Evaluation & Research Projects

We supported the Victorian Alcohol and Drug Association (VAADA) to complete research on the prevalence and treatment of mental health (MH) conditions in Alcohol and Other Drug (AOD) services.

[View keynote VAADA Conference presentation here]

The research gathered data from services across the AOD sector using a sector-wide survey alongside focus groups with clinicians and senior executives. Interviews were also conducted with people who have a lived and living experience of mental illness and substance use problems.

More than 80% of AOD clients were reported to be experiencing a mental health condition or symptoms that impacted their daily functioning, including 37% with a formal MH diagnosis.

The most commonly reported presenting MH conditions were anxiety conditions, trauma conditions, depressive conditions, and personality disorders.

AOD services reported spending an average of more than 50 hours per week providing crisis support to people with co-occurring needs, with some AOD service types reporting they spent more than 70% of their clinical time supporting people with co-occurring MH and AOD needs.

These findings highlight the need to expand funding for MH support and specialist MH training in AOD service settings.

Theory of change & outcomes evaluation

We assisted the Housing Justice Partnership to develop a Theory of Change and complete an outcome and impact evaluation.

An evaluation infographic was developed to share findings.

The Housing Justice Partnership brings together a community legal service (IMCL) and two specialist housing providers (The Salvation Army and VincentCare) to offer legal support and assistance to people experiencing or at risk of homelessness. Outreach legal support is offered on site at housing services. Providing legal assistance from a housing service organisation was demonstrated to improve access to legal advice, support and assistance.

Theory of change & evaluation framework

We assisted The Salvation Army and Gladstone Regional Council in developing a Theory of Change, and monitoring and evaluation framework for the Philip Street Family and Communities Precinct.

The Precinct offers spaces and resources for community activities as well as provides support and development services to people who have identified needs.

The model uses place-based and asset-based community development practices to provide inclusive health promotion and community development services to the entire Gladstone community.

Key outcomes for the Precinct include enhanced community engagement, coordinated service provision, and stronger, safer communities.

Theory of change & outcome evaluation

We assisted the YSAS Family and Youth Early Intervention Program (FaYEIP) to complete an outcome evaluation.

FaYEIP is a specialist early intervention program supporting young people (and their families) at risk of developing AOD problems. FaYEIP integrates youth specific AOD responses with broader family support and health promoting interventions, to provide holistic and flexible responses, most often in family homes.

There is a strong focus on minimising harm and preventing escalation to riskier drug taking behaviour through building the capacity of families, and retaining young people at school.

Organisational review & restructure

We supported a large early learning service, to complete an organisational review and restructure.

New governance tools and processes were implemented alongside the recruitment of Committee of Management members with specialist skills.

Service delivery practices considering child-educator ratios and other quality practice needs were analysed and updated.

Organisational finances were reviewed and a range of structural changes implemented to reduce costs and improve efficiency.

An organisational restructure was implemented to improve Centre management practices.

New strategies to better engage with parents and encourage their participation in decision-making were implemented.

Program review

We completed a review of the Wilum Housing Development Program including desktop research into evidence for integrated housing and development activities for young people, and a review of the current service model inputs, activities and outcomes. The review also considered program staffing, tools and resourcing, and partnership arrangements.

Key recommendations were provided to support next program development steps including changing case management titles to ‘Development Coaches’ and using more strengths based and aspirational practice.