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| National Aboriginal Health Strategy | |
|---|---|
| Name | National Aboriginal Health Strategy |
| Caption | Logo of the National Aboriginal Health Strategy (conceptual) |
| Formed | 1989 |
| Jurisdiction | Australia |
| Headquarters | Canberra |
| Minister | Minister for Health |
| Keydocument | National Aboriginal Health Strategy (1989) |
National Aboriginal Health Strategy The National Aboriginal Health Strategy was a landmark Australian policy document produced in 1989 that shaped Indigenous Australian health priorities, workforce development, service delivery models and research agendas. It sought coordinated responses across agencies such as the Commonwealth of Australia, State of New South Wales, State of Queensland, and service providers including Aboriginal Community Controlled Health Services and organizations like Aboriginal Health Council of South Australia. The Strategy influenced subsequent initiatives led by institutions such as the Australian Institute of Health and Welfare, the Australian Medical Association, and the National Aboriginal Community Controlled Health Organisation.
The Strategy emerged from consultations involving stakeholders including Aboriginal and Torres Strait Islander Commission, Department of Health, Royal Australian College of General Practitioners, and community bodies such as Congress of Aboriginal and Torres Strait Islander Nurses and Midwives and Aboriginal Legal Service (NSW/ACT). Drivers included evidence from studies by the Australian Institute of Health and Welfare, reports like the Health of Aboriginal and Torres Strait Islander Peoples (1988) analyses, and inquiries such as the Royal Commission into Aboriginal Deaths in Custody which highlighted health inequities. Key contributors included researchers from University of Sydney, Monash University, Flinders University, and public health units in South Australia and Western Australia. Political context involved negotiations with the Hawke Government and advocacy from leaders such as Lowitja O'Donoghue and community activists allied with organizations like Aboriginal Medical Service Redfern.
The Strategy articulated objectives focused on improving outcomes measured by agencies such as the Australian Bureau of Statistics and advancing culturally appropriate care endorsed by bodies like the National Health and Medical Research Council. Principles drew on frameworks from the World Health Organization while centring self-determination advocated by Land Rights movement leaders and organizations including the Central Land Council and the Northern Land Council. It prioritized workforce pathways through partnerships with training providers like TAFE colleges and universities, and aligned with international instruments such as the United Nations Declaration on the Rights of Indigenous Peoples and precedents from the Alaska Native Health System.
Implementation relied on intergovernmental coordination between agencies including the Commonwealth Department of Health and Aged Care and state health departments of Victoria, Tasmania, and Northern Territory. Funding mechanisms involved agreements with bodies like the Health Insurance Commission and service providers including Aboriginal Community Controlled Health Services and hospital networks such as Royal Darwin Hospital and Royal Adelaide Hospital. The Strategy informed program design adopted by non-government organizations like The Smith Family and research institutions including the Menzies School of Health Research. Evaluation frameworks referenced indicators from the Australian Institute of Health and Welfare and monitoring by committees including the National Health and Medical Research Council Indigenous Health Program.
Practically, the Strategy catalysed expansion of primary care clinics modeled on Aboriginal Medical Service Redfern and outreach programs collaborating with remote providers such as Congress of Australia affiliates and the Australian Red Cross in Indigenous communities. Maternal and child health initiatives echoed guidelines from the World Health Organization and involved partnerships with tertiary hospitals like Royal Women's Hospital, Melbourne and community midwifery services. Chronic disease management programs targeted conditions highlighted by the Australian Institute of Health and Welfare—including diabetes care coordinated with specialists from Royal Perth Hospital and allied health provided through networks associated with Baker Heart and Diabetes Institute. Mental health services interfaced with organizations such as Beyond Blue and community-led healing programs influenced by elders connected to groups like the National Aboriginal and Torres Strait Islander Legal Services.
The Strategy contributed to institutional developments including the growth of the National Aboriginal Community Controlled Health Organisation and enhanced data collection by the Australian Bureau of Statistics and the Australian Institute of Health and Welfare. Measurable outcomes informed later reports from the Productivity Commission and evaluations by the National Health and Medical Research Council. It supported workforce increases among clinicians trained at universities such as University of Queensland and University of Western Australia and bolstered community governance models practiced by organizations like the Aboriginal Health Council of Western Australia. The Strategy also affected funding debates in parliaments including the Parliament of Australia and policy platforms of parties like the Australian Labor Party and the Liberal Party of Australia.
Critics from academics at institutions such as Griffith University and community advocates in organizations like Aboriginal Legal Service (NT) argued the Strategy lacked sufficient resourcing and accountability mechanisms, citing tensions with state administrations including Queensland Health and NSW Health. Debates involved constitutional and jurisdictional issues referenced in submissions to the High Court of Australia and policy critiques published in journals affiliated with Australian National University. Some commentators disputed alignment with international instruments such as the United Nations Declaration on the Rights of Indigenous Peoples, while health economists from bodies like the Grattan Institute questioned cost-effectiveness and measurement by agencies including the Productivity Commission.
The Strategy's legacy is visible in later frameworks including Closing the Gap initiatives overseen by the Council of Australian Governments and targeted programs like the Indigenous Chronic Disease Package. It informed the establishment and strategies of institutions such as the Menzies School of Health Research and the Lowitja Institute and influenced legislation debated in the Parliament of Australia. Internationally, it provided a model referenced in Indigenous health discussions involving delegations to the World Health Organization and exchanges with systems such as the First Nations Health Authority in Canada. The Strategy's principles continue to underpin advocacy by organisations like the National Aboriginal Community Controlled Health Organisation and are cited in contemporary reviews by the Australian Institute of Health and Welfare and the Productivity Commission.
Category:Health policy in Australia Category:Indigenous Australian health