Abstract
Introduction: ATSIHW face significant unique workforce challenges which hinder efforts to improve health for their communities.
Practice change: Extensive consultation led to the Qld Child and Youth Clinical Network (QCYCN) establishing a statewide governance model to drive workforce culture change.
Aim: To empower ATSIHW to drive change within their workforce & lead an integrated cultural shift toward respect & equity, enabling better health outcomes for ATSI communities.
Targeted stakeholders: ATSIHW, workforce managers, policy officers, ATSI communities.
Timeline: Consultation, Steering Committee established, governance model to be implemented, evaluation.
Highlights: Sustainable governance model for ATSIHW to minimise variability in care & facilitate clinical improvement; engaged, respected & supported ATSIHW workforce; stable workforce to deliver Close the Gap initiatives.
Sustainability: Appropriate compliance processes developed to ensure sustainability and accountability of governance model.
Transferability: This project will produce a proof of concept for a collaborative, sustainable approach to workforce governance that is transferable to other service areas & jurisdictions.
Conclusions: There is clear need to develop a sustainable & equitable ATISHW governance model which fosters statewide collaboration. Improvements in workforce will have a positive impact on health outcomes & Closing the Gap.
Discussions: The Steering Committee is the driving force to create a positive, cohesive and productive workforce culture. Through their leadership, a statewide governance model will be developed utilising strengths of the workforce & QCYCN, leading to better health outcomes for ATSI children, young people & families.
Lessons learned: Extensive consultation is crucial; understanding effective mechanisms for Indigenous leadership & cultural support will improve health care for ATSI children & youth; leveraging off established successful platforms enables change from ground up.