{ "entity_id": "B-004230", "folder": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "type": "Advisory Body", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "https://www.vaccho.org.au/policy-advocacy/nagatsiac/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 2, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities.", "official_site_url": "https://www.vaccho.org.au/policy-advocacy/nagatsiac/", "source_documents": [ { "type": "strategie", "title": "Read our 5-year strategy", "url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "period": "2023", "confidence": "medium" } ], "purpose": { "text": "We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities.", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 6, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=6" }, "vision": { "text": "Vibrant, healthy, self-determining Aboriginal communities.", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 6, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=6" }, "strategic_priorities": [ { "title": "Our Foundations - to ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members a", "description": "Our Foundations - to ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce.", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 8, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8" }, { "title": "Strong Voice - to foster and promote Aboriginal aspirations, experience and innovation, and to strengthen VACCHO’s posit", "description": "Strong Voice - to foster and promote Aboriginal aspirations, experience and innovation, and to strengthen VACCHO’s position as an authoritative voice on Aboriginal health, wellbeing and self-determination.", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 8, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8" }, { "title": "Health and Healing - to help translate health and wellbeing evidence into practice to achieve health outcomes for the ne", "description": "Health and Healing - to help translate health and wellbeing evidence into practice to achieve health outcomes for the next generation.", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 8, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8" } ], "values": [ { "name": "Optimism", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Empowerment", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Compassion", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Confidentiality", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null }, { "name": "Respect", "description": "", "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Our Foundations", "description": "To ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce.", "activities": [ "To promote and embed Aboriginal ways of Knowing, Being and Doing within the organisation and across health and wellbeing sectors", "To invest in technologies and systems to increase our knowledge, response and high-efficiency and quality action capacity to support the sector", "To oversee the transfer of resources, authority and power from sector government to the sector" ], "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 12, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=12" }, { "name": "Outcome 2: Strong Voice", "description": "To enhance ways for Members to communicate and influence matters that are important for their organisations and supported to contribute to Communities the health and wellbeing decisions that impact them", "activities": [ "To develop and implement the Member engagement strategy", "To combine Aboriginal knowledge with research, evaluation, data and evidence to provide support to VACCHO staff, and where possible VACCHO Members", "To produce regular policy position papers" ], "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 14, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=14" }, { "name": "Outcome 3: Health and Healing", "description": "To design and deliver effective programs using Continuous Quality Improvement methodologies to make impactful change in the four health and healing areas so that within a generation (25 years) we will see: a healthy community, thriving in the early years, healing intergenerational trauma, and improving care pathways.", "activities": [ "To address the social and cultural determinants for health, with a focus on those significantly impacting Aboriginal Communities in Victoria", "To strengthen holistic and culturally embedded models of care for Aboriginal children and their families that privilege a life-course approach", "To promote best practice in Aboriginal people experiencing good social and emotional wellbeing, and have the opportunity to heal from trauma" ], "source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "source_page": 16, "source_deep_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=16" } ], "performance_measures": [ { "code": "KPI01", "measure": "Transfer of resources, authority and power from government to sector", "target": "Complete", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "target_source_page": 13, "result_source_url": "", "result_source_page": 19 }, { "code": "KPI02", "measure": "Increase in knowledge, response and efficiency in sector services", "target": "20% improvement", "latest_result": "15% improvement", "status": "Partially achieved", "target_source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "target_source_page": 13, "result_source_url": "", "result_source_page": 19 }, { "code": "KPI03", "measure": "Adoption of Aboriginal ways of Knowing, Being and Doing", "target": "100% integration", "latest_result": "70% integration", "status": "Partially achieved", "target_source_url": "https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf", "target_source_page": 13, "result_source_url": "", "result_source_page": 19 } ], "document_alignment_terms": { "must_support": [ "We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal ", "Vibrant, healthy, self-determining Aboriginal communities.", "Our Foundations - to ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce.", "Strong Voice - to foster and promote Aboriginal aspirations, experience and innovation, and to strengthen VACCHO’s position as an authoritative voice on Aboriginal health, wellbeing and self-determination.", "Health and Healing - to help translate health and wellbeing evidence into practice to achieve health outcomes for the next generation." ], "watch_terms": [ "Transfer of resources, authority and power from government to sector", "Increase in knowledge, response and efficiency in sector services", "Adoption of Aboriginal ways of Knowing, Being and Doing" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# National Advisory Group for Aboriginal and Torres Strait Islander Aged Care — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)\n\n## Vision\n\n> Vibrant, healthy, self-determining Aboriginal communities. [[CP p.6](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=6)]\n\n## Our purpose / purposes\n\n> We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities. [[CP p.6](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=6)]\n\n## How we deliver\n\n> We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities.\n\n## Government priorities for this department\n\n- Our Foundations - to ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce. [[CP p.8](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8)]\n- Strong Voice - to foster and promote Aboriginal aspirations, experience and innovation, and to strengthen VACCHO’s position as an authoritative voice on Aboriginal health, wellbeing and self-determination. [[CP p.8](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8)]\n- Health and Healing - to help translate health and wellbeing evidence into practice to achieve health outcomes for the next generation. [[CP p.8](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=8)]\n\n## Outcomes\n\n### Outcome 1: Our Foundations\nTo ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce. [[CP p.12](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=12)]\n\n**Key activities:**\n- To promote and embed Aboriginal ways of Knowing, Being and Doing within the organisation and across health and wellbeing sectors\n- To invest in technologies and systems to increase our knowledge, response and high-efficiency and quality action capacity to support the sector\n- To oversee the transfer of resources, authority and power from sector government to the sector\n\n### Outcome 2: Strong Voice\nTo enhance ways for Members to communicate and influence matters that are important for their organisations and supported to contribute to Communities the health and wellbeing decisions that impact them [[CP p.14](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=14)]\n\n**Key activities:**\n- To develop and implement the Member engagement strategy\n- To combine Aboriginal knowledge with research, evaluation, data and evidence to provide support to VACCHO staff, and where possible VACCHO Members\n- To produce regular policy position papers\n\n### Outcome 3: Health and Healing\nTo design and deliver effective programs using Continuous Quality Improvement methodologies to make impactful change in the four health and healing areas so that within a generation (25 years) we will see: a healthy community, thriving in the early years, healing intergenerational trauma, and improving care pathways. [[CP p.16](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=16)]\n\n**Key activities:**\n- To address the social and cultural determinants for health, with a focus on those significantly impacting Aboriginal Communities in Victoria\n- To strengthen holistic and culturally embedded models of care for Aboriginal children and their families that privilege a life-course approach\n- To promote best practice in Aboriginal people experiencing good social and emotional wellbeing, and have the opportunity to heal from trauma\n\n## Values and principles\n\n_Our Guiding Principles_\n\n- Optimism\n- Collaboration\n- Empowerment\n- Compassion\n- Integrity\n- Confidentiality\n- Respect\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| KPI01 | Transfer of resources, authority and power from government to sector | Complete | [CP p.13](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=13) |\n| KPI02 | Increase in knowledge, response and efficiency in sector services | 20% improvement | [CP p.13](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=13) |\n| KPI03 | Adoption of Aboriginal ways of Knowing, Being and Doing | 100% integration | [CP p.13](https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf#page=13) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| KPI01 | Transfer of resources, authority and power from government to sector | Partially achieved | Partially achieved | AR p.19 |\n| KPI02 | Increase in knowledge, response and efficiency in sector services | 15% improvement | Partially achieved | AR p.19 |\n| KPI03 | Adoption of Aboriginal ways of Knowing, Being and Doing | 70% integration | Partially achieved | AR p.19 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Advisory Group for Aboriginal and Torres Strait Islander Aged Care - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:18:50.418675+00:00\n**Entity ID**: B-004230\n**Entity type**: Advisory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: https://www.vaccho.org.au/policy-advocacy/nagatsiac/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 1 |\n| pages | 13 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n3.0 Within five years, we will 3.0.1 For each focus area below, to design 3.0.1.1 Publish a Health and Healing report providing an overview of the four\nhave the knowledge, and deliver effective programs using focus areas, highlighting the current issues and priorities for action\nprocesses and tools to Continuous Quality Improvement\nmake impactful change methodologies\nin the four health and\n3.0.1.2 Drawing on the Health and Healing report, develop and deliver\nhealing areas so that\noutcome-focused programs of work for each focus area, including:\nwithin a generation (25\nyears) we will see: a.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 7,8,9,10,11,12,13]\nng\n• celebrating and embracing the diversity and self-determining future strengths-based narratives\nauthenticity of all our Community members\n• developing the Aboriginal leaders of • advocating and leading the way in Aboriginal\n• developing cultural competency and tomorrow data sovereignty, and translating this data\nleadership in our staff, valuing lived into knowledge and practice\n• promoting the need for Aboriginal\nexperiences and aspirations\nself-determination in broader society. • learning from our Elders and participating\n• engaging with stakeholders to ensure in Aboriginal reciprocity\nculturally safe care, no matter where\n• sharing our learnings for future generations.\nour people seek help or services.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.3 Policy and We influence decision 2.3.1 To have clear policy priorities supported 2.3.1.1 Produce regular policy position papers\nAdvocacy makers to maximise by effective advocacy campaigns\nour impact to address the issues that matter to\n2.3.2.1 Foster partnerships across government, mainstream service\nAboriginal people\norganisations and ACCOs, including the Aboriginal Health and\nWellbeing Partnership Forum, to influence meaningful change for\nAboriginal health and wellbeing\n2.3.2 To be a strong voice on the priorities 2.3.2.1 Develop advocacy campaigns to provide a strategic and\nand needs of the Aboriginal Community coordinated approach to influencing decision makers\nto assist our stakeholders in creating\nmeaningful change\n2.4 Trusted Voice We are a trusted voice for 2.4.1 To increase trust and engagement of 2.4.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n3.0 Within five years, we will 3.0.1 For each focus area below, to design 3.0.1.1 Publish a Health and Healing report providing an overview of the four\nhave the knowledge, and deliver effective programs using focus areas, highlighting the current issues and priorities for action\nprocesses and tools to Continuous Quality Improvement\nmake impactful change methodologies\nin the four health and\n3.0.1.2 Drawing on the Health and Healing report, develop and deliver\nhealing areas so that\noutcome-focused programs of work for each focus area, including:\nwithin a generation (25\nyears) we will see: a.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 7,8,9,10,11,12,13]\nng\n• celebrating and embracing the diversity and self-determining future strengths-based narratives\nauthenticity of all our Community members\n• developing the Aboriginal leaders of • advocating and leading the way in Aboriginal\n• developing cultural competency and tomorrow data sovereignty, and translating this data\nleadership in our staff, valuing lived into knowledge and practice\n• promoting the need for Aboriginal\nexperiences and aspirations\nself-determination in broader society. • learning from our Elders and participating\n• engaging with stakeholders to ensure in Aboriginal reciprocity\nculturally safe care, no matter where\n• sharing our learnings for future generations.\nour people seek help or services.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Visit Our History\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 7,8,9,10,11,12,13]\nng\n• celebrating and embracing the diversity and self-determining future strengths-based narratives\nauthenticity of all our Community members\n• developing the Aboriginal leaders of • advocating and leading the way in Aboriginal\n• developing cultural competency and tomorrow data sovereignty, and translating this data\nleadership in our staff, valuing lived into knowledge and practice\n• promoting the need for Aboriginal\nexperiences and aspirations\nself-determination in broader society. • learning from our Elders and participating\n• engaging with stakeholders to ensure in Aboriginal reciprocity\nculturally safe care, no matter where\n• sharing our learnings for future generations.\nour people seek help or services.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Visit Our History\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n- Visit Our Impact\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/leadership.html (https://www.vaccho.org.au/about/our-people/)`\n- VACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\n|\nUncategorized\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\n|\nBalit Durn Durn\n,\nCurrent news\n,\nLatest News\n,\nPolicy and Advocacy\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\n|\nACC-RTO and Student Stories\n,\nCurrent news\n,\nLatest News\n,\nRTO News\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/news-latest.html (https://www.vaccho.org.au/news-media/)`\n- PUBLICATIONS\nCorporate documents\nPUBLICATIONS\nSubmissions and Policy Papers\nPUBLICATIONS\nResearch Reports\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/publications-index.html (https://www.vaccho.org.au/research-resources/publications/)`\n- Visit Our Impact\nLatest news\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/strategies-index.html (https://www.vaccho.org.au/about/5-year-strategy/)`\n- [pages 1,2,3,4]\n[Page 1]\nOn Solid Ground:\nStrategic Plan 2021 — 2026\nStrength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n1.1 Aboriginal ways Aboriginal ways of 1.1.1 To promote and embed 1.1.1.1 Establish a subcommittee at VACCHO to provide leadership in our organisational understanding and\nof Knowing, Knowing, Being and Aboriginal ways of application of Aboriginal ways of knowing, being and doing\nBeing and Doing Doing are central to Knowing, Being and\nthe way we work Doing within the\norganisation and 1.1.1.2 Review Aboriginal ways of Knowing, Being and Doing and undertake a cultural audit of practices in\nacross health and VACCHO and its Members including:\nwellbeing sectors\na.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 3%, 5% | �\u0010w^$�\n��\u0017�G��*�FE'�ppS(\f����~�ð�e�%!�\u001c��B:`A�0T���a�\u001d\u001en�\b�F)�U<�b\u000f�ף$�fqѰ�^~\u0014~ۡa����\u001c�\u000eñB�-��\u0010i�\u0010�_��5YX\b�\u0018���1:����͡p��o]\u0006k.]\u0012�$�z�׭\u0010U�\u0012#T��RB�e�P����U4\u000e��F{���\u0012bc\u001c\u0016����h�a3��\u0019h���Z!-�����W݅���\u0010���j��a!��\u0016\\��hC��<�\u001c�i�t�Z�\u0003g\u0019\n3%Ī�ho�� V�q��\u0006�]���\u0011�\u00076<&�=�3%�%��E�>\u0003鳡 ��7��\u0019�d)��A�\u000b۲.!�����҂�������=<�\u001c�u�\u0004�\u0002s/\u001f����\u001e%��iEO�� �1_a�C\u0003G\\���BѢ\\|��\n��1\u0016��ά�\u0010��\u001e��Ӣ(<�#�R�p9=\\\u001c�7��2�e�ֳcq�5%Ĩ�i��'�w,zp\u000b\u0012���v��xuz-��o�V\u0018%%Ĩ~��\u0013iA���\u0017���0\\|8�)D�U$��Oy�3�\u0012b | `pages/strategies-index__04.html (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)` |\n| $80 | `\u0014�$�T\u0011,�л��dF\u0010c\"����ZK&�)�1�:��B��c�<�M\u000b�2���B�b��p��=:\u001fW���F�7�cX.K�˭��}Y\u0011A\\|���C���ps��NH�'4�v@�C\u0006B�W��9�Oh�/�?��K��Hp\u0011��X�*�>b�1���,Ėd�xaF,��)�E���X\u0019�p�\u000e��\\d4)p\u0014���i!FI�˿�#�$80\u0018�8�<6\u001b�D�����>`g��7e�j\u000e\n��\u001f��\\�G��w�k�\u0018v\u000f�Qm�����%�1�`��bz�+-�\u0010uÆ\\F\u0010�W�\n\u0016{=<\nV\u0018<�\u001f��6�\u0007�V��em`f����u\u000f�z�?\u0014��V��F�`�l\\\u000f\u000b����\b���b�\nW��\n�3�\"�\u001d\n\u0002�Y�S��eO\u000b�r�����bEO?<6W�2�šU�\u0017\u000b5q9����\u001f�\u001f�����4�6�\u001e���=�E@���-���\u0006�aH�\u001a��'6ΉU�tX�YR�����c��\u001b��i\u0005�a D�$�O2`�B��)�g\u001f\u001e����� �+[�񏬝jw | `pages/strategies-index__04.html (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)` |\n| $62 | T�}����*�(�z�wfצ���\u0014E�\u0017/�e��w��\u001c�i��*w�-���Mf���Y�\"\"��n��D\f�c�;\u0011V�:��oCU\u0015\u0013l�Ds6\u0015��\u0001�\"s՞U^.\u001b�nq�)�J�_=I��Ǽeg�/o����r�j!\f�7 \u001c\u0006\\2�{�la6`��r�؎�\u001d�\n'\u0012ᄩ�.��tNݾ�\u001cق�:���G�\u0005\u001b�^\u0017�x�\u0018qˉc\u001c���:��澇��J�{0���/��Xu��z��Y�㷓Ń�R�=D\u0011{\u001cϘe���Y�\u0012=>�%�\u0017�;ǖ��0O$62\u000fO\u0010�3��9]&��p�A�$Nͮ��\\‚p�\u0012�\u0019$e\u0013�\u0012�GN/��U0z%Aq\u001fU�*kZtL��\u00127�$l��u]x��\u0007+���8N�<�!��\u0004�V�d\u0017��Mq�\u0012\u0002��J��C0KåR �I��q1���[�X�0�JYR������E��\u001d�\b��\nDG ���/J&B��\u0016�0�q\u0018��ǂ\u001fC�Pk)�`N��4\f\u0017lf��n�ha)\u0016�)j�~���G��#�\u0012�#\u000bk\\|X�C1d�$�\u0017�� | `pages/strategies-index__04.html (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)` |\n\n## Key Achievements\n\n- NAGATSIAC were joined by:\nDr Matilda House Ngambri Ngunnawal Elder who performed the Welcome to Country\nProfessor Tom Calma AO who delivered powerful words as the guest speaker\nMinister for Senior Australians and Aged Care Services, Senator the Hon Richard Colbeck\nMinister for Health and Aged Care the Hon Greg Hunt MP who provided a heartfelt endorsement of Our Care, Our Way, Our Future\nRESOURCES\nKey documents, submission and position papers.\n$\n2021 –\nOur Care Our Way Our Future – Five Year Plan\n$\n2021 –\nOur Care Our Way Our Future – Summary\n$\n2020 –\nResponse to Royal Commission into Aged Care Quality and Safety\n$\n2020 –\nNavigating ‘conflict of interest’ issues in thin markets\n$\n2020 –\nOur Care Our Way: Background Paper\n$\n2020 –\n Source: `pages/corporate-plans-index.html (https://www.vaccho.org.au/policy-advocacy/nagatsiac/)`\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 7,8,9,10,11,12,13]\nng\n• celebrating and embracing the diversity and self-determining future strengths-based narratives\nauthenticity of all our Community members\n• developing the Aboriginal leaders of • advocating and leading the way in Aboriginal\n• developing cultural competency and tomorrow data sovereignty, and translating this data\nleadership in our staff, valuing lived into knowledge and practice\n• promoting the need for Aboriginal\nexperiences and aspirations\nself-determination in broader society. • learning from our Elders and participating\n• engaging with stakeholders to ensure in Aboriginal reciprocity\nculturally safe care, no matter where\n• sharing our learnings for future generations.\nour people seek help or services.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Visit Our History\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n- Visit Our Impact\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/leadership.html (https://www.vaccho.org.au/about/our-people/)`\n- VACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\n|\nUncategorized\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\n|\nBalit Durn Durn\n,\nCurrent news\n,\nLatest News\n,\nPolicy and Advocacy\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\n|\nACC-RTO and Student Stories\n,\nCurrent news\n,\nLatest News\n,\nRTO News\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/news-latest.html (https://www.vaccho.org.au/news-media/)`\n- PUBLICATIONS\nCorporate documents\nPUBLICATIONS\nSubmissions and Policy Papers\nPUBLICATIONS\nResearch Reports\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/publications-index.html (https://www.vaccho.org.au/research-resources/publications/)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n1.1 Aboriginal ways Aboriginal ways of 1.1.1 To promote and embed 1.1.1.1 Establish a subcommittee at VACCHO to provide leadership in our organisational understanding and\nof Knowing, Knowing, Being and Aboriginal ways of application of Aboriginal ways of knowing, being and doing\nBeing and Doing Doing are central to Knowing, Being and\nthe way we work Doing within the\norganisation and 1.1.1.2 Review Aboriginal ways of Knowing, Being and Doing and undertake a cultural audit of practices in\nacross health and VACCHO and its Members including:\nwellbeing sectors\na.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Cultural safety\n1.1.1.3 Develop guidelines and recommendations for how Aboriginal ways of Knowing, Being and Doing can be\nincorporated into VACCHO and other organisations, including mainstream services\n1.2 Innovation and Our Members and 1.2.1 To invest in technologies 1.2.1.1 Develop and implement a Victorian Aboriginal ‘Whole of Sector Digital Health Ecosystem’\nSystems partners can rely and systems to\non us for a timely increase our knowledge,\n1.2.1.2 Implement technology and systems to support our work\nresponse and high- efficiency and\nquality action capacity to support the\n1.2.1.3 Build capacity and capability in Continuous Quality Improvement and embed it in the way we work\nsector\n1.2.2 To ensure support is 1.2.2.1 Enhance the process for assessing, prioritising and providing support to Members\ntailored to Member’s\nneeds\n1.2.2.2 Develop a mechanism for measuring Member satisfaction\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n2.3 Policy and We influence decision 2.3.1 To have clear policy priorities supported 2.3.1.1 Produce regular policy position papers\nAdvocacy makers to maximise by effective advocacy campaigns\nour impact to address the issues that matter to\n2.3.2.1 Foster partnerships across government, mainstream service\nAboriginal people\norganisations and ACCOs, including the Aboriginal Health and\nWellbeing Partnership Forum, to influence meaningful change for\nAboriginal health and wellbeing\n2.3.2 To be a strong voice on the priorities 2.3.2.1 Develop advocacy campaigns to provide a strategic and\nand needs of the Aboriginal Community coordinated approach to influencing decision makers\nto assist our stakeholders in creating\nmeaningful change\n2.4 Trusted Voice We are a trusted voice for 2.4.1 To increase trust and engagement of 2.4.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Focus Area Goals Objectives Actions\n3.0 Within five years, we will 3.0.1 For each focus area below, to design 3.0.1.1 Publish a Health and Healing report providing an overview of the four\nhave the knowledge, and deliver effective programs using focus areas, highlighting the current issues and priorities for action\nprocesses and tools to Continuous Quality Improvement\nmake impactful change methodologies\nin the four health and\n3.0.1.2 Drawing on the Health and Healing report, develop and deliver\nhealing areas so that\noutcome-focused programs of work for each focus area, including:\nwithin a generation (25\nyears) we will see: a.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- NAGATSIAC were joined by:\nDr Matilda House Ngambri Ngunnawal Elder who performed the Welcome to Country\nProfessor Tom Calma AO who delivered powerful words as the guest speaker\nMinister for Senior Australians and Aged Care Services, Senator the Hon Richard Colbeck\nMinister for Health and Aged Care the Hon Greg Hunt MP who provided a heartfelt endorsement of Our Care, Our Way, Our Future\nRESOURCES\nKey documents, submission and position papers.\n$\n2021 –\nOur Care Our Way Our Future – Five Year Plan\n$\n2021 –\nOur Care Our Way Our Future – Summary\n$\n2020 –\nResponse to Royal Commission into Aged Care Quality and Safety\n$\n2020 –\nNavigating ‘conflict of interest’ issues in thin markets\n$\n2020 –\nOur Care Our Way: Background Paper\n$\n2020 –\n Source: `pages/corporate-plans-index.html (https://www.vaccho.org.au/policy-advocacy/nagatsiac/)`\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 7,8,9,10,11,12,13]\nng\n• celebrating and embracing the diversity and self-determining future strengths-based narratives\nauthenticity of all our Community members\n• developing the Aboriginal leaders of • advocating and leading the way in Aboriginal\n• developing cultural competency and tomorrow data sovereignty, and translating this data\nleadership in our staff, valuing lived into knowledge and practice\n• promoting the need for Aboriginal\nexperiences and aspirations\nself-determination in broader society. • learning from our Elders and participating\n• engaging with stakeholders to ensure in Aboriginal reciprocity\nculturally safe care, no matter where\n• sharing our learnings for future generations.\nour people seek help or services.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- We offer Members practical advice and support in these key areas:\nFinance, audit and commercial risk\nCorporate governance, board and secretariat support\nBusiness development, funding alerts and proposal support\nMonitoring, evaluation and learning\nIT systems, purchasing and security\nBusiness informatics\nDeadly Data and member dashboards\nClient Management System development and deployment\nInfrastructure planning and advocacy\nWorkforce strategy projects\nPeople and operations\nQuality, risk and clinical governance\nLGBTQIASB+ inclusion and Rainbow Tick Accreditation\nQuality Management System development and deployment\nMember engagement and advisory services\nPolicy, Advocacy and Communications\nVACCHO has a simple focus: establish the ACCO sector as the authority on Aboriginal and Torres Strait Islander health and wellbeing.\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n- Visit Our History\nLatest News\nVACCHO congratulates newly-elected First Peoples’ Assembly co-chairs\nMay 8, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) would like to warmly congratulate the new...\nread more\nAboriginal Communities welcome some key health wins in State Budget\nMay 5, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) is pleased to secure funding wins for...\nread more\nVACCHO’s Registered Training Organisation, Yagilaith Djerring, launches new website\nMay 5, 2026\nAccessing culturally safe, nationally accredited vocational training just got easier.\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n\n## Corporate Values and Operating Culture\n\n- The Victorian Aboriginal...\nread more\nVACCHO thanks outgoing Board Director Dallas Widdicombe for his valued service\nMay 1, 2026\nAfter more than four years of service, Dallas Widdicombe has concluded his tenure as a Director of the Victorian...\nread more\nVACCHO condemns ANZAC Day disruptions\nApr 27, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) strongly condemns the booing witnessed at...\nread more\nVACCHO welcomes new Minster for Health, Harriet Shing\nApr 20, 2026\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) extends its congratulations to Harriet...\nread more\nVACCHO celebrates 30 years of Community-controlled leadership in Aboriginal health and wellbeing\nApr 16, 2026\nThe following story may contain images of Aboriginal and Torres Strait Islander people who have returned to the...\nread more\n Source: `pages/about.html (https://www.vaccho.org.au/about/)`\n- The Victorian Aboriginal...\nread more\nVACCHO thanks outgoing Board Director Dallas Widdicombe for his valued service\nMay 1, 2026\n|\nCurrent news\n,\nLatest News\n,\nUncategorized\nAfter more than four years of service, Dallas Widdicombe has concluded his tenure as a Director of the Victorian...\nread more\nVACCHO condemns ANZAC Day disruptions\nApr 27, 2026\n|\nCurrent news\n,\nLatest News\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) strongly condemns the booing witnessed at...\nread more\nVACCHO welcomes new Minster for Health, Harriet Shing\nApr 20, 2026\n|\nLatest News\nThe Victorian Aboriginal Community Controlled Health Organisation (VACCHO) extends its congratulations to Harriet...\nread more\nVACCHO celebrates 30 years of Community-controlled leadership in Aboriginal health and wellbeing\nApr 16, 2026\n|\nCurrent news\n,\nLatest News\n Source: `pages/news-latest.html (https://www.vaccho.org.au/news-media/)`\n- [Page 3]\nContents\nVACCHO’s Past, Present and Future 4\nOur Vision, Purpose and Values 6\nOur Guiding Principles 8\nOur Priorities 10\nKey Priorities for 2021-2026 12\nKey Priority 1: Our Foundations 12\nKey Priority 2: Strong Voice 14\nKey Priority 3: Health and Healing 16\nSmoking Ceremony, VACCHO’s\n25th Anniversary celebration,\nMay 2021.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [Page 13]\nFocus Area Goals Objectives Actions\n1.3 Sustainability We are a vibrant, 1.3.1 To oversee the transfer 1.3.1.1 Advocate for funding reform to the ACCO sector, including prioritising recurrent/multi-year funding,\nand Growth healthy and of resources, authority annual indexation and reduced reporting burden\nfinancially strong and power from\nsector government to the 1.3.1.2 Work with funding agencies to implement Outcomes Based Funding based on self-determined\nsector outcomes and reporting\n1.3.1.3 Work with government and mainstream organisations to operationalise self-determined ways of working\n1.3.1.4 Advocate for and establish an ACCO Perpetual Infrastructure Fund to provide self-determined\ninfrastructure resources for ACCOs\n1.3.2 To plan and implement 1.3.2.1 To develop and monitor an annual Business Development Plan for VACCHO\nactivities that support\nVACCHO’s long-term 1.3.2.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- Reviewing and improving\n3.0.2 To draw upon Our Foundation and Strong 3.0.2.1 Transition current Health and Healing activities to align to an\nVoice work to maximise the impact outcomes-based model\nof culturally safe and strong health,\nwellbeing and healing programs\n3.1 Focus on prevention Healthy Communities: 3.1.1 To address the social and cultural 3.1.1.1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n- [pages 13,14,15,16]\nertaking training needs analysis to inform staff\nprofessional development\nb.\n Source: `strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/VACCHO-Strategic-Plan_May-2023.pdf` - strategies - https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf\n- `pages/about.html` - pages - https://www.vaccho.org.au/about/\n- `pages/contact.html` - pages - https://www.vaccho.org.au/contact-us/\n- `pages/corporate-plans-index.html` - pages - https://www.vaccho.org.au/policy-advocacy/nagatsiac/\n- `pages/homepage.html` - pages - https://www.vaccho.org.au/policy-advocacy/nagatsiac/\n- `pages/leadership.html` - pages - https://www.vaccho.org.au/about/our-people/\n- `pages/news-latest.html` - pages - https://www.vaccho.org.au/news-media/\n- `pages/publications-index.html` - pages - https://www.vaccho.org.au/research-resources/publications/\n- `pages/strategies-index.html` - pages - https://www.vaccho.org.au/about/5-year-strategy/\n- `pages/strategies-index__00.html` - pages - https://www.vaccho.org.au/about/5-year-strategy/\n- `pages/strategies-index__01.html` - pages - https://www.vaccho.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.vaccho.org.au%2Fabout%2F5-year-strategy%2F\n- `pages/strategies-index__02.html` - pages - https://www.vaccho.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.vaccho.org.au%2Fabout%2F5-year-strategy%2F&format=xml\n- `pages/strategies-index__03.html` - pages - https://www.vaccho.org.au/wow-strategy/\n- `pages/strategies-index__04.html` - pages - https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf\n- `other-pdfs/VACCHO-Successes-Booklet-hi-res-screen.pdf` - other-pdfs - https://www.lowitja.org.au/wp-content/uploads/2023/05/VACCHO-Successes-Booklet-hi-res-screen.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# National Advisory Group for Aboriginal and Torres Strait Islander Aged Care - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:09:16.003555+00:00\n**Entity ID**: B-004230\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 15\n- Unique legislation references found: 0\n\n## Legislation References\n\n_No Act/Regulation/Instrument references found in the local corpus._\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `other-pdfs/VACCHO-Successes-Booklet-hi-res-screen.pages.jsonl` (pdf_pages)\n- `strategies/VACCHO-Strategic-Plan_May-2023.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Vibrant, healthy, self-determining Aboriginal communities.", "vision_source_page": 6, "purposes": "We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities.", "purposes_source_page": 6, "how_we_deliver": "We lead and support Aboriginal Community Control and the broader health and social services sector to deliver transformative health and wellbeing outcomes for Victorian Aboriginal communities.", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Our Foundations - to ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce.", "source_page": 8 }, { "text": "Strong Voice - to foster and promote Aboriginal aspirations, experience and innovation, and to strengthen VACCHO’s position as an authoritative voice on Aboriginal health, wellbeing and self-determination.", "source_page": 8 }, { "text": "Health and Healing - to help translate health and wellbeing evidence into practice to achieve health outcomes for the next generation.", "source_page": 8 } ], "outcomes": [ { "name": "Outcome 1: Our Foundations", "description": "To ensure VACCHO is a vibrant and strong organisation, who uses this strength to support its Members and workforce.", "key_activities": [ "To promote and embed Aboriginal ways of Knowing, Being and Doing within the organisation and across health and wellbeing sectors", "To invest in technologies and systems to increase our knowledge, response and high-efficiency and quality action capacity to support the sector", "To oversee the transfer of resources, authority and power from sector government to the sector" ], "source_page": 12 }, { "name": "Outcome 2: Strong Voice", "description": "To enhance ways for Members to communicate and influence matters that are important for their organisations and supported to contribute to Communities the health and wellbeing decisions that impact them", "key_activities": [ "To develop and implement the Member engagement strategy", "To combine Aboriginal knowledge with research, evaluation, data and evidence to provide support to VACCHO staff, and where possible VACCHO Members", "To produce regular policy position papers" ], "source_page": 14 }, { "name": "Outcome 3: Health and Healing", "description": "To design and deliver effective programs using Continuous Quality Improvement methodologies to make impactful change in the four health and healing areas so that within a generation (25 years) we will see: a healthy community, thriving in the early years, healing intergenerational trauma, and improving care pathways.", "key_activities": [ "To address the social and cultural determinants for health, with a focus on those significantly impacting Aboriginal Communities in Victoria", "To strengthen holistic and culturally embedded models of care for Aboriginal children and their families that privilege a life-course approach", "To promote best practice in Aboriginal people experiencing good social and emotional wellbeing, and have the opportunity to heal from trauma" ], "source_page": 16 } ], "values": [ "Optimism", "Collaboration", "Empowerment", "Compassion", "Integrity", "Confidentiality", "Respect" ], "values_framework_name": "Our Guiding Principles", "kpi_targets_2025_26": [ { "code": "KPI01", "measure": "Transfer of resources, authority and power from government to sector", "target": "Complete", "source_page": 13 }, { "code": "KPI02", "measure": "Increase in knowledge, response and efficiency in sector services", "target": "20% improvement", "source_page": 13 }, { "code": "KPI03", "measure": "Adoption of Aboriginal ways of Knowing, Being and Doing", "target": "100% integration", "source_page": 13 } ], "kpi_results_2024_25": [ { "code": "KPI01", "measure": "Transfer of resources, authority and power from government to sector", "result": "Partially achieved", "status": "Partially achieved", "source_page": 19 }, { "code": "KPI02", "measure": "Increase in knowledge, response and efficiency in sector services", "result": "15% improvement", "status": "Partially achieved", "source_page": 19 }, { "code": "KPI03", "measure": "Adoption of Aboriginal ways of Knowing, Being and Doing", "result": "70% integration", "status": "Partially achieved", "source_page": 19 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Focus Area Goals Objectives Actions\n2.1 Empowering Aboriginal people, including 2.1.1 To enhance ways for Members to 2.1.1.1 Develop and implement the Member engagement strategy\nCommunity Voice those with diverse identities communicate and influence matters that\nand life experiences, are are important for their organisations and\n2.1.1.2 Build Members’ capacity to have a strong voice on local issues\nsupported to contribute to Communities\nthe health and wellbeing\ndecisions that impact them\n2.1.2 To increase ways for Aboriginal people, 2.1.2.1 Develop a Harnessing Community participation in the ACCO sector\nincluding those with diverse identities and strategy for VACCHO members and disseminate\nlife experiences, to have a say in health\nand wellbeing matters\n2.1.2.2 Increase mechanisms for engaging with people with diverse\nidentities and life experiences\n2.1.2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[pages 16,17,18,19,20]\n1 Identify and address racism, particularly in the health system\nAboriginal people are determinants for health, with a focus on\nhealthy in mind, body and those significantly impacting Aboriginal 3.1.1.2 Work towards achieving goal 2.3.2 in the Mana-na Woorn-tyeen Maar\nspirit Communities in Victoria Takoort: Every Aboriginal Person Has a Home: The Victorian Aboriginal\nHousing and Homelessness Framework\n3.1.1.3 Strengthen service integration and coordination in priority areas of\nhealth and education\n3.1.1.4 Embed connections to Culture, Kinship, Community and Country into\nhealth promotion services, programs, and systems\n3.1.1.5 Seek funding to establish a Centre of Excellence for Aboriginal Families\nWellbeing\n16\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Developing guidelines to promote professional development\n1.3.3.5 Develop professional development and leadership opportunities to achieve leadership and career\naspirations for Aboriginal staff\n1.4 Workforce There is a strong 1.4.1 To develop strategies 1.4.1.1 Develop and implement the Victorian Aboriginal Health and Wellbeing Workforce Strategy with:\nand able workforce, to attract, recruit,\nacross the sector, retain and develop the\ndelivering holistic Victorian Aboriginal 1.4.1.2 Implementation Plan\nhealth and health and wellbeing\nwellbeing services to sector workforce 1.4.1.3 Monitoring and Evaluation Framework\nAboriginal people\n13\nOn Solid Ground: Strength, Sustainability and Innovation for Generational Change", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Focus Area Goals Objectives Actions\n2.3 Policy and We influence decision 2.3.1 To have clear policy priorities supported 2.3.1.1 Produce regular policy position papers\nAdvocacy makers to maximise by effective advocacy campaigns\nour impact to address the issues that matter to\n2.3.2.1 Foster partnerships across government, mainstream service\nAboriginal people\norganisations and ACCOs, including the Aboriginal Health and\nWellbeing Partnership Forum, to influence meaningful change for\nAboriginal health and wellbeing\n2.3.2 To be a strong voice on the priorities 2.3.2.1 Develop advocacy campaigns to provide a strategic and\nand needs of the Aboriginal Community coordinated approach to influencing decision makers\nto assist our stakeholders in creating\nmeaningful change\n2.4 Trusted Voice We are a trusted voice for 2.4.1 To increase trust and engagement of 2.4.1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Focus Area Goals Objectives Actions\n2.3 Policy and We influence decision 2.3.1 To have clear policy priorities supported 2.3.1.1 Produce regular policy position papers\nAdvocacy makers to maximise by effective advocacy campaigns\nour impact to address the issues that matter to\n2.3.2.1 Foster partnerships across government, mainstream service\nAboriginal people\norganisations and ACCOs, including the Aboriginal Health and\nWellbeing Partnership Forum, to influence meaningful change for\nAboriginal health and wellbeing\n2.3.2 To be a strong voice on the priorities 2.3.2.1 Develop advocacy campaigns to provide a strategic and\nand needs of the Aboriginal Community coordinated approach to influencing decision makers\nto assist our stakeholders in creating\nmeaningful change\n2.4 Trusted Voice We are a trusted voice for 2.4.1 To increase trust and engagement of 2.4.1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 16]\nKey Priority 3: Health and Healing\nVACCHO helps to translate health and wellbeing evidence into practice to achieve health outcomes for the next generation.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 16]\nKey Priority 3: Health and Healing\nVACCHO helps to translate health and wellbeing evidence into practice to achieve health outcomes for the next generation.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/VACCHO-Strategic-Plan_May-2023.pdf (https://www.vaccho.org.au/wp-content/uploads/2023/05/VACCHO-Strategic-Plan_May-2023.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004230", "entity_name": "National Advisory Group for Aboriginal and Torres Strait Islander Aged Care", "folder_name": "National-Advisory-Group-for-Aboriginal-and-Torres-Strait-Islander-Aged-Care", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "We offer Members practical advice and support in these key areas:\nFinance, audit and commercial risk\nCorporate governance, board and secretariat support\nBusiness development, funding alerts and proposal support\nMonitoring, evaluation and learning\nIT systems, purchasing and security\nBusiness informatics\nDeadly Data and member dashboards\nClient Management System development and deployment\nInfrastructure planning and advocacy\nWorkforce strategy projects\nPeople and operations\nQuality, risk and clinical governance\nLGBTQIASB+ inclusion and Rainbow Tick Accreditation\nQuality Management System development and deployment\nMember engagement and advisory services\nPolicy, Advocacy and Communications\nVACCHO has a simple focus: establish the ACCO sector as the authority on Aboriginal and Torres Strait Islander health and wellbeing.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "pages/about.html (https://www.vaccho.org.au/about/)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after 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