1. Developed Work Plan 2, which details the actions and activities of the Doomadgee Health Initiative Project for the next 12 months.
2. Established plan to work with family groups aimed at increasing trust and engagement in health services in Doomadgee.
3. Discussions health with North West Hospital and Health Service about improvements they have made in the last 2 years, and possible new initiatives to improve care.
4. Meetings held with Yellagundgimarra, planning to co-design additional cultural training options, meeting scheduled for May to develop a plan to begin creating the additional training options.

February 2025 Update

1. Co-facilitated community engagement sessions for the Ryan’s Rule review, aimed at making the rule clearer, fairer and more accessible for everyone (Recommendation 11)
2. Welcomed two new community members onto the DHI Steering Committee
3. Assisted in promoting the Doomadgee Hospital Careers Day
4. Submitted final survey analysis or the community survey to Health Capital, relating to the new hospital build. We are hoping to share this report with you all soon.
5. Began community discussions to explore potential options for the “Guardian Angel” initiative
6. Started advertising for a Project Officer position, to help with the Community Liaison Officer initiative

January 2025 Update

1. The Doomadgee Health Initiative webpage is now live – Health Project | Gunawuna Jungai
2. Submitted the second activity report to the First Nations Health Office for the period of October – December 2024
3. Submitted sponsorship requests to major brands for upcoming health promotion activities
4. Submitted interim survey analysis of the community survey to Health Capital, relating to the new Doomadgee hospital build
5. Held multiple community discussions on potential joint health promotion opportunities
6. Met with a design consultancy firm assisting with the new hospital, discussed a community engagement plan to ensuring local voices are heard in the design process
7. Worked with the Department of Health to increase Doomadgee local representation on the north west region health steering committee for creating RHD awareness materials

Second Quarterly Report (October 1 – December 31, 2024)

Building on the foundations of the first quarter, this period focused on further relationship development, refining project activities, and advancing specific recommendations:

1. Strengthened Relationships: Ongoing meetings and collaborations with health stakeholders, including Yellagundgimarra and Gidgee Healing & NWHHS, demonstrated growing trust and alignment. For example, Yellagundgimarra recognised the positive working relationship with GJ during discussions about Ryan’s Rule engagement.
2. Community Liaison Officer (CLO) Role: Progressing Recommendation 4 with a meeting scheduled to conduct an environmental scan of existing roles, stakeholder engagement for co-design, and development of a draft position description.
3. Cultural Leadership in Action: Athol Walden facilitated discussions with health leaders, such as meetings with Dr. Manjit of Gidgee Healing, exemplifying culturally guided leadership.
4. Joint Health Promotion: Early discussions on culturally relevant health promotion materials and delivery methods, including school programs and community BBQs, gained traction among stakeholders.
5. This quarter reinforced the importance of culturally led, collaborative approaches to fostering trust and ensuring meaningful, sustainable outcomes.

First Quarterly Report (July 1 – September 30, 2024) 

The focus of the first quarter was to establish governance, initiate community engagement, and set the foundation for the Doomadgee Health Initiative. Key achievements included:

1. Governance Structure: Appointment of Terry Gibbs as Project Director – Health and Athol Walden as Cultural Lead, providing a strong leadership framework combining cultural authority and project management expertise.
2. Community Engagement: Initial engagement activities, such as community BBQs, home visits, and park discussions, provided insight into community priorities and experiences with the health system. These engagements highlighted gaps in health promotion and opportunities for culturally relevant solutions.
3. Evaluation Framework: Selection of an external contractor to develop a Program Logic and Evaluation Survey, with community participation ensuring transparency and relevance.
4. Partnership Building: Establishment of formative relationships with key stakeholders, including Doomadgee Hospital, Gidgee Healing, and Yellagundgimarra Health Council, focusing on collaborative health promotion initiatives.