Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services

Saji Sebastian; David P. Thomas; Julie Brimblecombe; Brian Arley; Frances C. Cunningham

doi:10.1002/hpja.542

Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services

Saji Sebastian, David P. Thomas, Julie Brimblecombe, Brian Arley, Frances C. Cunningham

Research output: Contribution to journal › Article › peer-review

Abstract

Issue addressed: The B.strong Program was an Indigenous health worker brief intervention (BI) training program delivered in Queensland from 2017-2020. This study examines the organisational factors of participating Indigenous primary health care (PHC) services that impacted on B.strong's uptake and implementation in those services.

Methods: Semi-structured interviews were conducted from 2019-2020 with 20 B.strong Program trainees and four health service managers from eight purposively sampled Queensland PHC services, and one Queensland Department of Health manager, to examine their perceptions of uptake and implementation of the B.strong Program. The Consolidated Framework for Implementation Research was used as a framework for the evaluation. Data analysis was conducted using NVivo 11.

Results: Although strong PHC service support was evident for the uptake of face-to-face workshop training, it was not available to support trainees to complete online modules or for ongoing BI delivery to clients. Key organisational factors associated with both program uptake and implementation of BIs in PHC services were leadership engagement and implementation climate. Within these themes, embedding B.strong into operational practices of health services, having policies, processes and consistent administrative support to facilitate implementation, and addressing gaps in knowledge and skills of health workers were identified as needing to be improved. The study identified the lack of application of continuous quality improvement (CQI) processes to BIs at these health services as a barrier to effective implementation.

Conclusions: The study supports the establishment of BI specific CQI initiatives in health services and supports better engagement with organisational leadership in BI training to ensure their ongoing support of both the training and implementation of BI.

Original language	English
Pages (from-to)	711-723
Number of pages	13
Journal	Health Promotion Journal of Australia
Volume	33
Issue number	3
Early online date	Sept 2021
DOIs	https://doi.org/10.1002/hpja.542
Publication status	Published - Jul 2022

Bibliographical note

Funding Information:
This research was funded by an Australian Government Research Training Program (RTP) scholarship for the lead researcher through the Charles Darwin University, Darwin, Australia, and by a doctoral scholarship for the lead researcher provided by the Centre for Research Excellence in Integrated Quality Improvement, funded by the National Health and Medical Research Council (ID 1078927).

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This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1002/hpja.542

Cite this

@article{a2c6d8a80543406f9c7b57ba7cc1c85c,

title = "Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services",

abstract = "Issue addressed: The B.strong Program was an Indigenous health worker brief intervention (BI) training program delivered in Queensland from 2017-2020. This study examines the organisational factors of participating Indigenous primary health care (PHC) services that impacted on B.strong's uptake and implementation in those services. Methods: Semi-structured interviews were conducted from 2019-2020 with 20 B.strong Program trainees and four health service managers from eight purposively sampled Queensland PHC services, and one Queensland Department of Health manager, to examine their perceptions of uptake and implementation of the B.strong Program. The Consolidated Framework for Implementation Research was used as a framework for the evaluation. Data analysis was conducted using NVivo 11. Results: Although strong PHC service support was evident for the uptake of face-to-face workshop training, it was not available to support trainees to complete online modules or for ongoing BI delivery to clients. Key organisational factors associated with both program uptake and implementation of BIs in PHC services were leadership engagement and implementation climate. Within these themes, embedding B.strong into operational practices of health services, having policies, processes and consistent administrative support to facilitate implementation, and addressing gaps in knowledge and skills of health workers were identified as needing to be improved. The study identified the lack of application of continuous quality improvement (CQI) processes to BIs at these health services as a barrier to effective implementation. Conclusions: The study supports the establishment of BI specific CQI initiatives in health services and supports better engagement with organisational leadership in BI training to ensure their ongoing support of both the training and implementation of BI.",

keywords = "Australian indigenous, brief intervention, capacity building, consolidated framework for implementation research, continuous quality improvement, evaluation, SBIRT",

author = "Saji Sebastian and Thomas, {David P.} and Julie Brimblecombe and Brian Arley and Cunningham, {Frances C.}",

note = "Funding Information: This research was funded by an Australian Government Research Training Program (RTP) scholarship for the lead researcher through the Charles Darwin University, Darwin, Australia, and by a doctoral scholarship for the lead researcher provided by the Centre for Research Excellence in Integrated Quality Improvement, funded by the National Health and Medical Research Council (ID 1078927). ",

year = "2022",

month = jul,

doi = "10.1002/hpja.542",

language = "English",

volume = "33",

pages = "711--723",

journal = "Health Promotion Journal of Australia",

issn = "1036-1073",

publisher = "Australian Health Promotion Association",

number = "3",

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Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services. / Sebastian, Saji; Thomas, David P.; Brimblecombe, Julie et al.
In: Health Promotion Journal of Australia, Vol. 33, No. 3, 07.2022, p. 711-723.

Research output: Contribution to journal › Article › peer-review

TY - JOUR

T1 - Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services

AU - Sebastian, Saji

AU - Thomas, David P.

AU - Brimblecombe, Julie

AU - Arley, Brian

AU - Cunningham, Frances C.

N1 - Funding Information: This research was funded by an Australian Government Research Training Program (RTP) scholarship for the lead researcher through the Charles Darwin University, Darwin, Australia, and by a doctoral scholarship for the lead researcher provided by the Centre for Research Excellence in Integrated Quality Improvement, funded by the National Health and Medical Research Council (ID 1078927).

PY - 2022/7

Y1 - 2022/7

N2 - Issue addressed: The B.strong Program was an Indigenous health worker brief intervention (BI) training program delivered in Queensland from 2017-2020. This study examines the organisational factors of participating Indigenous primary health care (PHC) services that impacted on B.strong's uptake and implementation in those services. Methods: Semi-structured interviews were conducted from 2019-2020 with 20 B.strong Program trainees and four health service managers from eight purposively sampled Queensland PHC services, and one Queensland Department of Health manager, to examine their perceptions of uptake and implementation of the B.strong Program. The Consolidated Framework for Implementation Research was used as a framework for the evaluation. Data analysis was conducted using NVivo 11. Results: Although strong PHC service support was evident for the uptake of face-to-face workshop training, it was not available to support trainees to complete online modules or for ongoing BI delivery to clients. Key organisational factors associated with both program uptake and implementation of BIs in PHC services were leadership engagement and implementation climate. Within these themes, embedding B.strong into operational practices of health services, having policies, processes and consistent administrative support to facilitate implementation, and addressing gaps in knowledge and skills of health workers were identified as needing to be improved. The study identified the lack of application of continuous quality improvement (CQI) processes to BIs at these health services as a barrier to effective implementation. Conclusions: The study supports the establishment of BI specific CQI initiatives in health services and supports better engagement with organisational leadership in BI training to ensure their ongoing support of both the training and implementation of BI.

AB - Issue addressed: The B.strong Program was an Indigenous health worker brief intervention (BI) training program delivered in Queensland from 2017-2020. This study examines the organisational factors of participating Indigenous primary health care (PHC) services that impacted on B.strong's uptake and implementation in those services. Methods: Semi-structured interviews were conducted from 2019-2020 with 20 B.strong Program trainees and four health service managers from eight purposively sampled Queensland PHC services, and one Queensland Department of Health manager, to examine their perceptions of uptake and implementation of the B.strong Program. The Consolidated Framework for Implementation Research was used as a framework for the evaluation. Data analysis was conducted using NVivo 11. Results: Although strong PHC service support was evident for the uptake of face-to-face workshop training, it was not available to support trainees to complete online modules or for ongoing BI delivery to clients. Key organisational factors associated with both program uptake and implementation of BIs in PHC services were leadership engagement and implementation climate. Within these themes, embedding B.strong into operational practices of health services, having policies, processes and consistent administrative support to facilitate implementation, and addressing gaps in knowledge and skills of health workers were identified as needing to be improved. The study identified the lack of application of continuous quality improvement (CQI) processes to BIs at these health services as a barrier to effective implementation. Conclusions: The study supports the establishment of BI specific CQI initiatives in health services and supports better engagement with organisational leadership in BI training to ensure their ongoing support of both the training and implementation of BI.

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JO - Health Promotion Journal of Australia

JF - Health Promotion Journal of Australia

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Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services

Abstract

Bibliographical note

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Barriers and facilitators to the implementation of the Queensland Aboriginal and Torres Strait Islander Brief Intervention Training (B.strong) Program

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Role of organisational factors on uptake and implementation of the B.strong brief intervention training program in Queensland Indigenous primary health care services

Abstract

Bibliographical note

UN SDGs

Access to Document

Other files and links

Fingerprint

Datasets

Barriers and facilitators to the implementation of the Queensland Aboriginal and Torres Strait Islander Brief Intervention Training (B.strong) Program

Cite this