Service development

Overview

We developed a Feedback Framework for headspace centres in Frankston, Rosebud, and Collingwood to embed youth, family, and friend participation in service planning, delivery, and evaluation, while ensuring robust alignment with key national quality and accreditation standards.

Need

The centres required a unified approach to move beyond ad-hoc feedback collection towards structured, meaningful youth participation. There was a critical need to better empower young people and families, ensuring their voices genuinely influenced service decisions. Simultaneously, the framework needed to provide clear, documented processes to meet the complex and overlapping requirements of 4 different accreditation bodies.

Approach

Employing a co-design methodology, we engaged extensively with over 20 stakeholders, prioritising input from headspace Youth Advisors, Youth Peer Workers, and Family Peer Workers alongside centre staff and management. Consultations focused on defining best-practice youth participation principles and mapping effective feedback cycles. Processes and framework elements were cross-referenced against quality standards.  

Key outcomes

·       A documented headspace Feedback Framework promoting active youth participation across the three centres.

o   Embedded youth-centric principles

o   Clearly defined roles, responsibilities, and governance structures supporting youth participation, including the function and support of Youth Advisory Committees (YACs)

o   Outlined diverse and accessible methods for gathering feedback, ensuring opportunities for participation beyond formal committees

o   Provided a Quality Standards Matrix mapping framework components directly to relevant quality standards criteria

o   Documented processes for logging, analysing, actioning, and communicating feedback outcomes, ensuring accountability and closing the loop with participants.

Population groups supported

·       Youth Advisors and Youth Advisory Committees (YACs)

·       Young people (12-25) and their families/friends accessing services

·       headspace staff and management across the three centres

·       YSAS quality improvement and management teams

Impact

The framework significantly strengthens youth voice and influence within the headspace centres, moving participation higher up Hart's Ladder. It provides tangible mechanisms for young people to shape services affecting them. For the organisation, it delivers a robust, documented system that demonstrably meets stringent youth participation and feedback requirements across four major quality and accreditation standards, supporting continuous quality improvement and compliance efforts across multiple sites.

Capabilities engaged

·       Youth participation & co-design facilitation

·       Staff consultations

·       Quality Standards alignment across 4 quality standards accreditors

·       Feedback Framework development

Client: headspace Frankston, headspace Rosebud, headspace Collingwood

Project size: $30K-$50K

Overview

We assisted the Youth Support and Advocacy Service (YSAS) to develop a Youth Peer Advocate Lived and Living Experience Workforce (LLEW) Model.

Need

YSAS recognised that including the voices of people with lived and living experience of using alcohol and other drug (AOD) and mental health services is fundamental to providing effective and accessible services. Following a successful two-year Youth Advocate pilot program, YSAS needed to formalise their approach to employing young people with lived experience and embed these roles within organisational structures and processes.

Approach

We facilitated a collaborative process to develop the LLEW Model led by Youth Advocates, and drawing on YSAS' strategic plan, previous evaluations, and an organisational readiness assessment. We conducted consultations with key stakeholders including Youth Advocates, the YSAS Executive team, managers, and program staff to refine and clarify key model elements. The model was designed to align with YSAS' broader Youth Participation Framework.

Key outcomes

·       A documented LLEW Model that defines Youth Peer Advocate roles, purpose, principles and organisational relationships

·       A logic model showing how Youth Peer Advocate activities contribute to improved service solutions

·       Established clear processes for recruitment, induction, support and supervision of Youth Peer Advocates

·       Created pathways for Youth Peer Advocates to participate in organisational decision-making through committee membership and consultation processes

·       Designed career development pathways to support Youth Peer Advocates in their professional growth

Population groups supported

·       Young people with lived experience of using YSAS services

·       Current YSAS service users who benefit from seeing positive role models and employment pathways

·       YSAS staff who gain deeper insights into young people's needs and preferences

·       The broader youth AOD and mental health sectors through advocacy and system improvement

Impact

The LLEW Model has strengthened YSAS' commitment to youth participation by formalising how lived experience expertise is embedded in organisational decision-making. Youth Peer Advocates provide valuable insights that improve service design and delivery while gaining employment experience and developing professional skills. The model has helped shift organisational culture toward greater recognition of lived experience as equally valuable to other forms of expertise.

Capabilities engaged

·       Stakeholder consultation

·       Service model development

·       Logic model development

·       Governance structure design

·       Employment pathway development

Client: Youth Support and Advocacy Service (YSAS)

Project size: <$30K

Overview

We led confidential staff and manager consultations for a Victorian community legal service as a key input into their organisational review process. The project focused on gathering insights regarding operational effectiveness, structure, culture, and future needs.

Need

Following a period of significant growth, the service required an independent review to assess its structure, functions, and systems. The aim was to identify strengths and areas for development to ensure ongoing organisational sustainability and the continued delivery of high-quality legal services to their community.

Approach

We conducted 13 confidential individual and small group interviews totalling 21 participants (5 managers, 16 staff) during August 2024. Additional written feedback was also incorporated from 6 additional staff members. The consultations explored key domains including service delivery effectiveness, staff role perceptions, organisational structure and functions, staff support and development, organisational culture and safety, and strategic alignment. Findings were analysed thematically.

Key outcomes

·       Consultation report detailing staff and manager perspectives on organisational strengths (e.g., service quality, partnerships, positive culture) and priority areas for development.

o   Identified specific opportunities related to enhancing service efficiency, clarifying roles, improving knowledge management, and bolstering key organisational functions (HR, Marketing/Comms, IT, Evaluation, Volunteering).

o   Developed actionable recommendations

Target group

·       Board members and senior managers of the community legal service.

Impact

The project provided the service's leadership with clear insights derived directly from staff and manager perspectives. This facilitated informed decision-making regarding organisational structure, resource allocation, and process improvements. The consultations affirmed positive cultural elements while highlighting key areas for strategic focus to enhance sustainability and operational effectiveness.

Capabilities engaged

·       Organisational review

·       Stakeholder consultations

·       Qualitative data analysis and theming

·       Report writing

Client: A Victorian Community Legal Service

Project size: <$30K

Overview

We assisted Gladstone Mindcare to develop a Financial Sustainability Plan for 2024-2026. The plan established strategies to diversify revenue streams and expand mental health and wellbeing (MHW) services .

Need

Gladstone Mindcare needed to expand its revenue streams to ensure long-term financial sustainability while continuing to deliver vital mental health and wellbeing services to the community. The organisation had successfully established itself as a physical service hub and online knowledge portal but required a strategic approach to revenue diversification and business development to support future growth.

Approach

We conducted an environmental scan examining both external and internal factors impacting Mindcare's operations. This included consultations with Board members, staff, local community service providers, community members, and business representatives. We analysed Mindcare's current financial capability, community profile, and service delivery model before developing targeted strategies for business development and revenue generation.

Key outcomes

·       Development of a business model with six key strategies for financial sustainability

·       Creation of detailed action plans for each strategy with clear timelines and measurable outcomes

·       Development of targeted partnership approaches for community members, service providers, fee-for-service customers, and funding bodies

Population groups supported

·       General Gladstone community members seeking mental health and wellbeing information

·       Vulnerable community members requiring service navigation and support

·       Local businesses and community associations seeking mental health and wellbeing services

·       Community members seeking skill development through volunteering and employment pathways

·       Co-located service providers delivering complementary community services

Impact

The Financial Sustainability Plan provided Mindcare with a clear roadmap to strengthen its financial position while expanding its positive impact on community mental health and wellbeing. The plan leveraged Mindcare's existing strengths as a knowledge hub and collaborative partner while developing new revenue streams through fee-for-service offerings and expanded direct service delivery.

Capabilities engaged

·       Financial sustainability planning

·       Environmental scanning and stakeholder consultation

·       Partnership development frameworks

·       Service model documentation

·       Marketing and communications planning

·       Fundraising program development

Client: Gladstone Mindcare

 Project size: <$30K

Overview

We assisted The Salvation Army and Gladstone Regional Council in documenting their Philip Street Communities and Families Precinct service model. This collaborative project established a clear vision and operational framework for how the Precinct would deliver integrated services to the Gladstone community.

Need

The Gladstone region needed a coordinated approach to community services delivery to address fragmentation in the social support system. The 2009 Gladstone Region Social Infrastructure and Strategic Plan identified the need for co-located and integrated human and social services to improve coordination and delivery of community initiatives across the region.

Approach

We facilitated a collaborative process with key stakeholders to develop a comprehensive service model grounded in place-based and asset-based community development approaches. The model articulated how the Precinct would operate as both a community hub for health promotion activities and a service centre for people with identified support needs.

Key outcomes

·       Development of a social model of health framework that recognises the wide range of factors influencing community wellbeing

·       Documentation of place-based and asset-based community development practice approaches

·       Creation of clear service delivery pathways covering community engagement, health promotion, support services, and service coordination

·       Establishment of collaborative governance structures that embed community voice in decision-making

Population groups supported

·       General Gladstone community members seeking to improve wellbeing and social connections

·       Vulnerable community members requiring targeted support services

·       Community groups and associations seeking spaces for activities

·       First Nations people, youth, seniors, people with disabilities, and culturally diverse communities

Impact

The service model provided a strong foundation for the Precinct's operations, ensuring services remained aligned with community needs and priorities. The model enabled partners to deliver coordinated services that promote wellbeing, learning and social connection across the Gladstone region.

Capabilities engaged

·       Service model development

·       Theory of Change facilitation

·       Stakeholder consultations

·       Practice framework development

·       Governance structure design

·       Community engagement strategy

·       Service coordination development

Client: The Salvation Army, Gladstone Regional Council, and GAPDL Communities for Children

Project size: $30K-$50K

Overview

We worked with the a youth services partnership to develop a service model and Theory of Change for their PIVOT Youth Crime Prevention Program. This partnership-focused initiative supports young people with repeated criminal justice system involvement through intensive outreach, case work, systems advocacy, and family inclusive practice across the Casey-Dandenong and Frankston regions.

Need

Young people repeatedly engaged by the criminal justice system require intensive, coordinated support to address complex criminogenic risk factors and build protective factors. The PIVOT Program needed a clearly documented service model and theory of change to guide practice, demonstrate effectiveness to government stakeholders, and support consistent implementation across multiple partner organisations working in different geographic locations.

Approach

We conducted extensive consultations with young people, staff, and partner organisations to understand program staffing, operations and outcomes. We documented the program's theoretical foundations, partnership principles, and operational processes, creating a comprehensive service model that articulated how PIVOT's activities lead to reduced offending and improved wellbeing.

We also developed strategic communications to effectively convey PIVOT's value proposition to government departments and other stakeholders.

Key outcomes

·       Development of a service model grounded in the Social Development Model, resilience theory, and systemic family practice

·       Theory of Change development

·       Documentation of governance structures that support effective collaboration between

·       Design of strategic communications that effectively conveyed program impact to government departments

·       Establishment of clear outcome indicators and monitoring processes to demonstrate program effectiveness

Population groups supported

·       Young people with repeated criminal justice system involvement

·       Families of young people engaged in the criminal justice system

·       Culturally diverse communities,

·       Young people with complex needs and trauma experiences

Impact

The service model and theory of change strengthened PIVOT's implementation consistency and effectiveness across different geographic locations.

Capabilities engaged

·       Service model development

·       Theory of change development

·       Stakeholder consultation

·       Outcome measurement framework development

·       Strategic government communications

·       Evidence-based practice review and integration

Client: PIVOT Youth partnership

Project size: $30-$50K

Overview

We assisted the Youth Support and Advocacy Service (YSAS) to document their Family and Youth Early Intervention Program (FaYEIP) service model and develop a Theory of Change. This specialist early intervention program supports young people at risk of developing alcohol and other drug (AOD) problems through an integrated approach that combines youth-specific AOD responses with broader family support and health promotion interventions.

Need

Young people experimenting with substances require early intervention before problematic patterns develop. Families often need support to effectively respond to emerging AOD issues and maintain positive relationships during this challenging time. FaYEIP needed a clearly documented service model to guide consistent practice, demonstrate effectiveness to funders, and support knowledge transfer within the organisation.

Approach

FaYEIP provides holistic and flexible responses, primarily delivered in family homes, that address both individual and family needs. The program uses a strengths-based, family-inclusive approach that recognizes the importance of family relationships in supporting positive youth development. Services are tailored to each family's unique circumstances and delivered through outreach to maximize accessibility and engagement.

Key outcomes

·       Minimized harm and prevented escalation to riskier drug-taking behaviors

·       Built family capacity to respond effectively to AOD issues

·       Supported young people to remain engaged in education

·       Facilitated access to other necessary health and support services

·       Connected young people to positive community activities and resources

·       Strengthened family relationships and communication

Population groups supported

·       Young people (12-21 years) experimenting with or at risk of developing AOD problems

·       Parents and families concerned about a young person's substance use

·       Young people disengaging from education due to emerging AOD issues

·       Families experiencing conflict related to a young person's substance use

·       Young people requiring early mental health support alongside AOD concerns

Impact

The service model documentation and Theory of Change provided a clear framework for understanding how FaYEIP's activities lead to improved outcomes for young people and their families. The subsequent outcome evaluation demonstrated the program's effectiveness in preventing the escalation of substance use problems and maintaining positive family relationships during a challenging developmental period.

Capabilities engaged

·       Service model documentation and development

·       Theory of Change facilitation and development

·       Family-inclusive practice framework development

·       Early intervention approach design

·       Outcome measurement framework development

·       Evidence-based practice review and integration

·       Stakeholder consultation and engagement

Client: Youth Support and Advocacy Service (YSAS)

Project size: <$30K

Overview

We assisted Inspiro Community Health Service and its consortium partners in developing the Service Delivery Model Blueprint for the new Yarra Ranges Integrated Youth Health Hub (IYHH). The project defined a comprehensive framework for delivering integrated primary health, mental health, alcohol and other drug (AOD), and social support services to young people across the region.

Need

The Yarra Ranges community required a more coordinated and accessible service system for young people aged 12-25. Existing services were fragmented, making it difficult for young people, particularly those with complex needs, to access timely and appropriate support. A clear, evidence-based service model was needed to guide the establishment and operation of the new multi-partner IYHH, ensuring integrated care delivery from the outset.

Approach

We facilitated a collaborative process involving Inspiro and consortium partners,  and young people. The model was grounded in established theoretical frameworks including the Social Model of Health, Resilience, Recovery, and Trauma-Informed Care. We defined core design and practice principles (e.g., youth-led, trauma informed, holistic, collaborative, strengths-based) and detailed the operational structure, including a hub-and-spoke model and a stepped-care approach based on clinical staging.

Key outcomes

·       Documented a IYHH Service Delivery Model outlining their vision, goals, values, theoretical underpinnings, practices and processes. This included a multi-staged operational model (universal service to intensive case management) using stepped care principles

·       Conceptualised the physical hub design and spoke site operations based on youth-friendly principles

Population groups supported

·       Young people from the Yarra Ranges

·       Young people experiencing or at risk of mental ill-health, AOD issues, homelessness, or disengagement from education/employment

·       Young people from diverse backgrounds, including First Nations young people

·       Families and carers of young people accessing the service

Impact

The Service Delivery Model Blueprint provided a robust and shared framework for the establishment and ongoing operation of the IYHH. It created a consistent, integrated, and youth-centred approach across the diverse consortium partners, clarifying roles, pathways, and governance. This foundational work enabled the successful launch of the service, facilitating improved access and coordinated care for young people in the Yarra Ranges.

Capabilities engaged

·       Service model development

·       Stakeholder consultation and youth co-design

·       Theoretical framework integration (Social Model of Health, Resilience, Recovery, Trauma-Informed Care)

·       Stepped-care model design

Client: Inspiro Community Health Service (on behalf of the IYHH Consortium)

Project size: <$30K

Overview

We supported an early learning service to complete a comprehensive organisational review and restructure. The project addressed governance, service delivery, financial sustainability, management practices, and parent engagement to enhance the Centre's operational effectiveness and educational quality.

Need

The early learning centre was experiencing governance challenges, financial pressures, and inconsistent service delivery practices. The Committee of Management lacked members with specialised skills necessary for effective oversight, while operational inefficiencies were impacting both financial sustainability and educational quality. Parent engagement in Centre decision-making was also limited.

Approach

We conducted a systematic review of all aspects of the Centre's operations, including governance structures, financial management, staffing models, service delivery practices, and stakeholder engagement. Using a collaborative approach, we worked with staff, management, and the Committee to identify key areas for improvement and develop practical solutions that aligned with early childhood education best practices and regulatory requirements.

Key outcomes

·       Implemented new governance tools and processes to improve oversight and decision-making

·       Recruited Committee of Management members with specialised skills in finance, education, and governance

·       Analysed and updated service delivery practices, optimising child-educator ratios while maintaining quality

·       Reviewed organisational finances and implemented structural changes to reduce costs and improve efficiency

·       Restructured management roles and responsibilities to enhance leadership effectiveness

·       Developed new strategies to better engage parents and increase their participation in Centre decision-making

Population groups supported

·       Children attending the early learning centre

·       Families utilising early childhood education services

·       Early childhood educators and support staff

·       Committee of Management members

·       Centre management team

Impact

The review and restructure significantly improved the Centre's governance, financial position, and service quality. The strengthened Committee of Management provided more effective oversight, while operational changes reduced costs without compromising educational outcomes. Staff reported greater role clarity and improved workplace satisfaction, and parent engagement in Centre activities and decision-making increased substantially.

Capabilities engaged

·       Organisational review and analysis

·       Financial management and sustainability planning

·       Governance structure development

·       Early childhood education service delivery expertise

·       Stakeholder engagement and consultation

·       Change management and implementation support

·       Recruitment and selection of governance members

Client: Medium sized early learning service provider

Project size: $30K-$50K