Dubbo Aboriginal Community Consultations

1. Dubbo Aboriginal Community Consultations 18 September 2013

2. Agenda Topic 1: Introduction Topic2: Pathway Topic3: Next Steps

3. Topic 1: Introduction • Stage 1 - Triage service and continuity of care (December 2012 to March 2013) • Stage 2 – Delivering Services 211 Brisbane St (March 2013 to Current) • Stage 3 – Investigate, plan and establish a local Aboriginal Community Control Health Service

4. Project Management

5. Transition Committee

6. Overview of Models

7. Consideration for Models Governments and communities will need to take these matters among others into account in decision making about how and when development or changes in service models are proposed • community preferences • community capability • need • demographics and geography • organisational strength • leadership • funding • workforce • public policy settings.

8. Model 1: Subsidiary of Bila Muuji or other Aboriginal Community Controlled Health Service with a local community based advisory board • This model would mean the new Dubbo AMS does not have to be set up as a new organisation. • It would be a subsidiary or business unit of another Aboriginal community controlled health service. • Bila Muuji has been set up to provide a regional approach to health services and this organisation could be used as the head organisation. • This would reduce the risk for community members who wish to help in the governance of the organisation as they would be responsible for just providing advice. • There would be a Practice Manager for Dubbo AMS but no CEO or Board. • The local committee would guide the management of the new Dubbo AMS but would be advisory only.

9. Model 2: Auspiced Independent organisation with auspiced corporate services from a Bila Muuji or other affiliated organisation • The new Dubbo AMS would be an independent organisation as in Model 3A &/or 3B. • It would have an independent Board and CEO. However, the Board would share corporate services (finance, payroll, IT, etc.) with another likeminded Aboriginal Community Controlled Health Organisation. • These services would be on a contracted basis. • The model would reduce the overhead costs for the new Dubbo AMS and mean stronger partnerships with likeminded organisations. • The organisation providing these corporate services would need to demonstrate their expertise and track record in providing high quality corporate services.

10. Model 3A: Stand-Alone: Independent organisation with full Aboriginal Community Controlled Board • Only member of the Dubbo Aboriginal community could nominate for the Board. • The organisation would be fully independent with its own corporate services, CEO and Board. • It replicates the previous Dubbo AMS structure. • It would be a standalone organisation registered under the Office of the Register of Indigenous Organisations (ORIC) or other relevant regulatory body. • Therefore, it may not provide the enhanced governance structures required by government and may not be approved for funding.

11. Model 3B: Skilled Based Board: Independent organisation withbroad skill based board. • However, this model would enhance the governance of the organisation through the appointment of a skills based board on a merit basis. • That is, there would be a mix of community members and independent from local and/or regional area. • A mix of Board members would be sought with qualifications in finance, governance and health. • All Board members would have to demonstrate their capability and competency (this could include Non-Aboriginal Directors) to be interviewed and selected as a Director.

12. Topic 3: Next Steps • Project Management Committee • October and December 2013 • Transition Committee • Proposed Monthly Meetings • Feedback • Email address: • Next Community Gathering • December 2013