Ray Lovett1, Phyll Dance1, Jill Guthrie1, Roxie Brown2, Julie Tongs2. 1. National Centre for Epidemiology and Population Health, The Australian National University, ACT 0200, Australia. Email: 2. Winnunga Nimmityjah Aboriginal Health Service, 63 Boolimba Crescent, Narrabundah ACT 2604, Australia. Email: .
Abstract
OBJECTIVE: To describe the design and implementation of a culturally mediated case management model at Winnunga Nimmityjah Aboriginal Health Service (Winnunga) for Indigenous clients who consume alcohol at problematic levels. METHODS: Our research took place from March 2008 to March 2010 in the Australian Capital Territory and built on previous research partnerships between Winnunga and The Australian National University's National Centre for Epidemiology and Population Health. We conducted a review of existing models to determine elements for consideration in the community controlled setting, and conducted staff surveys to assess current levels of skill and confidence around alcohol screening, brief intervention and care planning. Using the information from the review and staff surveys, we then undertook staff capacity building to build confidence and skills in conducting alcohol screening, brief intervention and care planning. This process was driven by Winnunga's social health team. To meet Medicare benefits schedule requirements, and frame the study within the Aboriginal and Torres Strait Islander Chronic Disease Package framework, we included team care arrangements, care planning and health checks. RESULTS: Elements of case management were suggested by staff and incorporated into the final model. Forty staff in the health service participated in identifying training needs for the development of the case management model and undertook a range of training before the model was implemented. Staff working within the social health team decided that the focus of the case management was to build a stronger future for their clients, hence the name of the case management model 'Walan Girri' (Wiradjuri language for strong future). The model included a package of screening instruments and brief intervention, related polices and discussion of 'mob' and 'country.' Changes in Winnunga management and staff, the composition of the research team and the way Walan Girri evolved led to protracted development and implementation. CONCLUSIONS: This project highlights considerations for implementing a case management model in a dynamic health service environment. Capacity building for Winnunga staff and for an Indigenous PhD scholar were part of the process and were integral in maintaining momentum in the project.
OBJECTIVE: To describe the design and implementation of a culturally mediated case management model at Winnunga Nimmityjah Aboriginal Health Service (Winnunga) for Indigenous clients who consume alcohol at problematic levels. METHODS: Our research took place from March 2008 to March 2010 in the Australian Capital Territory and built on previous research partnerships between Winnunga and The Australian National University's National Centre for Epidemiology and Population Health. We conducted a review of existing models to determine elements for consideration in the community controlled setting, and conducted staff surveys to assess current levels of skill and confidence around alcohol screening, brief intervention and care planning. Using the information from the review and staff surveys, we then undertook staff capacity building to build confidence and skills in conducting alcohol screening, brief intervention and care planning. This process was driven by Winnunga's social health team. To meet Medicare benefits schedule requirements, and frame the study within the Aboriginal and Torres Strait Islander Chronic Disease Package framework, we included team care arrangements, care planning and health checks. RESULTS: Elements of case management were suggested by staff and incorporated into the final model. Forty staff in the health service participated in identifying training needs for the development of the case management model and undertook a range of training before the model was implemented. Staff working within the social health team decided that the focus of the case management was to build a stronger future for their clients, hence the name of the case management model 'Walan Girri' (Wiradjuri language for strong future). The model included a package of screening instruments and brief intervention, related polices and discussion of 'mob' and 'country.' Changes in Winnunga management and staff, the composition of the research team and the way Walan Girri evolved led to protracted development and implementation. CONCLUSIONS: This project highlights considerations for implementing a case management model in a dynamic health service environment. Capacity building for Winnunga staff and for an Indigenous PhD scholar were part of the process and were integral in maintaining momentum in the project.
Authors: Stephen G Harfield; Carol Davy; Alexa McArthur; Zachary Munn; Alex Brown; Ngiare Brown Journal: Global Health Date: 2018-01-25 Impact factor: 4.185