Yura Yungi ANNUAL REPORT Medical Service Aboriginal Corporation 2024 - 2025
Page 01 Messages Corporate Governance Programs Table of Contents Social Emotional Wellbeing Family Safety Project Family Domestic & Sexual Violence Integrated Client Services Yura Yungi Services Clinical Operations Population Health Medicare Aboriginal Health Checks Online Services Report National Key Performance Indicators (NKPI) Maternal & Child Health Preventative Health Chronic Disease Specialist Vistit’s Feedback Organisational Structure Board of Directors AGPAL Accreditation Workforce Development Staff Wellbeing Program Finance Assets Message from YYMS Cheif Executive Officer Message from YYMS Chairperson 44 27 15 05 03 Clinical Services Cultural Engagement Yura Yungi Menkawum Ngurra Elder’s Residence
Vision Our health service is an innovative hub for excellence and leadership in indigenous advancement through wellbeing, healing and health in every stage of the course through culturally centered and holistic care. 01 VISION & MISSION Page 02 Mission To empower our community to take responsibility to safeguard their health and wellbeing from before birth to end of life. 02 Yura Yung Aboriginal Medical Service
It gives me great pride to share the achievements and progress of our organisation over the 2024–2025 reporting period. This has been a year of growth, renewal, and meaningful impact as we continue to strengthen our role as a provider of culturally safe, holistic, and community-driven primary health care. Our progress reflects strong governance, evidence-based planning, and a sustained commitment to improving health outcomes for Aboriginal and Torres Strait Islander peoples across our service region. BRENDA GARSTONE Message from the CEO Page 03 We acknowledge the invaluable contributions of our Board, staff, Elders, and partner organisations whose dedication and collaboration have been central to achieving these outcomes. The organisation remains committed to continuous improvement, cultural safety, and the shared goal of closing the gap in health and wellbeing for our people. During this period, our organisation achieved significant progress across all areas of service delivery. Major facility upgrades were completed under the Closing the Gap Grant, improving accessibility and creating culturally safe spaces for care. Our integrated primary health model supported over 680 health checks and strengthened chronic disease management. Collaboration with Boab Health, Kimberley Renal Services, and Lions Outback Vision enhanced specialist outreach to our clients. Health promotion and SEWB programs delivered community events, education sessions, and on-country activities that improved wellbeing, resilience, and cultural connection. The Elders’ Residence achieved operational stability through strong workforce measures, ensuring continuity of quality, culturally safe care. I would like to sincerely thank our staff, Directors, and members for their dedication and support throughout the year, and wish everyone a safe, joyful Christmas and a happy, healthy New Year.
The past year has presented its fair share of challenges — challenges that tested our resilience, adaptability, and commitment to our shared goals. Yet through determination and teamwork, we have not only worked through them but emerged stronger and more focused than before. I am deeply honoured to serve as Chair and to witness firsthand the dedication and professionalism that define this organisation. Despite the uncertainties we faced, our team has continued to deliver meaningful outcomes for our community and stakeholders. I want to commend our CEO for her outstanding leadership throughout the year. Her clear direction, steady hand, and commitment to excellence have guided the organisation through complex times. I also extend my sincere thanks to our management and staff, whose hard work, innovation, and perseverance have been central to our success. To my fellow Board members, thank you for your strength, insight, and support. Your collective wisdom and unwavering commitment have been invaluable as we’ve navigated challenges and set the path ahead. As we look forward, I am confident that we are entering a period of growth, renewal, and opportunity. Together, we are leading this organisation into a bigger, better future, one built on collaboration, integrity, and a shared vision for lasting success. It is a privilege to serve alongside such capable and committed people, and I look forward to what we will achieve together in the year ahead. EDITH SKEEN Message from Chairperson Page 04
ORGANISATIONAL CHART Yura Yung Aboriginal Medical Service Page 05 PRACTICE MANAGER (GEORGINA YEEDA) SENIOR MEDICAL OFFICER (VACANT) FDSV MANAGER (HAMZA RIAZ) POPULATION HEALTH MANAGER (DEBORAH MCADAM) SEWB UNIT MANAGER (JODIE BEDFORD) YYMS MEMBERS CHIEF EXECUTIVE OFFICER (BRENDA GARSTONE) REMOTE AREA NURSE ABORIGINAL HEALTH PRACTITIONER (VACANT) ABORIGINAL HEALTH WORKER (VACANT) PRACTICE NURSE (NGEL FUENTES) REGISTERED NURSE /ENROLLED NURSE (VCANTI) LOCUM GENERAL PRACTITIONER HEALTH PROMOTIONS OFFICER - RHD (MEGAN MARTIN) AHP/RN - SEXUAL HEALTH (VACANT) SEWB SUPPORT WORKER (ZAMAHL BIN BUSU) (KARIM DRUMMOND) SEWB SUPPORT WORKER (JOALENE FRANCIS) MALE PSYCHOSOCIAL SUPPORT WORKER (DENNIS MORRIS) FEMALE PSYCHOSOCIAL SUPPORT WORKER (RO'SHOUN SAMBO) COMMUNITY CONNECTOR COORDINATOR (CATHRYN LAGAT) REMOTE COMMUNITY CONNECTOR (MIRANDA GORE) FDSV SUPPORT WORKER (PAULA STURT) FDSV SUPPORT WORKER (GRAHAM LIGHTNING) CLINIC COORDINATOR (VACANT) YYMS BOARD OF DIRECTORS CHILD & MATERNAL HEALTH NURSE (VACANT) KASPT COMMUNITY LIAISON OFFICER (VACANT) INTEGRATED CLIENT SERVICES MANAGER (DARALYN BEDFORD) EARLY CHILDHOOD SUPPORT WORKER (VACANT) ELDER CARE SUPPORT COORDINATOR (MARISHA RIVERS) ELDER CARE SUPPORT WORKER (VACANT) MALE TIS EDUCATOR (WALTER SCOTT) FEMALE TIS EDUCATOR (CARRIE-MAE AIROLDI) COUNSELLOR (KEITH LETHBRIDGE ) COUNSELLOR (NASEEMA) ADMIN/CARE COORDINTOR (VACANT) CLEANER/ADMIN - RINGER SOAK (VACANT) CHRONIC DISEASE NURSE (CAROL AIROLDI) FAMILY SAFETY PROJECT OFFICER (ROWENA CAREY) AHW - CANCER PROGRAM (DEPHINE SETON) EARLY CHILDHOOD SUPPORT WORKER (ROXANNE CALWYN) FDSV SUPPORT WORKER (DARREN GORE)
ORGANISATIONAL CHART Yura Yung Menkawum Ngurra Elder’s Residence Page 06 CASUAL MEDICAL RECEPTIONIST (BRENDA BEDFORD) (VARSHA KONDA) (ANH PHUONG) (HOANG CAM) ASSETS MANAGER (CHRIS GARSTONE) MAINTENANCE OFFICER (LIAM MARTIN) MAINTENANCE OFFICER/CLEANER (EDUARDO GARABATO INDIGENOUS OUTREACH OFFICER (ERIC BEDFORD) CASUAL FIELD OFFICER (CHASE BEDFORD) IT SUPPORT (KENNETH BEDFORD-HILLS) CLINIC ADMIN COORDINATOR (JU SUN) BUSINESS DEVELOPMENT EXECUTIVE MANAGER (CHONA GARABATO) DATA MEDICARE COORDINATOR (RICKY LONG) CLEANER (KEIRAN BEDFORD QUALITY ASSURANCE OFFICER (SHAKANA GARSTONE) REGISTERED NURSE 5.0 FTE ENROLLED NURSE 2.0 FTE CLIINICAL NURSE QUALITY MANAGER (VACANT) PERSONAL CARE ATTENDANT 13.0 FTE LEISURE & LIFESTYLE COORDINATOR 1.0 FTE LEISURE & LIFESTYLE OFFICER 1.0 FTE ADMIN OFFICER/RECEPT IONIST 1.0 FTE MAINTENANCE/ GARDENER 1.0 FTE GARDENER 1.0 FTE CLEANER 2.0 FTE CLEANER/ LAUNDRY 1.0 FTE HEAD COOK 1.0 FTE COOK 1.0 FTE KITCHEN HAND 2.0 FTE CASUAL CLEANER (AZIM ABASI) CULTURAL ENGAGHEMENT MANAGER (LEXI TRANCOLLINO) FINANCE MANAGER (ANNA ALMEIDA) ADMIN OFFICER (CHARLOTTE BEDRFORD) MEDICAL RECEPTIONIST (ERICA BUTTON) EXECUTIVE SUPPORT OFFICER (VACANT) RECEPTIONIST/ VACCINATION LIAISON OFFICER (MYAH SCOTT) HR MANAGER (GLOJEAN BCARON)
EDITH SKEEN ANGELINE BEDFORD EVA JOHNSON Chairperson PAULINE THOMAS Vice-Chair Board Member ANGELINE PETREVSKI Board Member Board Member ROSEMARY STRETCH Board Member PATRICK MCGINTY Board Member Page 07 BOARD OF DIRECTORS
Successfully achieving AGPAL accreditation is a significant milestone for our team. It reflects our commitment to continuous improvement, patient safety, and the delivery of high-quality healthcare. This recognition assures our members and the wider community that we meet, and continue to uphold the national benchmarks for best practice in general practice care. ACCREDITATION AGPAL Page 08 This past financial year, our organisation proudly achieved accreditation through the Australian General Practice Accreditation Limited (AGPAL). Following a comprehensive review process, we were officially accredited on the 1 of October 2024, with accreditation valid until 1 of December 2027. st st AGPAL is an independent, not-for-profit organisation that supports general practices across Australia in maintaining high standards of safety and quality. Accreditation is assessed against the Royal Australian College of General Practitioners (RACGP) Standards for General Practices, 5th Edition, a nationally recognised framework that defines excellence in clinical and administrative practice.
WORKFORCE Development YYMS has made significant strides in workforce development and succession planning to ensure the long-term sustainability and effectiveness of its services. Eight years ago, the majority of staff had no formal qualifications. Following a comprehensive review and proactively linking staff members to relevant training, we can now proudly say that 80% of our workforce now hold either a Certificate, a Diploma or Higher Qualifications, with active efforts underway to reach 100% compliance. This milestone reflects the organisation’s commitment to building a skilled, confident workforce capable of delivering high-quality, culturally safe care. Beyond technical upskilling, YYMS has prioritised leadership development and succession planning. During this period, Kenneth Bedford-Hills, Marisha Rivers, and Shakana Garstone commenced their Diploma in Leadership and Management through the Rising Leaders Program, delivered by Kimberley Aboriginal Medical Services (KAMS). The program is designed to identify and nurture emerging leaders within KAMS and its Member Services, developing key leadership competencies, enhancing problem-solving skills, and preparing participants for future leadership roles. Through this program, participants are building stronger strategic thinking and decision-making capabilities, improving their ability to lead and influence teams effectively, and deepening their selfawareness and alignment with organisational goals and values. In addition, Jodie Bedford is being supported to participate in the High Potential Leadership Program, further strengthening YYMS’s commitment to developing capable, confident leaders for the future. Delphine Seton is currently enrolled in a Diploma in Nursing Course, strengthening clinical capacity, while Megan Martin and Coreen Butters, have recently completed their Certificate IV in Aboriginal Primary Health Care, enhancing culturally appropriate service delivery. In aged care, YYMS secured funding through the Indigenous Employment Initiative Program, supporting the employment and training of Aboriginal staff through structured career pathways and mentoring. These efforts are complemented by ongoing access to AMSED and ALTURA online training, cultural competency programs, and professional development workshops. Together, these initiatives are building a resilient, future-ready workforce capable of sustaining high-quality healthcare delivery and driving continuous improvement for Aboriginal communities in the Kimberley region. Page 09
STAFF WELLBEING Program YYMS has adopted a five-pronged approach to staff wellbeing, designed to create a resilient, inclusive, and supportive workplace culture. This holistic framework addresses mental, physical, and emotional health through professional services, leadership engagement, peer connection, personal development, and physical wellness. Tick Talk sessions provide informal, peer-led spaces for staff to share experiences and strategies on stress management, productivity, and work-life balance. Peer mentoring on understanding Policies, Procedures and Forms are also integrated in these sessions which foster ongoing guidance and integration. These sessions are aligned with organisational priorities and seasonal challenges, promoting inclusivity and authentic connection among staff. 1. EMPLOYEE ASSISTANCE PROGRAM (EAP) The EAP provides confidential, 24/7 counselling support via phone, online, or in-person, helping staff navigate personal and professional challenges. It offers resources for managing stress, anxiety, and emotional wellbeing, as well as assistance with family concerns. YYMS maintains a formal partnership with a qualified EAP provider, conducts regular awareness campaigns to normalise help-seeking behaviour, and integrates EAP information into onboarding materials. Usage data is monitored anonymously to ensure services remain effective and responsive. Leadership plays a proactive role in embedding wellbeing into everyday workplace interactions. Regular one-on-one check-ins, an open-door policy for feedback, and dedicated Contact Officers for anti-discrimination and harassment ensure psychological safety. Occupational Health & Safety representatives monitor risks, while managers are encouraged to identify early signs of burnout. Wellbeing goals are incorporated into performance reviews, and “pulse surveys” and Employee Engagement Survey capture staff feedback to strengthen trust and engagement. 2. HR AND MANAGEMENT SUPPORT 3. PEER SUPPORT THROUGH TICK TALK Page 10
STAFF WELLBEING Program Regular workshops equip staff with practical tools to enhance resilience, mindfulness, nutrition, and emotional intelligence. Sessions are delivered both in-person by established experts in their fields and are complemented by weekly arts and crafts mindfulness activities led by the SEWB team. Recent workshops included Mental Health Workshop, Mental Health First Aid, “Empowered to Belong,” focusing on inclusion and identity, and “Team Reconnect,” aimed at strengthening team cohesion. Dedicated wellness stations have been introduced across the workplace to encourage movement and self-care. a quiet zone, and a staff kitchen equipped with a massage chair for relaxation. Staff are encouraged to take scheduled wellness breaks. Apart from coffee machines and tea stations, we installed vending machines stocked with healthy hydration and snack options, mindfulness and stress and anxiety relief guides and usage patterns are monitored to optimise resources and improve accessibility. Employees are given quarterly allocations that they can use to dispense any product while they have free access to coping strategies anytime. This integrated approach ensures that staff wellbeing is not an isolated initiative but a core organisational priority, contributing to improved morale, resilience, and overall performance. 4. WELLBEING WORKSHOPS 5. WELLNESS STATIONS Page 11
FINANCE Page 12 The Finance team is one of the key departments at YYMS, it safeguards the financial health of the organisation by ensuring that all financial decisions were compliant with internal policies and procedures and were adherent to Australian Accounting and Audit Standards. The Finance team, in collaboration with the HR Department ensures that the organisation is compliant with Fairwork regulations and relevant awards. In financial year 2024 - 2025, the Finance team has expanded and became a separate department from the Business Development & Administration Team. This expansion was pushed by the transition of the Aged Care Facility under the management of Yura Yungi Medical Service. The finance team successfully transitioned the payroll and accounting system of Aged Care to YYMS systems. With expanding the team, a local Administration Officer was engaged and trained to assist the Finance, HR and Administrative teams at YYMS. Transition and implementation of Employment Hero platform for Aged Care Set up of new supplier accounts for new entity Yura Yungi Menkawum Ngurra Elders Residence Integration and implementation of YYMS Finance policies and procedures with Aged Care Training of local Admin Officers on financial and administrative tasks for both YYMS and YYMNER Improved financial processes and procedures through the use of Sharepoint. This improved communication and sharing of files between the finance team at YYMS and external support such as the Bookkeeper, Accountants and Auditors ABOUT THE DEPARTMENT SUMMARY / PROGRESS UPDATE KEY PROGRAM /DEPARTMENT MILESTONES AND ACHIEVEMENT
ASSETS The Assets Department plays a vital role in supporting Yura Yungi Medical Service (YYMS) by managing vehicles, buildings, housing, equipment, and IT assets. This team ensures that all organisational resources remain safe, functional, and cost-effective, enabling the smooth delivery of services across YYMS programs and the Yura Yungi Menkawum Ngurra Elders Residence (YYMNER). During this reporting period, the department achieved several significant milestones that reflect its commitment to operational excellence and infrastructure development. A major highlight was the completion of the Beckett Street Project, which delivered a four-bedroom house, a two-bedroom unit, and a large shed capable of housing up to 30 vehicles. The shed includes male and female ablution facilities, showers, and a laundry area equipped with an industrial washing machine for cleaning camping gear. A designated car washing bay was also added, improving functionality and security for the organisation’s fleet. Page 13 Fleet expansion was another key achievement. The department purchased a new SEWB bus through a Lottery West funding, enhancing transport capacity for community programs and staff. Additionally, a frail-aged bus was acquired, designed to transport two wheelchair passengers or convert into an eight-seater configuration, improving flexibility and accessibility for elders and clients. To address growing housing needs, the department finalised the purchase of a residential property on Roberta Avenue, providing additional staff accommodation. Another important milestone was the completion of a re-roofing project for the clinical facility. Through the Service Maintenance Program funding from the Department of Health, Disability and Ageing, YYMS resolved a persistent leaking issue and eliminated health and safety risks, ensuring a safer and more functional environment for staff and clients. PROGRAM DESCRIPTION SUMMARY / PROGRESS UPDATE KEY PROGRAM /DEPARTMENT MILESTONES AND ACHIEVEMENT
ASSETS Looking ahead, the Assets Department will focus on further enhancing facilities and supporting organisational growth. Plans include refurbishing the vacated medication room into a dedicated Eye Specialist Room, improving access to eye health services for the community. The department also intends to create a new local position responsible for overseeing vehicles, equipment, and freight management, ensuring efficient coordination and maintenance of organisational assets. Page 14 In summary, the Assets Department has delivered critical infrastructure projects, expanded transport capacity, strengthened housing resources, and improved clinical safety through major upgrades. With planned enhancements and new roles, the department remains committed to continuous improvement and supporting YYMS’s mission. KEY PROGRAM /DEPARTMENT MILESTONES AND ACHIEVEMENT Further strengthening infrastructure, YYMS was awarded funding under the new round of the Service Maintenance Program to install lockable garages at seven staff houses. This initiative will allow employees to securely store their vehicles, improving asset protection and staff convenience. NEXT STEPS / PRIORITIES SUMMARY
SERVICES Yura Yungi Walk-in Consultations Pathology Immunisations Medication Supply Patient Assisted Travel Scheme (PATS) Assistance Point of Care Testing Pre-Employment Medical Maternal & Child Health Clinical Services Healthy Aging/Chronic Disease Management Sexual Health Tackling Indigenous Smoking (TIS) School Health (Ringer’s Soak) Primary Health (GP) Ringer’s Soak Population Health Programs Elder Care Support NDIS Early Childhood Support NDIS Remote Community Connector Integrated Client Services SEWB Psychosocial Support Social Emotional Wellbeing Family Safety Project Family Domestic and Sexual Violence Program Family Domestic and Sexual Violence Optometrist Ophthalmologist Podiatrist Dietician Diabetes Educator Paediatric Dietician Physiotherapist Chronic Kidney Disease Educator Renal Physician Paediatrician Psychologist Psychiatrist Dentist Hearing Specialist Visiting Specialists At Yura Yungi, we provide comprehensive Primary Health Care services that are community-focused and culturally appropriate. Our approach combines holistic and culturally appropriate care with integrated preventative health programs designed to support the physical, social, emotional and spiritual wellbeing of our clients. Through this model, we aim to not only treat illness but also strengthen community health, empower individuals to take charge of their wellbeing, and promote long-term health outcomes. Page 15
From 1982-2025 I have worked as a GP in the Northern Territory, mainly in indigenous primary care. I have a house in Alice Springs and I have aboriginal family from Borroloola. Halls Creek is like the NT, the people and the problems and the good things are the same as in the NT. Yura Yungi impressed me straight up because of the large number of local people who work here and run the place. Aboriginal health is the business of Aboriginal people and I strongly believe that the answers and resources to close the gap are here in the community. As a doctor I bring medical expertise to help Yura Yungi do its business in getting community more healthy, but you mob are the drivers and experts. I am here to lend a hand. I came initially as a locum for 6 weeks, but I now have a contract until 2/6/2026. I look forward to the next months working with great team of local and not so local people, under the excellent guidance of Georgina Yeeda just getting things done. OPERATIONS Clinicial Page 16 YYMS is pleased to report the successful recruitment of a full-time permanent General Practitioner during this financial year. This achievement represents a significant milestone for the organisation, given the ongoing challenges of attracting and retaining skilled clinicians in remote and highly disadvantaged regions such as Halls Creek. The addition of a permanent GP enhances continuity of care, strengthens clinical governance, and supports the delivery of high-quality, culturally safe health services to the community. Dr. Peter Fitzpatrick I first came to Halls Creek as trainee doctor in 1980, before Yura Yungi was started. I was at the hospital. Dr Peter Schindler was the doctor in town, I was 2 weeks in Halls Creek and 4 weeks at Balgo.
I enjoyed working with our great new team of nurses, health workers and manager, who are extremely dedicated and conscientious. Also, as always, our admin and reception team is the best, and their help everyday my job so much easier! OPERATIONS Clinicial Page 17 Dr. Jessie Chen Over the years there has been more and more regular clients of yy, which is great to see, and it has been a joy to work with them in the last year to achieve their health goals. I'm looking forwards to coming back to YY for many years to come, and I'm sure there will be a lot of growth and changes each time I come back! Dr Jessie Chen has been working with Yura Yungi as a locum GP for over two years. She is a highly valued member of the team and has been instrumental in ensuring continuity of care for our clients, contributing greatly to the smooth and effective delivery of our health services.
Throughout the year, the team has implemented regular outreach activities, school visits, and community events to raise awareness and improve health literacy. Chronic disease clinics have provided one-on-one support for clients managing diabetes, cardiovascular disease, and renal conditions, while the TIS program has delivered smoking cessation resources and counselling. Sexual health services have been integrated into routine care, including STI screening and health promotion campaigns. The RHD program has focused on hygiene education and skin assessments to prevent streptococcal infections. Together, these efforts contribute to improved health outcomes and empower individuals to take an active role in their wellbeing. Population HEALTH The YYMS Population Health Team plays a vital role in delivering targeted health promotion and disease prevention programs across Halls Creek and surrounding communities. The team oversees key initiatives including Healthy Ageing (Chronic Disease Management), Sexual Health, Rheumatic Heart Disease (RHD) Health Promotion, and Tackling Indigenous Smoking (TIS). These programs are designed to address priority health needs through culturally safe education, early intervention, and community engagement. The team works closely with clinical staff and external partners to deliver health checks, facilitate group education sessions, and promote lifestyle changes that reduce the burden of preventable disease. Page 18 The Population Health Team is responsible for overseeing the operations of the Ringer Soak Clinic, which hosts fortnightly GP clinics and employs two Remote Area Nurses based on site. Despite ongoing challenges with staff recruitment, Yura Yungi has successfully maintained consistent service delivery through a well-managed rotational roster, supported by our broader clinical team. This coordinated approach has minimised interruptions and ensured the continued, reliable operation of the Ringer Soak Clinic for the community. Ringer Soak Clinic
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 0 200,000 400,000 600,000 800,000 1,000,000 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 0 200000 400000 600000 800000 1000000 MEDICARE Page 19 MBS ITEM REVENUE Total Medicare Billing System (MBS) Item Revenue is higher than last year by $ 79,280.00 or 9.16% All figures are improving each and every year MBS ITEM REVENUE YEARLY COMPARISON
HEALTH CHECKS Page 20 HEALTH CHECKS Aboriginal Health Checks annual target exceeded by 2.09% 24-25 total is 2.24% higher than the previous financial year HEALTH CHECKS YEARLY COMPARISON FY 23/24 FY 24/25 Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun 0 20 40 60 80 100
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Clients 1,868 2,758 2,202 1,996 2,083 Indigenous Clients 1,524 2,012 1,843 1,661 1,752 Indigenous Regular Clients 1,235 1,497 1,645 1,499 1,761 Indigenous Clients - % of Total Clients 81.58% 72.95% 83.70% 83.22% 84.10% NonIndigenous Clients 338 744 359 335 331 Client Contacts 21,569 28,272 29,011 26,963 54,998 Episodes of Care 10,894 16,229 14,099 13,496 17,919 Contacts per Client 12 10 13 14 26 Episodes of Care Per Client 6 6 6 7 9 Page 21 ONLINE SERVICES REPORT ndigenous Australian Health Program Results on all our main Key Performance Indicators (NKPI) for as of end of June 2025 have surpassed the National, WA, same size services and very remote Averages, with the sole exclusion of the very remote Average for Influenza Vaccination rate. INDIGENOUS AUSTRALIAN HEALTH PROGRAM - NATIONAL KEY PERFORMANCE INDICATORS (NKPI) I
YYMS National Size 1001-2000 WA V Remote MBS Health Checks MBS Health Checks 0% 10% 20% 30% 40% 50% Maternal & Child Page 22 HEALTH NKPI 50% of our clients aged 0-4 years had a health check in the last 12 months. National Average is 37% while WA average is 34% 43% of our 0–14-year-old clients had a health check in the last 12 months. National average is 38%, WA average is 33%, while average for very remote services is only 25%
YYMS National Size 1001-2000 WA V Remote MBS Health Checks MBS Health Checks MBS Health Checks Flu Vaccine 0% 10% 20% 30% 40% 50% 60% 70% 59 % of our15-24-year-old clients had a health check in the last 24 months. National average is 50%; WA average is 52; very remote 33% 57 % of our 25-54-year-old clients had a health check in the last 24 months. National average 50%; WA average 56%, very remote 42% 66 % of our clients 55 years and older had a health check in the last 24 months. National average 62%; WA 64%; very remote average 52% 28 % of our clients 6 months and older had a Flu vaccine in the last 12 months. National average 22% and WA average 18%, same service size average 20% Preventive HEALTH NKPI Page 23 Comparing our main KPI results to National, WA, same size and Very Remote Averages, we have surpassed everything except the very remote Average for Influenza vaccination rate:
Page 24 Chronic DISEASE NKPI YYMS National Size 1001-2000 WA V Remote Kidney Function Test BP HbA1c in 6 months HbA1c in 12 month Chronic Disease MP 0% 20% 40% 60% 80% 80% of our Type 2 Diabetes patients had a Kidney Function Test in the last 12 months. National Average is 68%; WA average is 73%; very remote average 66% 75% of our Type 2 Diabetes patients had a Blood Pressure recorded in the last 24 months. National Average 67%; WA average 69%; very remote average 61% 61% of our Type 2 Diabetes patients had a blood sugar level *HbA1c) recorded in the last 12 months. National Average 67%; WA average 69%; very remote average 61% 76% of our Type 2 Diabetes patients had a Blood Pressure recorded in the last 24 months. National Average 69%; WA average 75%; very remote and same service size average 64% 74% of our Chronic Disease patients had a Chronic Disease Management Plan in the last 24 months. National Average 55%; WA average 61%; very remote average 52%
Page 25 Optometry Clinic Margie O'Neill I have just seen 50 patients over the last few days. The clinic was the most organised, orderly and relaxed that I have ever worked there! The driver and the ladies on the front desk did the most amazing job. Having the new OCT machine was just phenomenal. I think I must have saved at least 7-10 people having to traipse up to Kununurra for a scan. I really want to say thanks for all of the ongoing YY support, it really is making a difference. FEEDBACK Visiting Specialist
FEEDBACK For Boab Health Services, the Allied Health Team and Integrated Care Team always feel so welcomed by YYMS. We feel that the YYMS staff always go above and beyond in supporting our services and the clients that we see. Podiatry clinics have remained well attended and successful, and we have noted a huge increase in the attendance rates of the dietitian clinics. As always the support by Abby, Charlie, Georgina and the wider YYMS team is appreciated and valued, we could not run these clinics as successfully without you all. We would love to continue working together to ensure that this is replicated across all the services we provide to the Halls Creek and wider community. Thank you for all of your hard work, YYMS is great place to come to work for all our team. Visiting Specialist Boab Health Services Chantelle Carr I can only speak to what I have experienced in my periodic visits to Yura Yungi clinic. The team have always been extremely helpful, going above and beyond in facilitating appointments and assisting in organising the clinics themselves. They do this day in day out, making it a very streamlined and pleasant experience for me. Physiotherapist Clinic Anthony Johnson Page 26
This year, counselling services were successfully expanded to both Halls Creek and Ringer Soak, improving accessibility and reach. The program maintained a strong focus on cultural safety, blending therapeutic and cultural approaches to healing. Community engagement was vibrant, with SEWB leading and supporting events such as National Apology Day, International Women’s Day, Harmony Day, Mother’s Day, Happy Hair Day, NAIDOC, and the HOPE Book & T-Shirt Launch. These activities helped reduce stigma, raise mental health awareness, and foster open conversations around emotional wellbeing and suicide prevention. Social and EMOTIONAL WELLBEING The YYMS SEWB Program continues to provide culturally safe, holistic, and responsive support to Aboriginal and Torres Strait Islander individuals and families across Halls Creek, Ringer Soak, and surrounding communities. SERVICE EXPANSION & COMMUNITY ENGAGEMENT Page 27 PARTNERSHIPS & COLLABORATION SEWB strengthened partnerships with key agencies including KAMS, Through counselling, cultural healing, education, and community connection, the program strengthens identity, reduces distress, and promotes resilience by honouring culture, family, and Country. Wunan, StandBy, Anglicare, Aboriginal Family Law Service (AFLS), Kimberley Community Legal Service (KCLS), Youth With A Mission (YWAM), Headspace, and WACHS. Collaborative workshops and guest speakers during weekly men’s and women’s groups provided participants with valuable information on housing, legal services, family safety, and chronic disease management.
Social and EMOTIONAL WELLBEING HEALING CAMPS & TARGETED PROGRAMS Two major cultural healing camps were delivered: the Women’s Wellbeing Camp at Bulngunna and the Dolly Hole Men’s Camp. These camps offered immersive experiences in cultural learning, emotional healing, and peer support. Activities included bush medicine, storytelling, traditional cooking, and yarning circles focused on mental health and suicide prevention. The Helping Families Heal / Make a Change Program was also successfully adapted for local delivery, combining psychotherapy with traditional healing to support individuals affected by family and domestic violence. PERFORMANCE OUTCOMES The SEWB Program exceeded expectations across key performance indicators. Weekly group sessions were delivered at a 95% rate despite staffing challenges, with consistent average attendance of 10 participants. This year, 16 community events were complete – double the number of the program target – 8. A total of 127 group sessions were held, which exceeded our 120 target by 6%. Both planned cultural healing camps were successfully held, and collaborative partner sessions exceeded targets, with seven delivered. Positive client feedback reached 99.92%, with participants reporting increased relaxation, connection, and learning. These outcomes reflect the program’s growing impact and trusted presence in the community. Page 28
Social and EMOTIONAL WELLBEING NEXT PRIORITIES In the coming year, the SEWB team will continue regular weekly wellbeing sessions for men and women, integrating cultural and therapeutic content. Follow-up support after camps will be strengthened to sustain engagement and monitor wellbeing outcomes. Youth and family-focused initiatives will be expanded, and efforts to recruit and mentor local Aboriginal staff will be prioritised. The program also aims to develop stronger data collection tools to measure client outcomes and will continue collaborating with partners like KAMS, StandBy, Anglicare, and WACHS to deliver joint community events and suicide prevention activities. SEWB COUNSELLING PROGRAM IMPACT SNAPSHOT BY NASEEMA (SEWB COUNSELLOR) Since joining the SEWB team in November 2024, I’ve witnessed a significant shift in how the community engages with counselling. Initially, there was hesitation and stigma surrounding mental health support, especially as this was the first time trained counsellors were based on-site in Halls Creek. Page 29 Through consistent presence and culturally respectful practice, we built trust and helped community members understand the role of counselling within the broader SEWB model. Over time, the counselling space has become a safe place for yarning, reflection, and healing. Engagement has steadily increased, with more individuals self-referring and regular referrals now coming from GPs, police, and other services. Men’s participation has grown notably, which is a positive shift in a space that is often harder to engage. Weekly group sessions, family support, and outreach to Ringer Soak have strengthened community connection and wellbeing. While workforce challenges remain, the growing trust in the program highlights its importance and impact. .
Social and EMOTIONAL WELLBEING PSYCHOSOCIAL SUPPORT The Psychosocial Support Program continued to assist individuals in building capacity across key areas of recovery, including social and community connections, day-to-day living skills, confidence and resilience, goal setting, and support with NDIS eligibility applications. This year presented unique challenges, particularly in recruiting a replacement for the female support worker who was on maternity leave. Cultural considerations guided service delivery, meaning that the male psychosocial support worker primarily supported male clients, as it is not culturally appropriate for male staff to engage with female clients unless specifically requested. To ensure continuity of care, female counsellors / support workers from other program areas stepped in to provide interim support for female clients during this period. This collaborative approach helped maintain service quality and cultural safety. Our male psychosocial support worker undertook training to strengthen his skills and attended the Men’s Health Gathering at Djardjin Community in September 2024, connecting with other men working in mental health across the Kimberley. He also facilitated a cultural healing and fishing trip to Home Valley, promoting reconnection to Country and wellbeing, and attended a Young Men’s Day at the Shire Hall focused on mental health awareness. Despite staffing challenges, the program continues to deliver culturally safe and strengths-based support, helping individuals build confidence, independence, and resilience on their recovery journey. Page 30
Women’s Wellbeing Camp - Bulngunna Community This annual camp focused on healing through culture, connection, and Country, providing women with a safe, nurturing environment to step away from daily stress and engage in emotional healing. Highlights Munther (water blessing) ceremony by a local Jaru Elder. Workshops on mindfulness, emotional expression, drumming, tapping, bush medicine, and natural dyeing with native plants. Art, jewellery making, and cultural cooking sessions fostering creativity, connection, and confidence. Collaboration with WACHS, KAMS, KCLS, and StandBy. Positive participant feedback, with many requesting longer camps and regular followups. Page 31
Dolly Hole Men’s Camp The Men’s Camp at Dolly Hole brought together men from across Halls Creek and regional communities for a mix of cultural learning, wellbeing education, and peer support. Highlights Attendees included representatives from KAMS, Wunan Headspace, Youth with a Mission (YWAM) and YYMS staff, along with local participants. Yarning around the campfire on suicide prevention, early warning signs, and men’s mental health. Sexual health education by KAMS, breaking down stigma and misinformation about relationships and STIs. Cultural activities including a trip to Mount King, storytelling about the Emu Dreaming and the Bedford Massacre, and collection of cypress pine for traditional use. Bush tucker including kangaroo, bush turkey, and black bream, cooked by participants. Morning yarning and storytelling promoting self-care, family wellbeing, and respect for culture. Page 32
The Family Safety Project at Yura Yungi Medical Service (YYMS) only started this May 2025 and is committed to fostering healthy, respectful, and strong family relationships through culturally grounded prevention and early intervention activities. The program is designed to reduce family conflict, strengthen cultural connection, and promote safe home environments. Over the several months, the Family Safety Project focused heavily on community-based and family-centred prevention strategies. Family bush trips were a key feature, providing opportunities for families to spend time together in nature, strengthen cultural identity, and engage in open conversations about safety and respect. These trips were well received and helped create a relaxed environment where families could reconnect and reflect. Yarning sessions were held regularly, offering a culturally safe space for families to discuss relationship challenges, share experiences, and learn peaceful conflict resolution strategies. Counselling support was also made available to individuals and families requiring more focused assistance. The program worked closely with the Social and Emotional Wellbeing (SEWB) team and local partner agencies to ensure coordinated support for families facing complex issues, allowing for early intervention and reducing the likelihood of crisis escalation. Feedback from the community was overwhelmingly positive. Families expressed that the bush trips and yarning sessions helped them slow down, communicate more openly, and feel closer to one another. The program continues to serve as a vital link between cultural healing practices and contemporary support services. SUMMARY OF ACTIVITIES & PROGRESS F PROJECT amily Safety Core activities include family bush trips, yarning sessions, counselling, and crisis intervention when needed. These initiatives offer families a safe, non-judgmental space to share experiences, develop communication and coping skills, and reconnect with Country and culture as part of their healing journey. Page 33
This program saw notable family participation in both bush trips and community-led yarning sessions. Families reported stronger relationships, improved communication, and greater confidence in resolving conflicts peacefully. Children and young people showed increased engagement during family activities, which reflected a growing sense of trust and emotional safety within the home. The program also played a key role in identifying and referring families at risk, helping to prevent escalation into crisis situations. Partner organisations recognised the Family Safety Project as an important contributor to whole-of-family wellbeing and community connection. F PROJECT amily Safety KEY MILESTONES & ACHIEVEMENTS Staff members participated in training focused on trauma-informed family work and cultural safety. The team collaborated with the SEWB program and external agencies to support family wellbeing initiatives. Staff also played a central role in planning and facilitating community events that promoted safety, healing, and connection among families. STAFF DEVELOPMENT Looking ahead, the Family Safety Project will continue to deliver family bush trips with an added emphasis on cultural learning and communication skills. The team plans to host community awareness events that focus on respectful relationships, parenting, and emotional wellbeing. Strengthening partnerships with schools, youth services, and women’s groups will be a priority to enhance early intervention efforts. The program will also provide targeted counselling and support for families identified as being at risk of violence or conflict. To support these goals, team capacity will be built through cultural mentoring and training in trauma-informed practice. NEXT STEPS & PRIORITIES (2025–2026) Page 34
F & SEXUAL VIOLENCE SUPPORT PROGRAM The Family Domestic and Sexual Violence (FDSV) Program remains a cornerstone of our commitment to providing trauma-informed, culturally safe support for individuals and families affected by family and sexual violence. Through a holistic approach, the program delivers crisis intervention, case management, counselling, yarning sessions, psychoeducation, advocacy, and capacity-building initiatives. Culturally grounded bush trips create safe spaces for reflection, healing, and reconnection to Country, reinforcing the program’s aim to promote safety, empowerment, and wellbeing for individuals while strengthening family and community resilience. During this reporting period, the FDSV team upheld its mission by delivering comprehensive and responsive support to clients experiencing or at risk of family and sexual violence. Crisis intervention and case management were prioritized to ensure timely and culturally appropriate responses to immediate safety concerns. Counselling and yarning sessions provided opportunities for clients to process trauma, develop coping strategies, and rebuild trust. Psychoeducation initiatives focused on promoting awareness of healthy relationships, consent, and emotional regulation, equipping clients with tools for long-term wellbeing. Collaboration with partner agencies was strengthened to improve referral pathways and ensure a coordinated approach to care. These partnerships enhanced service accessibility and reduced barriers for clients seeking support. Regular bush trips offered clients a culturally safe environment to heal on Country, reconnect with culture, and foster trust in the program. These activities not only supported individual recovery but also reinforced community resilience. amily Domestic SUMMARY OF ACTIVITIES & PROGRESS Page 35
Despite the challenges inherent in addressing family and sexual violence, the program achieved significant milestones during this period. Clients reported feeling safer and more confident in setting personal boundaries within relationships. Health staff observed improvements in emotional wellbeing and increased engagement with followup supports. Community members expressed appreciation for having culturally safe and confidential services available locally. Partner agencies noted stronger collaboration, with clients demonstrating greater willingness to accept referrals. Importantly, clients who were initially withdrawn began engaging more actively in counselling and group activities, reflecting progress in trust-building and recovery. KEY MILESTONES & ACHIEVEMENTS The FDSV team invested in professional growth to ensure high-quality, culturally responsive care. Staff participated in internal cultural safety training and interagency collaboration meetings, reinforcing best practices in trauma-informed care. Ongoing professional development focused on case management frameworks and strategies for early intervention. Team members also contributed to community engagement initiatives, including cultural and awareness events, further strengthening relationships with the community. STAFF DEVELOPMENT AND MILESTONES Looking ahead, the program will maintain delivery of crisis response, counselling, and yarning support while expanding community engagement through joint events and outreach with local organisations. Plans include delivering early intervention and prevention workshops on respectful relationships and family safety, strengthening collaboration with Police, Legal, and SEWB teams for integrated client support, and building staff capacity through advanced training in NEXT STEPS & PRIORITIES F & SEXUAL VIOLENCE SUPPORT PROGRAM amily Domestic Page 36 trauma-informed and culturally responsive practice.
I EARLY CHILDHOOD SUPPORTS ntegrated Client Services Page 37 The Early Childhood Supports (ECS) Program plays a vital role in supporting children up to the age of seven who are living with disability or developmental delay. The program combines the expertise of the ECS Allied Health Team with the culturally responsive approach of the Family Support Worker to deliver family-centred care. While the Allied Health Team provides professional healthcare and developmental advice, the Family Support Worker ensures these messages are understood and applied, bridging the gap between clinical recommendations and family implementation. This role also facilitates interaction between individuals, families, and the broader community, promoting inclusion and access to essential services. PROGRAM OVERVIEW Throughout the reporting period, the Family Support Worker provided consistent and practical assistance to families, focusing on improving school readiness, health access, and social engagement for children. Weekly school and home visits were conducted to monitor progress and address emerging needs. Support extended to assisting families with school enrolments, coordinating GP appointments, and providing transport for pick-ups and drop-offs. SUMMARY OF ACTIVITIES AND PROGRESS Despite challenges such as delays in obtaining identification documents for school enrolment and waitlists for allied health assessments, the program maintained momentum. Seventeen active clients accessed Family Support and Speech Pathology services during this period, with ongoing efforts to expedite referrals and ensure timely assessments. Plans were initiated for a parent workshop on school routines and preparing children for class transitions, aiming to strengthen family capacity and confidence. Additionally, playgroups and child-focused activities were organized to encourage early learning and social interaction.
I EARLY CHILDHOOD SUPPORTS ntegrated Client Services Page 38 The program achieved several milestones, including maintaining consistent engagement with families despite logistical challenges. Children actively participated in playgroups and school readiness activities, while families received targeted support to overcome barriers such as documentation requirements. Collaborative efforts with allied health professionals ensured continuity of care, and the program demonstrated flexibility in adapting to client needs through home visits and personalized support strategies. KEY ACHIEVEMENTS A significant achievement for the team was the professional growth of the Family Support Worker. Roxanne successfully completed her Certificate IV in Allied Health Assistance and ASQ-TRAK training, enhancing her ability to deliver culturally safe and evidence-based support. She also contributed to community engagement initiatives and is currently working toward obtaining her driver’s license, which will further improve service accessibility for families. STAFF DEVELOPMENT AND MILESTONES Looking ahead, the program will continue weekly home and school visits, introduce a toy library to support early learning at home, and organize family bush trips to promote cultural connection and wellbeing. Efforts will focus on reducing wait times for allied health assessments, delivering parent workshops on school readiness, and strengthening partnerships with local services to streamline referrals. Building staff capacity through ongoing training remains a priority to ensure high-quality, culturally responsive care. NEXT STEPS AND PRIORITIES
I ELDER CARE SUPPORT ntergrated Client Services Page 39 The Elder Care Supports Program is designed to connect with local Elders—older Aboriginal and Torres Strait Islander people—and their families to raise awareness of aged care entitlements and ensure access to culturally safe services. SUMMARY OF ACTIVITIES AND PROGRESS This year, the program’s cornerstone activity was the weekly Elders’ Morning Tea, held every Thursday from 10:00 AM to 12:00 PM. These sessions provided a culturally safe space for social connection, creative engagement, and shared meals. Activities included art and craft workshops, yarning circles, and cultural storytelling, all designed to reduce isolation and promote wellbeing. Door-to-door transport was arranged for eligible participants, ensuring accessibility for those with mobility or transport challenges. Guest speakers from partner agencies were invited to deliver short information sessions during these gatherings, helping Elders learn about local services and supports available to them. Guest speakers from partner agencies were invited to deliver short information sessions during these gatherings, helping Elders learn about local services and supports available to them. The program plays a vital role in organizing and supporting client pathways into appropriate aged care services, both within YYMS and through external providers. It also works to identify local demand, service gaps, and advocate for improved access to care. Despite these successes, the program faced challenges such as limited engagement from service providers, long waitlists for specialist appointments, and unclear scheduling processes. These issues often resulted in missed appointments, inefficient transport use, and frustration for Elders and their families. Cultural obligations and competing priorities also impacted attendance at times.
www.yurayungi.org.auRkJQdWJsaXNoZXIy NDE0Mzg=