Regional Australia InstituteRegional Australia Institute
  • About us
    • What is Regional Australia?
    • Our Staff
    • Careers
    • Board
    • Research Advisory Committee
    • Research Fellows
    • Corporate
  • News & Media
    • Media Releases
    • Blogs
    • Editorials
    • Quarterly Regional Jobs Update
    • Newsletters
  • Research & Policy
    • What COVID-19 means for regions
    • Current Project Agenda
    • Migration Work
    • Policy
    • Publications Library
    • Regional Jobs Vacancy Map
    • Job Vulnerability Data Tool
    • Great Small Cities Data Tool
    • MOVE Tool
    • [In]Sight
  • Events & Programs
    • Regions Rising
    • Regional Australia Council 2031
    • Regional Activators Alliance
    • Lightbulb Moments
    • Pathfinder Initiative
    • Innovate with nbn Grants Program
  • Regional Australia Hub
  • Our Partners
  • Contact
  • Subscribe for updates

Alpine Health logo

A case study on collaborative health sector development: the amalgamation approach

Blogs, Publications Library Case Study, Health August 31 2020

Alpine Health: Bright, Mount Beauty and Myrtleford, Victoria

Alpine Health provides a range of services across the Alpine Shire in North East rural Victoria, approximately 270 kilometres from Melbourne. The Alpine Shire covers 4,787 square kilometres with a significant proportion being forest and national parks (Mount Buffalo and Alpine National Parks). The population of 12,515 is spread over 40 localities within the Shire and the major towns of Myrtleford, Bright and Mount Beauty. Tourism is the largest industry in the region and represents a higher industry percentage than regional Victoria (13.7 per cent compared with 7 per cent). The region is attractive, well-known for its mountainous landscape and national parks.

Alpine Health logo
Alpine Health locations: Myrtleford, Bright, Mount Beauty

Despite its appeal for tourists, by 1994 the hospitals in the Alpine Shire were faced with closure along with other small hospitals across rural Victoria due to changes in government funding structures and low patient turnover. Hospitals that offered limited surgical services and had no waiting lists were under scrutiny. This context was exacerbated by the ‘case mix’ funding structure which allocated funding to hospitals according to how many patients they treated, leaving small rural hospitals in a vulnerable position.

The Alpine Health Group was formed in 1995 in this context of concern for the future of the area’s hospitals and health services. The group represented Bright, Myrtleford, Mount Beauty and Beechworth communities and began an earnest investigation into the potential for a formal merger of their rural hospitals. An Alpine Health Steering Committee was formed with representatives from Bright, Myrtleford and Mount Beautify Hospitals and representatives from community health services and the Division of General Practice. They met regularly and applied for the merger to fall under the MultiPurpose Service program. The Alpine Health Multi-Purpose Service (MPS) was approved by the Victorian government and commenced in 1996. Once established, Alpine Health was the amalgamation of three rural hospitals and four residential facilities.

Alpine Health MPS is funded by both the Commonwealth government and the Victorian state government. Today it is the largest health service organisation servicing the communities of the Alpine Shire, employing almost 200 full-time staff and over 350 volunteers. Alpine Health is also the provider of the Commonwealth Home Support Program Services to the communities of the Indigo Shire in partnership with Beechworth Health Service, Indigo North Health and Yackandandah Health.

The MPS model formed the basis for the amalgamation of services. It was through this process of coming together to work towards the common goals of maintaining service delivery in the region, that the collaborative process took a further step into integrated community engagement and partnership. The collaborative model – between service providers and with community – is seen as central to addressing the not only the health and wellbeing in the region but also economic sustainability and improved employment and livelihoods in the area.

Alpine Health’s decision to place community at the centre of all their operations, is led by the philosophy that community health is best served through local, decentralised service models. ‘Local services for local people’ is believed to enable better experiences for patients and consumers and better health outcomes for the community. This community-partnership is evident in three key innovations. First, Alpine Health has established Community Health Advisory Groups (CHAG), led by community members and focused on service development and the principle of meeting local needs. The key role of CHAG is to advise the Board of Directors and other agencies on:

  • The health needs of the community and how they might be met;
  • How existing services might be changes or improved to meet these needs; and
  • Services that people do not need or want.

This approach works to reduce those services that are not required, so that efforts and funding can be targeted elsewhere. CHAGs are consulted at all stages of delivery service planning. The result is a more engaged community that is ‘on-board’ with the collaborative model and a health sector that is more in-tune with local needs and priorities.

Second, establishing the confidence of the community is seen as central and Alpine Health has placed a strong emphasis on the role and importance of community volunteers. These volunteers are considered a key part of the process and essential to ‘solving the puzzle’ of health sector development in a rural area. Regular meetings are held with volunteers in the same way as they are with paid staff. Management advice and support volunteers as well as service deliverers. In 1999 there were 9 volunteers across the three hospitals. Soon, these retired and for some time there were no volunteers. Alpine Health actively planned towards establishing volunteer engagement and there are now around 350 volunteers providing fundamental relationships and linkages into the community.

Third, Alpine Health have built a registered training organisation (RTO) – the Alpine Institute – to ensure that the local people have access to skills development needed to work within the health and social assistance sector locally. The Alpine Institute also works with training overseas graduate nurses, building a steady source of nurses that are familiar with the community and its needs. Rather than spending large amounts of money on recruitment, the Alpine Institute started generating an income while it was building a local workforce. The Institute provides a range of certification courses including community care and social assistance courses. This has increased the number of qualitied community care workers in the community four-fold. Alpine Health now require all their employees – whether catering, administration, or support staff – to hold some kind of qualifications or to be in training.

The result of this community-partnership collaborative model is a reported contribution to reducing unemployment in the region through skilling and training local people to deliver services in the region. The success of the model has contributed to the overall appeal of the region for health professionals. A new allied health hub in Myrtleford, for example, has opened providing access to ten different allied health specialities.

KEY LESSONS

  1. Amalgamate services through sharing goals and strategic planning
  2. Build a collaborative model between service providers and community
  3. Establish formal community advisory groups that advise the Board on needs
  4. Build and maintain a volunteer base that is integrated within the model as a means to establish community confidence and engage with community priorities
  5. Address workforce challenges by providing training and education locally
  6. Upskill and reskill all members of the workforce
  7. Generate additional income while building skills through establishing registered training organisation
Download a PDF of this case study

Share this article:

  • Click to share on Twitter (Opens in new window)
  • Click to share on Facebook (Opens in new window)
  • Click to share on LinkedIn (Opens in new window)
  • Click to email this to a friend (Opens in new window)
Want to leave a comment?
COVID-19: First Gauge Survey Results Migration Director Update: September 2020

Related Posts

2020 Shared Inquiry Program: Preliminary Findings

Blogs, Media, Publications Library

Regional job vacancies set new high in October

Blogs, Media

Regions Doubling Down or Diversifying

Blogs, Media, Publications Library

Regional Australia InstituteRegional Australia Institute
p 02 6260 3733
e info[at]regionalaustralia.org.au
Privacy Policy | Terms of use
© 2017 Regional Australia Institute
ABN 65 152 955 667
  • Subscribe for updates

HOME

ABOUT US
What is Regional Australia
Staff
Corporate
Careers

Work with us

Contact us

Tools and products
[In]Sight
Great Small Cities Data Tool
Pathfinder Initiative
Regional Online Heroes
Lightbulb Moments

Our work
Current Project Agenda
Policy
Blog
Publications Library

Media room
Media release
Media coverage
Events
Newsletters
XML Site Map | Website built by OPF Consulting
About Andrew McConville

Andrew McConville is the Chief Executive Officer of the Australian Petroleum Production & Exploration Association (APPEA), a position he has occupied since April 2019.

As Chief Executive, Andrew is responsible for leading the Association and its members to be the effective voice the Australian oil and gas industry, building community trust and support, driving advocacy and engagement, developing the industry’s key policy positions and executing a strategy for growth of the Association.

Andrew is an advocacy and corporate affairs professional with more than 25 years’ experience across the oil and gas, agribusiness, banking and finance, FMCG and government sectors. 

Andrew holds a first class honours degree in Agricultural Economics from the University of New England, a Master of Science in Agricultural Economics from Oxford University and is a Member of the Australian Institute of Company Directors.

About Paul Cronin

Paul Cronin is the Head of Corporate Affairs at Aurizon. Aurizon is Australia’s largest rail freight operator and a top 100 ASX company. Each year the company transports more than 250 million tonnes of Australian commodities, connecting miners, primary producers and industry with international and domestic markets. Approximately 80% of Aurizon employees live and work in regional communities.

In his role Paul is responsible for Organisational Communications, Media, Stakeholder Relations, Brand and Sponsorships.

About Robert Musgrove

Since joining Bendigo and Adelaide Bank in 1987, Robert has held a wide and varied range of positions across the Group, from Customer Service Officer to playing a pivotal role in the development and expansion of the Community Bank® model. Robert is currently General Manager Corporate and Public Affairs, with responsibility for shaping and maximising the Bank’s position through external communications and championing its point of difference to all stakeholder groups. Robert and his team also have responsibility for Government and industry consultation, as well as the Bank’s early work in climate change action and E.S.G. reporting (environment, social, governance).

From 2006 Robert’s roles have included responsibility for the Bank’s key innovative partnerships, as Head of Group Strategy, and Executive Engagement Innovation, before leading the creation of the Corporate & Public Affairs division in 2018.

Robert is a director of the Bendigo Art Gallery, a director of Community Sector Banking, and a member of the Victorian Government’s Regional Partnerships group representing the Loddon Campaspe region.

About Grant Cairns

Grant’s team is responsible for serving and meeting the financial services needs of our rural commercial and agribusiness customers in over 70 locations across regional Australia.

Grant joined the Commonwealth Bank in 2005 and has broad experience across the Business and Private Banking (BPB) division. His leadership roles include heading up the Client Acquisition, Transaction Banking, Asset Finance and Industry Specialists teams. He has also held executive roles managing the Bank's Commercial Lending and Asset Finance products and portfolio.

Prior to joining the Commonwealth Bank, Grant worked as a General Manager within the McCarrolls Automotive Group. He started his career as an accountant at KPMG.

Grant has completed Australia's flagship Asia Leadership Program and holds a Bachelor of Commerce, Accounting and Finance as well as a Master of Applied Finance. He is also a Chartered Accountant.

Outside of work, Grant enjoys spending time with his young family, playing golf and reading.

About Eacham Curry

Based in Sydney, Eacham Curry is the Director of Government and Corporate Affairs for Expedia Group in Australia/New Zealand, spearheading governmental affairs and public policy strategy on behalf of Expedia Group’s ANZ portfolio of online travel brands such as Expedia, Wotif, Stayz and Egencia.

A champion of collaboration, Eacham forges close working relationships with government, regulatory bodies, industry, community and media stakeholders, and represents Expedia Group on key industry associations. As such, his voice helps shape the debate surrounding the travel, tech and e-commerce opportunities and landscape in ANZ. He is regularly spokesperson on public policy matters impacting Expedia Group’s business in ANZ.
• In 2020, he joined Australia Regional Institute’s (RAI) Council / Board
• Also in 2020, he was elected as the Foreign Company Representative Director to the Japan Association of Vacation Rentals (JAVR)

Eacham has extensive past experience in political and economic leadership a roles ANZ and in Asia. Prior to joining Expedia Group, Eacham was the Managing Director of Barton Deakin Government Relations in Western Australia, having established that operation in 2013. He joined Barton Deakin Government Relations after serving as a Chief of Staff across several portfolios, including Transport, Commerce, Finance and Small Business, in the Western Australian Barnett Government from 2008 to 2013.
Prior to relocating to Western Australia, Eacham held a variety of Federal government relations and political staffing roles for many years, and was a chief of staff and senior adviser to ministers in the Howard Federal Government across the Health and Ageing, Defence, Veterans’ Affairs and Family and Community Services portfolios. A veteran of 22 political campaigns he has also twice been a delegate for the internationally recognised Australian Political Exchange Council on delegations to China (2004) and New Zealand (2008).

About Robert Poole

Robert joined KPMG in February 2017 and is National Lead Partner – Food & Agribusiness. He works across the agri-business and food supply chain to help businesses build profit and growth; solve complex problems and harness new ideas. Robert has a team of food and agri-business specialists who work on projects across management consulting, risk, deals advisory support and enterprise.
He is also leader of the Operations Advisory team leader in Melbourne and is responsible for the day-to-day performance of a team of 110 people - working across multiple disciplines including financial services, supply chain, procurement and defence. He has successfully built a strong food and agri-business practice from scratch and placed KPMG as the number one professional services firm in the Australian food and agri-business sector.

About Gavin Williams

Gavin Williams is Chief Development Officer, Regional & Remote at NBN Co.

Mr Williams was appointed to the Chief Development Officer Regional & Remote in October 2019, bringing more than five years’ experience at NBN Co and 25 years within the telecommunication industry across Australia.

He has held leadership roles that have spanned engineering, product management, marketing and strategy disciplines across consumer, business and wholesale markets.

Prior to joining NBN Co, Gavin held positions in Optus, Telstra and was principal of an independent consultancy. He was a Board Director of Southern Cross Cable.

Mr Williams holds a Bachelor of Engineering degree (Hons) from the University of Melbourne and a Master of Business Administration from Macquarie University.

About Mark Ashburn

Mark leads stakeholder engagement for Prime Super. We have a national team of 20 (mostly regionally based) professionals who assist and inform employers and individuals on superannuation matters.

Prime Super has been a partner to regional Australians for more than 20 years. We are a high performing independent super fund owned by our nearly 130,000 members. The fund is open to all and our mission is to ensure every member has the opportunity to enjoy the best financial retirement outcome they can expect from their lifetime of work.

About Ben Gursansky

Ben Gursansky joined Telstra in January 2019 as the Head of Rural and Regional Affairs.

Prior to joining Telstra, across 20 years Ben has held a number of senior policy and management positions within the agriculture sector and Government. This included working with Saputo Dairy Australia, Australian dairy processor Murray Goulbourn Co-operative Ltd, the SA Farmers Federation Grains Council, Australian Pork Limited and in management consultancy. Ben was also a policy adviser to the former Federal Minister for Regional Development, the Hon Simon Crean.

Ben holds a Bachelor of Applied Science (Agriculture) with Honours from the University of Adelaide, a Doctor of Philosophy (PhD) from the University of New England, and a Master in Business Administration (MBA) from the Melbourne Business School.

About Graeme Wedderburn

Graeme has more than 30 years’ experience working in business and government at the highest levels. Before joining TransGrid in November 2018, Graeme’s career included Director of Specialised Capital Group, Westpac’s investment banking arm, General Manager, Government and Corporate Affairs with Origin Energy and consulting for business and governments in Australia and Asia with a range of firms including KPMG. In government, Graeme served in a number of roles including senior adviser to Australia’s Minister for Foreign Affairs and as Chief of Staff for the longest continuously serving NSW Premier.

loading Cancel
Post was not sent - check your email addresses!
Email check failed, please try again
Sorry, your blog cannot share posts by email.