Ms Abbey Quonoey1
1Purple House, Lajamanu, Australia
Biography:
Bio to come
Purple House is entering a significant growth phase, with 11 new dialysis clinics planned across several states. This expansion requires a substantial increase in the dialysis workforce amid national shortages. In response, Purple House is developing community-led workforce models that centre patient voices, cultural knowledge and two-way learning. This case report presents the Indigenous Workforce Program pilot in Lajamanu as an example of a broader workforce approach.
Abstract:
Lajamanu is a remote Warlpiri settlement on Gurindji country where dialysis services have been delivered since 2013. The Indigenous Workforce Program was inspired by the late Mr Ross, a patient preceptor and respected Warlpiri elder, whose vision was for locals to care for their own community. Guided by a patient advisory committee, the program creates ongoing paid training pathways with guaranteed employment. Training is tailored to individual strengths and interests and delivered on Country, enabling participants to enter the workforce without leaving community. Roles include clinical support, cultural care, and technical pathways such as water treatment and equipment support.
Early learnings highlight the need to navigate systemic and logistical barriers while allowing the program to unfurl in a Warlpiri way: listening, learning, then doing together. Central to success is recognising patients as experts in culturally safe care and embracing two-way learning between community members and nurses.
The Indigenous Workforce Program demonstrates how two-way leadership can strengthen renal workforce sustainability, honour patient knowledge, and enable culturally safe care. It offers a scalable model for Purple House and beyond — two-way, right way, Warlpiri way.