Alcohol and Other Drug Management Report_2009

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Pormpur Paanth Aboriginal Corporation AOD Service Area

Pormpuraaw Community Justice Rehabilitation Centre

Families building futures

Rehabilitation Renewal Restoration

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Foreword To have a leading edge requires a certain kind of foresight and leadership. You need to take a few risks, leap into unknown waters, try, un-learn, reflect and re-learn.

Roworr is the first of its kind in Cape York - established from a grass roots empowerment model, which allows for community and families to find solutions. The Elders Justice Group was instrumental in prioritising the need for a rehabilitation centre for its community. To create success we need to:

Demonstrate achievements in community leadership, be open and listen to new ideas from community people and empower them to act upon them

Build capacity of community people to take responsibility for reducing the effects of alcohol and drugs

Understand the cultural environment one works in and provide some flexibility

Invest in a workplace culture that encourages empowerment frameworks and provides opportunity to be an initiator and innovative therefore creating a movement forward

Develop collaborative strategies ensuring working partnerships, action-orientated planning; and maintain communication to recruit others at a grassroots and strategic level to believe in what you are trying to achieve and get involved in the vision the community is advocating

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Summary This report summarises the activities since the 09 February to 23 December 2009, for ROWORR Alcohol and Drug Rehabilitation Centre; therefore the process outlined below describes a chronological structure taken to effectively deliver on aims and objectives of the overall Project.

1. Developing the Business plan

2. Implementing Shared Responsibility Agreement 2006 (SRA), Memorandum of

Understanding 2006/09 (MOU), Local Indigenous Partnership Agreement (

LIPA) – Pormpur Paanth and Pormpuraaw Shire Council, Government

departments and Traditional Owner Group

3. Project Manage Logistics - SRA, and MOU

3.1. Setting up ROWORR Administration Hub

3.2. Negotiating the lease for Hub

3.3. Electricity, Water, Road, Septic and Waste Management

3.4. Refurbishing and renovations

3.5. The Centre of Appropriate Technology (CAT) – Renewable Energy

System

3.6. Beautification Project

4. Recruit Staff

5. Orientation of Staff

6. Open Centre

7. Alcohol and Drug Program Development

7.1. Strands of the program

7.2. Case Management

7.3. Self Assessment

8. Centre Systems

8.1. Family Meetings

8.2. House Rules

8.3. Client Privilege System

9. Re-entry

10. Evaluation

Issues Arising/Challenges and Recommendations

11. Budget

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Background Aboriginal and Torres Strait Islander peoples remain the least healthy population group in Australia. Aboriginal and Torres Strait Islander children and young people aged 0-24 represent almost two thirds of Queensland’s ATSI population. Almost a third of Queensland’s Indigenous population is under 12 years of age (Queensland Health, 2002) The impact of alcohol on the health of individual Indigenous Australians, and on the social functions of their families and communities, has been well documented. In terms of drinking patterns, Indigenous Australians are approximately twice as likely to consume alcohol at a level that increases their risk of harm in the short term. With regard to harm, successive Australian Commonwealth and International Reports since 1979 have acknowledged the significant contributory role of alcohol in poor Indigenous health, relative to the rest of the Australian community. Nationally, for example, the rate of alcohol-related hospital admissions (acute intoxication, liver disease, dependence) for Indigenous males in 2002/2003 was between two and seven times greater than for non-Indigenous males. Alcohol-related social problems are also disproportionately high in Indigenous communities: 71% homicides between 1999 and 2003 occurred in situations where both perpetrator and victim were drinking, compared with 19.5% of non-Indigenous homicides. Intervention studies for reducing alcohol-related harm in Indigenous communities have evaluated individual (e.g. education), and community based (e.g. supply reduction) strategies. Alcohol use is typically influenced and reinforced by a range of factors within the family unit. As such, rigorous evaluations of intervention approaches targeting reductions in risk factors and reinforcement of positive factors within Indigenous individuals’ family unit offer great potential to complement existing community and individual based approaches. Despite the disproportionate burden of alcohol-related harm experience by Indigenous communities, the influence that the family unit has on the functioning of their family, there have been no rigorous evaluations of implementing family-based approaches in Indigenous communities. Family-based treatment approaches for alcohol misuse recognise the key role that families can play in influencing the course of alcohol misuse, improving treatment outcomes for the user, and also helping to reduce the negative effects of alcohol misuse on other family members.

Links to Poor health outcomes It is now well established that the health of Indigenous people living in Cape York communities cannot be determined only by medical or biological factors (Ring, 1996). Many Aboriginal and Islander children and young people and their families are significantly disadvantaged in relation to a broad range of health risk and protective factors i.e. maternal health, economic and social status, physical and

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social environments, the availability of opportunities and facilities for employment, education, sport and recreation, and access to appropriate health care (Queensland Health 2002). The social and environmental determinants are equally important to the social and emotional wellbeing and health of the individual, family and community as a whole. Family breakdown, abuse and isolation, loss of safety, fear and loss of respect, violence and grief, alcohol and alcoholism are major contributing factors in the disruption of the individual and peoples’ ability to build healthy communities.

Social determinants of health and illness The concept of social determinants or underlying causes of health includes both the social and economical contexts of health. The World Health Organisation in its report The Solid Facts identified a set of ten key social determinants of health: the social gradient, stress, early life, social exclusion, work, unemployment, social support, addiction, food and transport (marmot et al, 1998).

Role and Vision Roworr’s (PCJRC) service function is the primary link between the community, government and non-government sectors involved in the rehabilitation and wellbeing of families and children, young people and individuals, living in Pormpuraaw and Kowanyama. Our role is to deliver a therapeutic program to improve the health and wellbeing of Aboriginal families in drug and alcohol rehabilitation, life pathway skilling and family wellbeing. The centre fosters a holistic approach to ‘healing’ the family from the detrimental effects of drug and alcohol misuse. The centre values the importance of a ‘family culture’ and operates from a cultural respect position – understanding areas of sensitivity and abiding by protocols when on traditional lands. To provide Aboriginal families in the Pormpuraaw and Kowanyama communities with an intensive drug and alcohol rehabilitation and recovery program in a safe, friendly and supportive environment. To enable the families who undergo the program to restore their lives, set achievable goals and attain a better quality of life - free from the dependency on alcohol and drugs which they can be susceptible to; when re-entering a community or extended family unit.

Project Objectives To develop appropriate business service structure and systems to support the development and implementation of the Pormpuraaw Community Justice Rehabilitation Centre therapeutic program

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To ensure the appropriate health and wellbeing service delivery models are developed in partnership with all key stakeholders; to work collaboratively on developing the Substance Misuse and Social Emotional Health Frameworks to meet the needs of the community and families of Pormpuraaw and Kowanyama To empower families, young people and individuals to take ownership and responsibility of community-based ideas and solutions to restoring culture, and sustain the health and wellbeing of families and community members whose needs are not met To develop best practice financial, administrative and human resource standards and systems for Pormpuraaw Community Justice Rehabilitation Centre To provide professional development and training for staff, residents and community members as required; and accordingly advocate to government to build capacity through financial and human resource investment To actively lobby and promote planning of/and investment for the future design of capital works and infrastructure; Finance and IT systems; and other operational, resource and human investment in the Centre To utilise a range of mediums that demonstrates the outcomes of project work; and positive stories of wellbeing and recovery To systematically evaluate the development, implementation and delivery of therapeutic programs and wellbeing of families through the concepts of empowerment; ongoing sustainability of recovery and the long-term feasibility of the Centre

Project Goals To improve the health status, social emotional wellbeing and relationships of families and children, young people and individuals through: The delivery of treatment and rehabilitation addressing patterns of alcohol and drug

addiction

To work with families, young people and individuals to recognise their abilities and

strengths and motivate them to take a lead role in returning social and cultural norms

within their family groups

Raise awareness and build capacity through health promotion and education that will

reduce negative forces and issues that affect lives as a direct result of alcohol

consumption; and build capacity to deal with day to day challenges

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Create group environments that enhance discussion between people, provide

opportunities for broadening understanding, reinforce family connections and

minimise division where people feel safe to interact and share experience, learn,

support one another, build confidence to plan and work together in the reduction of

negative issues in their lives

Identify the skills, training and support needs for local families through a local social

health team/life pathway skills, working groups, government initiatives, Job Find, and

community development projects that supports recovery and sustainability; and

capacity to manage money

Re-build pride and order in home and community environment that support the

wellbeing of families and maintain safe and healthy life styles and are inclusive of

control and availability strategies (i.e. dry homes)

Introduction Roworr is the first ‘family and community based’ alcohol rehabilitation facility in Cape York. Over the past 5 years the Elders Justice Group and community leaders have driven an initiative to establish a family-based therapeutic centre for the community. The centre’s model is unique for Cape York in terms of its approach to ‘healing’ the family from alcohol misuse, and has the potential to be an influential and very successful model of holistic health care for Pormpuraaw (and Kowanyama) and all of the Cape communities. The families commit to an intensive 15 week therapeutic program which offers life pathway skilling including rehabilitation, restoration of social and cultural norms, strengthening families to take responsibility for themselves and their children, - in turn giving these children an opportunity to grow up strong, healthy and culturally informed and educated. Roworr is located at Baas Yard (a cattle station) approximately 42kms south-east of the community of Pormpuraaw. During the dry season (May-December) the rehabilitation program is conducted at Baas Yard, and in the wet season (January – April) it continues in the town of Pormpuraaw with an outreach relapse prevention program. The centre has been operational since 2 September 2009. Staff implemented a rehabilitation program with two families from Pormpuraaw who participated in the pilot program. Other health care services and Elders worked to support these families in the restoration of healthy lifestyle behaviours and cultural practices, in the context of a therapeutic model. Children were educated using the distance education-schooling program, while parents were participating in the program.

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Our structure Roworr sits under the umbrella of local Indigenous organisation - Pormpur Paanth Aboriginal Corporation (“PPAC”). PPAC is a unique organisational entity and is only one of the two largest Indigenous Non-Government Organisations (NGOs) in the Cape York Peninsula. PPAC has built a strong credible history over seventeen years of delivering diverse services and programs for women and children of Pormpuraaw. Initially delivering a domestic or family violence service, PPAC has over time developed and implemented an innovative model of diverse holistic services and programs designed to meet individual and community needs. PPAC enjoys a good reputation in the community as a safe house for community members to talk about their issues with trained Indigenous staff members.

Developing the Business plan

The Business Plan identifies key priority areas (KPA) for action and endorsed by the Board on 07 July 2009.

1.1. KEY PRIORITY AREAS

2. Wellbeing and Recovery

3. Service Delivery Modelling

4. Family Development and Life Pathway Skills

5. Finance and Accountability

6. Professional Development and Training

7. Logistics

8. Strategic Planning

9. Marketing and Media

10. Research and Empowerment Evaluation

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Implementing Shared Responsibility Agreement (SRA), Memorandum of Understanding (MOU), Local Indigenous Partnership Agreement (LIPA)

From the outset the Shared Responsibility Agreement (SRA) and the Memorandum of Understanding (MOU), both created in 2006 and finalised by 2009, set the partnership between the governments, the Shire Council and Traditional owner Group – Ngokal Weendi and Pormpur Paanth to establish a rehabilitation centre. The purpose of the MOU was to set out the roles and responsibilities of all parties and outlined the shared commitment to work collaboratively in the establishment of a culturally appropriate and an effective drug and alcohol rehabilitation service at Baas Yard. Among other things the MOU acknowledged that freedom from addiction and healing the harms of the past is a necessary first and foremost for people to grow strong and improve their personal and family wellbeing. The MOU also states that the Shire Council would continue to maintain the Pormpuraaw Community Justice Rehabilitation Centre with regard to the provision of required property maintenance and public liability insurance in accordance with agreed lease arrangements; and support the establishment and maintenance of adequate services and infrastructure such as electricity, water, buildings, rubbish disposal, fences, septics, drainage and access by road to the centre. The responsibility to coordinate all repairs, maintenance and “other” as determined by the Logistics’ work plan fell on the shoulders of the Manager. Without the support of Paul Gordon the Centre would not have opened.

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Work done on the common shed transforming one end into 2 self contained, air conditioned rooms for multi-purpose functions

The work commencing on the shed to supply extra accommodation for staff

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Project Manage Logistic 3.1. Setting up ROWORR Administration Hub

In accordance with the Shared Responsibility Agreement (SRA) 2006 and the Memorandum of Understanding (MOU), the establishment of the ROWORR administration hub was an early priority. The BRACS Centre was a community facility utilised by local and external services including the CDEP office staff for training, meeting or workshop venue. It houses the TV system and Radio station as well as an office space for SES. There was limited responsibility for the up keeping or cleaning of it when it was handed over to the manager for use for the Rehabilitation Project. The official handover of the office space was 09 March 2009; it took a further 4 months to complete the refurbishment. The work that that needed to be done required a working group to set up the office prior to the recruitment of the ROWORR team however, the Manager of services set up alone, paid a local person from her own pocket to mantle office furniture, otherwise hauled and carried office furniture alone and completed the restoration ready for the new Roworr Team.

Coordinated the painting of the premises with Council painters

Ordered stationary supplies and office furniture

Ordered computers and the wireless network

Organised phones and faxes

Established work stations for staff

3.2. Negotiating the lease

The lease was negotiated by the Manager of Alcohol and Other Drugs Service (AODS) and Shire Council Operations Manager. The lease was then officially signed in the presence of the Pormpuraaw Shire Council members by Pormpur Paanth – Director of Services and President of the Board, and the CEO and Mayor on 31 July 2009. 3.3. Electricity, Water, Road, Septic and Waste Management

An electrical contractor was engaged to coordinate the removal of the generator from Queensland Health premises to ROWORR, and supply power to the Rehabilitation Centre and Cattle Station dongas (2). Water was also connected to all residential facilities and the dongas on the cattle station. The road, septic and waste management Programs still needs to be negotiated between Pormpur Paanth and Shire Council when developing the Lease.

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The Manager of AODS purchased a self contained fuel storage Unit and 10,000 litres of diesel to maintain the rehabilitation Centre during the Program cycle(s).

3.4. Refurbishing and renovations

The Pormpuraaw Shire Council Workforce Work Plan was developed by the Manager after reviewing the Centre of Appropriate Technology Report written in 2008 about Baas Yard. The refurbishing and renovations were a part of the MOU however when Council transitioned away from CDEP to Job Find on July 1 2009 the commitment was unrealistic and the manager sought to complete the work by negotiating directly with outside contractors.

3.5. The Centre of Appropriate Technology (CAT) – Renewable Energy System

Pormpur Paanth Director of Services and Manager of AODS, Pormpuraaw Shire Council and Traditional Owner group managing the cattle Station have been in planning mode for 10 months, while CAT has been advocating for funding for a Renewable Energy System for BaasYard – one of the largest hybrids to be built in Queensland 3.6. Beautification Project

Work commenced at the Centre has been the establishment of a cultural area which includes an amphitheatre, overhead cover for traditional dancing, a yarning circle and garden bed. Local fauna was collected such as the “cabbage tree” used for weaving to make dilly bags and planted within the centre grounds. Families will have ongoing involvement in gathering for the garden. The smoke house will cater to the hunting and fishing activities associated with this therapeutic community.

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3.6.1. Horticulture / Landscaping - Scoping

The Project Brief has been prepared by Rob Mangler, volunteer associated with Indigenous Community Volunteers. He was asked to scope out areas of the Roworr Rehabilitation Justice Centre suitable for horticulture and market gardens as part of health promotion education in the context of chronic disease and nutrition and increased wellbeing; capacity building and transfer of life skills inclusive of empowerment and decision making; and the awareness and development of traditional cultural activities for adults and children participating in the therapeutic program.

The residents with children would be involved in designing, establishing and maintaining areas for food collection and transferring of traditional knowledge of bush tucker and medicines.

The outputs will be plant identification, collecting and propagating plants, record keeping, and book making (by children), and landscaping on ground skills (irrigation installation/building and construction and small plant operation).

Meetings have been undertaken with Job Find (community development project, and associated training) and the Rangers to form a small partnership that will provide transition to employment for residents as part of a future Exit Plan.

Provided that funding is made available the following activities identified are within the scope of the project:- ● Mapping and site location of market gardens, horticulture and a native plant

botanical garden. ● Identifying plants of traditional use for bush tucker and medicine. ● Landscaping of project site. ● Installation of market garden / landscaping infrastructure ● Collection and planting of plants. ● Installation of irrigation system

Related projects:

Health and Nutritional programs Future proposed Infrastructure upgrading Junior Ranger Program Traditional knowledge Sharing /Educational Programs Orienteering and Bush Walking (Physical Exercise Program)

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Logistics Work Plan

Task Who Requirements when Date completed Traffic Light

Road Works

Grade Road to Roworr Main Roads Workforce, and machinery

May –June and ongoing

Current road works

Signage to Roworr located along the road and junctions

Council Road Gang June

Fencing and repairs

All fences need to be inspected, gates repaired, lockable

Council/CDEP (if possible) Needs further repairs

Extend fence line to old water tank and generator shed

Council/CDEP (if possible) Council approved

Concreting

Cement slabs for Industrial knowledge centre

PPAC/contractor Funding required

Cement slab, enforced mesh for generators x 2; self contained storage Unit; Trailer

PPAC/Contractor

Cement slab for water tanks (house 1 and 2)

Paul Gordon

Dongas

Clean dongas for staff accommodation PPAC/Roworr staff

Run power to dongas Paul Gordon

Run water to dongas Paul Gordon

Replace air con to slaughter house Paul Gordon

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Housing and Maintenance

Lockable Screen doors on all houses Deadlocks on all doors

Contract builder F1 – 3 screen doors F2 – 2 screen doors Admin – 2 screen doors

F1 and F2 houses to have guttering, and rain water tank on slab or raised surface (alternative)

Contract Builder

F1 & F2 Houses to have retractable clothes lines Paul Gordon

F1 (in front & F2( from sun at side) need to have framework for over head shade

Contract builder

Add doors to showers 1 toilet block, and add lift off hinges to all doors in male/female toilet blocks

Contract builder

Add outdoor wall to toilet blocks for privacy Contract builder

Build chicken coop, and chicken run, fence Contract builder

Build small smoke house Contract builder

Common Shed

Build 2 temporary rooms, frames, and fixtures, walls, air cons, fans, lighting

Contract builder

2 x Gas Stoves need fitting Contractor

Inspect for termites and white ants Contractor

Check all roofing and general repairs

Contractor

Add 8ft ceiling, cross beams supports and cladding; wall lining

Contract builder

Add ventilation fans through top section of roofing alcove

Contractor

Remove roller door, replace with 2 doors front and back (9.20-9.30)WC access

Contract builder

Include security screen doors on renovated area back doors

Contract builder

Add retractable awnings to back of two rooms Contract builder

1800 shade cloth for front outdoor area of shed between 2 top hats (toilet block end)

Contract builder

Build frame and extend with shade cloth from common shed veranda

To be negotiated

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Seal shed to reduce mosquito infestation

Locks on screen doors Contract builder

Barrel Bolts for Lock up stage Contract builder

Lock down roller doors Contract builder

Admin Building

Main office roof leaks, replace screw capping

Contract builder

replace water logged ceiling as required

Council To be funded

Paint new ceiling and any walls as required

Council To be funded

Electrical work

Paul Gordon

Check electrical equipment for generator Paul Gordon

Dig trenches for lines and plumbing pipes

Paul Gordon

Power switch on female toilets may need relocating once new wall goes up

Paul Gordon

Relocate power board from inside shed Paul Gordon

appropriate power boards located near the generators, and other locations as required

Paul Gordon

Inspect electrical system and repair Paul Gordon

Air conditioners need to be connected to power supply

Paul Gordon

Gas air cons Paul Gordon

House earth inspection carried out Paul Gordon

Inspect generator system and hook them up

Paul Gordon

Light and Safety child proof switches Paul Gordon

Hook up power from power boards Paul Gordon

Install lighting for night use of both toilet block

Paul Gordon

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Remove fans from shed truss to relocate centre truss of common area

Paul Gordon

Remove 1 hanging fluro light from common shed and include power to (now) divided rooms

Paul Gordon

Check all spot lights and security lights are functional

Paul Gordon

Remove 2 fans each from F1 and F2 Buildings (for children’s rooms)

Paul Gordon

Generators

Service the generators PPAC /Paul Gordon

Transport and fit generators Paul

Build weather protection shed/cover for generators/wielded lock up stage through wet season

PPAC/contractor To be negotiated

Fuel storage tank and bunker, spill tank and foundations

PPAC/contractor connected

Ensure crane is on site to lift off fuel storage unit

Council/PPAC Peter Dickson

Plumbing Paul /Contractors

Boost water pressure for emergency fire service use and rehab

Paul /Contractors

Add enzymes for all toilets and sump Paul /Contractors

Service and inspect hot water systems Paul /Contractors

Service and inspect all solar services Paul /Contractors

Taps, leaks and corrosion corrected Paul /Contractors

Use Gurneys hose for ablution blocks tiles; Roworr staff

Seal toilet blocks to reduce mosquito Further work

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Locate 2 sanitary pad disposable units in female toilets

PPAC Bins instead

Replace shower heads/toilet seats Paul /Contractors ASAP

Toilet cistern for leaks, level and function Paul /Contractors ASAP

Check Floor drainage – all areas Paul /Contractors ASAP

Underground pipe peaks; replace pvc pipes with heavy duty for increased pressure

Paul /Contractors ASAP

Water meter for leaks and corrosion

Paul /Contractors ASAP

Emergency Services

Firebreaks around Roworr, Cattle Station and Airstrip

SES, Council completed

Purchase Trailer and full fit out PPAC

Install fire extinguishers, service existing in all buildings...

PPAC

Install first Aid kits in buildings PPAC July-August

Install Remote First Aid kits in kitchen shed PPAC July –August

hose, and reel on every building Paul /Contractors ASAP

Emergency Services Plan SES

Emergency Service E-Vac training SES

Welding

Repairs and maintenance of existing infrastructure – windmill, rainwater tanks, rust and welding

Council

Staff Accommodation

Level ground Paul /Contractors November

Dig and measure for cementing Paul /Contractors

Lay mesh for cementing Paul /Contractors

Cementing Paul /Contractors

Roof. Windows and walls added to building Paul /Contractors

3 rooms built, fans and air cons Paul /Contractors

Water connected

Power connected

Extension x 2 rooms

Extension x veranda

Extension x 1 toilet and shower

Connection of sump

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Parks and Gardens/ Workplace Health and Safety

Mowing, and slashing, remove weeds and suckers along fence lines, around water tank slabs, toilet blocks and houses

CDEP Herbert, and work gang June

Slash and de-foliage/remove sucker trees from fence line of Roworr to old generator shed (leave large trees)

CDEP Herbert, and work gang June

Build Pergola and family BBQ Area Paul/contractors volunteer Sept - Dec

Walkways (Boardwalk slip resistant paths) PPAC/residents/staff volunteer Sept -Dec

Removal of trucks, debris, rusted machinery , old tanks etc, including old diesel

Council WPHS Issue on cattle station

ASAP

Removing all white good, that are rank and rusted from large shed; remove all old cupboards

PPAC Herbert, Debbie and gang

ASAP

Remove tractor and vehicles from inside premise CDEP Herbert, and work gang Done

Remove water tank lying on the ground PPAC PPAC Staff

Relocate clothes line to between F1 and F2 Herbert/ Clive

Yarn Circle, dance area Families

Amphitheatre Paul /Contractors

Family of carvings Herbert Bally

2 shaded areas, 3 meter high treated timber Contractors

Garden beds Families/ CDEP 1 around cultural area

Further Work

Fit a uni sex wheel chair access ablution block (pre fabricated)

Builder/Council Needs funding

Indigenous Knowledge Centre Needs funding

Playground equipment Needs funding

Install Fire Hydrants in all buildings WPH & S funds

Training Centre and Industrial Kitchen, with break-away walls

Needs funding

4 x staff quarters Needs funding

Air strip Council Needs funding

New air cons to 2 homes Needs funding

General repairs to screens in common shed Needs funding

Bio degradable septic system (replacing current) Needs funding

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Recruit Staff

The active involvement of Aboriginal staff, volunteers and community elders as mentors can provide positive role modelling to families in care. This model of community ownership provides opportunities for both contemporary and traditional Aboriginality to be expressed and honoured. The program design and service model based on the Family Wellbeing Framework enables residents and staff to have a voice through Participatory Action Research (PAR) that focuses on solutions therefore empowering people to take responsibility for their actions. The drug and alcohol counsellor and local staff came on board the August 3 2009, six-seven months after the employment of the Manager of AODS Services (February 9 2009). Prior to this time two (male) Project Managers and two male drug and alcohol counsellors had been employed between 2005 and March 2009 and nothing had progressed passed paper work. Current members of the Roworr Team are:

Manager – Liz Pearson SEWB Coordinator – Teresa Gibson Drug and Alcohol Counsellor – Karen Ball FWB Workers – Debbie Hobson, Herbert Bally, Herbert Yungaporta

Orientation of Staff On employment of staff Stage 1 of the Family Wellbeing Program was delivered to bring staff together and build rapport and understanding of the diverse backgrounds around the table, past and present challenges in their own lives, and to understand the community and the challenges within. It also prepared local staff and outside staff to work in a framework that would help assist staff to understand the challenges the residents would face and how collectively staff could manage what might arise and strengthen themselves through preparedness. Staff members were given journals to prepare them for a new way of working which included quantitative data collection, and were asked to use this daily so that they could map their own changes and learnings from a process of reflection and analysis or PAR as we call it. The delivery of Family Wellbeing set the scene in terms of building the foundation blocks for an Empowered Team Model that would mean that all staff would feel valued, build on their strengths, work in what would become a safe environment that established clear boundaries and a level of transparency where staff did not become part of the problem but took responsibility and were solution focussed and action orientated. Family Wellbeing became the first step in the orientation and a journey of empowering staff to take on a work load that would often present challenges.

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FWB facilitated in Pormpuraaw at the AOD Admin Hub by Teresa Gibson

During this time all staff were given The GEM (Growth and Empowerment Measure) Tool - a package of questions designed to measure empowerment and wellbeing. The wellbeing of staff will also be monitored by University of Queensland. The GEM was developed to measure empowerment and growth within yourself, your family and your community. 1 Apart from rich information provided by staff and participants during the fifteen week program, and obvious abstinence there is a need to ‘measure’ change through time and show by collecting information a Service area located in an environment that understand and practices collaboration can made a difference even to how one views oneself in the world they live. If by re-doing the GEM Tool at intervals, participants and staff can acknowledge their own shift in wellbeing and be buoyed by these changes no matter how big or small then we have made a difference. Week two of employment involved the unpacking of the program adopted by Pormpur Paanth and introduced by the previous drug and alcohol counsellor who, for personal reasons, did not return to implement the model. This was an intensive week with an AOD Educator working closely with the manager and newly appointed drug and alcohol counsellor. This enabled the manager to develop the Therapeutic work plan for a fifteen week period (September 2 -December 13).

1 The GEM: Growth and Empowerment Measure A package of Questions designed to measure empowerment and wellbeing

Collaborative Research on Empowerment & Wellbeing Team (CREW) Empowerment Research Program, James Cook University/University of QLD, Cairns, QLD

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During this week the necessary forms were developed that would underpin case management and one-on-one counselling and assessment. Assessments would be done after the first, fourth, seventh, tenth and fourteenth week of the program allowing residents to re-set goals they wished to achieve while living at the Centre.

The Manager typed up the final assessment tools and these were to be implemented at the recruitment phase of families – Intake and Assessment, and Family Care Plans; at the Centre which were review and client focus forms to be filled at the 2nd, 4th, 7th, 10th and 14th week of the program. Daily evaluation forms were to be completed by the counsellor and residents. Different evaluation forms were to be filled out Mid-program. Other key data collection tools and evaluation forms exist from documenting meetings, time spent with service providers and interested community members. Rich information is being collected on a daily basis by staff and will increase as the program continues into full life. The recruitment of the SEWB Coordinator meant dedicated evaluation and research data would be collated. There is a need to source funding for ongoing evaluation so that the close links now established with James Cook University and University of Queensland builds on an already strong partnership that explores the concept of empowerment.

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Open Centre

The Centre opened on the second (2nd) of September 2009. Residents and staff

arrived and needed to unpack and assemble furniture for all houses and common

shed. The refrigeration (fridges and freezers) were still in a container. The generator

broke down every day and half until the self contained fuel storage Unit arrived and

was fitted. Although residents had undertaken an Adult and Child Health Check prior

to entry some residents needed to be rushed into the clinic for various illnesses due

to over exertion or re-occurring condition not identified to staff by clinic before arrival.

Wellbeing and Recovery: Re Affirming Aboriginal Culture

One of the ways forwards is maintaining the cultural integrity of residents so one of

the activities that residents enjoy as a past time is fishing and hunting. Most every

week and on more than one day residents, after completing chores around the

Centre are taken fishing. During the 15 week program relatives are also able to visit

and take residents out. Elders and family members may also stay over night and on

weekends.

As part of the therapeutic program art and crafts play an equal part in rehabilitation although not enforced; participants work on their art when they want to. Guest facilitators have come into the Centre and provided optional methodologies and activities that internalise the program in a genre other than theory. Local and regional service providers have been a welcome inclusion but not as regular as first anticipated. Local services have been PHCC staff (3 visits); RFDS Child Maternal Health (4 visits); Child and Youth Mental Health (4 visits) and RFDS' SEWB Team (2 visits), Centrelink (2 visits), Job Find (3 visits), Correctional Services (2 visits), Child Safety (4 visits) and SES (6 visits).

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Schooling for Children

There is a dire need to fund a teacher to take over the schooling from the Manager who needs to concentrate on the Business end of things, as well as locate the children in a safe and learning environment free of interruptions. There are children ranging from Prep, Grades1, 2, 3, 4 and 7. The Manager spent the first 6 weeks of entry to the rehabilitation Centre teaching the children between 9-3.00pm; sometimes till 4.00pm or taking the older children for reading in the evenings. School continued through the first school holidays but the Manager stopped after 6 weeks due to the pressure and anxiety related to behavioural management; additional children to the Centre and her need to concentrate on core business – which was the program because it was getting further behind in delivery.

In the lock down period the only food available was the goods supplied by the Centre this was meats and fresh produce and dry goods. Once families could enter community and shop at the local store; and /or immediate family members to residents could visit an influx of soft drinks, ice cream, cordial and other sweet goods were introduced to the diet.

The children do their school work in the Admin house using Distance Education and covering life skills that are mirrored with the parents. The children currently share the kitchen as a learning environment with staff that also utilise it as an office hub.

Alcohol and Drug Program Development 3.7. Strands of the Program

Previously, the exiting Therapeutic Program was re-vamped at the fourth week, to allow for an afternoon interactive community development and recreational based type activity. This also provides an opportunity for service providers and other agencies, volunteers and Elders to support residents with life pathway skills and to encourage being physically and culturally active. The present Therapeutic Program commences at 10.00am and concludes at 12.00pm. The sessions are arranged across 9 strands that are spread over the 15 week cycle. The Alcohol and Drug modules are currently being reviewed and changed, due to varying literacy levels, attention span of residents and the program content; which had been designed to target men living in an urban environment setting. The Social and Emotional Wellbeing Coordinator and Alcohol and Drug Counsellor undertake the task on a day to day basis, to ensure that the material and delivery is appropriate and meets the needs of the residents.

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In the eighth week of the Therapeutic Program, residents were also introduced to Family Wellbeing-Concepts of Empowerment and Leadership.

1. Motivation 2. Solutions 3. Cognitive restructuring 4. Relapse 5. Feeling 6. Communication skills 7. Strengths 8. Journal/Planner 9. FWB program – Concepts of Empowerment and Leadership

3.8. Case Management

As part of our fourth week review of the operations of the Centre we now assign Family Wellbeing Workers to:

Assist each family with any issues arising that isn’t directly requiring counselling

Supervise work crews, rosters and projects

Clarify to the residents the rules and responsibilities

Provide mentorship and cultural advice

Act as role models and provide practical and emotional support

Assist the Drug and Alcohol Counsellor to deliver the Program

Individual counselling is based on implementing the Family Care Plan and is designed as a case management tool prior to entry – working with service providers who may already be involved with the residents and their children.

Informal counselling takes place as needed. Strength-based forms “Residents Staying Strong” were developed and are used on entry and at intervals throughout the program giving residents opportunities to re-assess their progress and goals.

The residents meet formally and informally with the drug and alcohol counsellor who is suppose to:-

Review their progress, checking for their changing needs at the 2, 4, 7, 10th and 14th week of the program.

Provides encouragement and support

Helps them to follow up on their appointments with other services

Checks on issues that maybe emerging for them from other aspects of the program

Assists them to transition through the stages of the program and then into the community

Updates their case management plan to match changing needs and circumstances

3.9. Self Assessment

Residents are provided with self assessment tool that help them to define their own needs, goals and personal strengths. A ‘Residents Staying Strong’ Plan was developed incorporating information from the Protocols for the Delivery of Social and Emotional Wellbeing and Mental Health Services in Indigenous Communities: Guidelines for health worker’s clinicians, consumers and carers (AIMHI – Indigenous Stream, North Queensland. This would be used to continue ongoing assessment and goal setting with residents.

27


Centre Systems 8.1 Family Meetings

Morning family meetings occur between 9.00am – 9.30am, the sessions are conducted in accordance with Participatory Action Research (PAR); it is a process that allows residents to reflect on what have been the highlights and challenges from previous day. Whilst this is an opportunity to raise issues, we also encourage them to put forward the solutions. The purpose of the meeting is to:

Build group cohesion

Encourage participants to take responsibility for issues arising amongst themselves, and in the therapeutic community

Include residents in the decision making process

Build residents’ self-reliance and living skills

Plan group activities that maybe scheduled

Reflect on change and celebrate every day/week

Listen and understand

Become culturally aware

This has been recorded daily unless families were in sorry business and needed to leave the premises as part of Cultural Leave.

Occassionally meetings (and program) did not take place when:-

Residents became aggitated, argumentative and disrupted the flow leading to a complete breakdown of meeting and a need for time out.

Sorry Business

Poor health

Sleep deprivation (late nights, how sorry business impacts on thoughts and feelings and manifests in fear of the devil and ghosts)

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Local Staff member Herbert Yungaporta running the Family meeting

8.2 House Rules

The residents established the house rules along with the staff and management. The rules are often re-defined and or revised through the familiy meetings until they are a part of daily living. 8.3 Client Privilege System

The initial 6 weeks of the treatment residents are not allowed to re-enter the

community unless it is for “Sorry Business”, or clinical care and “other” emergencies,

and then advice is sought from the Director of Services. It is important residents

abide by the rules, and clean up their homes, the yard and the common kitchen-shed

area. Once this is done residents may go fishing etc.

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Re-Entry

The Re-Entry Strategy includes a comprehensive Community-Based Outreach

Relapse prevention Program Kit which was designed to meet the needs of the

residents returning to the community as well as capture other community members

interested in support for any issues relating to alcohol and drug abuse, and

associated issues/and or who wish to enter the rehabilitation centre.

The Kit is part of the Pormpuraaw Re-entry Strategy for Social Emotional Wellbeing and will cater to community members currently living in Pormpuraaw but will also meet the needs of community members re-entering the environment after being institutionalised or incarcerated. Included in the kit are a PAR (participatory action research) question that allows ongoing evaluation and case study of the first people to enter a rehabilitation centre situated in Cape York. The purpose of the kit and the steps taken are: Step 1. Participant commitment statement registering as a client Step 2. Part 1 - Starting from strengths

Part 2 - Feeling sad or slack, no energy Part 3 - Anxious or nervousness Part 4 - Identifying Anger Part 5 - Making Tracks: Strong Way - Personal and Staying Strong Plan (goal setting)

Step 3. Stay Safe Plan – for when there are serious concerns about self-harm or suicide but

not at immediate crisis (AIMhi-Indigenous Stream, North Queensland) Referrals out Step 4. Assessment form, identifying the needs of the client Step 5. The GEM: Growth and Empowerment Measure Tool (AIMhi-Indigenous Stream,

North Queensland) Step 7. Pathway to the Community-Based Outreach Relapse Prevention Program or Family

Wellbeing Program Step 8. Develop a client Social Emotional Wellbeing Plan, which is the meta-synthesis of the

Alcohol and Drug Community-Based outreach Relapse Prevention Program, the Family Wellbeing - 8 Step Process for Making Change and the Staying Strong Plan- Social Emotional Wellbeing Mental Health Protocols, Collaborative Research of Empowerment and Wellbeing, University of Queensland & Queensland Health. (AIMhi-Indigenous Stream, North Queensland)

Step 9. Referral out to other service providers working in mental health, health promotion,

generalist counselling other education programs (e.g. Budget management), job readiness programs (Job Find – community development projects, training)

Step 10. Case Management (Family Care Plan inclusive of Child Care Plan) Step 11. Possible detox (Weipa); recruitment to Pormpuraaw Community Justice

Rehabilitation Centre

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Evaluation

In the context of Alcohol and Drug Rehabilitation, a critical element of this project is to systematically evaluate the effectiveness of the objectives that ROWORR aims to achieve. This enables accurate accounts of community-based evidence to be recorded and not interpreted, which also adds to the richness of the data. This is an important factor in terms of ownership and empowerment of remote Indigenous communities such as Pormpuraaw, to take greater control over the social, cultural and economic aspects of community life in ways that enable people to build better futures for all of their peoples. Therefore a compilation of qualitative and quantitative methodologies will be used for collecting data, to ensure staff and participants input throughout the implementation of the ROWORR Project. In principle the process of evaluation will comprise of, intensive Family Wellbeing training for ROWORR staff, interactive community members and groups. The overall contribution is to enhance community capacity and participation for dealing with issues associated with alcohol and drug abuse, within their own community. Further opportunities to deliver Family Wellbeing, will also extend to the clients of ROWORR. The approach takes into account cultural sensitivity, values and relationships for addressing alcohol and drugs and recovery in the context of Social Emotional Wellbeing/Mental Health.

1. OBJECTIVE OF EVALUATION

Evaluate the effectiveness of ROWORR in the context of a SEWB/Mental Health service delivery framework, using both qualitative and quantitative data.

Intervention reflection – needs of population that we are catering to serve target group

Are we doing what we said as a service?

Are we on track?

Are we really good at it?

Who’s winning and who’s losing?

What can we do better?

Client Recovery

Impact of Alcohol and Drugs on

Social Emotional Wellbeing/ Mental

Health

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1.1. Quantitative Data

Quantitative statistical data will be valuable to support the evaluation. The data would include routine statistics collected through ROWORR Intake and Assessment and Service Delivery (internal and external). This would also include an evaluation of client satisfaction, which could use qualitative or quantitative research methods.

1.2. Qualitative Data

Within the context of this project, the initial focus would be to measuring empowerment and change, identify any concerns and responses to specific problems or issues related to SEWB/Mental Health. This involves utilising qualitative evidence, such as the Social Emotional Wellbeing Tool developed by North Queensland Health Equalities Promotion Unit (NQHEPU), University of Queensland, and stories of the members of the community. The outcome of this initial phase enhances community ownership, and it will enable ROWORR management to describe what they want out of the project and how they perceive such outcomes might be effectively evaluated within the project and community contexts. Having established the initial performance criteria in this way, on-going criteria can be refined and evaluated in a furtherance of the cycle of research/evaluation process. A suggested cycle, based on Kemmis and McTaggart's (1988) spiral of activity, includes four phases:

1. plan - research design, issues and activities 2. act - gather the information, collect data, listen to stories 3. observe - analyse and interpret 4. reflect - share the results with all participants

In more detail, this could include:

Developing a framework for participation: the identification of ROWORR staff to act as information facilitators

Evaluation design including staff and resources available

Recognise roles and responsibilities

Recognise participant's interests

Collection of stories (data) that identify issues and concerns

Participants consider and analyse information, to make recommendations and decide action(s) to be taken

Undertake recommendations and actions

Evaluate processes and outcomes

This cycle can then be repeated:

Collection of stories (data) that identify issues and concerns

Participants consider and analyse information, to decide action to be taken

Undertake recommendations

Evaluate processes and outcomes

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Participatory Action Research (PAR)

These weekly meetings would constitute the main source of process evaluation data. Simple key guiding questions can be used to structure these PAR meetings such as:

In the past week what were you feeling and what are you feeling right now?

What main activities have you undertaken this week?

What aspects have worked well?

What aspects have not worked so well?

What steps did you take to make things work better?

Is there anything you will do differently next time?

Any lessons that you would like to share with other people in similar situations?

Have you noticed any changes, positive or negative, that you think are related to the service? If so, give reasons?

What are your main priorities for next week?

What additional or new support and resources do you need to achieve those priorities and where will they come from?

Do you foresee things that can go wrong and what strategies do you have in place to minimise the chances?

What are some of the highlights?

These are simple generic questions designed to both engage as well as highlight routine challenges for prompt attention. The questions can be adapted to meet our specific needs. In the interim the first 3 months will commence with weekly PAR gatherings for the first month, then progress to every two weeks for the second and third month. The discussions at the weekly meetings can be tape recorded, and the evaluation team will then analyse and feedback the main issues arising to the group during the next visit. This way the PAR is actively engaging the group to highlight difficult things and address them over time. It will also help to celebrate little achievements along the way which helps to see that overall service might be on track despite all sorts of delays and difficulties. Issues Arising

At the fourth week a decision was made to relocate the drug and alcohol counsellor to the dongas authorised for use by Ngokal Weendi to:

Provide more “space” for time out due to long and intensive hours

Establish clearer boundaries around structured work hours (arriving and leaving when appropriate) which creates a performance management framework that allowed for the necessary timeframes to achieve other associated work parallel to the program such as assessments and case management which were not being completed

Living with the manager meant work was discussed more often not providing the ‘down time’ and rest both staff members deserved

The storming phase had ended and it would free up free time so that a work roster could be developed providing sufficient down time, and will enable local staff that had not remained consistently on the premises to be cycled back into the Centre. However, staff members who still drank found it difficult to maintain regular work patterns and did not continue. Issues were raised in town about role modelling good practices around rehabilitation.

The issues for these staff members were also adequate housing since one room was office and bedroom

33


Management templates and review processes will be included into performance Management prior to 3 month probationary period.

Lost 2 local staff members who enjoyed evenings at the local drinking club

Aunty Kathy Shortjoe joined the centre as the community teacher around the 8th week.

It had been a challenging first four (4) weeks:-

The generator breaking down every day and a half for the first two weeks prior to the arrival of the self contained fuel storage unit;

As a Manager I had to drive into town and locate the electrician this meant I was arriving back at the Centre around 3.00am

Accommodation wasn’t set up for the Manager so I was often arriving back home at midnight or 1.00am and getting up early again to go back to the Centre getting 2-3 hours sleep

On such an occasion I was woken at 3.00am by an Elder in the community who had been at the Women’s Shelter and wanted a lift home. I drove her home, bogging the car at her place, walking back home in my night dress and then getting up at 8.00am to buy groceries for the residents, sleeping for a few hours before heading back to the Centre only to travel two more times into town with residents presenting with health issues in need of clinic support

The septics were an issue with residents’ personal items being removed as a cause of blockage

CHALLENGES There was considerable learning coming from this cutting edge model to ensure the longer term sustainability of the Pormpuraaw Community Justice Rehabilitation Centre

Recruitment was a slower process that meant the staff did not have enough time to do transition work with the families prior to entry

Not enough time for staff to get to know one another, and plan prior to opening centre

Limited planning done regarding work plans/roles and responsibilities for staff

Limited support – The Centre was not set up on entry as promised - staff and residents had to work to finish the setting up by unpacking furniture

The lack of integration of other service areas

Acknowledgement that this phase of the initial development of the Service Delivery Model is in its forming and storming phase

The belief that more services - local and external - would come to the Centre to provide support to residents and staff which did not occur

Ensuring House Systems, rules and resident privileges systems are explained during transition and again on entry

As a result of this new model - it needs to be acknowledged that a greater need for confidential supervision was necessary for the drug and alcohol counsellor

Re-vamped the delivery to Morning and Afternoon Programs ensuring the morning was program delivery and the afternoons were more activity based

Facilitation of a service delivery workshop(s) needs to take place prior to entry for the development of an innovative and holistic model(s) that provides empowering pathways for staff and residents, and fulfils a duty of care to clients; as well as builds substance to the afternoon program

Service Delivery Model(s) SRA needs to be developed as an output with clear working guidelines, roles and responsibilities, case management processes and graphic model that supports a continuum of care to families

Service Delivery Calendar built into the therapeutic work plan in conjunction with the Model(s) that outlines protocols and access to the Centre.

More access for residents to a mental health nurse or psychologist

That the first 4 weeks should concentrate on life skills including employing a caterer who would examine all aspects of cooking, food preparation, food handling, work place health and safety and kitchen maintenance

That we investigate the delivery of literacy programs prior to entry, and in the transition phase

That the 4-8 week period would introduce a training program for residents that include for example horticulture and other life skill development courses that improve wellbeing, drugs and alcohol education without theory (videos and other practical tools for health promotion, and numeracy and literacy)

That from the 8-20 week the facilitator(s) would now able to deliver a program to residents at a time when they were more stabilised and ready to internalise the information; but maintain active lifestyles at the Rehabilitation Centre in the afternoons

34


That the Program now had Family Wellbeing Program Integrated across all areas that created a Therapeutic program not delivered anywhere else in the country – a new holistic model drug and alcohol program.

Tenth Week Review

Stress levels high between staff

Loss of 2 staff members meant weekends were tied up working

Staff still working long hours

Supplies ordered were either not delivered, or lost/not fully recovered due to the storage system at Pormpuraaw

Lack of appropriate vehicles

Residents demanding staff on call 24 hrs a day 7 days a week

Identified needs for integration of workers from the Healing Centre

Identified the need for designated maintenance person (licensed driver) who could also travel in and out of town to pick up supplies

Ensuring there was a roster for staff to conduct Morning Meetings

Time management and performance issues were still being dealt with

Identifying and employing new staff to support the rehabilitation centre

Two new staff members on board – Teresa Gibson and Herbert Yungaporta

Conflict between residents continues

Lack of respect for authority exists

Countdown to end of program and many distractions leading to Christmas means program still behind

Residents playing staff off one another

Staff needing to set clearer boundaries with residents

Residents wanting to spend MOST of their time fishing

Residents wanting to get their own way all the time

Out bursts of anger when residents demand things to ‘go their way”

Residents rarely participating in any afternoon activities – watching DVDs or sleeping Fifteenth Week Review

Residents often expressed they wanted to stay

One couple expressed an interest to be trained in Family Wellbeing, become employees and help other families

Staff organised a graduation dinner on the eve of their departure; graduates were able to stand and speak publically, residents received certificates of recognition for being the first families to undertake the AOD program in Cape York, certificate of attainment for completing the AOD program and certificate of attendance for completing the Family Wellbeing Concept of Empowerment and Leadership program

Residents completed Social Emotional Wellbeing (SEWB) Empowerment Tool

SEWB Client Plans designed for re-entry back to community

Residents were very excited about their SEWB Client Plans

Residents completed client feedback and exit form

Referral made to Mental Health for follow up

Residents were focused and assertive about taking control and responsibility; especially issues that previously impacted on their lives i.e. calling a Justice meetings to speak with their families

Community Outreach Kit developed

Roworr staff received Diligence Award from PPAC at staff Christmas party

Residents were acknowledged and invited to attend staff Christmas party

Policy and Procedure for rehabilitation centre developed

Further develop process systems that underpin the Policy document

Need to develop residential information kit 2010

Develop a questionnaire based on solid facts: World Health Organisation Social Determinants of Health

Cleaning and preparation for lock down took a further week

Staff work plans, roles and responsibilities defined clearer

Manager and SEWB Coordinator brain storming work for 2010

Manager, SEWB Coordinator compiling outputs against Business Plan

35


There are 6 key areas arising that are impacting on the Rehabilitation Centre

1. Staffing level

Not all staff members are present on site. This has lead to difficulties establishing full team staff roster and is necessary in the foundation building in an Empowered Team Model

The Manager is often on her own at the Centre during weekends, and half a morning on Mondays when she had to take the Family meeting and deliver program session

Staff members are working extended hours over longer periods without breaks 70-78 hrs a week for manager and counsellor – on call 24/7; and FWB workers supporting both at all times.

Self-care of staff is paramount to maintaining staff energy and ability to work with highly vulnerable client group(s) families of the program.

There is a need for a teacher role at the Centre to reinforce learning with the children and supporting the transition and re-integration of the children back to the school - working with the teachers, parents and the children.

Urgent need to employ a drug and alcohol counsellor (male) with group facilitation skills to share the facilitation and be available for the males.

Recruit male workers for safety precautions

Need for maintenance person to look after premises, and travel to and from town for supplies. Limited drivers amongst staff. All women.

Introduced the Social Emotional Wellbeing Coordinator’s position from underspend due to issues arising with current drug and alcohol counsellor’s skills in group facilitation and administrative functions associated with the program and case management processes; the need to fulfil the delegation duties in the Business Plan related to service delivery models, and re-entry and wellbeing strategies

Marketing and Media consultants for graphic work, and media promotion

(Guest) therapeutic group counsellors (contracts) o Families require intensive supervision due to high level of alcohol and /or drug consumption

leading to violence or threats of self-harm. Support is required for the initial 4 week period to: o Enable the appropriate responsive intervention working with families and their children, whose

mental health, physical needs are at their greatest during first 4 weeks of entering the program. o To provide professional support to children and /or staff going through vicarious trauma

because of violent/self harm episodes o Sharing knowledge and skills - having a mentoring/ co-facilitation of Family Wellbeing workers

to the program service model; will enable transfer of skills and knowledge between D & A counsellor and local community people, empowering them to become natural helpers and change agents

o Structuring as much as possible the session times/ days for external service providers visits with the residents will support and complement the work of the Roworr staff.

o It will also ensure that the relationship between the families and these professionals is cemented prior to leaving the program.

o Need for a mental health nurse to provide added counselling support

.

0

20

40

60

80

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week

9

This does not include every weekend the Manager has spent at the Centre

Manager

Counsellor

FWB Worker

FWB worker

SEWB Coord.

36


2. Housing for staff, volunteers and service providers

Manager currently has written permission to use dongas at cattle station due to shortage of housing for staff which was not factored into planning over the 5 yrs prior to manager’s recruitment

When talking to State Government reps they said that there was an expectation that staff would drive in and out every day

Manager shares admin building with school and children daily, staff administration, visiting service providers, secondees, volunteers and consultants

Issues have arisen about cultural inappropriateness of Indigenous male staff sharing quarters with women (non-indigenous and indigenous) and vice versa

The need for further houses for staff that allows for “space” and that address the cultural boundaries with local staff; and staff members with children who need more privacy not less

To allow for the implementation of an effective service delivery and volunteers model that encourages skills transfer, health promotion and learning shared accommodation for short term or overnight services, consultants and volunteers.

Manager had written project briefs for volunteers through ICV but could not progress with plans because of lack of accommodation

Issues arose with staff because they all wanted “space” which added a further burden to Manager trying to “make everyone happy”

3. Capital works and infrastructure needs

Investment to develop Knowledge Sharing Centre as the Admin House is an office, accommodation and

school at the moment, leaving limited “space” for staff to unwind and rest.

Further housing for staff is required that actually financially allows for the inclusion of toilets – male and female, kitchen area and bathroom for both genders.

The loss of CDEP from July 1 2009 meant the Council could not commit in kind support to the refurbishing of the Centre

Refurbishing to buildings needs to be completed and is being coordinated by Manager of AODS via external tradesmen (plumbers, carpenters, electricians, and builder)

Pormpuraaw Community Justice Rehabilitation Centre (Roworr) Lease, road, waste and septic management Agreements need to be finalised in the spirit of the Memorandum of Understanding

Housing in Pormpuraaw (QH duplexes) - Queensland Health to give an update of when they will be completed for drug and alcohol counsellors

Funding for a specific office space and work area for counsellors and staff other than living quarters so current admin house can become housing for staff or residents

Funding for small Training Centre (industrial kitchen) – nutritional/catering training and family development programs including parent programs and behavioural, anger management and life pathway skills

Two vehicles for cultural activities and work crews continuing the Beautification Project and market Gardening at the Centre

New Bi-degradable septics – current are at the end of use by date

Second generator required –current is at the end of its capacity with power output high, and continuing to grow as capital works and infrastructure is developed to meet the needs of the service

Opening of the Pormpuraaw Community Justice Rehabilitation Centre

4. Evaluation

The provision of funding so that a comprehensive evaluation process can be undertaken by an external provider(s) like James Cook University’s, Empowerment Research Team over a twelve (12) month and staggered over a five (5) year period.

5. Service Delivery Models

Time ran out for Manager once drug and alcohol counsellor was recruited to facilitate a service delivery workshop to ensure families are adequately supported. This includes

a. Education Queensland support for children for example speech therapy; access to visiting child psychologists, possible tutoring, and holiday programs through Queensland State Library – Indigenous Knowledge Centre Models

b. MH/SEWB c. ATODS support workers d. Chronic Disease and Allied Health

37


e. Dentistry f. Integration of other Pormpur Paanth service areas such as Healing Centre g. Work readiness, training and capacity building programs (Job Find, Council)

An expectation that service providers had the time and capacity to come to the Centre and provide the support required to sufficiently support residents at the rehabilitation centre at a local level and outreach

Lack of transportation to the Centre when services DID want to come out

The lack of funding to engage and enter into partnerships with people or organisations that could provide further support to families independent of current government and non government NGOs

Lack of planning with services –it was not coordinated

6. Financial Model

The need for monthly or bi-monthly financial activity reports on expenditure of funds by finance officer/accountant

The need for a purchase requisition form authorising expenditure against budget codes

Authorisation by manager of incoming invoices received for payment with signature and budget code provided by manager (enabling manager to monitor expenditure)

Copies of financial reports provided to Funding Bodies relating to itemised budget expenditure for manager’s records

38


Highlights and Challenges

Looked forward to going out

Strange feeling

Nothing was set up-no- one had done what they were suppose to

Things that we had to do to get started: Fridges were locked in containers- had to break open the locks, Had to set up the house, had to Set up the common shed, no money in the budget to feed the residence

People were fighting

Couldn’t start school-fighting all day long

Knew it was going to take a while to get use to

Everyone exhausted

We had Amanda and Jessica to help and support Wayne & Francina- but didn’t work out

FAMILY TIMELINE 16/11/09

Herbert & Debbie Liz Karen Clay, Kylie and the children Wayne, Francina &

Sierra

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week 9

Where We’ve Come From

02/09/09

The Journey So Far Today

16/11/09

1st Week

Off

Program Started 09/09/09 9-3pm

Start

Claudia 12/10/09

Teresa 02/11/09

Jane 30/09/09

Auntie Kathy

arrived

09/11/09

Georgia (KPMG) &

Caden (Filming)

26/10/09

Highlights & Challenges

Introduction to programs all day long-wasn’t what we expected

Wasn’t prepared mentally

Clay said it was enjoyable something different but hard because needing to read and write

Disorganised & exhausting, No plans how we gonna manage between: cooking, cleaning & personal needs

Raised issues for us doing the effects o alcohol and drug session with Karen: Issue about the kids, issues about money, how all the issues impacted on my work-took it out on others (work mates), Children don’t understand only see effects of alcohol & drugs

Weekly delivery of veggies and bread

Couples have been supporting and learning from each other during and after program time

Began taking vitamin complex B & fish oil

WESTPAC secondee’s did banking sessions

Sharing one kitchen – developed a roster, took turns cleaning, cooking-didn’t work too many complaints

Issues about sharing one shower other block out of action

Generator started playing up

Catering size food got wasted

Had to share washing machine- very difficult

People sulking over the use of the washing machine

Kitchen dirty and unhygienic

Rubbish all over the yard-jut being tossed anywhere


Veggies being wasted

Everyone wanted to fry steak and rice

Celebrated father’s day

Celebrated birthday

Change to 2 weekly delivery of veggies and bread

Put rules in place about the use of the common shed – children going in and out eating all day

Food being wasted

Watching too much DVD’s –resulted to not being organized

Washing machine finally set up in two other locations

Changed program timetable: 10-12pm

Noticed the adults are looking healthier: shiny skin, bright eyes, smiling more, putting on healthy weight

Wayne noticed how skinny and unhealthy people looked in town- and thought that they must have looked like that before

More understanding of the program

Increased parenting skills

Participants were noticing their literacy skills improving and enjoying the program

Highlights ad Challenges

Out of bread butter & sugar

Need lunch food for kids

Cleaning still needs attention (not cleaning properly)

Common shed have been dirty-fridges and stove

Food left out on benches

Rubbish still in around the yard and house

Tea bags tossed on the ground

Tea towels need washing

Participants commenting on what they have learned so far in the program and can identify their struggles and addictions

Speak more openly in group discussions

Parents are showing consistency to discipline and parent their children in an appropriate way

Participants more able to talk , ask questions and express feelings in a positive way


Georgia (KPMG) secondee and Caden (filming) – developing the prospectus and DVD

Children are cooperating more with their parents

Parents are taking more control and responsibility for their

children


Introduction to Family Wellbeing

Les spent 3-4 days with Francina and Wayne

Clive- volunteered his time, doing odd jobs around h place

Veggies still being wasted- threw out rotten cucumbers, tomatoes, mushrooms & cabbages

Noticed children are happier

See change in the family

Still see the arguing and the fighting

The area was clean and raked up

Kids throwing orange peels – spoke to the kids about putting the rubbish in the bins

Kids are healthy – very happy, create own fun and play

Clay and Kylie spending a lot of their time with the kids

Herbert Bally on leave without pay

Debbie on 2 weeks annual leave

Herbert Yunkaporta – new recruit, starts 24/01/09

Visiting services: Bob Coakly –Child Maternal Health (Apunipima), Rhonda - Mental Health (QH),Patrick – AOD (QH) and Bob-State emergency Services

Herbert & Debbie Liz Karen Clay, Kylie and the children Wayne, Francina &

Sierra

Highlights and Challenges

Looked forward to going out

Strange feeling

Nothing was set up-no- one had done what they were suppose to

Things that we had to do to get started: Fridges were locked in containers- had to break open the locks, Had to set up the house, had to Set up the common shed, no money in the budget to feed the residence

People were fighting

Couldn’t start school-fighting all day long

Knew it was going to take a while to get use to

Everyone exhausted

We had Amanda and Jessica to help and support Wayne & Francina- but didn’t work out

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week 9

Where We’ve Come From

02/09/09

The Journey So Far Today

16/11/09

1st Week

Off

Program Started 09/09/09 9-3pm

Start

Claudia 12/10/09

Teresa 02/11/09

Jane 30/09/09

Auntie Kathy

arrived

09/11/09

Georgia (KPMG) &

Caden (Filming)

26/10/09

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Budget The budget represents the management across two sites. The Roworr Administration Hub located in Pormpuraaw, and the Rehabilitation Centre at Baas Yard. It takes into consideration high costs of living and working in Cape York, and the expenses related to freight and specialist services. The staffing budget is indicative of the needs managing a service in an isolated location. It places an importance of recruiting high standard/qualified personnel either as consultants or facilitators of programs to meet the needs of the community in alcohol and substance abuse and addictive behaviours, training and building capacity of local people and on costs that had not been included in previous budgets reducing the NET income of staff and reducing the incentive to continue employment. It is then self explanatory and is inclusive of recommended upgrades of capital works and infrastructure development. To respond to the needs of the Centre there may be a need to identify multiple funding sources across ATODS, Mental Health, Community Development, Capacity Building and Training and State Development.

DESCRIPTION APPROXIMATE COSTS

FUNDING COMMITMENT

FAMILY RESOURCES

Library books (adults and children’s) $3,500 One off

Plants/Flowers/Herbs/Vegetables (for garden areas) + freight $15,000 Annually

Accommodation, transport, meals $10,000 Annually

Building furniture electronic goods, whitegoods, bedding and linen $10,000 Annually

Children’s toys, games and learning equipment $15,000 One off

Arts centre supplies (paints, brushes, canvases etc) $5,000 Annually

Health Promotion $5,000 Annually

Total 63,500.00

STAFFING

Guest therapeutic group counsellors (on contracts) $35,000 Annually

Primary school teacher (permanent part time) $36,000 Annually

Licensed relief staff for weekend work (16 hrs @) $48,000 Annually

Family wellbeing workers x2 (community positions) $104,000 Annually

FWB community support coordinator $52,000 Annually

Social Emotional Wellbeing coordinator $76,000 Annually

Drug and alcohol counsellor (male) $71,000 Annually

Handy man and Maintenance (full time 20 hrs) $30,000 Annually

Manager of Services $85,000 Annually

+ on costs (super, Leave loading etc) 53,600.00 Annually

Sub Total 590,600.00

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MARKETING AND EVALUATION

Marketing and Media (consultant) $5,000 Annually

Program review and evaluation (consultant) $55,000 Annually

DVD, and other graphic design work $15,000 Annually

Resource development , promotional $15,000 Annually

Sub Total 90,000.00

ADMINISTRATION

Travel and Accommodation (Conferences, meetings, workshops, housing shortage)

12,000.00 Annually

Professional Development training (stage 2-5 FWB) 55,000.00 Annually

Freight 10,000.00 Annually

Stationary + office supplies 15,000.00 Annually

Phone and Internet 15,000.00 Annually

Vehicles x 2 (Troop carriers) on cost (rego, insurance) 110,000.00 One off

Fuel, repairs and services 30,000.00 Annually

Sub Total 247,000.00

Administration @20% to Pormpur Paanth 195,100.00

TOTAL 1,186,200.00

CAPITAL WORKS AND INFRASTRUCTURE

Children’s playground and equipment $30,000 One off

Computers, Printers, Software (staff, volunteers, residents, ongoing IT infrastructure and maintenance)

$20,000 One off

Building works (4 x new houses for staff, family members and volunteers)

$400,000

One off

A catering training centre (industrial kitchen)/kit home $220,000 One off

Bi-Degradable Septic systems x3 (upgrades required) $ 79,000.00 One off

Furniture for houses, training centre $ 20,000.00 One off

Repairs and Maintenance (generator, oil, houses etc) $ 15,000.00 Annually

Project Management @5% $39,800.00 One off

Trenching/Grey water $4,000.00 One off

Toilet blocks (spring back doors, windows ceiled (mosquitoes) $8,000.00 One off

TOTAL 835,800.00

Alcohol and Other Drug Management Report_2009

Documents

Transcript of Alcohol and Other Drug Management Report_2009