Sunrise Health Service | Strategic Plan 2015-2020
Contents:
Our Vision ...................................................................................................................... 2
Purpose Statement ......................................................................................................... 3
Core Values .................................................................................................................... 4
Introduction ................................................................................................................... 5
Key Factors Influencing the Future................................................................................ 7
Evolution of Sunrise Health Service............................................................................... 8
Challenges & Barriers................................................................................................. 11
Community Involvement ......................................................................................... 11
Service Delivery ..................................................................................................... 11
Organisational Management ................................................................................... 13
Linkages ................................................................................................................. 15
Strategic Direction ....................................................................................................... 16
Community Involvement ............................................................................................ 17
Service Delivery ......................................................................................................... 20
Organisational Management ....................................................................................... 25
Linkages ..................................................................................................................... 33
Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis ......................... 35
1
Sunrise Health Service | Strategic Plan 2015-2020
Our Vision:
“We will expand upon our commitment to ensure our people ‘The Sun
Come-Up Mob’, continue to have access to equitable and culturally
appropriate primary health care services into the future. We will
build the capacity of each of our communities to enable a health care
service that delivers programs for and by Aboriginal people, and to
ensure local problems are addressed through local sustainable
solutions. We will incorporate ‘The Sunrise Way’ philosophy into
how we do business and how we deliver services and focus on the
concept of Mind, Body & Spirit to address health issues at the
community level”.
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Sunrise Health Service | Strategic Plan 2015-2020
Capability Statement:
We value our people and are committed to providing culturally
respectful holistic health programs incorporating traditional
healing practices and bush medicine to address physical, social,
emotional and cultural well-being.
 We identify with and acknowledge the burden of disadvantage experienced by
Indigenous people in remote settings and for this reason, provide high quality multidisciplinary primary health care service delivery to our population base and to people
who visit our communities.
 We will incorporate a whole-of-community approach in addressing the factors that
impact on the health and wellbeing of our population base.
 We will use approaches that contribute to building capacity in our communities to
promote self-care & management of ill health, self-determination and the
empowerment of our people.
 We aim to decrease the burden of ill-health by increasing the capacity of individuals,
families and communities to recognise, improve and maintain their own health
outcomes.
 We will provide support and assistance to combat the social determinants of health1
and to promote broad community and individual awareness on the importance of
preventative health.
 Through continuous quality improvement and nationally recognised accreditation,
we will work in partnership with other service providers and the community to
ensure that health care standards are maintained to levels that are comparable to
mainstream services provided in the urban setting.
 We will advocate for the rights of Indigenous people and support & promote strong
community governance and financial management structures through training and
personal development.
1
Personal, social, economic and environmental factors determine the health status of individuals, families and communities
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Sunrise Health Service | Strategic Plan 2015-2020
Core Values:
Sunrise Health Service believes that healthy communities result
when Indigenous people own and control their health services. The
core values governing our service are:

We believe that the Indigenous community control service delivery model is essential
for the best possible health outcomes for Indigenous people.

Our health programs will be holistic and culturally safe, incorporating traditional
healing and the use of bush medicines, linked to a bio-psycho-social health service
delivery model.

We encourage a two-way learning service delivery model, blending cultural ways and
“mununga” or best practice Western Medicine way’s to expand and maintain a strong
health service.

We believe clinical services should be provided by Primary Health Care teams which
incorporate interdisciplinary service delivery models, learning and action.

We promote mutual respect between staff and community.

We believe in a fair go for everyone and to be open and transparent in all our
business.

We are committed to regular communication with individuals, communities, and to
the wider Australian community to promote Indigenous health equity.

We respect client confidentiality and the individual’s rights to make their own
decisions about health.

We actively seek and promote opportunities for Indigenous people to develop careers
in health and to provide personal development opportunities to staff and Board
members to advocate for health and to set an example for others to aspire.

We are committed to developing the skills and knowledge of all staff through
professional development opportunities.
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Sunrise Health Service | Strategic Plan 2015-2020
Introduction:
Since its initiation in 2003, Sunrise Health Service has grown to
become a fully-fledged Community Controlled Aboriginal Medical
Service, (AMS) delivering remote primary and preventative health
care to an estimated populating totalling 4000+ people in the
Katherine East Region of the Northern Territory.
Communities serviced by Sunrise Health Service are distinguished through terms adopted to
relate to local terminology – ‘Top Road’ & ‘Bottom Road’ Communities. Top Road
communities are located on the Central Arnhem Road, which is the road access to the
Nhulunbuy or Gove Peninsular in North East Arnhem Land whilst the Bottom Road
communities are located on the Roper Highway, the road access route to Ngukurr and then
to Gulf of Carpentaria communities further East. Mataranka is centrally located between tot
top and bottom roads, on the Stuart Highway some 110 kilometres South East of Katherine.
Emergency response care is extended as far South as Daly Waters on the Stuart Highway by
the Mataranka health centre. Table 1 outlines approximate distance measurements by
kilometres from Katherine which is where the central administrative and operational hub is
located.
Table 1
Distance from
Katherine:
Bottom Road
Communities:
Distance from
Katherine:
65kms east
Mataranka (pop. 294)
106km south
Barunga (pop. 287)
80km east
Jilkminggan (pop. 296)
140km south east
Wugularr (Beswick) (pop.
529)
108km south east
Minyerri (pop. 674)
275km south east
Bulman (pop. 277)
312km north east
Ngukurr (pop. 1456) &
4
Urapunga (pop. 87)
320km south east
Top Road Communities:
Manyallaluk (Eva Valley)
(pop. 87)
2
3
Service delivery is further extended to smaller communities and outstations including
Badawarrka; Kewulyi (Bringung/Roper Valley outstations); outstations south of
Numbulwar; Weemol; Werenbun and Wubalawun. Services to Werenbun are non-clinical as
has been the case in the past, but rather the provision of transportation for community
members requiring access to town-based health services.
2
Located 27kms north of Barunga
Located 37km east of Mataranka
4
Located 18kms west of Ngukurr
3
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Sunrise Health Service | Strategic Plan 2015-2020
The reality of living in remote regions also bring with it occurrences of emergency response
care in areas not necessarily adjacent to main roads i.e. accidents on pastoral properties and
during the course of recreational activities by tourists and those fishing on the rivers.
Although not funded for such occurrences Sunrise will respond wherever possible to
situations where lives may be at risk. Except for extreme cases, those seeking medical aid are
usually able to present at one of our clinics or arrange for alternative treatment elsewhere.
Our primary focus however, is directed at the provision of Comprehensive Primary Health
Care and preventative health more-so for the indigenous population living east of the Stuart
Highway, otherwise known as the ‘Sunrise’ or ‘Sun-Come-Up Mob’. The name ‘Sunrise’
refers to a custom of the region to self-describe a term that is culturally inclusive, as well as
expressive of the hopes that are held for Sunrise Health Service.
The 2015-202020 Strategic Plan for Sunrise Health Service; continues the strategies
implemented over the previous 5 years and includes recent International Standards
Organisation (ISO) 9001:2008 Quality Management principles and guides the future
direction of the organisation to address and improve health in the Katherine East region for
the next 5 years to 2020. This Plan sets out the vision, purpose, core values and key goals
developed to ensure that our service continues to advocate for and respond to the needs of
the people in the region. Table 2 provides a demographical snapshot of the catchment area.
Table 2
DEMOGRAPHICS:
Number or %
Population as at 1 December
2014
3530
0 – 14 years of age
1259 - 36%
15 – 64 years of age
2157 - 61%
Aged 65 and over
114 - 3%
Catchment Area
75,000kms
Regional statistics are not factored into the population stats as the data provided here is
determined through the number of clients registered on Communicare (SHS Patient
Information & Recall System). Table 3 characterises the proportion of total age groups by
percentage and how generational change will occur at 10 year intervals.
Table 3
Total Age Groups by %
6% 3%
0-14 years
10%
11%
34%
15-24
25-34
35-44
45-54
17%
19%
55-64
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Sunrise Health Service | Strategic Plan 2015-2020
The population in the region often fluctuates when community events or traditional
ceremonies occur, and during the dry season when tourists and recreational fishermen travel
to the region.
Key Factors Influencing the Future
A pivotal aspect of the next five years is the ongoing the implementation of ‘The Sunrise
Way’. The Sunrise Way is a change management agent based upon a Cultural Framework
which underpins respect for Individuals, Human Dignity, Indigenous belief systems, Priority
of health care and cultural obligations. It also introduces the concept of ‘Aboriginalisation’,
a principle by which, through personal development and natural attrition, all key
management positions in the health service will be filled by Indigenous people, preferably
from within the Sunrise Communities. The Sunrise Way is a living document which
encompasses our whole-of-community philosophy.
To date, the implementation process has seen the appointment of a new position, that of the
“Manager, Community Health” at Ngukurr (as opposed to Health Centre Manager) and the
approval for a new position at Ngukurr, that of Administration Manager. It is envisaged that
similar change will occur at Wugularr and Barunga during the course of 2015 with other
communities, as circumstances allow.
‘Closing the Gap’ and ‘Stronger Futures and a number of Social initiatives including
Personal Helpers and Mentors (PHaMS) Intensive Family Support Services (IFSS) and the
Indigenous Advancement Strategy (IAS) sponsored by State and Federal Governments will
have a significant impact on our business and our communities into the foreseeable future.
It is therefore incumbent on us as an organization to ensure that all of our constituent
communities are fairly represented and that individual aspirations are put forward at every
opportunity. To this end, Sunrise has developed a 5 year needs and aspirations plan to
address the necessary infrastructure required to ensure our sustainability and the viability of
service delivery in our communities. Capital works requirements in the form of new Health
Centres at Ngukurr, Wugularr and Bulman along with staff accommodation and Information
Technology in all of our communities remain critical components of our future development.
In summary, Sunrise Health Service has developed a network of health facilities and a
workforce that is delivering health services in the ‘right way’ for Indigenous people.
Capacity has developed within the organisation to inform and lead new initiatives to ensure
that government policy such as the child health checks, implemented under the Northern
Territory intervention, continue to be delivered to communities in a way to result in positive
health and social outcomes. Regular outcome reporting means the organisation has a strong
evidence base to monitor progress and inform decision making.
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Sunrise Health Service | Strategic Plan 2015-2020
The Evolution of Sunrise Health Service
Understanding the story of health, service delivery and community development of the
Indigenous people living in the Katherine East region and the efforts made to establish
Sunrise Health Service is essential to understanding the vision, mission and core values
developed for the service.
1950s:
Indigenous families in the region are still living a fairly independent lifestyle
moving with the seasons. Bush medicine & traditional healers still in use.
1960s:
Arrival of missionaries and a health centre established in Barunga;
Countrymen still using traditional cultural medicines to cure sickness and
disease.
Late 1960s:
Start of significant changes to lifestyles in the region. Job losses occur due to
the introduction of award wages; alcohol becomes more readily available.
Sickness becomes more prevalent in communities due to environmental
conditions such as poor housing, overcrowding and poor nutrition.
Countrymen begin to lose control over their health and are disempowered by
the style of health service delivery.
1970s:
Lands Right Act introduced and a change in federal policy from assimilation
to self-determination.
1980s:
Start of the policy of community self-determination for Indigenous people in
Australia. Community councils are established including the Jawoyn
Association giving a voice to Indigenous people in the region about
important issues.
Territory Health provides primary health care services to communities in the
Katherine East region up until this time. Lack of infrastructure meant that
NT Health could only provide a basic band-aid service - community has no
say or involvement in service delivery.
The Jawoyn Association recognises the need for improvements to be
instigated in the local health system.
Late 1990s:
Submission developed by the Jawoyn Association to establish a Coordinated
Care Trial5 is sent to the Australian and Northern Territory governments.
Concept is discussed throughout the Katherine East communities.
2000:
Meeting of community representatives is conducted to discuss the future for
health and establishment of an interim Board for the health service.
The submission for the Coordinated Care Trial is successful.
2002:
5
The Trial is approved and officially commenced.
Coordinated Care Trial - A whole-of-population approach, encompassing improvements to access and delivery of primary
health care services; improvements in the coordination of care for the community generally; and the coordination of care for
those with chronic and complex needs.
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Sunrise Health Service | Strategic Plan 2015-2020
2003:
Chief Executive Officer is appointed.
Sunrise Health Service is incorporated as an Aboriginal organisation on
March 13.
Recruitment and arrival of key staff; the Development of a detailed health
plan and establishment of Community Health Committees transpire in May.
The Sunrise Health Service Board is established in July and Health
Programs (Aged Care, Nutrition, Child and Maternal Health, Aural Health
and Men’s Health) start operating in communities.
Management of the Coordinated Care Trial moves from the Jawoyn
Association to Sunrise Health Service on August 1. The first Board is
formally elected and Sunrise Health Service takes on the management of
health services at Mataranka, Jilkminggan, Manyallaluk, Wugularr,
Barunga, Bulman, Weemol and Werenbun.
2004:
Sunrise Health Service expands to include management of Minyerri,
Ngukurr and Urapunga health centres. Communicare is rolled out and a
Chronic Disease Coordinator recruited.
2005:
Coordinated Care Trial ends in June. Sole responsibility for managing a
substantial part of the health services in the Katherine East region is
transferred to Sunrise Health Service.
Partnership agreement with
Department of Health & Community Services and Tripartite Agreement is
completed.
Healthy for Life Program and the Early Start Program funded by the Thorpe
Fountain for Youth starts.
2006:
The Northern Territory government commissions research into allegations
of serious abuse of children in Aboriginal communities in August. An inquiry
is established to find better ways to protect Aboriginal children from abuse.
Sunrise Health Service awarded ‘Special Commendation’ in the first ever
Indigenous Governance Awards.
2007:
The Northern Territory Emergency Response (NTER) is announced by the
Australian Government in June in response to reports of abuse and neglect
of children outlined in the Ampe Akelyernemane Meke Mekarle “Little
Children are Sacred” report. Less than a fortnight after its publication, the
federal government stages a massive intervention in the Northern Territory.
Income management is introduced as part of the Northern Territory
Emergency Response (NTER).
Physical Activity Program & the Wugularr Youth at Risk Petrol Sniffing
Program commences.
2008:
Barunga Health Centre awarded the Primary Health Care Team Medal (NT
Administrators Award) in recognition of the contributions made to
advancing and providing primary health care in the Northern Territory.
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Sunrise Health Service | Strategic Plan 2015-2020
2009:
‘Blekbala Fathawan Health Summit’ held June 29 - July 2 (Sunrise Health
Service Male Health Summit).
Response to the Australian Governments comments relating to
recommendations arising from the Sunrise Aboriginal Male Health Summit
2009; “Blekbala Fathawan Health Summit 2009” is submitted.
2010:
The Social Security and Other Legislation (Welfare Reform and
Reinstatement of the Racial Discrimination Act) Bill 2009 is passed by
Parliament on 21 June. This legislation repeals all provisions in the NTER
legislation that suspended the operation of the Racial Discrimination Act
1975 (RDA) in relation to the NTER.
In July, The Sunrise Way is approved by the Sunrise Health Service Board as
a policy document designed to guide the way in which Sunrise Health
Service will deliver its health and care responsibilities into the future.
Income management in Katherine & East Arnhem land commences on 30
August.
2011:
The Stronger Futures in the Northern Territory Bill 2011 is introduced
containing measures aimed at breaking the back of alcohol abuse – to help
individuals, their families and communities get back on their feet.
Full AGPAL Quality in Service accredited status is achieved for all Sunrise
Health Centres.
The term ‘Aboriginal Health Practitioner’ is incorporated into service
delivery. Aboriginal Health Practitioner is now used in lieu of Aboriginal
Health Worker as the official title for Indigenous health centre clinicians.
Challenges & Barriers
Sunrise Health Service encountered a number of challenges and barriers to achieve the
service that it now is. Participation as part of, and the transition from the Coordinated Care
Trial period, brought with it a number of learning curves; some that we have now overcome,
some we are improving on and some that continue to this day. The challenges and barriers
have been fraught with misapprehension, reluctance to change and a general misconception
that a community controlled health service could not function as effectively as one managed
by the government. We are now approaching our fourteenth year of independent operation.
Through modernisation, the embracing of the philosophies of Quality, Continuous
Improvement, Accreditation and increasing our skills and knowledge base, Sunrise Health
Service continues to evolve and maintain its status as a highly respected, high performance
community controlled health organisation.
The following tables provide a snapshot of the factors that both hindered and contributed to
our growth. In order to understand our development from the Coordinated Care Trial days,
we have provided examples to highlight our achievements and plans for the future:
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Sunrise Health Service | Strategic Plan 2015-2020
Community Involvement:
Coordinated Care Trial Days

Lack of experience of several
members of the Board
regarding governance,
fiduciary duties and the
operation of a health service
2007-2012
2015-2020

Qualified Board of Directors


Individual Directors
participating on other local
governing committees & Boards
New Directors qualified through
formal Diploma level
Governance Training

Ongoing skills development &
development of knowledge base
for all staff and Board members
Service Delivery:
Coordinated Care Trial Days




2007-2012
Lack of transport services - air
and road
Lack of adequate transport many community members not
owning a motor vehicle or
having access to public
transport

Fully equipped 4WD ambulances
based at each health centre

Client transport services

Patient Assisted Travel Scheme
(PATS)

Patient air evacuations (i.e. Care
Flight)
Relative socio-economic
disadvantage of many people
living in the SHS catchment
area reflects the association
with poor health

Minimal change to socioeconomic disadvantage

Healthy food choices available
through the SHS Nutrition
Program

Reduced child anaemia rates

Reduction in the number of
smokers

Reduction in substance use

Environmental health program

Fully operational patient
information recall systems in
place

Use of eHealth – electronic
management of health
information

Paperless records
Lack of Health Information
support systems at trial
commencement
2015-2020
 Ongoing improvements to
ambulance fleet to modernise
equipment and vehicle standards
 Expansion of client transport
services

Improved quality of life

Increase in life expectancy

Healthy Homes

Local Solutions to Local
Problems

Positive health outcomes
supported through generational
change

Increased community
engagement

Upgrades to patient health
information systems

Modernised patient health
information platforms
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Sunrise Health Service | Strategic Plan 2015-2020
Service Delivery:
Coordinated Care Trial Days



Resistance by the men’s
participant groups to screening
due to historical implications of
screening
Lack of doctors in the early
stages of SHS hampered the
development of care plans
Approach to self-management
was not well developed
2007-2012
2015-2020

Culturally appropriate Men’s
Health Program

Implementation of the Men’s
Health Strategy

Male orientated health programs


Male clinician involvement in
screening and care management
Establishment of ‘Men’s Shed’ in
identified communities

Increased Aboriginal Male
Health Practitioners

Continuation of GP services

GP gender balance

Collaborative care planning
through increased
doctor/patient relationships

Introduction of Tele-Health
facilities

Development of a Men’s Health
Strategy

General practitioners (GP)
practicing in each health centre

Care Management Plans devised
during consultations

Recalls available through
Communicare (PIRS)

Health Programs & Health
Support Programs operational

Establishment of peer support
groups in each community

Development of peer support
groups

Ongoing health support
programs

Decreased chronic disease rates

Increased health outcomes

Access to health management
information

Increased self-referrals

Individual and group
consultations

Access to community based
workers

Access and information to
healthy lifestyle choices
Organisational Management:
Coordinated Care Trial Days

Recruitment and retention of
staff and having the right mix
of staff and skills
2007-2012

Staffing numbers 150+

All Health Centres staffed by:
-
Health Centre Manager
-
Aboriginal Health Workers
-
Registered Nurses
-
Support Staff –
administrative, drivers,
2015-2020

Establishment of a formal staff
reward & recognition program

Increased staff accommodation
in the communities

Modern amenities available in
remote staff accommodation to
ease the pressure of social
isolation

Maintenance of appropriately
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Sunrise Health Service | Strategic Plan 2015-2020
Organisational Management:
Coordinated Care Trial Days
2007-2012
2015-2020
cleaners, gardeners
-

Scepticism of the sustainability
of the new service brought
about from previous experience
with health projects in the
communities
Trainee Aboriginal Health
Workers
qualified personnel

Maintenance of professional
personnel

Clinicians appropriately
registered through the relevant
health board

Portfolio Holders engaged

Qualified administrative
personnel

Incentives program

Professional development
program

Professional executive
management team

Recognition of cultural
responsibilities & requirements
– Indigenous & non-Indigenous
personnel

Affirmative Action principle
applied to increase indigenous
employment (i.e. on-the-job
training)

Ten (10) health centres within
the Katherine East Region under
the control of Sunrise Health
Service

Ongoing accredited status

Ongoing quality service
organisation

Service delivery expanded to
outstations

Expansion of programs and
activities

Increased population growth –
increased service delivery

Implementation of ‘The Sunrise
Way’ philosophy

Implementation of Population
Health Programs

Implementation of the 5 Year
Infrastructure Development Plan

Expansion of clinical services


Attainment of Quality in Service
accredited status for all health
centres
Development of community
rehabilitation facilities

Pilot projects involving data
management systems &
communication systems

Attainment as a General Practice
Training Post

Development of a 5 Year
Infrastructure Development Plan
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Sunrise Health Service | Strategic Plan 2015-2020
Organisational Management:
Coordinated Care Trial Days

Limited policies and
procedures in place
2007-2012

Extensive policies & procedures
manual in place encompassing
all practices throughout the
organisation

Best Practice systems and
documentation in place and
operational

Policies & Procedures Manual
and Best Practice Standards
available in all health centres
and Katherine office
2015-2020

Ongoing review, development
and implementation of
individual policies and
procedures

Time required to develop new
Enterprise Bargaining
Arrangements

Enterprise Agreement 2011-2014
in place & operational

Enterprise Agreement 2014-2017
re-negotiated and operational
within delegated timeframe

Difficulties with the NT
Medical Board in officially
recognising overseas trained
doctors and the national
shortage of rural doctors

Overseas Trained Doctors
practicing in the health centres

Ongoing recruitment of Overseas
Trained Doctors

Recruitment of Indigenous
Doctors

More Female Doctors recruited

Increase in the number of
Indigenous clinicians across all
health streams

Increase in the number of
Indigenous male clinicians


Difficulties in recruiting the
right staff and the right mix of
staff and skills for the new
health service
Lack of preliminary IT
infrastructure and IT skill base

Registered clinicians employed
in all health centres

Appropriately qualified
clinicians delivering services in
all health centres

Male & Female Aboriginal
Health Workers employed

Trainee Aboriginal Health
Workers employed

Portfolio Holders established in
each health centre

Engagement of Health Program
& Health Support Program
Coordinators

Ageing computer hardware in
the health centres

Modernised and fully functional
I.T. platform

Contracted I.T. provider


Partnerships with
communication service providers
Computer hardware and
software upgrades to all health
centres

Ongoing needs analysis

Staff development & training

Staff development & training

All health centre staff fluent in
the use of I.T equipment

National Broadband Network

Access to the National
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Sunrise Health Service | Strategic Plan 2015-2020
Organisational Management:
Coordinated Care Trial Days
2007-2012
2015-2020
analysis

SHS was dependant on an
external organisation (DHCS)
for the maintenance of
buildings
Broadband Network

Buildings still under the
ownership the NT Department of
Health (DoH)

Maintenance addressed through
partnership between SHS and
DoH

SHS ownership of all buildings
Linkages:
Coordinated Care Trial Days

Difficulties in accessing tertiary
care, specialist and allied
health services and more
complex investigations
2007-2012
2015-2020

Access to a broad range of health
care service providers

Increased access to specialised
services

Access to local community
services

Increased access to specialised
equipment

Access to allied health services


Partnerships developed
Increased visits to the
communities by health care
professionals

Visits to the communities by
specialised services

Patient transport
Looking to the future, it is important to take cultural knowledge about traditional healing
and the right way for family and community business which have always stayed strong, and
amalgamating then with best practice Western Medicine. At Sunrise, this is the key to
highest quality modern health service. Taking the best from both worlds is the key to
improving health in the future.
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Sunrise Health Service | Strategic Plan 2015-2020
Strategic Direction:
We will meet our aims and objectives in line with best practice
principles, through community engagement, continuous quality
improvement, professional development, corporate responsibilities
& actions to ensure positive health outcomes for the people we work
for, ‘The Sun-Come-Up Mob’.
Sunrise Health Service will concentrate on priority areas by expanding upon our
commitment to achieve our targets of positive health outcomes and prolonged life
expectancy for the ‘Sun-Come-Up Mob’. We will adopt an improved and revitalised multidisciplinary collaborative team approach which incorporates community engagement,
mechanisms for planned health care, treatment of acute illness, emergency response
procedures and prevention & management of chronic diseases.
Priorities that guide current & future operational practices will be adapted to conform to
future requirements and will continue to evolve over time as The Sunrise Way policy
framework is incorporated into management practices.
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Sunrise Health Service | Strategic Plan 2015-2020
Community Involvement – Control & Governance:
Aim:
Sunrise Health Service will maintain and improve upon its commitment to enhance
and build upon community control and governance through active dialogue and
engagement with its member communities. We will:
a.
Promote good governance and community involvement in all activities of the service
b. Develop and implement the Sunrise Way policy framework to ensure our communities have
access to high quality, holistic, culturally appropriate primary health care
c. Respond to innovative ideas and solutions devised at the local level
d. Participate in community initiatives requiring our support and assistance to enable cultural
health and wellbeing
Key Strategies:
We will continue to build the capacity of the Sunrise Health Service Board of
Directors and Community Health Committees to be fully competent in the
knowledge & operations of our organisation to sustain informed decision-making.
We will achieve this through:
1.
Providing a knowledge base that
encompasses the overall definition of
community control and what constitutes an
Aboriginal community controlled health
service
2.
Ensuring our Board of Directors receive
formal training in Corporate Governance to
adhere to CATSI requirements and to
implement systems to meet corporate
responsibilities
3.
Providing an advisory role to the Board of
Directors to assist in decision-making that is
acceptable to two-way responsibilities
[operating in two worlds and two cultures]
4.
Keeping the Board of Directors informed of
day-to-day activities through a fully
functional and professional executive
management team
5.
Maintaining community development
functions to interface with the Sunrise
communities to formulate local service
management initiatives
6.
Keeping our governing bodies informed of the
political environment impacting on the
organisation and the community as a whole
7.
Identifying and forming partnerships with
local community based support services to
enhance service delivery
8.
Supporting generational change and
priorities
9.
Providing support, mentoring and
education
17
Sunrise Health Service | Strategic Plan 2015-2020
Community Involvement – ‘The Sunrise Way’:
Aim:
We will implement the ‘The Sunrise Way’ policy document as a change
management tool ‘to expand the concept of holistic health care from
comprehensive and coordinated to bio-psychosocial6 – Mind, Body & Spirit’. We
will achieve this by:
a.
Engaging with our member communities to reflect genuine community consultation to enable
the implementation of culturally appropriate change management processes
b. Retaining effective business practices, modifying practices and introducing new practices
c. Collaborating with funding bodies, secondary & tertiary service providers and other partners
to ensure resources provided for Indigenous health are effectively utilised
d. Ensuring communication with our communities respect individual values and recognition of
the different types of relationships which underpin contemporary and traditional Aboriginal
society
e.
Utilising The Sunrise Way document as a workplace manual to guide health care professionals
employed in or servicing community operations
f.
Condensing The Sunrise Way document into various formats that are easily interpreted at all
levels
g.
Reviewing clinical and organisational issues, and the support structures and attitudes to blend
traditional and Western health care
h. Expanding the central role of the Aboriginal Health Practitioner in our remote health centre
service delivery activities
6
i.
Implementing The Sunrise Way Cultural Framework principles to influence control over
broader systems
j.
Working with our communities to identify and nurture future leaders and aspiring Health
Practitioners
Sunrise Way – A Concept for Change’; Preface [page v]
18
Sunrise Health Service | Strategic Plan 2015-2020
Priorities:
Community Governance & Cultural Focus:
Promote good governance and community involvement in activities of the service
1.
A confident and competent Board of
Directors
3. Ongoing training and development of
our governing bodies
2. Regular engagement with Community
Health Committees
4. Community engagement in planning
processes & decision-making
5.
Collaboration between community based
staff and local Board members in
determining local solutions to local
problems
6. Collaboration with Roper Gulf Shire, local
schools & community based services to
enhance service delivery
7.
Generational change and priorities
supported
8. Ongoing community interface through
regular communication and consultation
‘The Sunrise Way’:
Develop and implement the Sunrise Way policy framework to ensure communities
within the Sunrise Region have access to high quality, holistic, culturally
appropriate primary health care
1.
Change management systems in place
and operational
3. Operational features conform to the
Cultural Framework & Cultural
Safety/Competence
5.
Holistic life approach to health care
optimised
7.
Transition of Aboriginal Health
Practitioners into clinical management
roles
2. Consultative Group operational
4. Aboriginal decision-making process
acknowledged and respected
6. Service delivery incorporates traditional and
western health care models
8. Recognition of roles and responsibilities of
the Primary Health Care Team
9. Implementation – The Way Forward
19
Sunrise Health Service | Strategic Plan 2015-2020
Service Delivery:
Aim:
Sunrise Health Service will facilitate ongoing access to comprehensive primary
health care by treating and responding to acute illnesses, chronic disease and
emergency care. Population health programs will continue through focus based
needs of priority groups, age groups and related disease priorities. We will:
a.
Implement and maintain a best practice approach to antenatal care
b. Ensure the optimal growth and development of children
c.
Support parents caring for young children (0-4 years) by ensuring they have access to relevant
services
d. Implement a systematic approach to prevention and screening for Male adults
e.
Implement a systematic approach to prevention and screening for Women
f.
Implement a systematic approach to ensure care provided to aged clients is respectfully
delivered and conforms to their wishes
g.
Implement a best practice approach to chronic disease care that empowers clients in selfmanagement
h. Strengthen social and emotional wellbeing for young people
i.
Deliver effective and culturally appropriate drug and alcohol services and programs to
improve the health and wellbeing of our community members
j.
Improve the mental health of individuals by providing support and greater access to services
k.
Identify, establish and maintain partnerships with philanthropic and inter-departmental
agencies to access secondary, tertiary and community services through internal health
support programs
20
Sunrise Health Service | Strategic Plan 2015-2020
Key Strategies:
We will continue to maintain and increase access to culturally appropriate and
high quality primary health care services in each community. We will achieve this
by:
1.
Maintaining and building upon the
services provided in each community
2. Respecting patients right to make informed
decisions about his or her own health care
3. Incorporating and improving upon best
practice approaches to service delivery
into programs
4. Strengthening population health strategies
and systems to prevent and manage chronic
disease
5.
Improving and expanding links with
external service providers to facilitate
early referral to secondary level care,
specialist services and allied health
6. Considering the option of service delivery
expansion in relevant areas
7.
Evaluating service delivery performance
through regular reporting of service
outcomes and ongoing quality
improvement activities
8. Concentrating on preventative health care
and healing
9. Strengthening social and emotional
wellbeing in our communities
10. Strengthening service delivery through
effective team work and recognising
individual contributions
11. Educating and providing information to
non-Indigenous staff on issues affecting
the health and wellbeing of Indigenous
people
12. Establish clinical pathways to facilitate
access to community based self-care dialysis
21
Sunrise Health Service | Strategic Plan 2015-2020
Priorities:
Primary Health Care:
Facilitate access to comprehensive primary health care services in the Sunrise
region
Clinical Services – Acute / Emergency
1.
Quality clinical care, treatment and
management of clients in the Katherine
East Region is assured
2. Maintain an after-hours and on-call
emergency service for each community
3. Provide a multi-disciplinary team with
the appropriate skills mix in each
community
4. Active promotion of local clinical and
population health activities and available
services
5.
Treatment and care
6. Improved community infrastructure to
address patient evacuation requirements
7.
Increased male health workers
Health Assessment & Care Planning
1.
Care plans developed in consultation
with clients for chronic conditions
2. Multi-disciplinary team care arrangements
initiated
3. Follow-up and referral to appropriate
secondary and tertiary services
Screening & Early Detection
1.
Systematic approach to prevention and screening for adults in the Sunrise region
Access to Specialist Services
1.
Increased specialist input and access into remote health care
22
Sunrise Health Service | Strategic Plan 2015-2020
Population Health:
Improve health outcomes and quality of life for the Sunrise Communities through
preventative programs, health promotion and education and awareness programs
Chronic Disease Prevention
1.
Clients empowered in self-management
2. Client Independence
3. Reduction in barriers and an increase in
healthy lifestyle choices
4. Minimisation of chronic illnesses
5.
Support structures in place
6. Peer support groups established
7.
Increased life expectancy
Maternal Health
1.
Culturally appropriate community based
antenatal, postnatal and women’s health
care and support
2. Increased normal birth weights at time of
delivery
3. Reduced risk behaviours
4. Increased presentations before 20 weeks
5.
6. Birthing options in the community
Increased antenatal visits
Child Health
1.
Increased capacity for parents to care for
their children
2. Strengthened family support units
3. Reduced illness and injury
4. Increased physical, cognitive and social &
emotional wellbeing and development
5.
Reduced risk behaviours
6. Increased school based programs &
activities
7.
Reduced anaemia rates
8. Increased immunisation rates
9. Developmental milestones attained
10. Strong father involvement
23
Sunrise Health Service | Strategic Plan 2015-2020
Population Health:
Improve health outcomes and quality of life for the Sunrise Communities through
preventative programs, health promotion and education and awareness programs
Men’s Health
1.
Improved access to culturally
appropriate health care
3. Increased access to physical, and social &
emotional wellbeing programs
2. Increased rates in men’s health checks
4. Recognition of the males role in the family
unit
5.
Men engaged in their own health
outcomes
6. Reduced risk behaviours
7.
Reduction in the number of preventable
diseases and injuries
8. SHS Male Health Strategy implemented
Women’s Health
1.
Improved access to culturally
appropriate health care
3. Increased rates in women’s health
checks
5.
Increased access to physical, and social &
emotional wellbeing programs
7.
Women’s Health Summit organised and
delivered
2. Reduced risk behaviours
4. Family planning program established
6. Improved access to family support services
Social & Emotional Wellbeing
1.
Strengthened social and emotional
wellbeing for young people
2. Delivery of effective and culturally
appropriate drug and alcohol services and
programs
3. Development of community based
rehabilitation facilities
4. Support and greater access to mental health
services
5.
6. Expansion of services to cover the greater
Sunrise region
Family support mechanisms in place
24
Sunrise Health Service | Strategic Plan 2015-2020
Health Support Programs:
Identify, establish and maintain partnerships with philanthropic and interdepartmental agencies to access secondary, tertiary and community services
through internal health support programs
1.
Memorandums of Understanding and
Service Agreements in place with
relevant partners
3. Programs in place to address ear and eye
health, early childhood development &
learning, dental care, sexual health,
environmental health and allied health
requirements
5.
Traditional healing and bush medicine
options supported
7.
Internal collaboration between programs
to maximise service delivery
2. Programs in place to address lifestyle risk
factors relating to nutrition, physical
activity, smoking & substance use
4. Health promotion, education and awareness
programs delivered to compliment chronic
disease management plans
6. Service and process mapping & systems
assessments undertaken, analysed and
strategies developed to support core service
delivery
25
Sunrise Health Service | Strategic Plan 2015-2020
Organisational Management:
Aim:
Sunrise Health Service will integrate quality management principles in its day-today activities by involving its workforce, incorporating our core values and
excellence in service delivery and ensuring clinical support structures are in
place. We will:
a.
Ensure compliance with best business practices and governance by way of ISO 9001
accreditation and Diploma level Governance course delivery to board and staff
b. Maintain financial viability of the organization through best practice financial management
c. Secure, continually develop and maintain an effective and efficient workforce
d. Develop and maximise assets to promote optimal service delivery
e.
Advocate for the rights of Indigenous people to reflect regional issues and policy formulation
to address all of the key Social Determinants
f.
Coordinate and manage and develop effective Information, Communication Technology (ICT)
& Information Management (IM) functions to support service delivery outcomes
g. Ensure high quality clinical care, treatment and management of clients in the Katherine East
Region through best practice continuous improvement and accreditation
h. Implement quality improvement systems and practices across the organisation
i.
Devise and implement appropriate risk management strategies
26
Sunrise Health Service | Strategic Plan 2015-2020
Key Strategies:
We will continue to develop and maintain the organisations infrastructure,
financial and communication systems, compliance requirements, clinical
governance standards and workforce to deliver best practice primary health care
services. We will achieve this by:
1.
Maintaining systems that ensure
compliance with sound governance and
business and financial practices
2. Identifying, managing and minimising risk
through the implementation of a
comprehensive Risk Management Strategy
3. Maintaining corrective/preventive action
processes to address adverse community
events
4. Identifying and managing potential conflicts
of interest
5.
Securing additional funding for health
interventions through Government, nonGovernment and philanthropic funding
programs
6. Improving internal business practices to
maximise Medicare reimbursement and
internal efficiencies
7.
Maintaining and improving upon our
employment strategy to increase
Indigenous employment
8. Ongoing collaboration with training
institutions to develop educational
pathways for community based workers into
higher education
9. Investing in succession planning to
develop a pool of Indigenous leaders to
take Sunrise Health Service forward into
the future
10. Developing new and improving upon
current recruitment and retention strategies
to attract experienced and suitably qualified
personnel to deliver services
11. Multi-skilling the workforce to create a
more flexible labour force
12. Maintaining and improving upon our
Information Technology platform to
modernise communication systems
13. Ongoing upgrades and maintenance of
health facilities and systems to maintain
quality in practice accredited status for
all health centres
14. Incorporating a workforce development
strategy to develop the skills of Indigenous
employees to assume leadership and
management roles within each health centre
27
Sunrise Health Service | Strategic Plan 2015-2020
Priorities:
Management:
Ensure compliance with good business practices and governance
1.
Planning & decision making determined
through honesty, integrity and
transparency
3. Strategic & Business Management
structures to enable long term
performance implemented
2. Risk management and contingency
structures & processes developed and
implemented
4. Organisational structures developed to
support community leadership for health
5.
Internal communication and reporting
mechanisms in place through relevant
structures
6. Business practices modified, added and
improved upon
7.
Structures in place to monitor growth
and adaptation & implementation of
change management processes
8. Policies & Procedures reviewed, amended or
developed to guide the day-to-day activities
of the organisation
9. Financial stability & accountability
10. Resources determined and implemented to
support operations
11. Political factors and reforms influencing
service delivery monitored and
addressed accordingly
12. Delegations determined and operational
13. Consultative mechanisms in place
Finance:
Maintain financial viability of the organisation
1.
Effective and efficient internal financial
control systems to meet organisational
needs
3. Sourcing and accessing additional
funding to expand and sustain health
programs
2. Financial reporting and budgetary control
methods determined and operational
4. Effective management structures to monitor
financial accountability
5.
Internal and external auditing systems in
place
6. Appropriate and current insurance cover
7.
Assets Register maintained
8. Medicare Income
9. Cost effective funds use
10. Optimum use of funds
28
Sunrise Health Service | Strategic Plan 2015-2020
Human Resources:
Secure and maintain an effective and efficient workforce
1.
Increase in the number of long term
qualified health professionals including
general practitioners and midwives
3. Aboriginalisation of Barunga and
Wugularr Health Centres by 2017
2. Increasing Indigenous employment across
all professions in the organisation
4. Affirmative Action to support personal
development through training and on-thejob support
5.
Identifying and nurturing future leaders
and aspiring health practitioners
6. Workforce Development Strategy devised
and operational
7.
Collaboration with training institutions
to develop our workforce
8. Improved performance appraisal systems
and processes
9. Implementing succession planning
within the organisation
10. Employment standards conform to the Fair
Work Act
11. Improved orientation systems and
processes
12. Improved recruitment and retention
strategies
13. Provision of a safe and healthy work
environment
14. Investment in a multi-skilled workforce
15. General practitioners residing in
communities
16. Reward & recognition program developed
Assets:
Develop and maximise the assets of Sunrise Health Service to support optimal
service delivery
1.
Reliable and modern communication
and information technology systems in
each health centre
2. Ongoing upgrades and maintenance of
health centre infrastructure
3. Computer hardware & software upgrades
for all health centres
4. Expansion of services through mobile
service delivery vehicles
5.
Staff accommodation in every Sunrise
community
6. New culturally appropriate health centres
7.
Improved vehicle and ambulance fleet
8. Implementation of Tele-health facilities
29
Sunrise Health Service | Strategic Plan 2015-2020
Policy & Advocacy:
Advocate for the rights of Indigenous people to reflect regional issues and policy
formulation
1.
Advocating for Men’s Centres to provide
a culturally appropriate venue for
activities that promote positive and
healthy lifestyles
2. Maintain membership with aboriginal
medical service affiliates who advocate for
social justice
3. Advocate for public health solutions to
address the social determinants of health
4. Develop a strategic partnership with Roper
Gulf Shire Council
5.
6. Engage in public health research and
development networks
Working with services to address the
underlying causes of poor health by:
a.
Establishing stronger links to
address housing and
environmental health issues;
b. Working with relevant
organisations to strengthen
programs that address the social
determinants of health; and
c. Advocating through regional
forums to improve transport
services within the region
Information & Communication Technology (ICT):
Coordinate and manage an effective ICT function to support service delivery
outcomes
1.
Ensure I.T. infrastructure and capacity
continues to meet organisational needs
3. Modernising communication systems
and infrastructure
2. Implementing Tele-health technology in all
health centres
4. Intranet & Website development and
upgrades
30
Sunrise Health Service | Strategic Plan 2015-2020
Information Management (IM):
Coordinate and manage an effective IM function to support service delivery
outcomes
1.
Collation and reporting of NT AHKPI &
Healthy for Life National Key
Performance Indicators (nKPI)
3. Working with Children clearances
(Ochre Card / Police Checks)
5.
Reinforcing code of conduct and ethical
practices
7.
Stable operating systems
2. Standardise Patient, Information, Recalls
System to support best practice service
delivery
4. Collaboration with town-based health
service providers
6. Ongoing quality and integrity of PIRS data
Health Services:
Ensure quality clinical care, treatment and management of clients in the Katherine
East Region
1.
Use of Best Practice guidelines
2. Quality in acute, chronic and emergency
care
3. Smoke-free work environment
4. Increased specialist services
5.
6. Communicare Training
Service delivery planning maximised at
the local level through:
-
Doctors meetings
Health centre / clinic meetings
Health Centre Manager meetings
Health Program Coordinators &
Health Support Program
Coordinators meetings
Data Review committee meetings
31
Sunrise Health Service | Strategic Plan 2015-2020
Continuous Quality Improvement:
Implement quality improvement systems and practices across the organisation
1.
Standards strengthened within the
service to maintain Quality in Practice
accredited status
2. Corporate and clinical governance practices
strengthened through innovative processes
3. Increased access to clinical, management
and cultural awareness training
programs
4. Enhanced and increased access to primary
health care through long term sustainable
improvements
5.
Community engagement, external
partnerships, staff ideas and suggestions
6. Improvements to health service delivery to
achieve positive health outcomes
7.
Development and dissemination of
annual SECA Reports
8. Risk Management Plan devised and
operational
9. Team approach in problem solving
10. Data analysis and interpretation
11. Feedback from all stakeholders
12. Best Practice Standards in use
13. Reporting & Compliance
14. 2-Way Learning
32
Sunrise Health Service | Strategic Plan 2015-2020
Linkages:
Aim:
Sunrise Health Service will enable access to secondary and tertiary services
through collaboration and linkages with local and regional services to optimise
service delivery. Each function within the service structure will adopt a proactive
approach to networking with other health providers, government departments and
non-government agencies to increase options available to clients. We will:
a.
Promote intersectoral collaboration to support continuity of care and more effective service
delivery
b. Establish partnerships with other service delivery agencies to increase our service base
c.
Maintain collaborative health & health-related initiatives with local community schools
d. Engage with Roper Gulf Shire to expand access to local community based services
e.
Participate in inter-agency meetings
Key Strategies:
We will continue to expand upon and maintain linkages and access to a full range
of service providers required to prevent and respond to health problems and issues
affecting day-to-day service delivery. We will achieve this by:
1.
Formalising
information
sharing
processes with regional organisations
and stakeholders to improve community
priorities
2. Developing referral pathways (including
support services) with the Northern
Territory Department of Health, nonGovernment service providers and private
sector providers to facilitate access to health
services
3. Developing communication strategies to
advocate for health issues to be
addressed through the Australian
Government’s
“Closing
the
Gap”
campaign
4. Strengthening our capacity to influence
planning and service delivery through interagency participation
5.
6. Maintaining active membership with
Aboriginal Medical Service (AMS) affiliate
organisations and bodies
Collaborating with Medicare Locals,
Divisions of General Practice within the
Northern Territory & Other Bodies to
streamline services
33
Sunrise Health Service | Strategic Plan 2015-2020
Priorities:
Intersectorial Collaboration:
Promote intersectorial collaboration to support continuity of care and more
effective service delivery
1.
Advocate for increased funding for
health intervention through Government
& non-Government funding programs
2. Collaboration with Medicare Locals,
Divisions of General Practice and other
bodies to streamline services
3. Participation in inter-agency meetings to
strengthen Sunrise’s capacity to
influence planning and service delivery
4. Networking with other service delivery
organisations
5.
6. Information sharing with regional
organisations and stakeholders to improve
community priorities
Participation with research organisations
to develop position papers and reports
on relevant issues
34
Sunrise Health Service | Strategic Plan 2015-2020
Strengths, Weaknesses, Opportunities & Threats:
The following SWOT Analysis provides a broad picture of various factors impacting
on core service delivery for Sunrise Health Service:
Strengths
Weaknesses
-
Governance & Management Structures
-
Community Airstrip infrastructure
-
Clinical Support Systems
-
Transient staff i.e. nurses
-
Community based health centres
-
Number of AHW
-
Structured Workforce
-
Number of male AHW
-
Community Input & Participation
-
Community based accommodation for staff
-
Community Control
-
Dental Services
-
Reporting & Compliance
-
Eye Health Services
-
Team Approach to health care and service
delivery
-
Number of doctors residing in communities
-
Best practice approach to health care and
service delivery
-
Access to specialised services & equipment
-
Town vs Remote resources
-
Community Based Workers
-
Community based Morgue Facilities
-
Partnerships & Stakeholders
-
Change Management
-
‘The Sunrise Way’
Opportunities
Threats
-
Communication & Information Technology
upgrades
-
Climate – communities cut off during the wet
season
-
Health Centre upgrades
-
Remoteness/Isolation
-
Continuous Quality Improvement
-
Funding opportunities
-
Up-skilling the workforce
-
-
Multi-skilling the workforce
Ageing Information & Technology hardware &
software in remote health centres
-
Medicare Income
-
Growth
-
Service Promotion & Advocacy
-
Ageing Infrastructure
-
Lack of permanent housing for clinicians –
RAN’s & AHW’s
-
Community socio-economic disadvantage
leading to poor health status
-
Travel costs associated with service delivery
-
Maintaining programs & activities
-
Securing additional resources
35