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Table 2 Orana Haven Organisational Program Logic

From: The development of a healing model of care for an Indigenous drug and alcohol residential rehabilitation service: a community-based participatory research approach

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
  1. aOrganisational areas of need obtained from three strategic priorities specified in the 2015–18 OH Strategic Intent