{ "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_global_initiatives_structured": false, "n_global_initiatives": 0, "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." }, "global_initiatives": 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 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"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 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": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "We offer Members practical advice and support in these key areas:\nFinance, audit and 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