Review of Certain Fahcsia funded Youth Services
Future directions arising from the review of the IYSP
Yüklə 1,31 Mb.
|
Future directions arising from the review of the IYSPThe review findings relating to the IYSP suggests a number of areas for improvement in any future program delivery of this type. These are set out below:
There is an identified need for key and strategic stakeholder involvement at the program design stage, to ensure there are clear program objectives responding to need and that they are aligned with a clear definition of the service type and function to be provided by the program. Stakeholder involvement at this stage should also include consultation with affected communities to reflect their concerns and priorities in program design. Any expectations of or opportunities for linkages between agencies should also be identified and operationalised at this stage, along with intended outcomes and agreed processes for communication between Australian Government departments.
Any program rollout needs to be supported through the development of a program logic framework and measurable indicators. These will provide clarity for program operators around expectations, deliverables and timelines, and transparency to other stakeholders. This process may be assisted by re-visiting the program logic for the PSS prepared by external consultants, Courage Partners, in 2008, which resulted in development of a program logic and a substantial evaluation framework. The review conducted by Urbis of CAPSSU (2009) noted that that there had been no embedding of these program logic structures (or requirement by FaHCSIA that it inform activities conducted under the PSS), and also that the PSS implementation would benefit from a stronger strategic framework and direction within which to operate. As stated in that report, one of the significant advantages associated with using such frameworks is the clear line of sight provided, starting with the intent of a program or strategy through to the activity delivered and on to the impacts, ensuring that there is a close and consistent connection between the two.23
The provision of pathways for young people to skills development, education and employment is a centrepiece to any youth diversionary programs within remote communities. These elements need to be systematically entrenched in any new program, including through the specifications for staff selection and mentoring. The roles of Anangu staff are also vital in this process. The identification of opportunities for partnerships and linkages with training agencies and employers (or economic development opportunities) to extend pathways should also be specified at the program development stage. We note that a partnership has been made with Charles Darwin University to this end. Greater focus on strengthening this partnership and tailoring the training provided to the circumstances of people in remote communities would enhance the effectiveness of the pathways created and the educational initiatives provided. Mechanisms for providing skills development and accredited training for participants also needs to be outlined at the program development stage, so that young people may be aware of opportunities and choices available to them.
If case management is to be part of any future program, the objectives, extent and intended outcomes of cross-agency support and resourcing should be clearly identified at the program development stage.
Closer monitoring of financial expenditure would assist all parties involved in the IYSP. An estimate of resources required for program assets and materials should be determined at the program development stage for each community site, and a process for ongoing management and maintenance of assets agreed. This could then be monitored and reviewed on an ongoing basis.
A process for the investment of resources into staff training and development (including accredited training where possible) needs to be identified at the program development stage and supported throughout the life of the program.
Resources need to be identified for sharing information and skills across communities (both for staff and participants), to share good practice and promote stronger support networks for communities.
While some community respondents indicated a desire for the IYSP projects to be run wholly by the communities themselves, others indicated their desire for the services to be delivered by a provider with experience in working in Aboriginal communities, and with a capacity to listen and respond to the needs of communities. They suggested that this approach would need to include relevant training, partnership development and the development of skills pathways for young people. Future directions arising from the review of the NTER YADM The review findings indicate that youth diversionary programs of a similar nature to the NTER YADM generally need to be provided in a context in which the health; well-being; educational and life chance issues of Aboriginal people in remote communities is addressed. While communities reported few instances of volatile substance abuse since the introduction of Opal fuel, the contributory key factors to this phenomenon of poverty and marginalisation remain prevalent in remote communities. This suggests that an ongoing policy and program response aimed at prevention, intervention and diversion from substance abuse generally is desirable.
For future programs such as the NTER YADM, the following elements should be considered:
Priority should be given to funding good youth programs focussed on healthy lifestyles and maximising community participation and involvement. These should be tempered in terms of high expectations or emphasis on ‘therapeutic’ content. It would be the role of youth workers in these programs to refer young people on, rather than seek to deliver therapeutic service. Such programs should be complemented by counselling and case management services, particularly for young people at risk (i.e. over 14 years of age
Decisions about infrastructure provision should be primarily influenced by well-informed community deliberation processes and community stakeholder involvement, and there should be complete transparency around infrastructure funding decisions. Establishing unmet need for the infrastructure, and ensuring it will complement what is already there in terms of service provision, and other infrastructure will also be critical.
Where recurrent funding is not available, initiatives should emphasise youth services infrastructure rather than activity, but include recurrent funding for ongoing management by Shires or suitably qualified local organisations.
It is recommended that, where external service providers are engaged to run programs of activity, they are required to detail in their tenders how their program will contribute to the aims of the overall program, and how they will determine and measure whether this has been achieved.
Protocols for complaints handling need to be established for such projects. It is recommended that GBMs are nominated contacts for community members, but that their role in this regard would be limited to relaying complaints to FaHCSIA for follow up.
It is recommended that where measures include funding of a wide range of projects, projects over the value of $2 million are evaluated individually. Yüklə 1,31 Mb. Dostları ilə paylaş:
|