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Development and implementation of a shared governance model in a mainstream health unit: a case study of embedding Aboriginal voices in organisational decision making
Description
In 2017, Aboriginal staff and senior management implemented a joint governance model for providing strategic leadership of a mainstream health unit with the objective of enhancing the delivery of culturally appropriate population health services for the benefit of Aboriginal communities. In its 3 years of operation to date, the model has provided strategic oversight of the organisation, implemented several strategic initiatives, including a cultural assessment process, maintaining and strengthening Aboriginal recruitment, monitoring employment vacancies, establishing a wellbeing leadership group, monitoring budget allocation and developing an Aboriginal data management protocol, and has provided additional professional development opportunities for Aboriginal staff. This case study demonstrates the feasibility, importance and benefits of engaging and embedding Aboriginal voices in the governance of a mainstream health service delivery unit, as well as the need for ongoing reflection and improvement. Further translation of the model to the operational levels of the unit is required.
Regions in scope
Hunter New England region, New South Wales
Funding entity
Unknown
Research/evaluation entity
Hunter New England Local Health District, Population Health; Menzies School of Health Research; Office of the Secretary, NSW Department of Education
