum accredited qualification requirements. In the 2019–20 financial year eight graduation ceremonies were expected for the Certificate IV in Mental Health and Diploma of Counselling. Due to COVID-19 restrictions some will be rescheduled in 2021.

State Members’ Conference

On 21 November 2019, QAIHC Members came together to participate in a day of information sharing and discussion at the annual QAIHC State Member’s Conference in Brisbane. It was important to QAIHC that Members were provided with contemporary information and to stimulate discussion about Sector priorities.

Members heard an inspiring conversation hosted by QAIHC’s Mary Martin AM with Chief Aboriginal and Torres Strait Islander Health Officer, Haylene Grogan. The First Assistant Secretary, Commonwealth Department of Health, Gavin Matthews gave an informative presentation sharing his vision and program insights for the Department’s Indigenous Health Division in 2020.

QAIHC’s Chief Executive Officer, Neil Willmett provided The State of the Sector address, presenting on the financial health of the Sector in 2019.

Neil congratulated Members on their successes and implored them to continue to diversify their means of generating income in an environment where government funding is becoming more elusive.

Short information sessions were provided by Medicare, Fair Work Australia and QAIHC. Two topical panel sessions, Workforce and Rural and Remote Servicing sparked energetic conversation amongst Members and some unique solutions to these Sector concerns were shared.

Members were also able to interact with QAIHC staff as they presented some of the organisation’s significant pieces of work from 2019 at QAIHC’s business unit stalls which were set up in the venue’s concourse.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 19

Eyez on Ice

Eyez on Ice is a new resource that has been developed to assist and support health professionals when engaging with families and young people impacted by substance use, particularly crystal methamphetamine (Ice).

Funded by the Queensland Government Mental Health Alcohol and Other Drugs (MHAOD) Branch and developed for the AOD-Our-Way 2 Project, in consultation with community, sector and clinical experts across Queensland, Eyez on Ice focuses on two key elements: the 4Rs (Respect, Recognise, Respond and Reconnect)

are supported when impacted by substance use. A Decision Point has been added to the Stages of Change Our Way model to help health professionals and families identify when an individual is ready for change.

A Learning Circle encompasses the model indicating that at every stage, the person is learning things about substance use and how to make good choices about healthier living.

The social aspect of Stages of Change has been defined in the Eyez on Ice resource.

Stages of Change Our Way. The 4Rs highlight what health professionals, parents, family members or carers can do to support a person experiencing substance use.

The Stages of Change Our Way model has been developed as a tool for guiding the way people

With a community-led response focus, Eyez on Ice discusses how families can support someone impacted by substance use; how to respond to critical incidents;

Family

Young P

20 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

eople

harm reduction strategies and how to keep themselves and others safe.

The Eyez on Ice pack includes: health professional information pack family worksheets animated videos wallet cards wristbands

fridge magnets USBs

tote bags.

To find out more about Eyez on Ice, please contact QAIHC on 3328 8500 and ask to speak to the AOD team.

Health Professionals

What are drugs?

Why people use drugs

Drugs (including alcohol) are substances when taken or administered into the body has a physiological effect. Drugs can affect the way we think, feel and behave.

Psychoactive drugs may be divided into three categories:

Stimulant

Depressant

Hallucinogen

Reduce physical and emotional pain

Lose weight

Stress

Stay awake

Stop the voices that some people hear

Rehabilitation Services

LSD

Boredom

Your local Health Service:

Magic mushrooms

Detoxification/ Withdrawal Services

Peer/ Community Support Groups

Land

Fit in with friends

Reconnect

Family

Home support

To belong

Cope with grief and loss

Cannabis

Mental wellbeing

Culture

Counselling

Have fun and celebrate

Out of curiosity

Tobacco

Physical wellbeing

Referral*

Go to sleep

Alcohol

Reconnecting

*There can be waiting lists for treatment services.

Decision to change

Socialise

Cultural reasons

Crystal Methamphetamine

Treatment journey

Assessments

As selfmedication to forget and cope with problems

Assessments will be done throughout a client’s treatment and healing journey

Gain confidence To relax and experience a ‘high’

Your local Health Service:

Spiritual wellbeing

Your local Health Service:

Community

Relationships

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 21

Primary Health Network Memorandum of Understanding

QAIHC signs historic Australian agreement to improve Indigenous health in Queensland.

On Wednesday 11 September 2019, the Queensland Aboriginal and Islander Health Council (QAIHC) and all Queensland Primary Health Networks (PHNs) signed an historic Memorandum of Understanding (MOU) in Canberra at the National PHN Conference.

This MOU signing saw all Chairpersons and Chief Executive Officers (CEO) from all seven Queensland PHNs join

forces with QAIHC and commit to meeting quarterly and working together to improve Aboriginal and Torres Strait Islander health in Queensland.

It is the first type of agreement in Australia between a peak Aboriginal and Torres Strait Islander health organisation and multiple PHNs and is based on shared principles, mutual recognition and supports future collaboration between the parties.

QAIHC CEO, Neil Willmett said that this is great news for QAIHC Members and the more than 186,000 Aboriginal and Torres Strait Islander people who live in Queensland.

“The parties have been striving to improve health outcomes in

Queensland. Working together will now assist in accelerating improvements though a much needed collaborative approach.”

Agreements like this between

The MOU was initiated by QAIHC in 2017 and is an outcome that QAIHC is proud of.

indirectly improve Aboriginal

“There was considerable goodwill by both parties and this helped finalise this historic MOU. Importantly, it is practical,” said Mr Willmett.

QAIHC and the Queensland PHNs brings together expertise and

leadership and will directly and and Torres Strait Islander health in Queensland,” said Ms Wason.

Key Points This is a three year agreement.

QAIHC Chairperson Aunty Gail Wason said improving Aboriginal and Torres Strait Islander health is more complex than most people think.

All seven Queensland

“Poor health is a harsh reality for many Aboriginal and Torres Strait Islander people. However, QAIHC and our Members are working to change this.

least four times a year.

PHNs signed the MOU. QAIHC and Queensland PHNs will now meet at A QAIHC and PHN

Working Group will

be formed to develop an annual workplan that will identify

areas of concern in health, priorities

and opportunities to collaborate.

Chairpersons of QAIHC and all Queensland PHNs will meet annually.

QAIHC will share

outcomes of this MOU with the Sector.

22 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 23

2019 QAIHC Youth Health Summit

On 12 September 2019 approximately 300 young Aboriginal and Torres Strait Islander people attended the inaugural QAIHC Youth Health Summit (the Summit) in Brisbane. The participants travelled from a diverse range of rural, remote, regional and urban communities across Queensland to attend the event. The Summit was designed to ensure young people were respectfully engaged, emotionally and culturally inspired, educated, and most importantly given a platform to share their voice.

The theme for the Summit was Calm Minds, Strong Bodies and Resilient Spirits encompassing a holistic approach to wellbeing.

With QAIHC’s commitment to self-determination in mind, young people led the conversation about their health and wellbeing needs and provided their thoughts and feelings through written and oral feedback.

Delegates heard from inspirational keynote speakers and facilitators and were provided with the opportunity to share their own experiences and tell QAIHC how the Sector

24 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

can best support them. Young people shared inspiring stories about complex health and wellbeing issues they were facing, and made suggestions of how those issues could be addressed to achieve the best possible health outcomes.

QAIHC provided a culturally safe environment for participants, speakers and staff including ensuring participants were grouped together with peers and family groups from their community, designing workshop formats to adhere to cultural protocols and using culturally appropriate language. In consideration of the social and emotional wellbeing of participants, an Aboriginal and Torres Strait Islander Social and Emotional Wellbeing Clinical Support Team and a private space was made available at the venue for consultation if required. The team were made accessible for those who may have felt confronted, concerned or triggered by content at the Summit or were looking for an opportunity to consult on personal matters.

Young people represent the largest part of the Aboriginal and Torres Strait Islander population in Queensland and we are obligated to care, provide

opportunities and keep them safe. QAIHC recognise young people’s expertise, perspective and authority on their own health and wellbeing and are committed to developing solutions with them.

The Summit was a resounding success. The knowledge, wisdom and enthusiasm shared by our young people was inspiring and it was clear from feedback that young people view health holistically, with health connected to mind, body and spirit.

The Summit has been central to the development of the Queensland Aboriginal and Torres Strait Islander Youth Health Strategy (the Strategy) that will support our young people to thrive with calm minds, strong bodies and resilient spirits.

The Summit was proudly sponsored by the Queensland Government, Queensland Mental Health Commission, CheckUP, SAHMRI, Northern Queensland PHN, Darling Downs and West Moreton PHN and Western Queensland PHN.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 25

26 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

Youth Health Network

To ensure youth health issues are addressed adequately and appropriately, QAIHC has established an Aboriginal and Torres Strait Islander youth steering committee (the QAIHC Youth Health Network) made up of young leaders from around Queensland nominated by their local ATSICCHO.

The Youth Health Network provides an opportunity for Aboriginal and Torres Strait Islander youth (18 to 29 years of age) to come together to discuss and make recommendations concerning Aboriginal and Torres Strait Islander youth health and wellbeing. Network membership is open to representatives from each of the 16 HHS jurisdictions, with the endorsement of the local ATSICCHO. On 29 January 2020 the first QAIHC Youth Health Network (the Youth Network) meeting took place. Since then the Youth Network have met bi-monthly and have: defined the Youth Network’s Terms of Reference developed their leadership skills through a rotational chair role actively been involved throughout the process of the development of the Strategy, providing feedback on the draft Strategy and its recommendations discussed ideas for a 2020 Youth Health Summit (which were disrupted by COVID-19) expanded to a membership of 11 young people from seven Member Services

identified factors that will support sustainability of the Youth Network shared best practice examples of local youth activities developed as a group of peers.

The primary role of the Youth Network is to: lead the annual QAIHC Youth Health Summit lead the development and implementation of the Strategy develop and recommend policy solutions to address health related issues and concerns of Aboriginal and Torres Strait Islander youth in Queensland.

QAIHC would like to acknowledge and thank all young people who attended the Summit for their contribution in the development of this Strategy and the Youth Health Network members for their ongoing contribution to ensuring the Strategy is actioned.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 27

QAIHC’s COVID-19 Response

On 25 January 2020, the first case of COVID-19 was confirmed in Australia— a person who had recently returned from Wuhan to Melbourne. It was around this time that the World Health Organisation advised that although the illness was relatively mild for young adults and children, older persons and persons with pre-existing medical conditions developed serious illness. In light of the burden of disease profile for Aboriginal and Torres Strait Islander peoples, this revelation was an additional cause for concern for the Sector.

Coronavirus H E A LT H A L E R T

Please read before you enter the clinic Do you have any of the following?

LOSS OF SMELL

SHORTNESS OF BREATH

If you do, follow these instructions:

LOSS OF TASTE

COUGH

FEVER

1

Wash your hands with soap and water or use antibacterial gel

2

Apply a face mask over your nose and mouth

SORE THROAT

3

Tell reception about your symptoms immediately

Q-0090/08-2020

Stop the spread Visit health.gov.au/health-topics/novel-coronavirus

28 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

In response, QAIHC began

collaborating with Queensland Health (QH), Members, State

Clinicians, the Commonwealth Government and NACCHO to ensure Aboriginal and

Torres Strait Islander peoples in Queensland were prepared and safe should the virus

impact Queensland as it had started to across the world.

QAIHC represented the Sector on the following COVID-19 response teams: Aboriginal and Torres Strait Islander Advisory Group on COVID-19 State Health Emergency Coordination Centre (SHECC) QH’s First Nations COVID-19 Advisory Group Weekly then fortnightly meetings between QAIHC and the Chief Aboriginal and Torres Strait Islander Health Officer COVID-19 Remote Point of Care Testing (PoCT) Program Steering Committee (QLD) with the Department of Health and Kirby Institute.

In addition to the above response teams, QAIHC also regularly provided advice on

QH policies and programs regarding COVID-19. This included advocating for social and cultural issues intensified by this public health crisis such as Sorry Business, housing and homelessness, food security, social and emotional wellbeing, mental health, alcohol and other drugs, justice and child protection.

Community messaging

QAIHC placed importance on ensuring the messages getting out to community were culturally safe and appropriate.

In total more than 30 separate pieces of communication materials (posters, e-messages, flyers, plans, magnets) were created and shared with Members and stakeholders.

The materials were also re-published and/or used by ten different organisations.

In addition to this, QAIHC: Designed and delivered a regular Coronavirus Update distributed via email which commenced 9 March to almost 200 separate accounts (individual and organisational).

Developed the QAIHC COVID-19 resource page

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 29 Advocated dvocated for better provision of emergency accommodation and for an Aboriginal and Torres Strait Islander-specific testing strategy.

Provided ovided support through the Clinical Leaders Forum and Medicare advice to support an agile transition to telemedicine and to keep Member Services aware of the Medicare and Pharmacy Benefit Scheme (PBS) changes.

Provided Pr ovided information to Members of the requirements of COVIDSafe workplaces under Safe Work Australia and the transition to work from home.

school (if you can’t do this from home.

Start a

ng difficulty breathi If you are having unwell and it is an or are seriously triple zero (000) emergency, call

Main Carer contact:

l service and Call your local medica doctor tment with your make an appoin (13 43 25 84) or call 13-HEALTH

(Family member

(Child’s name)

’s name) This plan is to help

family caring for:

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(fo

r?

family caring for:

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How often

(e.g. twice a day)

medical appointm

ents coming up?

Yes  No 

What are the things Bub loves to do — activities, books, TV shows, websites , games, apps etc:

KNOW THE SYMPTOMS OF

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(Family member’s name)

If you are having difficulty breathing or are seriously unwell and it is an emergency, call triple zero (000)

This plan is to help family caring for:

Call your local medical service and make an appointment with your doctor or call 13-HEALTH (13 43 25 84)

ents coming up?

medical appointm Doctor: Clinic: Phone: Date: Time:

Doctor: Clinic: Phone: Date: Time:

Do they have any

Main Carer contact:

to eat?

Shopping list:

What makes them feel worried?

allergies?

Your local Health

family member like

What makes them feel happy?

member take?

How much

(e.g. 20ml or 2 tablets)

(e.g. Ventolin) Shopping list:

Bub’ Care Plan ice phone:

Yes  No 

family member both Do you and your and phone credit? have a working phone

(fold along dotted lines)

er get sick, r care of Bub? y known medical

What are Bub’s favourite foods and what won’t Bub eat?

(Child’s name)

THROAT

How much

SORE THROAT

(CORONAVIRUS)

TOMS OF

Main Carer contact: This plan is to help

Clinic:

FATIGUE

(e.g. 20ml or 2 tablets)

COUGH

Bub’ Care Plan

KNOW THE SYMP

SORE THROAT

oes Bub take?

FEVER

you and your mob

at home Keep mob

Provided Pr ovided systems support for Members including advice on Member’s pandemic plans (COVID-19 focus), integrating COVID-19 the focus with emergency response plans, work health and safety elements, and risk management planning (required for certification purposes).

COUGH

Service phone:

ET : T FO RG DO N’ et paper Toil remote Soap, for TV Batteries

TOMS OF

Doctor: Clinic: Phone: Date: Time:

Advocated dvocated for ATSICCHOs to be included in surge workforce planning discussions and contact tracing training.

Q-0090

Regularly shared emergency Regularly management plans between the Sector on the QAIHC Coronavirus Update (twice weekly/weekly).

Held eld regular meetings (escalated to weekly as required) with the QAIHC Clinical Leaders Forum to share emergency management plans and clinical practice ideas/ methods. Peer support was the key success of these forums.

A ssisted Members with the Assisted development of COVID-19 safe practices in the management of their clinics.

COVID-19 safe clinic management

Dis tributed information for Distributed Members on Government Stimulus Packages, and supported applications made for JobKeeper payments.

Provided rovided community messaging through the Sector Leader Magazine, social media, radio and print media. which generated 3,492 page views from 10 March–30 June, with an average of two minutes and 30 seconds spent on the page per view.

l service and Call your local medica doctor tment with your make an appoin (13 43 25 84) or call 13-HEALTH ng difficulty breathi If you are having and it is an unwell ly serious or are triple zero (000) emergency, call

FEVER

(CORONAVIRUS)

COVID-19 KNOW THE SYMP

(fo

r? er get sick, r care of Bub? y known medical

Do both of Bub’s carers have a working phone and phone credit? conditions?

What are Bub’s favourite foods and what won’t Bub eat?

oes Bub take?

How much

How often

(e.g. 20ml or 2 tablets)

(e.g. twice a day)

medical appointm

ents coming up?

Doctor: Clinic: Phone: Date: Time:

Yes  No 

What are the things Bub loves to do — activities, books, TV shows, websites , games, apps etc:

Shopping list:

Bub’s Care Plan

KNOW THE SYMPTOMS OF

COVID-19 (CORONAVIRUS)

FEVER

COUGH

SORE THROAT

llergies?

What medicines

What are Bub’s and favourite foods eat? what won’t Bub

ns? known medical conditio

does Bub take?

If you are having difficulty breathing or are seriously unwell and it is an emergency, call triple zero (000)

What are the things Bub loves to do — activities, books, , TV shows, websites games, apps etc:

How often

(e.g. twice a day)

(e.g. 20ml or 2 tablets)

Shopping list: Does Bub have any

Call your local medical service and make an appointment with your doctor or call 13-HEALTH (13 43 25 84)

GET : DON ’T FOR r pape Soap, Toilet ies Formula, Napp s eal y sna TV remote Batteries for

ice phone:

Yes  No 

carers have a Do both of Bub’s phone credit? working phone and

Who will be Bub’s main carer? get sick, If Bub’s main carer care of Bub? who will take over Does Bub have any

How much

Medicine name

(e.g. Ventolin)

FATIGUE

ents coming up?

medical appointm Doctor: Clinic: Phone: Date: Time:

Doctor: Clinic: Phone: Date: Time:

QAIHC placed importance on ensuring the messages getting out to community were culturally safe and appropriate.

This plan is to help family caring for:

(Child’s name)

Does Bub have any

Main Carer contact:

Your local Health

ET : T FO RG DO N’ et paper Toil Soap, ppies la, Na Formu sna s remote eal y for TV Batteries

allergies?

Service phone:

QAIHC’s COVID-19 Response

Implementation of respiratory clinics

As a member of the Aboriginal and Torres Strait Islander Advisory Group on COVID-19, QAIHC advocated for ATSICCHOs to be included as priority for Commonwealth-funded respiratory clinics, including raising Members’ voices that they wanted to deliver Aboriginal and Torres Strait Islander specific services.

Point of Care testing (PoCT)

Supported information sharing and encouraged ATSICCHOs to consider the Commonwealth Respiratory Clinic program.

Assisted with PoCT for remote Members.

Advocated for PoCT for ATSICCHOs in Queensland on the National Advisory Group meeting and on the Remote Point of Care Testing Steering Committee with Department of Health (Commonwealth) (DoH) and the Kirby Institute.

Flu vaccination programs Kept on top of flu vaccine supply through weekly, then fortnightly meetings with the QAIHC Clinical Leader’s Forum. QAIHC supported areas of need by raising gaps with QH.

Staying Safe

medicare matters

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30 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

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Advocated with QH for PoCT in ATSICCHOs when there was significant opposition for PoCT to be conducted outside of the Queensland Health laboratory environment.

Coronavirus is serious and it’s spreading People may be at a greater risk of catching COVID-19 and getting sicker than other people if they: drink alcohol too much smoke use drugs are sick or have a chronic health condition (heart disease, respiratory disease asthma, diabetes, renal).

If you have one or more of these conditions—or live/spend a lot time with someone who does— you should limit your contact with others immediately.

Here are som communicat of Coronavir

Stay home if place to stay

Wash your h water for at especially be cash or injec other people

Use hand sa good) if soap (obtained fro

Do not shake difficult, so u goodbye wit

Don’t share equipment l other injecti surfaces), pi straws/bank

Don’t share cigarettes w

Don’t smoke from the gro

Keep condom sex. Kissing

Handling cas using cash w should wash after handlin

Prepare you handling or equipment, touching you

“As a Sector we have worked incredibly well together and look forward to ensuring our communities and Members are as protected and prepared as possible, even as we start looking forward to the path of ‘recovery’.”

Gail Wason

Personal protective equipment (PPE)

Assisted Members with obtaining supplies of PPE and hand sanitiser.

Obtained flexible funding for all ATSICCHOs in QLD through the BHP Vital Resources Funding round. Many used this funding to source PPE. Worked with private suppliers and philanthropists (including Price Waterhouse

AOD

vice for lcohol

me messages you can te to help stop the spread rus:

Wipe down drug packages, wraps and surfaces with wipes and/or concentrated alcohol-based cleaners (60 per cent or more alcohol is good).

Avoid hiding drug bags or wraps inside your body.

f you are sick, or if you don’t have a y, avoid getting too close to others.

Be prepared and ready for drug shortages.

Have a backup plan by stocking new drug using equipment, medications (like your usual prescription medications and paracetamol), food and drinks.

Your local Aboriginal and Torres Strait Islander health service

If you feel like you are going into withdrawal you should seek medical care and if you think it’s an emergency contact 000 for an ambulance. Make sure you have drinks with electrolytes in them like sport and energy drinks and food with fibre.

You can also get advice from ADIS 24/7 Alcohol and Drug Support for counselling, information and advice at any time on 1800 177 833 or by visiting adis.health.qld.gov.au

hands regularly with warm soapy least 20 seconds and dry your hands, efore and after using drugs, handling cting equipment, being in contact with e, or being in public spaces.

anitiser (60 per cent or more alcohol is p and water is not available, or swabs rom a Needle and Syringe Program).

ke hands, hug or embrace. This is use different ways to say hello and thout touching like hand signals.

ANY injecting, smoking and snorting like needles and syringes (including ing equipment like spoons and ipes/bongs, pen tubes, vapes/e-cigs, knotes etc for snorting.

ANY alcoholic drinks, pills, joints or while smoking.

e used cigarettes (dumpers) ound, ashtrays and bins.

ms handy and don’t have unprotected can also spread coronavirus.

sh can spread coronavirus, be careful when buying and selling drugs, you h your hands or use hand sanitiser ng cash.

ur own drugs. You should avoid touching other people’s drugs and and stop other people from urs.

For more information and support contact:

Alcohol and Drug Service and Needle and Syringe Program

If continuing to use opioids like heroin, oxycodone or morphine, you should plan and prepare for opioid overdose by having some naloxone (naloxone is an overdose reversal medication) or something like that on hand and ensure you use in a safe place and with someone you trust.

If you are seeking treatment, talk to your counsellor, doctor or an alcohol and drugs service about how you can keep getting your medication.

Especially if you are infected, quarantined or directed to self-isolate by authorities. Someone else can collect your medicine if you give them your authority. Talk to your doctor about arranging this.

Treatment services may not be available particularly residential rehabilitation centres, if you are dependent on any substances, it might be time to consider opioid treatment like buprenorphine or methadone. Ask for help if you are dependent on opioids and want to consider opioid treatment.

ADIS also provide information and advice for family, friends and health professionals Homeless Hotline 1800 474 753 can provide referral assistance DV Connect 1800 811 811 Mensline 1800 600 636 QuIHN for Needle and Syringe Programs 1800 172 076.

For a list of other Needle Syringe Programs including pharmacies visit health.qld.gov.au/public-health/topics/ atod/queensland-needle-syringeprogram.

For more detailed information on COVID-19 visit the Department of Health website qld.gov.au/health/conditions/healthalerts/coronavirus-covid-19

Sector Leader M AG A Z I N E | May/June 2020 2020 | May/June

SOCIAL DISTANCING

Two big steps apart

1 1.5m

2

Coopers Indigenous Consultancy) to connect ATSICCHOs to organisations supplying PPE. Collected weekly surveys (Needs Analysis) from ATSICCHOs requesting ‘live’ information of resource need (workforce and PPE) and advocated for relief.

Advocated to QH and DoH for ATSICCHOs to have access to national stockpiles, including for aged care and disability workers.

Bio-security zones

Assisted Member and State Government with the implementation of biosecurity instruments for remote communities.

Collaborated with CheckUP to ensure their providers were following necessary community visiting protocols.

Supported the Premier, Chief Health Officer and Chief Aboriginal and Torres Strait Islander Health Officer with communications and logistics in bio-security zones.

Advocated for Members in bio-security zones to be included in QH bio-security plans and raised issues of concerns in discrete communities.

QAIHC ANNUAL REPORT 2019–20 | OUR HIGHLIGHTS | 31

2019 QAIHC Awards for Excellence

The 2019 QAIHC Awards for Excellence were held in Brisbane on 21 November 2019. More than 145 people came together from across the state to recognise and celebrate the outstanding achievements of individuals and organisations within the Aboriginal and Torres Strait Islander Community Controlled Health Organisation Sector.

An overwhelming number of Members submitted nominations—a true reflection of how dedicated the Sector is to delivering essential services to communities across the state. In a first for the awards there was a tie for the QAIHC Leader of the Year Award category.

The winners of the 2019 QAIHC Awards for Excellence are: QAIHC Member of the Year Award—Galangoor Duwalami Primary Healthcare Service

QAIHC Leader of the Year Award—Veronica Williams and Gary White QAIHC Patient Satisfaction & Service Excellence Award—NPA Family and Community Services Aboriginal and Torres Strait Islander Corporation QAIHC Innovation Excellence Award— Cunnamulla Aboriginal Corporation for Health QAIHC Partnership Excellence Award— Institute for Urban Indigenous Health.

The 2019 QAIHC Awards for Excellence were proudly sponsored by:

32 | OUR HIGHLIGHTS | QAIHC ANNUAL REPORT 2019–20

2019

Our Governance

QAIHC ANNUAL REPORT 2019–20 | OUR GOVERNANCE | 33

Our Governance

QAIHC relies on its Board of Directors to effectively govern the activities and relationships that make up our organisation.

Good governance is embedded in the practices and procedures that help the QAIHC Secretariat do their work effectively and openly in an environment where roles and responsibilities are clearly understood.

The QAIHC Board of Directors ensure that our organisation has a secure long-term future by: establishing the organisation’s strategic direction and priorities interacting with key stakeholders to inform them of achievements and ensuring they have input into determining strategic goals and direction regularly scanning the external operating environment to ensure that the organisation’s strategic direction remains both appropriate and achievable monitoring organisational performance and evaluating the achievement of the strategic and business plans and annual budget outcomes reporting back to Members at the Annual General Meeting (AGM) establishing the policy framework for governing the organisation from which all operational policies and actions are developed

34 | OUR GOVERNANCE | QAIHC ANNUAL REPORT 2019–20

ensuring the organisation has appropriate corporate governance structures in place including standards of ethical behaviour and promoting a culture of corporate and social responsibility defining key relationships between the organisation and its stakeholders and other key individual and organisations/groups appointing, setting targets in order to evaluate the performance of and reward as appropriate, the CEO monitoring CEO and organisational compliance with the relevant federal, state and local legislation and bylaws, and with the organisation’s own policies providing advice and guidance to the CEO as required assessing risks facing the organisation, establishing a risk management plan and monitoring compliance evaluating the effectiveness of the organisation as a Board.

Board of Directors

The QAIHC Board of Directors consists of up to nine directors including an elected Chairperson and Deputy Chairperson, five QAIHC Region directors, and up to two independent directors.

The Board of Directors oversee the work of the Secretariat and monitor the Constitution to ensure that the rules are being followed. They also make recommendations on issues concerning membership, identify and clarify policy issues, and oversee the Strategic Plan.

2019–20 Board of Directors The Board of Directors included: Gail Wason, Chairperson Sue Andrews, Deputy Chairperson Dallas Hure, Far North Queensland Director Gary White, South and South West Queensland Director

The Board of Directors are also responsible for the appointment of the CEO, setting performance expectations, and providing advice and guidance to the CEO.

Stella-Taylor Johnson, South East Queensland Director Michael Illin, North and North West Queensland Director Thalep Ahmat, Central Queensland Director Dr Steve Hambleton, Independent Director.

2019–20 Board of Directors meetings The number of QAIHC Board of Directors meetings held during the financial year are as follows: Director

Status

Eligible board meetings

Attended board meetings

Gail Wason

Chairperson

6

5

Sue Andrews

Deputy Chairperson

6

6

Dallas Hure

Far North Queensland Director

6

6

Gary White

South and South West Queensland Director

6

6

Stella Taylor-Johnson

South East Queensland Director

5

5

Michael Illin

North and North West Queensland Director

6

6

Thalep Ahmat

Central Queensland Director

6

3

Steve Hambleton

Independent Director

6

6

QAIHC ANNUAL REPORT 2019–20 | OUR GOVERNANCE | 35

Gail Wason

Sue Andrews

Gary White

Stella Taylor-Johnson

Chairperson

Deputy Chairperson

South East Queensland Director

Gail is the Chief Executive Officer of Mulungu Aboriginal Corporation Primary Health Care Service.

Sue is the Chief Executive Officer of Gurriny Yealamucka Health Service Aboriginal Corporation in Yarrabah.

South and South West Queensland Director

With more than twenty five years’ experience in Aboriginal health and affairs and an unwavering commitment to improving the health and wellbeing of her community, Gail strives to ensure that the community has access to the full range of high quality, culturally appropriate primary health care services that empowers clients and the community to fully participate in the management of their own health. Her experience includes:

Sue is a Bunaba, Jaru, Bardi woman from the North Kimberley area of WA, now living on the lands of the Gungganghi people of Yarrabah. She has more than ten years’ management experience in the Community Control Health Sector. Sue’s experience includes:

(Djungun / Wakamin)

more than 25 years in Aboriginal Affairs within public and community sectors recent ten years experience in community controlled health management previous experience as a Director in the Indigenous housing sector and as an administrator in the early childhood sectors.

(Bunaba / Jaru / Bardi)

board member Mutkin Residential Aged Care Yarrabah 2016–current

board member Yarrabah Leaders Forum (YLF) 2015– current

board member North Queensland Primary Health Network 2017–current member of the Ministerial Sexual Health Advisory committee 2017–current

past panel member of the National Mental Health Service Planning Framework.

Sue is a firm believer in her people having a greater say and responsibility over the management of their health, and advocates for social change amongst our people and community.

36 | OUR GOVERNANCE | QAIHC ANNUAL REPORT 2019–20

(Ghangulu / Kullilli)

Gary is the Chief Executive Officer of the Goolburri Regional Housing Company and is also Chairperson of the Goondir Health Services (Goondir). Gary was the founding Chair of Goondir, and has been Chair for 25 years.

Gary’s ambition was to provide a health service that would address the prolonged and continuous health issues that has affected our people for many years. It has been said by community Elders and other clients that, ”I wouldn’t be here today if it wasn’t for Goondir.”

Gary has also been instrumental in setting up other meaningful organisations to make our people receive the benefits and support that they rightfully deserve. Gary has had governance training and has numerous certificates in other management areas. Gary sees QAIHC as the vehicle to shape and deliver better health outcomes and advocacy support to our Aboriginal Medical Services for the survival of our people now and for future generations.

(Kamilaroi)

Stella is the Chief Executive Officer of Kambu Aboriginal and Torres Strait Islander Corporation for Health.

The role of a Director with QAIHC is one that Stella is familiar with, having previously been elected to the Board. She brings a wealth of knowledge and history of the functions of the community sector and the roles that organisations such as QAIHC play in the development and purpose of Aboriginal and Torres Strait Islander services.

Stella has many years of experience in the community sector in health, family welfare and education and was instrumental in the implementation of the Recruitment for Queensland Policing and the development of the first Indigenous Mental Health Strategy for Queensland.

She is also a founding Director of the Institute for Urban Indigenous Health. She is proud to have been associated with good people throughout her career, and gained knowledge that forms the foundations for how best to do things.

Thalep Ahmat

Michael Illin

Dallas Hure

Central Queensland Director

North and North West Queensland Director

Far North Queensland Director

(Badu)

Thalep is the Chief Executive Officer of Bidgerdii Aboriginal and Torres Strait Islander Community Health Service.

He has been in this role since September 2012 and has also been the Secretary of the organisation since March 2015.

His experience includes: former Deputy CEO Woorabinda Aboriginal Shire Council 2009 Indigenous Business Strategy: QLD Department of State Development 2012–2019 member of PHN Central Queensland Clinical Council 2015–present board Member St Ursula’s College Limited, Yeppoon 2015–present.

(Bindal / Nywaigi)

Michael is the Chairperson of the Townsville Aboriginal and Islander Health Services and has worked within the health sector for more than 15 years.

Michael has a specific interest in the provision of positive health outcomes and experiences for Aboriginal and Torres Strait Islander consumers in community controlled and mainstream health services.

Michael is passionate about working with vulnerable and disadvantaged youths, and worked in residential care facilities for Indigenous youths for more than 10 years, providing guidance to youths in their childhood and teenage years.

Michael has always been an advocate for Aboriginal and Torres Strait Islanders affairs in North/North West Queensland.

He has gained the greatest learnings from many respected, knowledgeable Elders past and present, who have taught and guided him from an early age.

Michael is employed as Team Leader to Indigenous Liaison Officers in the Townsville HHS and is a facilitator for the Cultural Practice Program that delivers to the wider workforce.

(Wakka Wakka)

Dallas is the Chief Executive Officer of Townsville Aboriginal and Islander Health Services.

He has worked for more than 15 years in the community controlled sector in the areas of Drugs and Alcohol, Employment and Training, Health Worker Workforce, Primary Health Care Aboriginal Medical Services and Counselling. During this time, Dallas successfully achieved tertiary qualifications to embed theory-based knowledge and learnings into practice standards and workforce skills.

With a strong background in business and social policy, Dallas has been a part of major projects in North Queensland.

He is passionate and dedicated to the advancement and sustainability of Aboriginal and Torres Strait Islander people. His experience includes: more than 15 years working in non-government organisation sector recipient of the Michael Kirby Inclusion Award

Dr Steve Hambleton

MBBS FAMA FRACGP (hon) FAICD Adjunct Prof UQ Independent Director Dr Steve Hambleton is a former Federal President and Vice-President of the Australian Medical Association (AMA) 2009–2014.

He was a member of the AMA Taskforce on Indigenous Health in 2005 and was Chair from 2009 to 2014. His experience includes: board member Avant Mutual Group Limited 2014–present board member Digital Health CRC 2018–present co-Chair Medicines Safety Australian Digital Health Agency co-Chair Clinical Reference Group Australian Digital Health Agency Deputy Chair of the Medicare Benefits Schedule Review Taskforce President of the AMAQ Foundation past Chair of the Primary Health Care Advisory Group.

previous senior level State Government public service advocate and leader for LGBTIQ inclusiveness, education and awareness.

QAIHC ANNUAL REPORT 2019–20 | OUR GOVERNANCE | 37

Executive Leadership

The Secretariat is overseen by the CEO who is responsible for the overall success of QAIHC and for making top-level operational decisions. He is supported by three General Managers who are responsible for QAIHC Business Divisions.

Angela Young

Bevan Ah Kee

Policy and Research Division

Sector Development Division

Graduate Diploma of Legal Practice (ANU), Bachelor of Laws (JCU)

Bevan has worked in the Aboriginal and Torres Strait Islander Community Controlled Sector for the past 25 years in the areas of welfare, law, justice and health. He has worked in front-line service delivery positions and has had roles in administration, finance, policy, community engagement and leadership. Bevan was the CEO of Mamu Health Service in Innisfail before returning to QAIHC.

(Kullilli / Koa)

Angela began her career in Canberra as a lawyer with the Department of Employment and Workplace Relations before taking on varied roles in the Australian Government. For the past eight years Angela has been in leadership and senior management roles in Queensland; predominantly engaged in the delivery of Indigenous Affairs programs and most recently for the Indigenous Affairs Group in the Department of the Prime Minister and Cabinet.

Angela brings significant experience in policy and program development, stakeholder management and Indigenous leadership in Government. She is passionate about creating and leading teams to achieve positive and sustainable change and has a keen interest in working with key stakeholders to develop innovative and responsive, community-led solutions for Aboriginal and Torres Strait Islander peoples.

Angela was appointed as the General Manager of Policy and Research in June 2017.

38 | OUR GOVERNANCE | QAIHC ANNUAL REPORT 2019–20

(Kuku Yalanji / Yidinji / Waanyi)

Bevan and his family have a long history in Aboriginal affairs and he is a strong supporter and advocate for social justice.

Having played sport for most of his life, he sees sport as one path (amongst others) to be able to achieve better life outcomes for his people. Bevan is a member of a number of Aboriginal and Torres Strait Islander organisations across health, native title, housing, sport and recreation.

Bevan was appointed as the General Manager of Sector Development in June 2019 after being a Regional Manager for QAIHC for 18 months.

Glen Peters Corporate Services Division Masters of Accounting (QUT), Bachelor of Business (USQ) Glen began a career in the financial sector as a public practice tax accountant. After five years and having progressed to a senior accounting role, he transitioned to the commercial sector commencing within the construction industry.

As the General Manager of Corporate Services, Glen oversees the financial management of QAIHC and is also responsible for the overall management of executive service support, communications and marketing, human resources and information technology.

Glen is a CPA qualified accountant and a registered BAS Agent. In addition, he is a graduate of the Australian Institute of Company Directors.

Glen was appointed as Chief Finance Officer (CFO) in December 2014 before later becoming the General Manager, Corporate Services.

Membership

Category 1: Full Member (with voting rights)

Members: Aboriginal and Torres Strait Islander Community Controlled Health Organisations that deliver primary health care services.

Aboriginal and Torres Strait Islander Community Health Service Brisbane Aboriginal and Torres Strait Islander Community Health Service Mackay Ltd Apunipima Cape York Health Council Ltd 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 Girudala Community Co-Operative Society Ltd

QAIHC plays an active role in supporting our Members. During this period there were 43 QAIHC Members.

Gladstone Region Aboriginal and Islander Community Controlled Health Service (T/A Nhulundu Health Service) Goolburri Aboriginal Health Advancement Co Ltd Goondir Health Services Gurriny Yealamucka Health Service Aboriginal Corporation Injilinji Aboriginal and Torres Strait Islander Corporation for Children and Youth Services

Yulu-Burri-Ba Aboriginal Corporation for Community Health Regional Members: Aboriginal and Torres Strait Islander Community Controlled Regional Bodies that are governed by Members in a QAIHC Region.

Institute for Urban Indigenous Health Northern Aboriginal and Torres Strait Islander Health Alliance

Kalwun Health Service Kambu Aboriginal and Torres Strait Islander Corporation for Health Mamu Health Service Limited 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 Townsville Aboriginal and Islander Health Services Wuchopperen Health Service Limited

Category 2: Associate Member (with NO voting rights)

Associate Member: Organisations that provide health related services. They are entitled to receive notices and attend the Annual General Meeting (AGM) of the Company but are not entitled to speak or vote at the AGM. Biddi Biddi Community Advancement Co-operative Society Ltd Ferdy’s Haven Rehabilitation Services

Gumbi Gumbi Aboriginal and Torres Strait Islander Corporation Link-Up Brisbane Mookai Rosie Bi-Bayan Mutkin Residential and Community Care Indigenous Corporation Ngoonbi Community Services Indigenous Corporation Normanton Recovery and Community Wellbeing Service Pormpur Paanth Aboriginal Corporation Queensland Aboriginal and Islander Alcohol Services Torres Health Indigenous Corporation Winangali Marumali

Category 3: Affiliate Member (with NO voting rights)

Affiliate Member: Organisations that have and interest in QAIHC and its objectives.

Palm Island Community Company

Gallang Place Gindaja Treatment and Healing Indigenous Corporation

QAIHC ANNUAL REPORT 2019–20 | OUR GOVERNANCE | 39

QAIHC Regions snapshot

QAIHC has five defined regions that are contained in the Constitution.

These were determined

by Members after a long consultation process. Each region consists of four to seven full Members.

QAIHC Region by QAIHC Full Members (28) FNQ NNWQ CQ 7

6

4

SSWQ SEQ 5

6

QAIHC Region by total QAIHC Members (43) FNQ NNWQ CQ 14

9

5

FNQ NNWQ SEQ 7

6

6

10

FNQ 14

SSWQ

FNQ NNWQ CQ

4

5

22.18 18.57 11.44

SEQ NNWQ CQ 10

9

QAIHC Region with highest % of Qld Indigenous population

CQ

QAIHC Region by highest number of total QAIHC Members (43)

SSWQ SEQ 5

QAIHC Region by highest number of QAIHC Full Members (28)

5

SSWQ 5

SSWQ SEQ 8.77 39.04

Indigenous percentage of QAIHC Region FNQ NNWQ CQ 15.22

7.81

SSWQ SEQ

4.99

5.46

2.23

Regional Statistics / Population Table Non-Indigenous

Indigenous

Not stated

Total Population

% Indigenous in Regions

% Indigenous in QLD

Central Queensland

371 581.45

21 234.6

32 538.7

425 405.25

4.99%

11.44%

Far North Queensland

205 437.8

41 155.2

23 873.2

270 441.6

15.22%

22.18%

North and North West Queensland

369 632.2

34 450.8

36 901.8

441 060.4

7.81%

18.57%

South and South West Queensland

260 029.55

16 272.4

21 723.3

298 002.75

5.46%

8.77%

South East Queensland

2 994 239

72 442

188 808

3 255 582

2.23%

39.04%

Sub Total

4 200 920

185 555

303 845

4 690 492

3.96%

100.00%

QAIHC Region

Data Source: ABS, 2016 Census – Cultural Diversity. SA2 (UR) by INGP Indigenous Status. Counting: Persons Place of Usual Residence. Data Aggregated by HHS and then QAIHC Region

40 | OUR GOVERNANCE | QAIHC ANNUAL REPORT 2019–20

Torres Health Indigenous Corporation

NPA Family and Community Services Aboriginal and Torres Strait Islander Corporation

QAIHC Member QAIHC Associate Member QAIHC Affiliate Member

NPA Family and Community Services Aboriginal and Torres Strait Islander Corporation

QAIHC Regional Member

Torres Health Indigenous Corporation

QAIHC Member QAIHC Associate Member

Pormpur Paanth Aboriginal Corporation

Far North Queensland

Gindaja MutkinMookai Residential Community Rosieand Bi-Bayan Care Indigenous Corporation Ngoonbi

Pormpur Paanth Biddi Biddi Aboriginal Corporation Normanton Recovery Mamu and Community Wellbeing Services

Wuchopperen Apunipima Ferdy’s Haven Gurriny Palm Yealamucka Island Community Company

Mulungu Biddi Biddi

Normanton Recovery and Community Wellbeing Services

Gidgee Healing Injilinji

QAIHC Regional Member

Wuchopperen Apunipima Gurriny Yealamucka

Mulungu

NATSIHA

QAIHC Affiliate Member

Gindaja Mookai Rosie Bi-Bayan Ngoonbi

Mamu

TAIHS Mutkin Residential and Community Care Indigenous Corporation

North and North West NATSIHA Queensland

Girudala

TAIHS

Ferdy’s Haven ATSICHS Mackay Palm Island Community Company Mudth-Niyleta

Girudala

Gidgee Healing

Bidgerdii

Gumbi Gumbi ATSICHS Mackay

Injilinji

GRAICCHS T/A Nhulundu Health Service

Mudth-Niyleta

Central Queensland Gumbi Gumbi

Galangoor Bidgerdii

CRAICCHS

CWAATSICH

CACH

South and South West Queensland

IUIH Goondir Goolburri

Kambu Galangoor

Carbal CRAICCHS

CWAATSICH

Kalwun

IUIH Goondir

CACH

South East Queensland

GRAICCHS T/A Nhulundu Health Service North Coast Aboriginal Corporation for Community Health

Goolburri Carbal

Kambu Kalwun

Yulu-Burri-Ba ATSICHS Brisbane Link-Up Gallang Place QAIAS Winangali Marumali North Coast Aboriginal Corporation for Community Health Yulu-Burri-Ba ATSICHS Brisbane Link-Up Gallang Place QAIAS Winangali Marumali

QAIHC ANNUAL REPORT 2019–20 | OUR GOVERNANCE | 41

QAIHC Full Members

Tor al and igin bor

HEALTH COUNCIL

l

ity Health Limited

le and Western A rlevil rea sA Cha

CAPE YORK

CWAATSICH

Charleville and Western Areas Aboriginal and Torres Strait Islander Community Health Limited

Galangoor

Duwalami

Galangoor

Duwalami

C100 M88 Y16 K9 C75 M0 Y100 K0 C94 M2 Y12 K0 C96 M1 Y54 K0 Aboriginal & Torres Strait Islander Corporation for Children & Youth Services

Fonts Univers Condensed BreNoelle

REGIONAL MEMBERS

Northern Aboriginal & Torres Strait Islander Health Alliance

42 | OUR GOVERNANCE | QAIHC ANNUAL REPORT 2019–20

Our Organisation

QAIHC ANNUAL REPORT 2019–20 | OUR ORGANISATION | 43

Our Organisation

Queensland Aboriginal and Islander Health Council consists of three important organisational components which work together.

Members As a formal membership organisation, QAIHC looks after the needs of its Members. The ongoing support of our Members is fundamental to QAIHC’s forward work program and ongoing success.

Members have specific rights that allow them to participate in some internal affairs. These rights are detailed in the rules of the organisation that are contained in the Constitution.

Important responsibilities that Members have, include: following rules and approving changes in the Constitution electing the Board of Directors authorising major transactions including the dissolution of the organisation.

44 | OUR ORGANISATION | QAIHC ANNUAL REPORT 2019–20

There are several membership categories defined in the Constitution. Full Members are entitled to vote at elections and on key matters.

QAIHC defines an Aboriginal and Torres Strait Islander Community Controlled Health Organisation using the following criteria, as reflected in the Constitution.

An Aboriginal and Torres Strait Islander Community Controlled Health Organisation: is an independent, not-forprofit organisation, that is incorporated as an Aboriginal and/or Torres Strait Islander organisation has been initiated by, and is controlled and operated

by Aboriginal and/or Torres Strait Islander peoples; thereby acknowledging the right of Aboriginal and/or Torres Strait Islander peoples to self-determination is based in a local Aboriginal and/or Torres Strait Islander community, or communities.

is governed by a majority Aboriginal and/or Torres Strait Islander Board which is elected by members of the local Aboriginal and/or Torres Strait Islander community or communities where it is based; and decision making of the Board is determined by this Board. delivers services that build strength and empowerment in Aboriginal and/or Torres Strait Islander communities and people.

Board of Directors QAIHC’s Board of Directors are a group of individuals from Member organisations (except for the Independent Director).

The Directors are volunteers with the responsibility to ensure that the organisation is well governed and that it remains viable and effective.

The Board of Directors are ultimately accountable for all organisation matters. The Board of Directors is supported by a Company Secretary.

Secretariat The Secretariat is responsible for implementing the Board of Directors (and Chairperson) instructions and the day-to-day running of QAIHC. The Secretariat also advocates on behalf of Members on a range of matters including for better opportunities to improve Aboriginal and Torres Strait Islander health in Queensland.

The Secretariat is overseen by the CEO and supported by the Executive Leadership Team.

Chief Executive Officer

The CEO is responsible for the overall success of QAIHC and for making top-level operational decisions.

The CEO reports directly to, and is accountable to, the Board of Directors for the performance of QAIHC. In addition to the overall success of the organisation, the CEO is responsible for leading the development and execution of long-term strategies, with the goal of increasing value to Members. The CEO responsibilities include: communicating, on behalf of QAIHC, with Members and stakeholders including government entities, and the public leading the development of QAIHC’s short and long-term strategy implementing QAIHC’s vision and mission evaluating the work of other executive leaders within QAIHC maintaining awareness of the Sector challenges and successes, the health system landscape, expansion opportunities, and industry developments ensuring that QAIHC maintains professional standards wherever it does business

assessing risks to QAIHC and ensuring they are monitored and minimised setting strategic goals and making sure they are measurable and describable employing the right people, with the right skills, in the right roles for the right reasons.

Executive Leadership Team (ELT)

In 2017, the CEO established the ELT to lead the implementation of QAIHC’s operational strategy.

The ELT consists of the CEO and General Managers.

Business Divisions

In mid-2017, QAIHC restructured to become a more efficient and effective professional organisation.

This restructure saw the establishment of three business divisions. Each business division is led by a General Manager who is a member of the QAIHC ELT. Each General Manager is responsible and accountable for the performance of their business division. All General Managers report directly to the CEO.

QAIHC ANNUAL REPORT 2019–20 | OUR ORGANISATION | 45

Organisational Structure As of 30 June 2020

Members

Board of Directors

Chief Executive Officer

General Manager, Policy and Research Division

General Manager, Sector Development Division Regional Manager, Northern Queensland

Regional Manager, Southern Queensland

Manager, Health Policy

Manager, Research and Evidence

Manager, Health Programs

Manager, AOD

Manager, SEWB

Public Health Physician

Senior Researcher

Workforce Coordinator, CQI

AOD Project Officer

Regional Coordinator, SEWB

Public Health Registrar

Research Officer

Workforce Coordinator, Cultural Education

AOD Project Officer

Regional Coordinator, SEWB

Senior Policy Officer

Research Officer

Workforce Coordinator, Medicare & Chronic Disease

Senior Policy Officer

Senior Project Officer, Suicide Prevention

Immunisation Coordinator

Senior Policy Officer

Postdoctoral Fellowship

Hearing Health Coordinator

Policy Officer

Data Officer

Hearing Health Coordinator

Senior Project Officer, MSIP

Data Officer

Diabetes Coordinator

Data Officer

Sexual Health Coordinator

Data Officer

Renal Officer

46 | OUR ORGANISATION | QAIHC ANNUAL REPORT 2019–20

Regional Coordinator, SEWB

Executive Leadership Team General Manager, Corporate Services Division

Manager, Communication and Marketing

Manager, Human Resources

Manager, ICT

Manager, Finance

Senior Graphic Designer

Senior Accreditation Officer

ICT System Administrator

Senior Accountant

Communication Officer

Accreditation Officer

Network and Systems Administrator

Accountant

Events Officer

Administration Officer

Network and Systems Administrator

Accountant

Graphic Designer

Administration Officer

Senior Management Team

Bookkeeper Finance Officer

QAIHC ANNUAL REPORT 2019–20 | OUR ORGANISATION | 47

Business Divisions

Queensland Aboriginal and Islander Health Council has three well organised business divisions, each providing specialist support to our Members and the Sector.

Policy and Research Division The Policy and Research Division is responsible for developing QAIHC policy and advising on public policy.

This division assists Members by giving them the opportunity to directly contribute to the development of policies. The Policy and Research division is divided into two teams.

48 | OUR ORGANISATION | QAIHC ANNUAL REPORT 2019–20

Policy Team

The Policy Team is responsible for developing high-quality policy that influences change.

The Policy Team uses evidence to support QAIHC’s policy positions. Policy advice is delivered through submissions, research papers, resources, campaigns, speeches, presentations and in day-today meetings with senior policy makers.

The Policy Team is also responsible for statewide policy campaigns that educate the public and for coordinating the QAIHC Clinical Leaders Forum, the Policy Network and the QAIHC Youth Health Network.

The Policy Team is the secretariat for the Queensland Aboriginal and Torres Strait Islander Health Partnership.

Research and Evidence Team

The Research and Evidence Team is responsible for the identification of Sector-wide health priorities based on evidence, the development of data sets that can be used to inform public policy development and health program commissioning, and the development of research activities that contribute to Sector and inform Sector Development activities.

Sector Development Division The Sector Development Division regularly engages with Members and also provides a range of services which are focused on health prevention and intervention.

These programs and services support QAIHC Members to achieve greater service delivery outcomes across the state. The Sector Development Division is divided into three teams.

Regional Managers

The Regional Managers work closely with Members to identify what they need, and what is relevant to overall Sector success. They engage frequently with the Sector and assist individual Members by providing independent, rigorous and practical solutions to their organisational challenges so that the Sector remains strong and sustainable. These positions have strengthened engagement with the Members and have enabled QAIHC to better identify and coordinate capacity and capability support and assistance.

The Regional Managers are also responsible for coordinating the QAIHC Service Delivery Statements which detail the support that is provided to each Member.

Health Programs Team

The Health Programs Team is responsible for supporting and delivering activities that develop the capability and capacity of the Sector. This is done through advice, support, education and/ or training delivered by a team of Workforce Coordinators who focus on Cultural Capability and Education, Workforce Planning and Development, Continuous Quality Improvement, Chronic Disease and Medicare.

In addition, government funding enables the Health Programs team to provide coordinated support and advice to Members on some specific health issues, including Hearing Health, Sexual Health, Renal Health, Immunisation, Diabetes and Alcohol and Other Drugs.

Social and Emotional Wellbeing (SEWB) Team

The SEWB Team provides support to the National Indigenous Australians Agency funded SEWB workforce in Queensland. The SEWB team conducts the annual SEWB Training Needs Analysis to approximately 200 SEWB workers in Queensland, to ensure the minimum skills and qualification standards are met and identifying the training and professional development needs of the Sector. In addition, the SEWB team is responsible for the annual SEWB State Conference and two Regional Forums.

QAIHC ANNUAL REPORT 2019–20 | OUR ORGANISATION | 49

Business Divisions

Corporate Services Division The Corporate Services Division provides administrative and operational support to all QAIHC business divisions. This support includes financial, facility management and information technology (ICT) systems and process management. This division is also responsible for managing all contracts, providing human resource support, legal, corporate communications and marketing and procurement activities across QAIHC.

Finance Team

Accreditation Team

The Chief Financial Officer (CFO) role is also in the Corporate Services business division and is held by the General Manager, Corporate Services.

Executive Services Team

The Finance team provide financial support in the way of bookkeeping, accounting, BAS, reporting and analysis to both QAIHC and Member Services.

Human Resources Team

The Human Resources (HR) Team is responsible for delivering the day-to-day human resource functions of QAIHC. The team provides professional advice on a range of strategic HR matters as they arise and general HR support for day-to-day business activities.

Communication and Marketing Team

The Communication and Marketing Team is responsible for the development and delivery of overall strategic communication and marketing strategies and initiatives across QAIHC. This includes responsibility for all branding and coordination of QAIHC events.

50 | OUR ORGANISATION | QAIHC ANNUAL REPORT 2019–20

The Accreditation Team provides professional advice, training and audit assistance to Members seeking to stay abreast of RACGP and ISO accreditations.

The Executive Services Team is responsible for providing coordinated administrative support and assistance to the CEO and business divisions.

The team manages the smooth running of the office and is responsible for all corporate travel arrangements.

Information Communication Technology (ICT)

The ICT Team provide support to QAIHC and Member Services with software, infrastructure, procurement, information, advice updates and system administration.

Business Quality Centre (BQC)

BQC is the commercial arm of QAIHC, servicing Members and non-Members at a fee for service for work and assistance in HR, ICT, Finance, Accreditation, and Communication and Marketing activities.

Our People

QAIHC ANNUAL REPORT 2019–20 | OUR PEOPLE | 51

Our People

Queensland Aboriginal and Islander Health Council employees are at the core of our 2019–20 achievements and performance results.

Our employees bring considerable expertise to QAIHC, our Members, the Sector and our many stakeholders.

Without them, QAIHC would not have achieved so much in the last 12 months.

Our structure and employee expertise have allowed QAIHC to successfully deliver the following services to Members in 2019–20:

Employee Highlights Our highlights in 2019–20:

delivered training for all QAIHC staff on:

– Bullying and Harassment – Conflict Resolution

Advocacy and Policy

– Ethic and Governance

Workforce Support

delivered WHS training for our WHS committee

Policy

Workforce Cultural education CQI Medicare

Business Support

Accreditation Human Resources ICT Finance Communications and marketing

Health Programs

Sexual health Hearing health Diabetes Renal SEWB AOD Immunisation

Research

Research Data

52 | OUR PEOPLE | QAIHC ANNUAL REPORT 2019–20

– Fire Safety

delivered Fire Warden training for our Wardens implemented Subscribe HR , an employee self-service portal implemented Teams as a communication tool to allow easier transition to remote working moved to a fully remote workplace from end March 2020 updated numerous staff policies based on COVID-19 requirements, including flexible working, hours of work, travel, and leave grew our team continually throughout the year across all divisions, including while working remotely—four orientations were conducted virutally!

implemented a virtual social meeting every Friday afternoon during the first phase of lockdown in Queensland moved Cairns staff into a new office in Cairns—this was fully fitted out to match the Brisbane office, providing a better environment and ability to run events in Cairns surveyed staff to ensure satisfaction while working remotely:

– majority of responders rated the organisation a 4 or 5 out of 5 across our technology, management support and communication during this period.

Right People, Right Skills

We continued to ensure that suitably experienced and qualified people were attracted and retained by our organisation. Strategies to achieve this included adhering to human resource policies and procedures in areas such as recruitment and selection, performance appraisal and management, training and development and equal opportunity.

Employment Contracts QAIHC employment contracts contain not only the terms and conditions of employment including non-competition clauses, but also provide information on key tasks within each role, ensuring transparency regarding the duties required.

The employment contract works hand in hand with the QAIHC Work Level Standards to provide clarity of purpose and levels of responsibility and accountability.

Work Level Standards In 2019–20 QAIHC employment contracts and the Work Level Standards continued to be utilised across the organisation.

These tools provide equitable

and consistent employment and remuneration practices across our organisation.

Merit Based Recruitment and Selection Processes The QAIHC Recruitment and Selection Policy sets out the procedures for the recruitment of all new QAIHC employees.

It ensures that all recruitment and selection processes are undertaken with consistency and in accordance with equity and merit-based principles.

In 2019–20 all permanent positions were advertised both internally and externally with key selection criteria and decision making occurring through a panel-based interview process and preemployment screening. On occasion, casual and shortterm contract positions were advertised internally to provide a development opportunity for appropriately skilled employees.

To facilitate the successful selection of the most suitable applicant, all interview panels now consist of representatives who are current employees and a mix of genders.

In 2019–20 all interview panels were provided with a list of predetermined questions to be asked of each candidate

to ensure consistency in the interview process. All candidates for individual roles are interviewed by the same panel, with the same process, and the Manager, Human Resources attends all interviews to ensure consistency, validity, transparency and fairness.

People Management

We strive to apply principles of best practice in all our people management. During the year a variety of resources have been developed and made available across the organisation in order to achieve this, resources including updates to t HR policies and procedures. Our people management resources outline our expectations as an employer and provide guidelines as well as detailing key workplace health and safety information.

In 2019–20, QAIHC continued with the ‘person first’ principle to the management of our current employees. This strength-based approach allowed QAIHC to get a better understanding of employee strengths and weaknesses. As a result, over the year QAIHC was able to capitalise on employee strengths and deliver more services to Members.

All new employees are inducted into QAIHC and provided with relevant information about the expectations, procedures and workplace health and safety (WHS) requirements specific to their position. Each employee receives an induction guide (which is signed off at completion of their induction process) and an information sheet that outlines basic details.

The induction process includes an introduction to each team, a meeting with the Executive Leadership Team, an overview of HR and finance policies, an introduction to salary sacrifice, a WHS module including a safety tour and cultural training where needed.

Employee Performance

QAIHC takes employee performance seriously and manages it accordingly.

Performance is reviewed twice within the first six months of employment with QAIHC to provide feedback, clarify expectations and establish any additional support required to assist new employees settle into their positions. These reviews are generally done at two–three months, and at six months, prior to the sign off of probation.

QAIHC ANNUAL REPORT 2019–20 | OUR PEOPLE | 53

Our People

For all employees, QAIHC’s performance review process is ongoing throughout the year with a formal review annually. The formal review process is designed to reflect on the achievements and development opportunities of the previous year and establish key objectives, training and development opportunities for the coming year.

At times, there is the need to formalise performance conversations outside of the annual performance review process. For these occasions, QAIHC has an employee development plan process designed to establish clear objectives including the provision of additional training where required, to support the employee to improve their performance to the required level.

Investing in our employees

QAIHC actively encourages further training and development of its employees.

Training on QAIHC policies and procedures, communication, WHS, bullying and harassment, conflict resolution, ethics and governance, unconscious bias and emotional intelligence is provided as compulsory training to all employees.

In addition to training and development activities organised by QAIHC, in 2019–20 we continued the QAIHC Employee Education and Development Scholarship to assist our employees to undertake further education.

These scholarships provide for partial or full reimbursement of learning costs that are relevant to the employees’ current and future employment with QAIHC.

Employee Snapshot At 30 June 2020, QAIHC had 59 employees working across our four business divisions.

The number of employees was a 20 per cent increase on the 49 QAIHC employees at 30 June 2019.

60

Employee numbers as at 30 June 2020

50

40

30 2016 2017 2018 2019 2020 (44)

30

(40)

(39)

(49)

(59)

Indigenous and Non-Indigenous employee numbers

25 20 15 10 5 0

Indigenous (29)

54 | OUR PEOPLE | QAIHC ANNUAL REPORT 2019–20

Non-Indigenous (30)

QAIHC employee working from home survey snapshot

50

Employee gender as at 30 June 2020

Due to COVID-19, QAIHC staff moved to working from home at the end of March before returning to the office in June on an alternating roster.

Employee contracted working hours

40

In early June 2020, QAIHC surveyed employees to understand how staff were handling the transition to a full virtual workspace from home. Out of the 59 staff, 30 responded, with the following results:

30 20

The QAIHC team enjoyed a better work/life balance when working from home doing, things like spending time in the garden at lunch, having the household pet nearby all day and being around family.

10 0 Male (17)

Female (42)

Full time Part time (47)

(11)

Casual (1)

Overall, staff believed the organisation performed well at keeping people in touch and appreciated the speed in which the work from home transition occurred.

Employee numbers at Work Level Standards

20

15

Access to technology (4.2/5), management support (4.4/5) and communication (4.5/5) from the organisation was all rated highly.

10

ACCESS TO TECHNOLOGY

5

0

Face to face contact with colleagues and stakeholders was the most missed.

1L

(3)

2H (18)

5

(2)

1H

(4)

3

(4)

6

(3)

2L

(16)

4

(7)

NA

(2)

MANAGEMENT SUPPORT COMMUNICATION

QAIHC ANNUAL REPORT 2019–20 | OUR PEOPLE | 55

Workplace Health and Safety

QAIHC is committed to workplace health and safety (WHS) and has put in place effective measures to minimise risks to employees and visitors.

2019–20 WHS Highlights

WHS Committee met four times.

Management continued with a ‘safety share’ into all weekly staff meetings.

Purchased and installed a defibrillator for the Brisbane office.

Expanded the WHS Committee by adding a Cairns office-based representative.

Safety delegate training undertaken to maintain compliance with current WHS legislation.

Workplace Committee During 2019–20, the WHS Committee:

reviewed and updated WHS documentation across all facets of WHS implemented and continued ongoing training for new and current first aid officers purchased blood pressure and diabetic testing equipment for the Brisbane office

56 | OUR PEOPLE | QAIHC ANNUAL REPORT 2019–20

members also focused on fire safety, which included providing training to staff on evacuation procedures, fire equipment training and ensuring evacuation plans were current worked with the Human Resources team to deliver incident reporting training and have driven WHS training via induction processes.

It is evident that our WHS measures are effective. In 2019–20, QAIHC achieved below industry premium rate percentage of 0.496, a further improvement on the previous year at 0.507 per cent.

During the year, three incidents were recorded for near misses and minor accidents that occurred. This information is used to assist with implementing safe work practices and preventing future incidents from occurring through risk minimisation strategies. No notifiable or major incidents were reported during this period.

QAIHC recorded no WorkCover claims for the 2019–20 period.

2019–20 WHS Snapshot

3

near misses and minor accidents

0

notifiable or major incidents

0

WorkCover claims

Our Member Support

QAIHC ANNUAL REPORT 2019–20 | OUR MEMBER SUPPORT | 57

Our Member Support

Regional support

Strategic support

During 2019–20, the two QAIHC Regional Managers provided a range of support to Members to assist them in continuing their delivery of quality, culturally and clinically safe, comprehensive primary health care services.

This support included: coordination of QAIHC services in each QAIHC Region governance support including Board skills audit and evaluation, policy, strategic plan facilitation, operational plan development assistance, SWOT and risk facilitation and constitution review clinical governance framework development Model of Care support workforce strategy, planning, policy and support advocacy including representation at meetings, forums, on panels and at committee meetings

data analysis, research service mapping and service gap analysis linking Members and stakeholders to administrative and BQC support (professional financial, HR and IT support and services) Member visits and engagement with key stakeholders locally

At the strategic level, we help the Sector through quality leadership, advocacy and partnerships.

Leadership

We are a professional, credible peak organisation. Our work extends beyond just building the capability and capacity of our Members. As an established organisation with a 30 year history, we provide informed leadership, strategy, insight and advice to the Sector, stakeholders and government.

Advocacy

Not all our Members have their voices heard. We regularly advocate on behalf of our Members and are constantly representing

review of small grant applications outreach service transition support and advice sharing information between QAIHC and Members, and importantly, between Members and QAIHC.

58 | OUR MEMBER SUPPORT | QAIHC ANNUAL REPORT 2019–20

their interests so they can concentrate on delivering quality comprehensive primary health care services to their communities.

Partnerships

An improvement in Aboriginal and Torres Strait Islander health status requires strategic partnerships and alliances.

QAIHC works closely with public and private sector organisations, universities and industry groups to achieve beneficial outcomes for Members and Aboriginal and Torres Strait Islander peoples.

Operational support At the operational level, we help the Sector through the provision of professional advice and services.

The following is a summary of the Sector support QAIHC provided in 2019–20.

Business support Human Resources Advice

Information

Review of policies and procedures

Development of policies and procedures Recruitment support IR support

Organisational structure reviews Salary reviews.

Other

Information and Communication Technology

Management reporting

Software

Business cases

Infrastructure

Report writing

Procurement

Governance

Information

Leadership

Advice

Linkages with QH, HHS, PHN

Updates

Strategic planning

System administration.

Operational planning Business planning

Finance

Governance training

Bookkeeping

Linkages to funding

Accounting

Linkages to tenders

BAS

Asset management

Reporting

Property—caveats.

Analysis.

Communications and Marketing Media releases

Workforce support Workforce

Newsletters/magazines

Workforce reviews/analysis

Websites

Salary benchmarking

Health promotion

Linkages to training organisations

Graphic design Social media

National and State strategic workforce linkages

Event management.

Workforce frameworks and strategies.

Accreditation Audits

Cultural Education

Accreditation—ISO, RACGP, HSQF

Training

Needs/Gap analysis

Cultural mentoring

Governance frameworks

Linkages to training organisations

GP Registrar support

Action plans

Advice, guidance and support Training, workshops, forums.

Advice

Induction to the Sector Workshops/forums.

CQI

Action plans

Advice, guidance and support Training.

Medicare

Training Advice

Information and updates Workshops

Medical reception training Clinical systems and procedures Reviews.

Health Programs AOD

Training needs analysis

Professional development Training programs, workshops, forums

Linkages to training organisations

Advice and guidance

Information and updates Sector coordination

Treatment frameworks

Policies and procedures Program development Business cases.

Chronic Disease Training

Workshops

Information and updates Health promotion

QAIHC ANNUAL REPORT 2019–20 | OUR MEMBER SUPPORT | 59

Our Member Support

Diabetes

Clinical guidelines and procedures Models of care

My Health for Life program Fact sheets

Immunisation

Cold chain management Clinical guidelines and procedures Vaccine management

Information and updates

Data uploading and reporting through AIR

Advice

Training

Policies and procedures.

Health promotion

Training

Information and updates

Health promotion

Advice

Hearing Health

Clinical guidelines and procedures Models of care

School programs Fact sheets Screening

Information and updates Training Advice

Health promotion

Linkages to programs and agencies Needs analysis.

SEWB

Training needs analysis

Professional development Workshops/forums

SEWB training pathways

Information and updates Cultural mentoring Peer support

Referrals to QAIHC services.

Needs/gap analysis.

Advocacy Policy

Position papers Policy papers

National and State strategy Trends, issues, advice Information

Lead Clinicians Group

Government relations advice Ministerial relations advice .

Research and Data Research

Research papers Ethics

Information Advice

Linkages to universities/ researchers.

Data

Reporting

Advice and information Analysis.

60 | OUR MEMBER SUPPORT | QAIHC ANNUAL REPORT 2019–20

Training and events We help the Sector through the delivery of education and information sharing events that focus on strengthening our Members so that they can achieve greater Aboriginal and Torres Strait Islander health outcomes, as well as providing information and building the visibility of the Sector.

Training

Delivered support, training, coaching and skills development across a wide range of areas including Finance, HR, ICT, Clinical Accreditation, Communication and Marketing, and Board governance QAIHC has provided, facilitated or coordinated training and education on the following topics: – Notifiable Data Breaches – Cybersecurity – Finance and Human Resources (HR) support and training (including two Finance and HR) Leaders Forums held in July and October 2019)

– Certificate III in Community Services

Delivered Diabetes Workshops in Hervey Bay and Charleville.

– Certificate IV in Alcohol and Other Drugs.

Also hosted:

Events

Attended the Australian e-Health Research Centre Colloquium in Brisbane in March 2020. Subsequent meetings held online due to COVID-19.

Presented to the statewide Zero Suicide Multisite Collaborative Hospital and Health Services April 2020.

– State wide Clinical Accreditation Training – Enterprise Resource (ER) Planning training and demonstrations – Disaster Recovery – Wound Management training

Attended the January 2020 Community Information Session—First Nations People Suicide Prevention at the Thompson Institute in Birtinya.

– Phlebotomy training

Contributed to two national CQI workshops facilitated by NACCHO.

– Certificate III in Business Administration (Medical)

Participated in seven CRESTRIDE facilitated workshops.

– Diploma of Professional Practice – Diploma of Leadership and Management – Diploma of Counselling – Certificate IV in Mental Health – Certificate IV in Aboriginal and Torres Strait Islander Primary Health Care

Due to the limited capacity to host events during the pandemic QAIHC facilitated and coordinated the QAIHC Youth Health Network, Policy Network and Clinical Leaders Forum all online to continue consultation and communication across the network.

– 2019 QAIHC Awards for Excellence – 2019 State Members’ Conference – 2019 AGM

– SEWB/AOD Regional Networking Forum

– SEWB Leaders Forum – AOD Our Way

– Diploma of Leadership and Management

– Clinical Leaders Forum – NDIS training

– 2019 QAIHC Youth Health Summit – Health Data Portal Workshop

– Certificate III in Business Administration (Medical) – National Digital Health Authority Affiliate Implementation Group meeting – CEO Forum

– Lunchbox sessions

– Data Information and CQI Network Teleconference.

QAIHC ANNUAL REPORT 2019–20 | OUR MEMBER SUPPORT | 61

Our Member Support

Accreditation Accreditation is an important element of a health services operation. Having an accredited organisation means you are providing safe and quality care, as well as being certified against accreditation standards.

QAIHC supported processes that improve clinical governance: Provided one on one training on Continuous Quality Improvement (CQI) to two QAIHC Member Services.

Supported Member Services to implement the Accreditation Our Way model through QAIHC’s Business Quality Centre (BQC). Clinical governance elements include: clinical handover, recall and reminders, follow ups, clinical meetings, meeting state legislation requirements around the control of medications, labelling, Schedule 8 drugs— storage and disposal, cold chain, fridge temperatures, sterilising of instruments and protocols associated with these elements.

QAIHC supported Members in the areas of skills development, training, coaching and mentoring:

Provided support to Member Services through QAIHC’s Regional Managers, including clinical governance advice.

QAIHC supported Members to maintain 100 per cent compliance of clinical accreditation.

QAIHC continued to support eligible Member Services to maintain 100 per cent of clinical accreditation including gap audit and support to review and implement findings, advice regarding legislation and records retention, business continuity, scope of practice, partnerships and linkages.

62 | OUR MEMBER SUPPORT | QAIHC ANNUAL REPORT 2019–20

Implemented the Accreditation Our Way model in numerous Member Services and partially implemented in one Member Service (commercial service offered through BQC).

Conducted Accreditation training in March 2020 (Brisbane) including the Workplace Health and Safety (WHS) element to secure RACGP Standard C3.5. August 2020 training was postponed due to COVID-19, online support has been provided to Members to continue this support.

Version three of the Accreditation Our Way model incorporates the RACGP 5th Edition Standards, ISO 9001:2015, Human Services Quality Framework Human Services Quality Framework, National Safety and Quality Health Service and Aged Care.

Accreditation team (through BQC) has supported the development of plans— Information Recovery, Contingency, Emergency Response, Audit tools and WHS support.

Information and Communication Technology (ICT) QAIHC’s ICT team sit within the Corporate Services Division and provide assistance and contracted work to Member Services and external partners.

In-house support

Supported more than 400 staff members across a number of Member Services to setup their equipment to be able to work from home during the COVID-19 pandemic.

QAIHC’s own systems have been upgraded to improve security with a two-factor authentication being implemented across email and logging systems.

Purchased new laptops across the organisation which created a relatively easy transition to working from home for QAIHC staff during the COVID-19 pandemic.

Member support

Assisted four ATSICHS in their recovery from Cryptoware attacks and built better support systems to prevent this happening again. This included a North Queensland QAIHC Member Service who suffered a catastrophic attack in the later half of 2019. As a result, the QAIHC ICT team supported the Member Service by: – rebuilding 22 Window servers – rebuilding the medical system – rebuilding more than 100 PCs – rebuilding the Network Area Storage – rebuilding the backup tape system – upgrading all servers from the outdated 2008 software to 2019 versions.

The QAIHC ICT team completed a huge server hardware and software upgrade at the Townsville Aboriginal and Islander Health Service (TAIHS) saving more than $160,000 dollars over a competitive quote.

May 2020 saw a QAIHC ICT employee commence from the TAIHS office to provide full-time IT support.

2019–20 BQC Snapshot

The Business Quality Centre (BQC) is the commercial arm of QAIHC that provides professional financial, human resources, information technology, data an quality improvement services to clients within and outside of the Sector.

In FY 19/20, BQC Finance supported seven clients.

This support consisted of: four clients with full financial service support

Migrated a stakeholder from a complete hardware solution to a virtual system with no servers and increased their security with a firewall upgrade.

Migrated a Member Service completely into the Cloud to create Australia’s first Cloud based Aboriginal and Torres Strait Islander Community Controlled Health Service (ATSICHS). This was an emergency recovery as at the time they had critical system failures with their previous provider.

A primary focus on security across the Sector has led to security and firewall upgrades—with more than 20 firewalls and security solutions installed by QAIHC during the financial year.

six clients with financial audits undertaken provided consulting/ treasury support to one client provided financial reporting services to two clients.

BQC Human Resources supported six clients, including: full service HR work for one client advice and consultation support for three clients recruitment support for three clients HR training for two clients Fair Work Ombudsman response work for one client

BQC Accreditation supported 12 clients across: 11 clients received a clinical accreditation gap analysis three clients received Accreditation Our Way training three clients received on the day audit report for RACGP 5th edition standards, and one client also received support for ISO 9001:2015 and HSQF two clients received consultation and advice policies and procedure manuals were developed for nine clients and one client is undertaking a full clinical set up project.

In addition, all areas of BQC were involved in organisational reviews for two clients, and a clinic transition requirements report for one client.

QAIHC ANNUAL REPORT 2019–20 | OUR MEMBER SUPPORT | 63

Our Member Support

Communication and Marketing The team offers support in graphic design, branding, internal and external communications and events.

Graphic design

QAIHC continued to deliver on-brand communication in the form of flyers, videos, magazines, resources and more throughout the reporting period.

QAIHC graphic designers work on both in-house projects and programs as well as providing a service to Members and partners where required. The team works in collaboration with a variety of QAIHC teams to deliver on funding agreements and projects where promotional resources and branded information is required.

Sector Leader Magazine Sector Leader Magazine celebrates the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector and provides

readers with accurate, appropriate and well sourced stories, news and advice. Six editions of Sector Leader Magazine were published and distributed throughout the financial year. The publication’s audience has grown to include Sector stakeholders, Government representatives and the public.

Website

QAIHC’s website is updated regularly with content for Members, stakeholders and the wider public to access. there was a 35% increase in visitors to qaihc.com.au from 2018–19 78 609 page views 20 446 users

Social Media

QAIHCs use and monitoring of social media continued to grow within the 2019-20 year. Facebook, Instagram and LinkedIn are all utilised regularly by the organisation to communicate with Members and the community.

2229 likes on Facebook 35 344 average monthly reach 709 followers on Instagram 576 followers on LinkedIn Each platform will share similar information, guided by an appropriate voice for the intended audience.

Electronic Direct Mail (eDMs)

QAIHC use Vision6 to communicate on brand for a range of different reasons including but not limited to mail campaigns, event invitations, network newsletters.

During the 2019–20 year, QAIHC commenced reporting to monitor the open and engagement rates of communication, to understand the effectiveness of messages and events communicated with Members and key stakeholders.

This platform provided most value during the peak of the pandemic, where communication to Members happened bi-weekly.

Media

Eight media releases were circulated in 2019–20, on topics ranging from the Queensland Youth Health Summit, to recognition of community members, to the impact of racism on Queensland Aboriginal and Torres Strait Islander people and more. Fifty per cent of media releases have made mainstream media in this period.

May/June 2020

15

SectorLeader MAGAZINE

Events

QAIHC events continued to be organised until March; this was a direct result of COVID-19. You can read more about QAIHC events on page 61.

64 | OUR MEMBER SUPPORT | QAIHC ANNUAL REPORT 2019–20

Sector Leader M A G A Z I N E

| May/June 2020

Committed, Resilient, Strong Continuing to provide holistic healthcare while protecting our communities from COVID-19

Financial Statements QAIHC ANNUAL REPORT 2019–20 | FINANCIAL STATEMENTS | 65

2019–20 Financial Snapshot

For the 2019–20 financial year, QAIHC reported an annual revenue of $11,437,128 with a net surplus of $278,593. This was a 21 per cent growth in QAIHC revenue.

These results were achieved in a challenging year where QAIHC continued to grow and increase its financial equity.

Additionally, QAIHC further pursued the strategic direction of modernisation in its systems and technology, along with ongoing employee professional development.

The targeted result of QAIHC’s investments in infrastructure, technology and people is to further enable the ability to support the growing Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector.

The following Audited Summarised Financial Reports provide a snapshot of the financial performance and position of QAIHC for the 2019-20 financial year.

These reports are inclusive of the full adoption of the new Australian Accounting Standards for Revenue, AASB 15, and for Leases, AASB 16.

For more detailed financial information please refer to the full Audited Annual Financial Report which is available on QAIHC’s website.

QAIHC Revenue In 2020 QAIHC recorded four consecutive years of revenue growth.

$12mil $11mil $10mil $9mil $8mil $7mil

66 | FINANCIAL STATEMENTS | QAIHC ANNUAL REPORT 2019–20

FY2015

FY2016

FY2017

FY2018

FY2019

FY2020

Our Funding Sources We sincerely thank our supporters for their generous financial contributions this year. Your support has assisted the Queensland Aboriginal and Islander Health Council to deliver a range of professional advice and services to Members and the Department of the Prime Minister and Cabinet funded Social and Emotional Wellbeing workforce across Queensland.

In 2019-20, QAIHC received revenue from four key funding sources. These sources included: self-generated income from the commercial services business division philanthropic grant funding a program grant from the National Aboriginal Community Controlled Health Organisation (NACCHO) multiple program grants from the Queensland and Australian Governments.

In this reporting period QAIHC managed 24 different projects and programs.

Own source income

QAIHC has continued to maintain growth in self-generated income through the sale of financial, human resources, information communication technology, and accreditation consultancy services. This service delivery receives no grant funding.

In 2019-20 QAIHC generated $1,346,534 from commercial business activity to reinvest into the organisation for ongoing organisational and employee development, events, and new products and services.

Philanthropic funding

Government funding

NACCHO funding

The Queensland and Australian Government departments that have supported QAIHC include:

QAIHC would like to thank BHP who via their Vital Resources Fund supplied crisis COVID-19 financial support to the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector. This financial support totaled $1,475,046 (ex GST) of which $1,300,000 was directly disbursed to QAIHC full Members as cash grants.

QAIHC would like to thank NACCHO for financially supporting our work in the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector over the last year. On 30 June 2017, QAIHC signed a threeyear Aboriginal Community Controlled Health Sector Support Network funding agreement with NACCHO, with the 2020 financial year being the final year of that three-year term. In 2019–20, QAIHC received $3,072,089 from NACCHO in organisational funding support for the Queensland Aboriginal and Torres Strait Islander Health Sector.

QAIHC would like to thank the Queensland and Australian Government for financially supporting our work in the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector over the last year. In 2019–20, QAIHC received $4,750,947 from Government to provide a number of targeted health programs to our Members.

Commonwealth Government: – Department of Health – National Indigenous Australians Agency.

Queensland State Government:

– Queensland Health

– Department of Child Safety, Youth and Women.

Other income

in 2019–20 QAIHC also secured other income from a mix of commercial activities as well as from generous supporters. This enabled QAIHC employment, education and research initiatives.

QAIHC ANNUAL REPORT 2019–20 | FINANCIAL STATEMENTS | 67

Sponsorship

QAIHC sponsors continue to be very generous. In 2019–20 QAIHC held in Brisbane the inaugural QAIHC Youth Health Summit as well as the 2019 QAIHC Awards for Excellence. These events were funded by sponsorship and self-generated income.

QAIHC would like to thank the following sponsors for financially contributing to the: QAIHC Youth Health Summit:

Grant funding 2019–20 Queensland Government

Purpose

Queensland Health

QAIHC Secretariat Services

$303,308

Queensland Health

AOD Connecting Community

$175,000

Queensland Health

AOD Our-Way Phase 2

$320,000

Queensland Health

Improving Immunisation Coverage Among Indigenous Queenslanders

$335,874

Queensland Health

Integration of Maternity Services

$450,000

Queensland Health

Suicide Prevention Referral Pathways Project

$166,252

Queensland Health

Renal Health

$149,704

Queensland Health

NQ STI Phase 1

$88,486

Department of Child Safety, Youth and Women

Breakthrough Ice Education

$90,000

TOTAL

Queensland Government Queensland Mental Health Commission CheckUP Australia South Australian Health and Medical Research Institute (SAHMRI) Northern Queensland PHN Darling Downs and West Moreton PHN

Amount (ex GST)

$2,078,624

Commonwealth Government

Purpose

Department of Health

Ear Health Coordinator

Department of Health

Indigenous Ear Health

$80,000

Department of Health

Murri Rugby League Carnival

$202,450

National Indigenous Australians Agency

Safety and Wellbeing Program TOTAL

Amount (ex GST) $200,000

$1,167,382 $1,649,832

Funding Provider

Purpose

NACCHO

National Network Funding

NACCHO

Integrating Pharmacies into Aboriginal Communities

NACCHO

COVID-19 Response Support

$120,000

RACP

Specialist Training Program

$80,000

Health Workforce Queensland

Diabetes Australia (QLD)

My Health for Life

$153,970

Griffith University First Peoples Health Unit

Australian Digital Health Agency

My Health Record

$250,000

CSIRO

Research Publication Activities

BHP

COVID-19 Flexible Funding

Hearing Australia

Hearing Research Activities

$15,725

Department of Justice and Attorney General

Expert Report – Coronial Review

$18,750

Western Queensland PHN. 2019 QAIHC Awards for Excellence: CheckUP Australia

Hunter Promotional Products Mazars Audit QLD Pty Ltd.

TOTAL

68 | FINANCIAL STATEMENTS | QAIHC ANNUAL REPORT 2019–20

Amount (ex GST) $2,937,089 $15,000

$37,700 $1,475,046

$5,103,280

Independent Auditor’s Report to the members of Queensland Aboriginal and Islander Health Council Ltd Report on the Summary Financial Report Opinion The summary financial statements, which comprise the summary statement of financial position as at 30 June 2020, the summary statement of comprehensive income, summary statement of changes in equity are derived from the audited financial report of Queensland Aboriginal and Islander Health Council Ltd for the year ended 30 June 2020.

Summary Financial statements The summary financial statements do not contain all the disclosures required under the Australian Charities and Not-for-profits Commission Act 2012. Reading the summary financial statements and the auditor’s report thereon, therefore, is not a substitute for reading the audited financial report and the auditor’s report thereon.

The Audited Financial Report and the Report Thereon We expressed an unmodified audit opinion on the audited financial report in our report date 30 September 2020.

The audited financial report is included in the 2020 Financial Report.

The Management’s Responsibility for the Summary Financial Statements Management is responsible for the preparation of the summary financial statements which does not include a summary of the key financial accounting policies. Those policies should be accessed by reference to the audited financial report.

Auditor’s Responsibilities Our responsibility is to express an opinion on whether the summary financial statements are consistent, in all material respects, with the audited financial report based on our procedures, which were conducted in accordance with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.

Mazars Audit (QLD) Pty Limited Authorised Audit Company: 338599

Michael Georghiou Director Brisbane, 13 October 2020

MAZARS AUDIT (QLD) PTY LIMITED (FORMERLY HANRICK CURRAN AUDIT PTY LTD) ABN: 13 132 9 02 188 AUTHORISED AUDIT COMPANY: 338599 LEVEL 11, 307 QUEEN STREET, BRISBANE QLD 4000 GPO BOX 2268, BRISBANE Q LD 4001 TEL: +61 7 3218 3900 - FAX: +61 7 3218 3901 LIABIL ITY LI MITED BY A SCH EME APPR OVE D U NDER PRO FE SSI ONAL STANDARDS LE GISL ATION

The concise financial statements are an extract from the full financial statements of Queensland Aboriginal and Islander Health Council. The financial statements and specific disclosures included in the concise financial statements have been derived from the full financial statements of Queensland Aboriginal and Islander Health Council and cannot be expected to provide a full understanding of financial performance, financial position and financing and investing activities of the company as the full financial statements. Source references: AASB1039.33 s314(2)(e)

QAIHC ANNUAL REPORT 2019–20 | FINANCIAL STATEMENTS | 69

Summary Statement of Profit or Loss and Other Comprehensive Income For the year ended 30 June 2020

2020 $

2019 $

Government grants income

4,750,947

3,083,132

Non government grants income

5,045,131

3,462,615

Business Quality Centre

1,346,534

1,031,445

294,516

1,861,628

11,437,128

9,438,822

5,153,832

4,578,590

–

844,112

Audit, legal and consultancy expense

217,705

107,878

Travel, accommodation and meals

523,679

395,426

Depreciation expense

863,536

50,476

4,399,783

3,131,687

11,158,535

9,108,169

278,593

330,652

Revenue from Operations

Other income

Expenses Employee benefits expense Operating lease rental expense

Other expense

Total Surplus

70 | FINANCIAL STATEMENTS | QAIHC ANNUAL REPORT 2019–20

Summary Statement of Financial Position For the year ended 30 June 2020

2020 $

2019 $

5,447,486

3,137,141

Receivables

201,712

618,051

Prepayments and other receivables

240,111

249,795

5,889,309

4,004,987

268,018

216,464

Right of use—leased assets

2,504,939

–

Total non-current assets

2,772,957

216,464

8,662,266

4,221,451

Trade and other payables

1,129,288

615,448

Contract liabilities

1,984,981

1,078,633

Provisions

465,036

260,414

Deferred income

783,628

–

4,362,933

1,954,495

83,825

113,184

1,871,874

–

Total non-current liabilities

1,955,699

113,184

Total liabilities

6,318,632

2,067,679

Net Assets

2,343,634

2,153,772

Retained earnings

2,343,634

2,153,772

Total equity

2,343,634

2,153,772

Current Assets Cash and cash equivalents

Total current assets Non-current Assets Property, plant and equipment

Total assets Current liabilities

Total current liabilities Non-current liabilities Provisions Lease liabilities

Equity

QAIHC ANNUAL REPORT 2019–20 | FINANCIAL STATEMENTS | 71

Summary Statement of Changes in Equity For the year ended 30 June 2020

Reserves Retained Surplus $

TOTAL $

1,823,120

1,823,120

330,652

330,652

–

–

Total comprehensive income for the period

330,652

330,652

Balance at 30 June 2019

2,153,772

2,153,772

Balance at 1 July 2019

2,153,772

2,153,772

(88,731)

(88,731)

2,065,041

2,065,041

278,593

278,593

–

–

278,593

278,593

2,343,634

2,343,634

Balance at 1 July 2018 Total comprehensive income for the period Net surplus for the year ended 30 June 2018 Other comprehensive income for the year Gains on revaluation of land and buildings

Prior period adjustments Adjusted balance at 1 July 2019 Total comprehensive income for the period Net surplus for the year ended 30 June 2019 Other comprehensive income for the year Total comprehensive income for the period Balance at 30 June 2020

72 | FINANCIAL STATEMENTS | QAIHC ANNUAL REPORT 2019–20

Acknowledgement of Artist

This report features designs by Casey Coolwell. Casey is a Quandamooka, Nunukul woman from Minjerribah (North Stradbroke Island) with links to the Eulo and Biri people of Bowen. For more of her deadly artwork visit www.chaboo.com.au.

TRAVELING SPIRITS

This artwork represents the spirits of our ancestors and past family and friends traveling together, helping to guide us through our journeys. The single line of dots and lines represent our being and our pathways. The gathered dots represents the spirits of our loved ones.

We view sustainability as way of doing business. We respect the Earth and our forests as well as our staff, suppliers, local communities and our Members. This report has been printed on ecoStar+, an environmentally responsible paper. ecoStar+ has been made Carbon Neutral and the fibre source is FSC (CoC) Recycled certified. ecoStar+ is manufactured from 100% post consumer recycled paper in a process chlorine free environment under the ISO 14001 environmental management system.

Queensland Aboriginal and Islander Health Council ABN 97 111 116 762

BRISBANE

36 Russell Street, South Brisbane Q 4101 PO Box 3205, South Brisbane Q 4101 T 07 3328 8500

CAIRNS

6/516–518 Mulgrave Road, Earlville Q 4870 PO Box 12039, Westcourt Q 4870 T 07 4033 0570

qaihc.com.au