Table 2 Orana Haven Organisational Program Logic
a. Organisational areas of needa | b. Treatment | c. Mechanisms of change | d. Process measures | e. Outcomes | |
|---|---|---|---|---|---|
Core organisational components | Flexible activities | ||||
1. Effective culturally safe service delivery | Links with services and other networks | - Partnerships with local services | Ongoing strong partnerships with local service providers and external networks | Type and no. of services or programs integrated into OH service delivery | Improved primary and secondary client outcomes (Table 1) |
- Networks across the field (eg. NADA, Bila Muuji) | |||||
Regular CQI feedback to inform local decision making | No. of network meetings attended | ||||
- CQI cycles and capacity building | |||||
2. Supported and skilled staff | Staff skills | - Staff must be client-centred | Client-centred staff committed to improving client outcomes | No. of staff training completed | Improved client intake/discharge data |
- Regular staff training | Pathways to increase and up skill Aboriginal staff at OH | No. of Aboriginal staff employed at OH | Improved staff retention | ||
- Regular clinical and cultural supervision | |||||
Staff are supported by OH via regular clinical and cultural supervision and access to training | No. of staff receiving cultural/clinical supervision | ||||
3. Strong governance and sustainability | Governance, rules and routine | - Regular Board meetings | Strong vision and purpose of OH program | No. of Board meetings | Program Accreditation |
No. of staff meetings | |||||
- Annual review strategic intent to meet ongoing accreditation standards | Local decision making from an empowered Board and community | Current OH Strategic Intent | |||
Annual budget | |||||
Annual review of treatment and organisational process measures | Annual reports to stakeholders and funders | ||||
Regular governance training and inductions for Board members | |||||
- Consistent program rules/routine for clients and staff | |||||
Ongoing economic analysis (eg. Cost Benefit Analysis) | |||||
No. of capital works/maintenance projects | |||||
- Strong regional advocacy | |||||
Capital works/maintenance projects | |||||
- Ensure adequate resources and ongoing capital works | |||||
No. of kms of transport | |||||
Ongoing partnerships with researchers and funding bodies to ensure adequate resources | |||||
- Regular feedback of program outcomes to staff, Board, community/stakeholders via reporting systems | |||||