Thriving Kids service delivery model
Aboriginal Community Controlled Health Organisations (ACCHOs) are uniquely positioned to deliver Thriving Kids services. By virtue of being governed and led by their communities, they are culturally safe, locally grounded, and responsive to the specific needs of that community. Their holistic models of care demonstrate the importance of tailoring therapeutic capacity building supports to ensure they meet the needs of Aboriginal and Torres Strait Islander children and their families at a local level.
To effectively contribute to Target 4 under the National Agreement on Closing the Gap, Thriving Kids requires targeted coordination, improved integration across systems and sustainable funding mechanisms. Strengthening these enablers will position the ACCHO sector to lead the delivery of Thriving Kids and maximise outcomes for Aboriginal and Torres Strait Islander children and families. Critically, this work must be coordinated at a national level to support consistent implementation across the sector.
NACCHO’s 2023 proposal, Making the NDIS Work ‘Our Way’, was developed with advice from member services about how disability and early intervention supports are embedded within existing comprehensive primary health care services - using established service networks, culturally safe practices and community led governance structures. NACCHO can provide a copy of this document in confidence to the Committee.
Across the sector, integrated, multidisciplinary teams inclusive of clinical staff, family support workers, allied health and early childhood practitioners work in a child-centred, family-focused way to respond to the cultural, clinical and social needs of children. Developmental needs in children are identified early through annual 715 Health Checks. Referral pathways to further developmental screening, such as the ASQ-TRAK2, are seamlessly actioned within the ACCHO service. NDIS navigator supports are delivered through the Remote Community Connectors (RCC) and Aboriginal Disability Liaison Officer (ADLO) workforce.
Existing pre- and ante-natal services, playgroups, preschool readiness programs, and early learning services in ACCHOs provide opportunities to identify, connect and work with children and their families experiencing developmental delays or concerns. Parents are supported in a trusted and safe environment. However, these programs struggle to meet increasing demand from the community.
The foundational infrastructure needed to deliver Thriving Kids is already in place across the ACCHO sector. However, further work is required to ensure efforts are strategically aligned, operationally streamlined and effectively resourced.
Thriving Kids must deliver on commitments outlined in the National Autism Strategy, the NDIA First Nations Strategy, the NDIS Review, recommendations from the Disability Royal Commission, and the Priority Reforms of the National Agreement on Closing the Gap.
Thriving Kids in the ACCHO sector
A systemic approach to delivering Thriving Kids through ACCHOs is an opportunity to consolidate funding and implement an integrated approach that will:
- Support trauma informed family engagement, early detection and screening
- Provide therapeutic intervention and diagnosis
- Enhance and streamline referral pathways, and
- Improve service integration for children with developmental delays and concerns.
The attached example, provided by Broome Regional Aboriginal Medical Service (BRAMS), demonstrates in detail how these elements are operationalised to support Aboriginal and Torres Strait Islander children and families from conception through to 12 years of age.
BRAMS’ example shows the difference consolidated funding and an expanded workforce can make for their clients under Thriving Kids:
Central Australian Aboriginal Congress’ Healthy Kids Clinic supports families to raise children who are healthy, strong and thriving. The clinic provides free health checks, parenting support and connections to other services, through a multidisciplinary team that includes child health nurses alongside Aboriginal family support workers.
Like BRAMS and Congress, many ACCHOs deliver a range of programs and services that will fall under the remit of Thriving Kids supports. This includes Connected Beginnings, and child and maternal health team support services. The RCC program and ADLOs offer targeted culturally safe and accessible connector programs, and programs such as the KAMS RECS enhance early detection and access for children with developmental concerns or delays and connect children and their families to key services. ACCHOs deliver these services as an extension of their comprehensive primary health care approach.
Workforce development
Workforce development is critical to support upscaling and capacity building of existing services. Under current structures, there is very limited capacity to provide therapeutic intervention and diagnosis. To facilitate this across the sector, ACCHOs require resourcing to build early intervention multidisciplinary teams. These teams would leverage already existing multidisciplinary teams delivering primary health care but require the addition of specialists and practitioners who can support early intervention and diagnosis.
Workforce development opportunities must upskill existing workers to recognise developmental delay, build allied health capability and help children and families navigate referrals support services.
Interest in the ASQ-TRAK2 Practitioner Training program from across the sector, indicates that workforce training needs are substantial. More than 320 applications were received by NACCHO for just 200 available staff training places, with many more requests following since commencement of the program. The level of demand for this training demonstrates the urgent need to scale training in child development screening and assessment across the ACCHO sector.
NACCHO has recently undertaking a training needs analysis across ACCHOs on integrated care within the disability support and aged care workforces. However, as consultation began before Thriving Kids was announced, analysis will deliver limited insight into the specific training needs relating to children and developmental delay. NACCHO recommends funding for further tailored analysis.
Funding
ACCHOs deliver these services with a patchwork of time-limited funding. This places uncertainty on services, limits service expansion and enhancement, and leads to reporting burden. Thriving Kids requires a sustainable, nationally coordinated long-term funding model, as outlined in NACCHO’s submission to this Inquiry.
CASE STUDY
Broome Regional Aboriginal Medical Services
Organisational Overview
Broome Regional Aboriginal Medical Service (BRAMS) is incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 and is governed by an Aboriginal community-elected Board of Directors. BRAMS is an Aboriginal Community Controlled Health Organisation (ACCHO) providing comprehensive primary health care and community services to Aboriginal and Torres Strait Islander peoples in Broome and surrounding communities.
In addition to primary health care, BRAMS is an approved Aged Care and NDIS provider and delivers a range of community services that support the health and wellbeing of Aboriginal people and their families. Services are designed to be person-centred, culturally safe, and responsive to the needs of individuals across the life course.
Our vision is Healthy People ~ Strong Community ~ Bright Future.
Our mission is to provide holistic and culturally responsive health and wellbeing services for Aboriginal and Torres Strait Islander people. That means making our Mob healthy.
Our Model of Care reflects our collective commitment to delivering high-quality, comprehensive health care and promoting wellness for Aboriginal people. All BRAMS services are guided by this model, and all employees are expected to work in accordance with its principles. A visual of the Model of Care is shown below, highlighting its key features.
Figure 1. BRAMS Model of Care
Consumer Demographics
The Aboriginal community in Broome experiences a wide range of social and economic circumstances shaped by remoteness, limited employment opportunities, housing pressures, and variable access to services. These structural factors influence how people engage with health care and the level of support they may need at different times.
Within this context, BRAMS provides person-centred care that responds to each individual and family’s situation. Some consumers are confident navigating the health system and require minimal coordination. Others face greater barriers due to social and economic pressures, lower health literacy, or complex health needs, and benefit from more intensive, relationship-based support.
BRAMS does not take a one-size-fits-all approach. Care is tailored to each person’s strengths, preferences, and circumstances, ensuring that every interaction is respectful, culturally safe, and informed by partnership. This flexibility enables BRAMS to meet the diverse needs of its community in a way that upholds dignity, self-determination, and equity.
Primary Health Care Service Utilisation
BRAMS delivers comprehensive and culturally responsive primary health care services to approximately 6,500 regular Aboriginal consumers, with an additional 1,500 transient Aboriginal consumers from other Kimberley communities accessing services while in Broome. The table below presents a five-year comparison of activity within the Primary Health Care Clinic (excluding other BRAMS service areas).
Figure 2. BRAMS Primary Health Care Data
| Category | 2018–2019 | 2024–2025 | % Change |
|---|---|---|---|
| Total Episodes of Health Care | 37,649 | 56,417 | 49 % |
| Total Consumer Contacts | 64,199 | 89,698 | 39 % |
| Total Regular Consumers | 5,324 | 6,868 | 29 % |
Over this period, BRAMS has experienced a significant and sustained increase in demand, with total episodes of care increasing by almost 50 per cent and consumer contacts by almost 40 per cent. The more modest increase in total consumer numbers reflects an increase in the complexity of care needs and longer-term engagement with services, rather than growth in the overall resident population.
Service Delivery
BRAMS delivers a broad range of integrated health, wellbeing and community programs designed to meet the physical, cultural, social and emotional needs of Aboriginal and Torres Strait Islander people in Broome, with services spanning primary health care, specialist and allied health, early childhood, Aged Care, Disability, family and domestic violence and health promotion. These programs are summarised in the table below.
Figure 3. BRAMS Service Description
| Service Area | Description |
|---|---|
| Primary Health Care | Delivered by a multidisciplinary team of GPs, Aboriginal Health Practitioners, and Registered Nurses. Operates as a walk-in clinic providing holistic care for physical, social, and emotional wellbeing, including preventive health care and chronic disease management. |
| Visiting Specialists | A range of specialists attend BRAMS, including Physicians and Paediatricians. Access is via referral from a BRAMS GP. |
| Targeted Clinics | Clinics for specific health needs such as chronic disease, child health, diabetes management, and others. These clinics are booked internally by BRAMS. |
| Allied Health | Includes Podiatrists, Speech Therapists, Occupational Therapists, Physiotherapists, Dietitians, and Diabetes Educators. Access is via referral from a BRAMS GP. |
| Medication Support | Medicines provided free of charge through the Pharmaceutical Benefits Scheme under section 100 of the National Health Act 1953. Includes home delivery, dosette boxes, pharmacist medication reviews, and education on medicines. |
| Child & Maternal Health | Provided through the Family Centre by a Midwife, two Child Health Nurses, a Women’s Health Nurse, and an Aboriginal Health Worker. Services include antenatal/postnatal care, breastfeeding support, immunisations, developmental checks, and women’s health. Operates via bookings and walk-ins. |
| Dental Health | Visiting dentist one day a week plus targeted two-week clinics every three months. Free of charge. |
| Integrated Chronic Disease Management | Coordinated care for people with chronic conditions such as diabetes, respiratory and cardiovascular diseases, using a multidisciplinary team approach. Includes health checks, screenings, referrals, and ongoing support. |
| Health Promotion | Programs such as Tackling Indigenous Smoking, sexual health education, screening, Rheumatic Health Disease and vaccination campaigns to empower individuals and communities to improve health outcomes. |
| Early Childhood Services | NDIS Early Childhood Support Program providing developmental assessments, family support, and early intervention for children under 7. |
| Community Connector Program | Supports people to access and navigate the NDIS, including assistance with evidence and access processes. |
| Elder Care Program | Helps older people link into Aged Care services, including assessment and care planning. |
| Family & Domestic Violence Services | Culturally responsive case management, crisis planning, risk assessments, practical/emotional support, brokerage, crisis response, and community awareness activities. |
| Leaving Violence Program | Provides tailored case management, safety planning, and support for individuals leaving violent relationships. |
| NDIS Services | Registered NDIS provider supporting participants with support coordination, life skills development, community participation, transport, and individual/group supports. |
| Service Area | Description |
|---|---|
| Commonwealth Home Support Program (CHSP) | Entry-level Aged Care support including personal care, domestic support, allied health, and social activities. |
| Home Care Packages (HCP) | Higher-level Aged Care support tailored to individual needs, including care coordination, allied health, and transition support from hospital to home. |
| Transition Care Program (TCP) | Short-term restorative care for up to 12 weeks for people discharged from hospital, supporting recovery and community reintegration. |
| Clinical Cancer Support Program | Provides coordination, advocacy, and support for Aboriginal and Torres Strait Islander people undergoing cancer treatment, linking them to clinical and community resources. |
| Dedicated Sexual Health Program | Provides prevention, testing, treatment, education, and community engagement to improve sexual health outcomes. |
| Dedicated Outreach Programs | Provides a range of outreach services, including support at the prison, school programs through Clontarf and Stars, and homelessness support in partnership with the Orange Sky truck. |
Funding Model
BRAMS operates under a mixed funding model, managing multiple funding streams, each with distinct reporting and compliance obligations. While the majority of income is provided through Commonwealth Government programs, approximately 40 percent is self-generated through Medicare billing, NDIS, and Aged Care revenue streams, adding further complexity to financial and compliance management.
At any time, BRAMS administers around 40 active funding agreements and reports against more than 420 Key Performance Indicators annually. This scale requires robust coordination across clinical, administrative, and governance functions to maintain compliance while sustaining high-quality, community-focused service delivery.
Our Lifecycle of Care
The Life Cycle of Care domain reflects how Aboriginal people engage with BRAMS across their whole life, from pregnancy and early childhood through to ageing and end of life. Many community members receive care from BRAMS across generations, making continuity, trust and cultural security central to how services are delivered.
This domain ensures that care is not limited to a single point in time but is connected across each age and stage of life. It guides how BRAMS plans, delivers and evaluates services to meet the changing health and wellbeing needs of individuals and families over time.
By embedding this approach throughout the organisation, BRAMS supports lifelong relationships with consumers and families, strengthening cultural identity, connection to community and long-term health
outcomes. The Outcomes Domain (Figure 4) shows how this principle is translated into measurable results across the lifespan.
Figure 4. BRAMS Outcomes Domain Pillars
Childhood and Early Development (0-12 years)
The early years form the foundation for lifelong health and wellbeing. Within the Life Cycle of Care domain, BRAMS delivers a continuous, relationship-based model of primary health care that supports Aboriginal children and families from conception through to 12 years of age.
For many families in Broome, BRAMS is not a single point of care but a trusted partner throughout life. Children are often known to the service before birth and continue to receive care through adolescence and beyond. This enduring relationship is central to the Aboriginal Community Controlled model of care, enabling early engagement, proactive prevention, and culturally safe continuity across generations.
Child health services are provided through a dedicated team comprising three full-time Child Health Nurses and one Aboriginal Health Practitioner, supported by the wider clinical workforce. Aboriginal Health Practitioners also deliver opportunistic child health care during routine consultations, strengthening access and continuity for families.
The BRAMS child health schedule is structured around preventive health milestones, including immunisation, screening and developmental reviews. Each contact provides an opportunity to assess growth, development, family wellbeing and social determinants within a culturally secure framework.
Figure 5. BRAMS child health schedule
| Age / Stage | Typical Preventive Touchpoints | Focus of Care |
|---|---|---|
| Antenatal | 8–10 scheduled visits | Culturally safe midwifery and GP shared care, antenatal screening, nutrition, smoking cessation, family wellbeing and SEWB support. |
| Birth (6 Weeks) | 3 scheduled visits | Newborn, 2-week and 6-week checks, immunisation, feeding support, hearing and vision screening, maternal wellbeing review. |
| Infancy (2–12 Months) | 5 visits (2, 4, 6, 9 and 12 months) | Immunisation, growth and nutrition monitoring, anaemia screening, oral health, developmental review. |
| Toddler (13–24 Months) | 2–3 visits | Immunisation, haemoglobin screening, developmental review, early literacy and oral health support. |
| Preschool (3–5 Years) | Annual review | Developmental and SEWB screening, hearing and vision checks, allied health referral, school readiness. |
| School-Aged (6–12 Years) | Annual or biennial review | Growth, oral health, physical activity, SEWB review, chronic disease prevention, coordination with schools. |
On average, each child engages in approximately 13 to 15 formal preventive health touchpoints between birth and 12 years, with many more informal or acute visits depending on individual need.
The strength of BRAMS’ approach lies in lifelong, trust-based relationships between families and care teams. This continuity supports early identification of health and developmental needs, empowers families and embeds preventive care as part of everyday community life, leading to stronger families, healthier development and better outcomes for Aboriginal children in Broome.
Disability and Developmental Delay in Remote Areas
Children in remote Australia experience far higher rates of developmental delay and disability than those in metropolitan centres. National data show that 27 percent of children in regional and remote areas are developmentally vulnerable on one or more domains, compared with 21 percent in urban areas. For Aboriginal and Torres Strait Islander children, the rate rises to 42 percent, with Aboriginal children nearly four times more likely to experience vulnerability in the language and cognitive domain (20.2 percent compared with 5.7 percent for non-Aboriginal children). Children living in very remote areas are also twice as likely to be developmentally vulnerable as those in major cities.
Obtaining a diagnosis of developmental delay or disability in these settings is particularly complex. Diagnosis is not a single event but a process requiring assessment across multiple domains such as communication, social interaction, cognition, behaviour, and sensory or motor development, using tools
that are often not culturally or linguistically adapted for Aboriginal children. Many conditions overlap, and symptoms can be influenced by trauma, anxiety, or environmental stress, leading to uncertainty or conflicting assessments.
Long waiting lists, fragmented referral pathways, and limited local capacity extend the process even further. Although BRAMS hosts visiting paediatric clinics, access to other disciplines such as speech pathology and occupational therapy remains limited, and the number of Medicare-subsidised allied health sessions per year does not meet the level of need. Telehealth has improved reach but is not always suitable for developmental assessment, which relies on in-person observation, play-based interaction, and rapport with the child and family.
For many Aboriginal families, these challenges are compounded by language differences, cultural expectations, and past negative experiences with the health system. Aboriginal Community Controlled Health Organisations such as BRAMS play a critical bridging role, supporting families through complex referral pathways, facilitating appointments, and providing cultural and emotional safety throughout the diagnostic process.
The cumulative effect of these factors is that many children in remote areas remain undiagnosed or experience lengthy delays before accessing the support they need. This not only reduces the effectiveness of early intervention but also contributes to intergenerational cycles of disadvantage that continue to affect health, education and wellbeing outcomes across the life course.
Remote Early Childhood Supports Program
BRAMS is an active partner in the Kimberley Supports Consortium, a regional collaboration of Aboriginal Community Controlled Organisations working to improve outcomes for Aboriginal children with developmental delay and disability across the Kimberley. The Consortium is led by the Kimberley Aboriginal Medical Services (KAMS), which employs the allied health workforce responsible for providing developmental assessments and therapeutic interventions across the region.
Within this model, BRAMS employs the Aboriginal Family Support Workers who operate as the local, on-the-ground connection between families and the visiting allied health team. These workers play a pivotal role in engaging families, facilitating appointments, supporting follow-up plans, and ensuring that all care is delivered in a culturally safe and coordinated way. They also help families navigate the NDIS and other systems, bridging the gap between clinical care and community support.
The Consortium and Remote Early Childhood Supports (RECS) program have demonstrated that a community-led, culturally grounded approach can deliver meaningful results for children and families. However, the current funding and staffing levels are not sufficient to meet the level of need in Broome. Demand for developmental assessment and early intervention far exceeds program capacity, leaving many children with mild to moderate delays without access to sustained support. Some children also require ongoing therapeutic services that this program is not resourced to provide.
Proposed Future Model: Thriving Kids Program at BRAMS
The Thriving Kids initiative represents the next stage in strengthening early childhood development and disability support within the BRAMS Model of Care. Embedded within the Life Cycle of Care framework, it would deliver a locally led, culturally responsive and community-led approach to developmental surveillance, early intervention, and family support for Aboriginal children from birth to eight years of age.
Thriving Kids would be delivered through a multidisciplinary, team-based model integrated within BRAMS’ existing primary health care environment. Families would continue to access care through familiar and trusted relationships with their Aboriginal Health Practitioners, Child Health Nurses and Family Support Workers, supported by an expanded allied health and therapeutic workforce. This would allow early identification, assessment, and intervention to occur within a culturally safe, continuous system of care.
The model would include Child Health Nurses and Aboriginal Health Practitioners as the lead contact for families, supported by Occupational Therapists, Speech Pathologists and Aboriginal Allied Health Assistants providing functional assessments and therapeutic intervention. Aboriginal Family Support Workers would work alongside the clinical team to coordinate care, provide education, and assist families to navigate internal and external systems. Psychologists and Social Workers would deliver specialist assessments, therapeutic supports, and play-based or group interventions for children and parents. Aboriginal Support Workers would provide one-on-one practical assistance to children at home, school, and in community settings to support their developmental and functional goals.
This integrated model would enable children and families to receive comprehensive, coordinated support through a single Aboriginal Community Controlled service, reducing fragmentation and improving developmental outcomes. It would also strengthen local workforce capability and continuity, embedding services that are responsive to community needs rather than reliant on visiting or short-term programs.
Proposed national reforms to the NDIS indicate that children under eight years of age will only be eligible for the Scheme if they have complex or severe disability. This change will leave many families without access to funded early intervention for mild to moderate developmental delays. Thriving Kids would fill this gap by providing local, culturally safe, and therapeutic support through BRAMS.
To deliver this model effectively, BRAMS requires dedicated block funding for a minimum of five years to establish and sustain a stable, multidisciplinary workforce. This investment would support local employment, workforce retention, and service continuity across the life of the program.
Figure 6. BRAMS Thriving Kids workforce
| Workforce Area | Proposed Positions | Function and Role | Impact / Rationale |
|---|---|---|---|
| Child Health Team (Aboriginal Health Practitioners and Child Health Nurses) | Expansion of existing team to include additional AHPs and nurses focused on children aged 0–8 | Lead early identification of developmental delay and disability. Conduct developmental screening, health assessments, and work directly with families to support early intervention. | Strengthens prevention and early detection. Builds trusted, culturally safe relationships with families from birth. |
| Workforce Area | Proposed Positions | Function and Role | Impact / Rationale |
|---|---|---|---|
| Allied Health (Occupational Therapists, Speech Pathologists, Aboriginal Allied Health Assistants) | Increased allied health workforce to meet community demand | Provide therapeutic interventions, functional assessments, and screening in partnership with the Child Health Team. Aboriginal Allied Health Assistants extend reach and cultural safety. | Enables timely access to therapy. Reduces reliance on visiting services. Supports integrated care within BRAMS. |
| Aboriginal Family Support Workers | Dedicated team supporting families with children 0–8 years | Provide holistic, family-centred support including appointment coordination, system navigation, referrals, and practical assistance. Deliver education and outreach, and provide one-on-one emotional support for parents and carers. | Strengthens family capability, reduces carer stress, and improves engagement in care. Bridges clinical and community support. |
| Psychologist | 4 positions | Provide developmental and behavioural assessments, therapy supports, and psychological interventions for children and families. | Builds internal diagnostic capacity and reduces external wait times. Supports children with emerging or diagnosed disability. |
| Social Workers / Play Therapists | 3 positions | Deliver play-based and family therapy, coordinate group programs for parents and children, and provide one-on-one support for complex families. | Addresses social, emotional, and relational needs. Provides early mental health intervention in a culturally safe way. |
| Aboriginal Support Workers (Child Development Support) | Several positions | Provide one-on-one support to children at home, school, and in community settings to help achieve developmental and functional goals. | Enhances inclusion, skill development, and school readiness. Offers culturally safe, practical supports for children in their daily environments. |
Illustrative Example: Child and Family Journey
Current System:
A seven-year-old Aboriginal boy in Broome is experiencing increasing behavioural and learning difficulties. His mother has noticed challenges at home, including restlessness, emotional outbursts, and difficulty focusing. After-school care staff have also raised concerns about disruptive behaviour. She takes him to the GP, who makes a referral to the visiting paediatrician in Broome. The waiting time is approximately 12 weeks.
When the paediatrician reviews the child, they advise that a full ADHD assessment is required before any diagnosis or treatment can be made. In Broome, the wait time for an ADHD assessment is up to 18 months. The only alternative is a private assessment in Perth, which is financially and logistically out of reach for the family.
Twelve months later, the child completes an ADHD assessment and is diagnosed with Attention Deficit Hyperactivity Disorder. The report recommends medication, occupational therapy, and psychological support to assist with emotional regulation, sensory needs, and learning engagement. However, psychology services in Broome are only available via telehealth, and the hospital occupational therapy service has a nine-month waiting list. The child is not eligible for NDIS as the condition is not considered a complex disability, leaving the family without access to sustained supports.
During this period, the child’s learning delays become more pronounced. His school attendance is inconsistent, his confidence has dropped, and his mother feels exhausted and unsupported. The fragmented referral process, long waits, and lack of local therapeutic options mean the child’s developmental and emotional needs remain largely unmet.
Proposed Model: Thriving Kids Pathway at BRAMS
Under the Thriving Kids model, the same child’s difficulties are identified early during a routine check at BRAMS. The Aboriginal Health Practitioner discusses the mother’s concerns and completes an initial behavioural screening with the Child Health Nurse. Within weeks, the child is seen by the visiting paediatrician at BRAMS, supported by the local Psychologist and Occupational Therapist embedded in the Thriving Kids team.
A collaborative care plan is developed with the family, teachers, and the multidisciplinary BRAMS team. The Psychologist provides behavioural therapy and parent coaching, while the Occupational Therapist delivers sensory and regulation strategies. An Aboriginal Family Support Worker assists the mother with school engagement, coordinates appointments, and provides ongoing emotional support. An Aboriginal Support Worker works with the child at school and home to reinforce positive routines and learning strategies.
Through Thriving Kids, the family receives coordinated, culturally safe support within a familiar environment. The mother is no longer navigating multiple agencies or long waiting lists, and the child receives consistent intervention aligned with his needs and family context. Within months, his focus, confidence, and school participation improve, and his mother feels empowered and supported.
Figure 7. Outcome Comparison
| Aspect | Current System | Thriving Kids Model |
|---|---|---|
| Access to Assessment | 12-week paediatrician wait and 18-month ADHD assessment delay | Screening and assessment within BRAMS through local team |
| Service Location | Split between hospital, telehealth, and city-based providers | Delivered locally within BRAMS by a consistent, trusted team |
| Family Support | Minimal, mother manages referrals and school coordination alone | Aboriginal Family Support Worker provides coordination and parent support |
| Therapeutic Access | OT and psychology limited, long waits and telehealth only | Immediate, culturally safe behavioural and sensory supports on site |
| Outcomes | Worsening learning delays, low confidence, family stress | Improved attention, confidence, and school engagement, supported family |