Strategic Directions 2007-09 outlines the focus for priority action within the Department of Health and Community Services over the next three years. This document does not attempt to incorporate all of the work that is carried out across the department but instead, it has been developed to identify key priorities within a thematic approach.

This booklet describes our vision for the health and community services system in the Northern Territory over the next five years. Specifically, it outlines our framework for building healthier communities for all Territorians.

Good governance is about both achieving desired results and achieving them in the right way. It is also about the processes by which stakeholders articulate their interests, their input is absorbed, decisions are taken and decision-makers are accountable.

The Department of Health and Community Services' rehabilitation strategy will provide the basis for the planning of inter-disciplinary rehabilitation services for people with disabilities for the next five years in the Northern Territory, and operates within the Government's five-year framework Building healthier communities.

This strategy focuses on providing an accessible and timely service for all Territorians. It proposes initiatives in six priority areas based on the Key Result Areas described in the NT Aboriginal Health Forum (NTAHF) NT renal strategic plan 2003-2007. The six priority areas are: 1. A Coordinated approach 2. Preventing, detecting and managing chronic kidney disease 3. Increasing Aboriginal and Torres Strait Islander participation 4. Treatment close to home 5. Developing the workforce 6. Staying effective

The Northern Territory Disability Service Standards are based on the National (Commonwealth) Disability Service Standards. Being able to build on existing standards helps to maintain continuity and consistency, however, the current standards development process has focussed on issues particularly pertinent to the Northern Territory.These include standards promoting cultural and family relationships and appropriate support and training for support workers and volunteers.

This Strategy tackles the major priority areas and will lead to the growth, development and improvement of palliative care services. It acknowledges the difficulty of providing palliative care in remote areas, and the need to provide culturally appropriate care for Aboriginal people.

The Northern Territory Department of Health and Community Services (the Department) engaged Healthcare Management Advisors (HMA) to undertake a study to: “assess and make recommendations on the core elements of a Mental Health Service System Development Strategy” The Terms of reference for the Project were: 1. review Department of Health and Community Services Mental Health Program funded services, taking into account the context of services available in the NT; 2. make recommendations on the level, mix and integration of services and staff to get the best results within existing resources; 3. make recommendations on potential areas of disinvestment and reinvestment within the mental health services, using evidence-based practice as a key decision-making criterion; and 4. make recommendations on priorities for future funding in relation to specific mental health services.

This Strategic Framework for Suicide Prevention 2003 provides a platform to guide planning and development of initiatives with a focus on life promotion and the prevention of suicide and self-harm in the Northern Territory (NT).

The Framework for Action is meant to serve as a basis for decision making as well as clearly articulating what the service stands for, and how the service is structured and supported. This document records the model of remote primary health care service, management systems, organisational support and workforce development practices that enhance the provision of primary health care services to remote communities in the Alice Springs District.

The aim of this report is to provide an overview of current issues for Australian child protection systems, and in particular, to inform the child protection review currently being undertaken in the Northern Territory (NT). In response to requests from the NT Department of Health and Community Services, the author draws on Australian and overseas experiences to describe trends that are currently shaping child protection services, and to discuss a number of key aspects of service delivery. This report has been developed as an amalgam of a number of National Child Protection Clearinghouse publications, in order to meet specific requests for information received from the NT Department of Health and Community Services. The report is divided into a number of chapters designed to explore aspects of policy directions and service delivery in the child protection and family support fields.

Policy Intent: The DoH Smoke Free Policy has been developed to protect and promote the best health outcomes for its staff and for the patients and clients of our services. The Policy has been developed to: Safeguard our staff against the health impacts of tobacco smoke, including environmental tobacco smoke. Protect those who use our services and visit our facilities.Promote an attitudinal and behavioural change to smoking. Encourage and support staff and clients to quit smoking through cessation services and programs. Ensure compliance with the Tobacco Control Act and Workplace Health and Safety requirements. The policy: A Smoke Free policy applies to all Departmental services, facilities, vehicles and grounds. The policy extends to all Department of Health, contractors, volunteers, patients, clients and visitors across the Northern Territory while they are providing or accessing Departmental services. Exceptions may apply on hospital campuses under specific arrangements. Options and opportunities to quit smoking will be made available to staff, clients and patients across Departmental services.

Planning to meet our current and future workforce needs is one of the most crucial challenges we face in our organisation. With arguably the most diverse workforce in Australia, our challenges are many. Not only will we be required to grow faster than any other industry in Australia over the next 5 years, we must deliver core services to the citizens of the Northern Territory in culturally diverse and geographically remote settings. This plan describes DHF's workforce and outlines workforce recruitment, development and retention strategies. It also describes the workforce which will be required to maintain and improve health and wellbeing in the NT in the future.

This is a one page summary of DHF's 27 page strategic workforce plan dated 28 August 2008.

This document summarises DHF's 27 page strategic workforce plan dated 28 August 2008.

Planning to meet our current and future workforce needs is one of the most crucial challenges we face in our organisation. With arguably the most diverse workforce in Australia, our challenges are many. Not only will we be required to grow faster than any other industry in Australia over the next 5 years, we must deliver core services to the citizens of the Northern Territory in culturally diverse and geographically remote settings. This plan describes DHF's Aboriginal and Torres Strait Islander workforce and outlines workforce recruitment, development and retention strategies. It also describes the ATSI workforce which will be required to maintain and improve health and wellbeing in the NT in the future.

This document summarises DHF's Aboriginal and Torres Strait Islander strategic workforce plan: actions and initiatives 2008-2011.

This document outlines the vision, key planning principles and activities which DHF describes more fully in its Aboriginal and Torres Strait Islander strategic workforce plan: actions and initiatives 2008-2011.

this policy aims to assist staff to make appropriate food and drink choices when offering food as part of health education activities, or when catering for workshops, meetings or other events. It also encourages staff to provide appropriate food based rewards or non-food based alternatives.

To provide comprehensive Information Management Services to enhance and transform service delivery through the innovative use of information and technology. DHF will achieve a high level of integration of eService delivery into normal work practices and become an organisation which uses information to drive better health outcomes