Alcohol and Other Drug Management Report_2009

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Pormpur Paanth Aboriginal Corporation AOD Service Area
Pormpuraaw Community Justice
Rehabilitation Centre
Families building futures
Rehabilitation Renewal Restoration

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Foreword
To have a leading edge requires a certain kind of foresight and leadership. You need
to take a few risks, leap into unknown waters, try, un-learn, reflect and re-learn.
Roworr is the first of its kind in Cape York - established from a grass roots
empowerment model, which allows for community and families to find solutions. The
Elders Justice Group was instrumental in prioritising the need for a rehabilitation
centre for its community.
To create success we need to:
 Demonstrate achievements in community leadership, be open
and listen to new ideas from community people and empower
them to act upon them
 Build capacity of community people to take responsibility for
reducing the effects of alcohol and drugs
 Understand the cultural environment one works in and provide
some flexibility
 Invest in a workplace culture that encourages
empowerment frameworks and provides opportunity to be
an initiator and innovative therefore creating a movement
forward
 Develop collaborative strategies ensuring working partnerships,
action-orientated planning; and maintain communication to
recruit others at a grassroots and strategic level to believe in
what you are trying to achieve and get involved in the
vision the community is advocating

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Summary
This report summarises the activities since the 09 February to 23 December 2009,
for ROWORR Alcohol and Drug Rehabilitation Centre; therefore the process outlined
below describes a chronological structure taken to effectively deliver on aims and
objectives of the overall Project.
1. Developing the Business plan
2. Implementing Shared Responsibility Agreement 2006 (SRA), Memorandum of
Understanding 2006/09 (MOU), Local Indigenous Partnership Agreement (
LIPA) – Pormpur Paanth and Pormpuraaw Shire Council, Government
departments and Traditional Owner Group
3. Project Manage Logistics - SRA, and MOU
3.1. Setting up ROWORR Administration Hub
3.2. Negotiating the lease for Hub
3.3. Electricity, Water, Road, Septic and Waste Management
3.4. Refurbishing and renovations
3.5. The Centre of Appropriate Technology (CAT) – Renewable Energy
System
3.6. Beautification Project
4. Recruit Staff
5. Orientation of Staff
6. Open Centre
7. Alcohol and Drug Program Development
7.1. Strands of the program
7.2. Case Management
7.3. Self Assessment
8. Centre Systems
8.1. Family Meetings
8.2. House Rules
8.3. Client Privilege System
9. Re-entry
10. Evaluation
Issues Arising/Challenges and Recommendations
11. Budget

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Background
Aboriginal and Torres Strait Islander peoples remain the least healthy population
group in Australia. Aboriginal and Torres Strait Islander children and young people
aged 0-24 represent almost two thirds of Queensland’s ATSI population. Almost a
third of Queensland’s Indigenous population is under 12 years of age (Queensland
Health, 2002)
The impact of alcohol on the health of individual Indigenous Australians, and on the
social functions of their families and communities, has been well documented. In
terms of drinking patterns, Indigenous Australians are approximately twice as likely
to consume alcohol at a level that increases their risk of harm in the short term. With
regard to harm, successive Australian Commonwealth and International Reports
since 1979 have acknowledged the significant contributory role of alcohol in poor
Indigenous health, relative to the rest of the Australian community.
Nationally, for example, the rate of alcohol-related hospital admissions (acute
intoxication, liver disease, dependence) for Indigenous males in 2002/2003 was
between two and seven times greater than for non-Indigenous males.
Alcohol-related social problems are also disproportionately high in Indigenous
communities: 71% homicides between 1999 and 2003 occurred in situations where
both perpetrator and victim were drinking, compared with 19.5% of non-Indigenous
homicides.
Intervention studies for reducing alcohol-related harm in Indigenous communities
have evaluated individual (e.g. education), and community based (e.g. supply
reduction) strategies. Alcohol use is typically influenced and reinforced by a range of
factors within the family unit. As such, rigorous evaluations of intervention
approaches targeting reductions in risk factors and reinforcement of positive factors
within Indigenous individuals’ family unit offer great potential to complement existing
community and individual based approaches. Despite the disproportionate burden of
alcohol-related harm experience by Indigenous communities, the influence that the
family unit has on the functioning of their family, there have been no rigorous
evaluations of implementing family-based approaches in Indigenous communities.
Family-based treatment approaches for alcohol misuse recognise the key role that
families can play in influencing the course of alcohol misuse, improving treatment
outcomes for the user, and also helping to reduce the negative effects of alcohol
misuse on other family members.
Links to Poor health outcomes
It is now well established that the health of Indigenous people living in Cape York
communities cannot be determined only by medical or biological factors (Ring,
1996). Many Aboriginal and Islander children and young people and their families
are significantly disadvantaged in relation to a broad range of health risk and
protective factors i.e. maternal health, economic and social status, physical and

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social environments, the availability of opportunities and facilities for employment,
education, sport and recreation, and access to appropriate health care (Queensland
Health 2002).
The social and environmental determinants are equally important to the social and
emotional wellbeing and health of the individual, family and community as a whole.
Family breakdown, abuse and isolation, loss of safety, fear and loss of respect,
violence and grief, alcohol and alcoholism are major contributing factors in the
disruption of the individual and peoples’ ability to build healthy communities.
Social determinants of health and illness
The concept of social determinants or underlying causes of health includes both the
social and economical contexts of health. The World Health Organisation in its report
The Solid Facts identified a set of ten key social determinants of health: the social
gradient, stress, early life, social exclusion, work, unemployment, social support,
addiction, food and transport (marmot et al, 1998).
Role and Vision
Roworr’s (PCJRC) service function is the primary link between the community,
government and non-government sectors involved in the rehabilitation and wellbeing
of families and children, young people and individuals, living in Pormpuraaw and
Kowanyama.
Our role is to deliver a therapeutic program to improve the health and wellbeing of
Aboriginal families in drug and alcohol rehabilitation, life pathway skilling and family
wellbeing. The centre fosters a holistic approach to ‘healing’ the family from the
detrimental effects of drug and alcohol misuse. The centre values the importance of
a ‘family culture’ and operates from a cultural respect position – understanding areas
of sensitivity and abiding by protocols when on traditional lands.
To provide Aboriginal families in the Pormpuraaw and Kowanyama communities with
an intensive drug and alcohol rehabilitation and recovery program in a safe, friendly
and supportive environment.
To enable the families who undergo the program to restore their lives, set achievable
goals and attain a better quality of life - free from the dependency on alcohol and
drugs which they can be susceptible to; when re-entering a community or extended
family unit.
Project Objectives
To develop appropriate business service structure and systems to support the
development and implementation of the Pormpuraaw Community Justice
Rehabilitation Centre therapeutic program

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To ensure the appropriate health and wellbeing service delivery models are
developed in partnership with all key stakeholders; to work collaboratively on
developing the Substance Misuse and Social Emotional Health Frameworks to meet
the needs of the community and families of Pormpuraaw and Kowanyama
To empower families, young people and individuals to take ownership and
responsibility of community-based ideas and solutions to restoring culture, and
sustain the health and wellbeing of families and community members whose needs
are not met
To develop best practice financial, administrative and human resource standards
and systems for Pormpuraaw Community Justice Rehabilitation Centre
To provide professional development and training for staff, residents and community
members as required; and accordingly advocate to government to build capacity
through financial and human resource investment
To actively lobby and promote planning of/and investment for the future design of
capital works and infrastructure; Finance and IT systems; and other operational,
resource and human investment in the Centre
To utilise a range of mediums that demonstrates the outcomes of project work; and
positive stories of wellbeing and recovery
To systematically evaluate the development, implementation and delivery of
therapeutic programs and wellbeing of families through the concepts of
empowerment; ongoing sustainability of recovery and the long-term feasibility of the
Centre
Project Goals
To improve the health status, social emotional wellbeing and relationships of families
and children, young people and individuals through:
The delivery of treatment and rehabilitation addressing patterns of alcohol and drug
addiction
To work with families, young people and individuals to recognise their abilities and
strengths and motivate them to take a lead role in returning social and cultural norms
within their family groups
Raise awareness and build capacity through health promotion and education that will
reduce negative forces and issues that affect lives as a direct result of alcohol
consumption; and build capacity to deal with day to day challenges

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Create group environments that enhance discussion between people, provide
opportunities for broadening understanding, reinforce family connections and
minimise division where people feel safe to interact and share experience, learn,
support one another, build confidence to plan and work together in the reduction of
negative issues in their lives
Identify the skills, training and support needs for local families through a local social
health team/life pathway skills, working groups, government initiatives, Job Find, and
community development projects that supports recovery and sustainability; and
capacity to manage money
Re-build pride and order in home and community environment that support the
wellbeing of families and maintain safe and healthy life styles and are inclusive of
control and availability strategies (i.e. dry homes)
Introduction
Roworr is the first ‘family and community based’ alcohol rehabilitation facility in Cape
York. Over the past 5 years the Elders Justice Group and community leaders have
driven an initiative to establish a family-based therapeutic centre for the community.
The centre’s model is unique for Cape York in terms of its approach to ‘healing’ the
family from alcohol misuse, and has the potential to be an influential and very
successful model of holistic health care for Pormpuraaw (and Kowanyama) and all of
the Cape communities.
The families commit to an intensive 15 week therapeutic program which offers life
pathway skilling including rehabilitation, restoration of social and cultural norms,
strengthening families to take responsibility for themselves and their children, - in
turn giving these children an opportunity to grow up strong, healthy and culturally
informed and educated.
Roworr is located at Baas Yard (a cattle station) approximately 42kms south-east of
the community of Pormpuraaw. During the dry season (May-December) the
rehabilitation program is conducted at Baas Yard, and in the wet season (January –
April) it continues in the town of Pormpuraaw with an outreach relapse prevention
program.
The centre has been operational since 2 September 2009. Staff implemented a
rehabilitation program with two families from Pormpuraaw who participated in the
pilot program. Other health care services and Elders worked to support these
families in the restoration of healthy lifestyle behaviours and cultural practices, in the
context of a therapeutic model. Children were educated using the distance
education-schooling program, while parents were participating in the program.

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Our structure
Roworr sits under the umbrella of local Indigenous organisation - Pormpur Paanth
Aboriginal Corporation (“PPAC”). PPAC is a unique organisational entity and is only
one of the two largest Indigenous Non-Government Organisations (NGOs) in the
Cape York Peninsula. PPAC has built a strong credible history over seventeen years
of delivering diverse services and programs for women and children of Pormpuraaw.
Initially delivering a domestic or family violence service, PPAC has over time
developed and implemented an innovative model of diverse holistic services and
programs designed to meet individual and community needs. PPAC enjoys a good
reputation in the community as a safe house for community members to talk about
their issues with trained Indigenous staff members.
Developing the Business plan
The Business Plan identifies key priority areas (KPA) for action and endorsed by the
Board on 07 July 2009.
1.1.KEY PRIORITY AREAS
2. Wellbeing and Recovery
3. Service Delivery Modelling
4. Family Development and Life Pathway Skills
5. Finance and Accountability
6. Professional Development and Training
7. Logistics
8. Strategic Planning
9. Marketing and Media
10. Research and Empowerment Evaluation

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Implementing Shared Responsibility Agreement (SRA),
Memorandum of Understanding (MOU), Local Indigenous
Partnership Agreement (LIPA)
From the outset the Shared Responsibility Agreement (SRA) and the Memorandum
of Understanding (MOU), both created in 2006 and finalised by 2009, set the
partnership between the governments, the Shire Council and Traditional owner
Group – Ngokal Weendi and Pormpur Paanth to establish a rehabilitation centre.
The purpose of the MOU was to set out the roles and responsibilities of all parties
and outlined the shared commitment to work collaboratively in the establishment of a
culturally appropriate and an effective drug and alcohol rehabilitation service at Baas
Yard.
Among other things the MOU acknowledged that freedom from addiction and healing
the harms of the past is a necessary first and foremost for people to grow strong and
improve their personal and family wellbeing.
The MOU also states that the Shire Council would continue to maintain the
Pormpuraaw Community Justice Rehabilitation Centre with regard to the provision of
required property maintenance and public liability insurance in accordance with
agreed lease arrangements; and support the establishment and maintenance of
adequate services and infrastructure such as electricity, water, buildings, rubbish
disposal, fences, septics, drainage and access by road to the centre.
The responsibility to coordinate all repairs, maintenance and “other” as determined
by the Logistics’ work plan fell on the shoulders of the Manager. Without the support
of Paul Gordon the Centre would not have opened.

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Work done on the common shed transforming one end into 2 self contained, air conditioned rooms for
multi-purpose functions
The work commencing on the shed to supply extra accommodation for staff

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Project Manage Logistic
3.1. Setting up ROWORR Administration Hub
In accordance with the Shared Responsibility Agreement (SRA) 2006 and the
Memorandum of Understanding (MOU), the establishment of the ROWORR
administration hub was an early priority. The BRACS Centre was a community
facility utilised by local and external services including the CDEP office staff for
training, meeting or workshop venue. It houses the TV system and Radio station as
well as an office space for SES. There was limited responsibility for the up keeping
or cleaning of it when it was handed over to the manager for use for the
Rehabilitation Project.
The official handover of the office space was 09 March 2009; it took a further 4
months to complete the refurbishment. The work that that needed to be done
required a working group to set up the office prior to the recruitment of the ROWORR
team however, the Manager of services set up alone, paid a local person from her
own pocket to mantle office furniture, otherwise hauled and carried office furniture
alone and completed the restoration ready for the new Roworr Team.
 Coordinated the painting of the premises with Council painters
 Ordered stationary supplies and office furniture
 Ordered computers and the wireless network
 Organised phones and faxes
 Established work stations for staff
3.2. Negotiating the lease
The lease was negotiated by the Manager of Alcohol and Other Drugs Service
(AODS) and Shire Council Operations Manager. The lease was then officially signed
in the presence of the Pormpuraaw Shire Council members by Pormpur Paanth –
Director of Services and President of the Board, and the CEO and Mayor on 31 July
2009.
3.3. Electricity, Water, Road, Septic and Waste Management
An electrical contractor was engaged to coordinate the removal of the generator from
Queensland Health premises to ROWORR, and supply power to the Rehabilitation
Centre and Cattle Station dongas (2). Water was also connected to all residential
facilities and the dongas on the cattle station. The road, septic and waste
management Programs still needs to be negotiated between Pormpur Paanth and
Shire Council when developing the Lease.

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The Manager of AODS purchased a self contained fuel storage Unit and 10,000
litres of diesel to maintain the rehabilitation Centre during the Program cycle(s).
3.4. Refurbishing and renovations
The Pormpuraaw Shire Council Workforce Work Plan was developed by the
Manager after reviewing the Centre of Appropriate Technology Report written in
2008 about Baas Yard. The refurbishing and renovations were a part of the MOU
however when Council transitioned away from CDEP to Job Find on July 1 2009 the
commitment was unrealistic and the manager sought to complete the work by
negotiating directly with outside contractors.
3.5. The Centre of Appropriate Technology (CAT) – Renewable Energy System
Pormpur Paanth Director of Services and Manager of AODS, Pormpuraaw Shire
Council and Traditional Owner group managing the cattle Station have been in
planning mode for 10 months, while CAT has been advocating for funding for a
Renewable Energy System for BaasYard – one of the largest hybrids to be built in
Queensland
3.6. Beautification Project
Work commenced at the Centre has been the establishment of a cultural area which
includes an amphitheatre, overhead cover for traditional dancing, a yarning circle
and garden bed. Local fauna was collected such as the “cabbage tree” used for
weaving to make dilly bags and planted within the centre grounds. Families will have
ongoing involvement in gathering for the garden. The smoke house will cater to the
hunting and fishing activities associated with this therapeutic community.

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3.6.1. Horticulture / Landscaping - Scoping
The Project Brief has been prepared by Rob Mangler, volunteer associated with
Indigenous Community Volunteers. He was asked to scope out areas of the Roworr
Rehabilitation Justice Centre suitable for horticulture and market gardens as part of
health promotion education in the context of chronic disease and nutrition and
increased wellbeing; capacity building and transfer of life skills inclusive of
empowerment and decision making; and the awareness and development of
traditional cultural activities for adults and children participating in the therapeutic
program.
The residents with children would be involved in designing, establishing and
maintaining areas for food collection and transferring of traditional knowledge of
bush tucker and medicines.
The outputs will be plant identification, collecting and propagating plants, record
keeping, and book making (by children), and landscaping on ground skills (irrigation
installation/building and construction and small plant operation).
Meetings have been undertaken with Job Find (community development project, and
associated training) and the Rangers to form a small partnership that will provide
transition to employment for residents as part of a future Exit Plan.
Provided that funding is made available the following activities identified are within
the scope of the project:-
● Mapping and site location of market gardens, horticulture and a native plant
botanical garden.
● Identifying plants of traditional use for bush tucker and medicine.
● Landscaping of project site.
● Installation of market garden / landscaping infrastructure
● Collection and planting of plants.
● Installation of irrigation system
Related projects:
Health and Nutritional programs
Future proposed Infrastructure upgrading
Junior Ranger Program
Traditional knowledge Sharing /Educational Programs
Orienteering and Bush Walking (Physical Exercise Program)

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Logistics Work Plan
Task Who Requirements when Date completed Traffic
Light
Road Works
Grade Road to Roworr Main Roads Workforce, and
machinery
May –June and
ongoing
Current
road works
Signage to Roworr located along the
road and junctions
Council Road Gang June
Fencing and repairs
All fences need to be inspected, gates
repaired, lockable
Council/CDEP (if possible) Needs
further
repairs
Extend fence line to old water tank and
generator shed
Council/CDEP (if possible) Council
approved
Concreting
Cement slabs for Industrial knowledge
centre
PPAC/contractor Funding required
Cement slab, enforced mesh for
generators x 2; self contained storage
Unit; Trailer
PPAC/Contractor
Cement slab for water tanks (house 1
and 2)
Paul Gordon
Dongas
Clean dongas for staff accommodation PPAC/Roworr staff
Run power to dongas Paul Gordon
Run water to dongas Paul Gordon
Replace air con to slaughter house Paul Gordon

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Housing and Maintenance
Lockable Screen doors on all houses
Deadlocks on all doors
Contract builder F1 – 3 screen doors
F2 – 2 screen doors
Admin – 2 screen doors
F1 and F2 houses to have guttering, and rain water tank
on slab or raised surface (alternative)
Contract Builder
F1 & F2 Houses to have retractable clothes lines Paul Gordon
F1 (in front & F2( from sun at side) need to have
framework for over head shade
Contract builder
Add doors to showers 1 toilet block, and add lift off
hinges to all doors in male/female toilet blocks
Contract builder
Add outdoor wall to toilet blocks for privacy Contract builder
Build chicken coop, and chicken run, fence Contract builder
Build small smoke house Contract builder
Common Shed
Build 2 temporary rooms, frames, and fixtures, walls, air
cons, fans, lighting
Contract builder
2 x Gas Stoves need fitting Contractor
Inspect for termites and white ants Contractor
Check all roofing and general repairs Contractor
Add 8ft ceiling, cross beams supports and cladding; wall
lining
Contract builder
Add ventilation fans through top section of roofing
alcove
Contractor
Remove roller door, replace with 2 doors front and back
(9.20-9.30)WC access
Contract builder
Include security screen doors on renovated area back
doors
Contract builder
Add retractable awnings to back of two rooms Contract builder
1800 shade cloth for front outdoor area of shed between
2 top hats (toilet block end)
Contract builder
Build frame and extend with shade cloth from common
shed veranda
To be negotiated

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Seal shed to reduce mosquito infestation
Locks on screen doors Contract builder
Barrel Bolts for Lock up stage Contract builder
Lock down roller doors Contract builder
Admin Building
Main office roof leaks, replace screw
capping
Contract builder
replace water logged ceiling as required Council To be funded
Paint new ceiling and any walls as
required
Council To be funded
Electrical work Paul Gordon
Check electrical equipment for generator Paul Gordon
Dig trenches for lines and plumbing
pipes
Paul Gordon
Power switch on female toilets may need
relocating once new wall goes up
Paul Gordon
Relocate power board from inside shed Paul Gordon
appropriate power boards located near
the generators, and other locations as
required
Paul Gordon
Inspect electrical system and repair Paul Gordon
Air conditioners need to be connected to
power supply
Paul Gordon
Gas air cons Paul Gordon
House earth inspection carried out Paul Gordon
Inspect generator system and hook them
up
Paul Gordon
Light and Safety child proof switches Paul Gordon
Hook up power from power boards Paul Gordon
Install lighting for night use of both toilet
block
Paul Gordon

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Remove fans from shed truss to relocate
centre truss of common area
Paul Gordon
Remove 1 hanging fluro light from common
shed and include power to (now) divided
rooms
Paul Gordon
Check all spot lights and security lights are
functional
Paul Gordon
Remove 2 fans each from F1 and F2
Buildings (for children’s rooms)
Paul Gordon
Generators
Service the generators PPAC /Paul Gordon
Transport and fit generators Paul
Build weather protection shed/cover for
generators/wielded lock up stage through wet
season
PPAC/contractor To be negotiated
Fuel storage tank and bunker, spill tank and
foundations
PPAC/contractor connected
Ensure crane is on site to lift off fuel storage
unit
Council/PPAC Peter Dickson
Plumbing Paul /Contractors
Boost water pressure for emergency fire
service use and rehab
Paul /Contractors
Add enzymes for all toilets and sump Paul /Contractors
Service and inspect hot water systems Paul /Contractors
Service and inspect all solar services Paul /Contractors
Taps, leaks and corrosion corrected Paul /Contractors
Use Gurneys hose for ablution blocks tiles; Roworr staff
Seal toilet blocks to reduce mosquito Further work

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Locate 2 sanitary pad disposable units in
female toilets
PPAC Bins instead
Replace shower heads/toilet seats Paul /Contractors ASAP
Toilet cistern for leaks, level and function Paul /Contractors ASAP
Check Floor drainage – all areas Paul /Contractors ASAP
Underground pipe peaks; replace pvc pipes
with heavy duty for increased pressure
Paul /Contractors ASAP
Water meter for leaks and corrosion Paul /Contractors ASAP
Emergency Services
Firebreaks around Roworr, Cattle Station
and Airstrip
SES, Council completed
Purchase Trailer and full fit out PPAC
Install fire extinguishers, service existing in
all buildings...
PPAC
Install first Aid kits in buildings PPAC July-August
Install Remote First Aid kits in kitchen shed PPAC July –August
hose, and reel on every building Paul /Contractors ASAP
Emergency Services Plan SES
Emergency Service E-Vac training SES
Welding
Repairs and maintenance of existing
infrastructure – windmill, rainwater tanks,
rust and welding
Council
Staff Accommodation
Level ground Paul /Contractors November
Dig and measure for cementing Paul /Contractors
Lay mesh for cementing Paul /Contractors
Cementing Paul /Contractors
Roof. Windows and walls added to building Paul /Contractors
3 rooms built, fans and air cons Paul /Contractors
Water connected
Power connected
Extension x 2 rooms
Extension x veranda
Extension x 1 toilet and shower
Connection of sump

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Parks and Gardens/ Workplace Health and
Safety
Mowing, and slashing, remove weeds and
suckers along fence lines, around water tank
slabs, toilet blocks and houses
CDEP Herbert, and work gang June
Slash and de-foliage/remove sucker trees from
fence line of Roworr to old generator shed (leave
large trees)
CDEP Herbert, and work gang June
Build Pergola and family BBQ Area Paul/contractors volunteer Sept - Dec
Walkways (Boardwalk slip resistant paths) PPAC/residents/staff volunteer Sept -Dec
Removal of trucks, debris, rusted machinery , old
tanks etc, including old diesel
Council WPHS Issue on cattle
station
ASAP
Removing all white good, that are rank and rusted
from large shed; remove all old cupboards
PPAC Herbert, Debbie and
gang
ASAP
Remove tractor and vehicles from inside premise CDEP Herbert, and work gang Done
Remove water tank lying on the ground PPAC PPAC Staff
Relocate clothes line to between F1 and F2 Herbert/ Clive
Yarn Circle, dance area Families
Amphitheatre Paul /Contractors
Family of carvings Herbert Bally
2 shaded areas, 3 meter high treated timber Contractors
Garden beds Families/ CDEP 1 around cultural area
Further Work
Fit a uni sex wheel chair access ablution block
(pre fabricated)
Builder/Council Needs funding
Indigenous Knowledge Centre Needs funding
Playground equipment Needs funding
Install Fire Hydrants in all buildings WPH & S funds
Training Centre and Industrial Kitchen, with break-
away walls
Needs funding
4 x staff quarters Needs funding
Air strip Council Needs funding
New air cons to 2 homes Needs funding
General repairs to screens in common shed Needs funding
Bio degradable septic system (replacing current) Needs funding

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Recruit Staff
The active involvement of Aboriginal staff, volunteers and community elders as
mentors can provide positive role modelling to families in care. This model of
community ownership provides opportunities for both contemporary and traditional
Aboriginality to be expressed and honoured. The program design and service model
based on the Family Wellbeing Framework enables residents and staff to have a
voice through Participatory Action Research (PAR) that focuses on solutions
therefore empowering people to take responsibility for their actions.
The drug and alcohol counsellor and local staff came on board the August 3 2009,
six-seven months after the employment of the Manager of AODS Services (February
9 2009). Prior to this time two (male) Project Managers and two male drug and
alcohol counsellors had been employed between 2005 and March 2009 and nothing
had progressed passed paper work.
Current members of the Roworr Team are:
Manager – Liz Pearson
SEWB Coordinator – Teresa Gibson
Drug and Alcohol Counsellor – Karen Ball
FWB Workers – Debbie Hobson, Herbert Bally, Herbert Yungaporta
Orientation of Staff
On employment of staff Stage 1 of the Family Wellbeing Program was delivered to
bring staff together and build rapport and understanding of the diverse backgrounds
around the table, past and present challenges in their own lives, and to understand
the community and the challenges within. It also prepared local staff and outside
staff to work in a framework that would help assist staff to understand the challenges
the residents would face and how collectively staff could manage what might arise
and strengthen themselves through preparedness.
Staff members were given journals to prepare them for a new way of working which
included quantitative data collection, and were asked to use this daily so that they
could map their own changes and learnings from a process of reflection and analysis
or PAR as we call it.
The delivery of Family Wellbeing set the scene in terms of building the foundation
blocks for an Empowered Team Model that would mean that all staff would feel
valued, build on their strengths, work in what would become a safe environment that
established clear boundaries and a level of transparency where staff did not become
part of the problem but took responsibility and were solution focussed and action
orientated.
Family Wellbeing became the first step in the orientation and a journey of
empowering staff to take on a work load that would often present challenges.

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FWB facilitated in Pormpuraaw at the AOD Admin Hub by Teresa Gibson
During this time all staff were given The GEM (Growth and Empowerment Measure)
Tool - a package of questions designed to measure empowerment and wellbeing.
The wellbeing of staff will also be monitored by University of Queensland. The GEM
was developed to measure empowerment and growth within yourself, your family
and your community. 1
Apart from rich information provided by staff and participants during the fifteen week
program, and obvious abstinence there is a need to ‘measure’ change through time
and show by collecting information a Service area located in an environment that
understand and practices collaboration can made a difference even to how one
views oneself in the world they live.
If by re-doing the GEM Tool at intervals, participants and staff can acknowledge their
own shift in wellbeing and be buoyed by these changes no matter how big or small
then we have made a difference.
Week two of employment involved the unpacking of the program adopted by
Pormpur Paanth and introduced by the previous drug and alcohol counsellor who, for
personal reasons, did not return to implement the model.
This was an intensive week with an AOD Educator working closely with the manager
and newly appointed drug and alcohol counsellor. This enabled the manager to
develop the Therapeutic work plan for a fifteen week period (September 2 -
December 13).
1 The GEM: Growth and Empowerment Measure A package of Questions designed to measure empowerment and wellbeing
Collaborative Research on Empowerment & Wellbeing Team (CREW) Empowerment Research Program, James Cook
University/University of QLD, Cairns, QLD

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During this week the necessary forms were developed that would underpin case
management and one-on-one counselling and assessment. Assessments would be
done after the first, fourth, seventh, tenth and fourteenth week of the program
allowing residents to re-set goals they wished to achieve while living at the Centre.
The Manager typed up the final assessment tools and these were to be implemented
at the recruitment phase of families – Intake and Assessment, and Family Care
Plans; at the Centre which were review and client focus forms to be filled at the 2nd,
4th, 7th, 10th and 14th week of the program. Daily evaluation forms were to be
completed by the counsellor and residents. Different evaluation forms were to be
filled out Mid-program.
Other key data collection tools and evaluation forms exist from documenting
meetings, time spent with service providers and interested community members.
Rich information is being collected on a daily basis by staff and will increase as the
program continues into full life. The recruitment of the SEWB Coordinator meant
dedicated evaluation and research data would be collated.
There is a need to source funding for ongoing evaluation so that the close links now
established with James Cook University and University of Queensland builds on an
already strong partnership that explores the concept of empowerment.

24
Open Centre
The Centre opened on the second (2nd) of September 2009. Residents and staff
arrived and needed to unpack and assemble furniture for all houses and common
shed. The refrigeration (fridges and freezers) were still in a container. The generator
broke down every day and half until the self contained fuel storage Unit arrived and
was fitted. Although residents had undertaken an Adult and Child Health Check prior
to entry some residents needed to be rushed into the clinic for various illnesses due
to over exertion or re-occurring condition not identified to staff by clinic before arrival.
Wellbeing and Recovery: Re Affirming Aboriginal Culture
One of the ways forwards is maintaining the cultural integrity of residents so one of
the activities that residents enjoy as a past time is fishing and hunting. Most every
week and on more than one day residents, after completing chores around the
Centre are taken fishing. During the 15 week program relatives are also able to visit
and take residents out. Elders and family members may also stay over night and on
weekends.
As part of the therapeutic program art and crafts play an equal part in rehabilitation
although not enforced; participants work on their art when they want to. Guest
facilitators have come into the Centre and provided optional methodologies and
activities that internalise the program in a genre other than theory.
Local and regional service providers have been a welcome inclusion but not as
regular as first anticipated. Local services have been PHCC staff (3 visits); RFDS
Child Maternal Health (4 visits); Child and Youth Mental Health (4 visits) and RFDS'
SEWB Team (2 visits), Centrelink (2 visits), Job Find (3 visits), Correctional Services
(2 visits), Child Safety (4 visits) and SES (6 visits).

25
Schooling for Children
There is a dire need to fund a teacher to take over the schooling from the Manager
who needs to concentrate on the Business end of things, as well as locate the
children in a safe and learning environment free of interruptions. There are children
ranging from Prep, Grades1, 2, 3, 4 and 7.
The Manager spent the first 6 weeks of entry to the rehabilitation Centre teaching the
children between 9-3.00pm; sometimes till 4.00pm or taking the older children for
reading in the evenings. School continued through the first school holidays but the
Manager stopped after 6 weeks due to the pressure and anxiety related to
behavioural management; additional children to the Centre and her need to
concentrate on core business – which was the program because it was getting
further behind in delivery.
In the lock down period the only food available was the goods supplied by the Centre
this was meats and fresh produce and dry goods.
Once families could enter community and shop at the local store; and /or immediate
family members to residents could visit an influx of soft drinks, ice cream, cordial and
other sweet goods were introduced to the diet.
The children do their school work in the Admin house using Distance Education and
covering life skills that are mirrored with the parents. The children currently share the
kitchen as a learning environment with staff that also utilise it as an office hub.
Alcohol and Drug Program Development
3.7. Strands of the Program
Previously, the exiting Therapeutic Program was re-vamped at the fourth week, to
allow for an afternoon interactive community development and recreational based
type activity. This also provides an opportunity for service providers and other
agencies, volunteers and Elders to support residents with life pathway skills and to
encourage being physically and culturally active.
The present Therapeutic Program commences at 10.00am and concludes at
12.00pm. The sessions are arranged across 9 strands that are spread over the 15
week cycle. The Alcohol and Drug modules are currently being reviewed and
changed, due to varying literacy levels, attention span of residents and the program
content; which had been designed to target men living in an urban environment
setting.
The Social and Emotional Wellbeing Coordinator and Alcohol and Drug Counsellor
undertake the task on a day to day basis, to ensure that the material and delivery is
appropriate and meets the needs of the residents.

26
In the eighth week of the Therapeutic Program, residents were also introduced to
Family Wellbeing-Concepts of Empowerment and Leadership.
1. Motivation
2. Solutions
3. Cognitive restructuring
4. Relapse
5. Feeling
6. Communication skills
7. Strengths
8. Journal/Planner
9. FWB program – Concepts of Empowerment and Leadership
3.8. Case Management
As part of our fourth week review of the operations of the Centre we now assign
Family Wellbeing Workers to:
 Assist each family with any issues arising that isn’t directly requiring counselling
 Supervise work crews, rosters and projects
 Clarify to the residents the rules and responsibilities
 Provide mentorship and cultural advice
 Act as role models and provide practical and emotional support
 Assist the Drug and Alcohol Counsellor to deliver the Program
Individual counselling is based on implementing the Family Care Plan and is
designed as a case management tool prior to entry – working with service providers
who may already be involved with the residents and their children.
Informal counselling takes place as needed. Strength-based forms “Residents
Staying Strong” were developed and are used on entry and at intervals throughout
the program giving residents opportunities to re-assess their progress and goals.
The residents meet formally and informally with the drug and alcohol counsellor who
is suppose to:-
 Review their progress, checking for their changing needs at the 2, 4, 7, 10th and 14th week of the
program.
 Provides encouragement and support
 Helps them to follow up on their appointments with other services
 Checks on issues that maybe emerging for them from other aspects of the program
 Assists them to transition through the stages of the program and then into the community
 Updates their case management plan to match changing needs and circumstances
3.9. Self Assessment
Residents are provided with self assessment tool that help them to define their own
needs, goals and personal strengths. A ‘Residents Staying Strong’ Plan was
developed incorporating information from the Protocols for the Delivery of Social and
Emotional Wellbeing and Mental Health Services in Indigenous Communities:
Guidelines for health worker’s clinicians, consumers and carers (AIMHI – Indigenous
Stream, North Queensland. This would be used to continue ongoing assessment
and goal setting with residents.

27
Centre Systems
8.1 Family Meetings
Morning family meetings occur between 9.00am – 9.30am, the sessions are
conducted in accordance with Participatory Action Research (PAR); it is a process
that allows residents to reflect on what have been the highlights and challenges from
previous day. Whilst this is an opportunity to raise issues, we also encourage them
to put forward the solutions.
The purpose of the meeting is to:
 Build group cohesion
 Encourage participants to take responsibility for issues arising amongst themselves, and in the
therapeutic community
 Include residents in the decision making process
 Build residents’ self-reliance and living skills
 Plan group activities that maybe scheduled
 Reflect on change and celebrate every day/week
 Listen and understand
 Become culturally aware
This has been recorded daily unless families were in sorry business and needed to
leave the premises as part of Cultural Leave.
Occassionally meetings (and program) did not take place when:-
 Residents became aggitated, argumentative and disrupted the flow leading to a complete breakdown of
meeting and a need for time out.
 Sorry Business
 Poor health
 Sleep deprivation (late nights, how sorry business impacts on thoughts and feelings and manifests in
fear of the devil and ghosts)

28
Local Staff member Herbert Yungaporta running the Family meeting
8.2 House Rules
The residents established the house rules along with the staff and management. The
rules are often re-defined and or revised through the familiy meetings until they are a
part of daily living.
8.3 Client Privilege System
The initial 6 weeks of the treatment residents are not allowed to re-enter the
community unless it is for “Sorry Business”, or clinical care and “other” emergencies,
and then advice is sought from the Director of Services. It is important residents
abide by the rules, and clean up their homes, the yard and the common kitchen-shed
area. Once this is done residents may go fishing etc.

29
Re-Entry
The Re-Entry Strategy includes a comprehensive Community-Based Outreach
Relapse prevention Program Kit which was designed to meet the needs of the
residents returning to the community as well as capture other community members
interested in support for any issues relating to alcohol and drug abuse, and
associated issues/and or who wish to enter the rehabilitation centre.
The Kit is part of the Pormpuraaw Re-entry Strategy for Social Emotional Wellbeing
and will cater to community members currently living in Pormpuraaw but will also
meet the needs of community members re-entering the environment after being
institutionalised or incarcerated. Included in the kit are a PAR (participatory action
research) question that allows ongoing evaluation and case study of the first people
to enter a rehabilitation centre situated in Cape York. The purpose of the kit and the
steps taken are:
Step 1. Participant commitment statement registering as a client
Step 2. Part 1 - Starting from strengths
Part 2 - Feeling sad or slack, no energy
Part 3 - Anxious or nervousness
Part 4 - Identifying Anger
Part 5 - Making Tracks: Strong Way - Personal and Staying Strong Plan (goal setting)
Step 3. Stay Safe Plan – for when there are serious concerns about self-harm or suicide but
not at immediate crisis (AIMhi-Indigenous Stream, North Queensland) Referrals out
Step 4. Assessment form, identifying the needs of the client
Step 5. The GEM: Growth and Empowerment Measure Tool (AIMhi-Indigenous Stream,
North Queensland)
Step 7. Pathway to the Community-Based Outreach Relapse Prevention Program or Family
Wellbeing Program
Step 8. Develop a client Social Emotional Wellbeing Plan, which is the meta-synthesis of the
Alcohol and Drug Community-Based outreach Relapse Prevention Program, the
Family Wellbeing - 8 Step Process for Making Change and the Staying Strong Plan-
Social Emotional Wellbeing Mental Health Protocols, Collaborative Research of
Empowerment and Wellbeing, University of Queensland & Queensland Health.
(AIMhi-Indigenous Stream, North Queensland)
Step 9. Referral out to other service providers working in mental health, health promotion,
generalist counselling other education programs (e.g. Budget management), job
readiness programs (Job Find – community development projects, training)
Step 10. Case Management (Family Care Plan inclusive of Child Care Plan)
Step 11. Possible detox (Weipa); recruitment to Pormpuraaw Community Justice
Rehabilitation Centre

30
Evaluation
In the context of Alcohol and Drug Rehabilitation, a critical element of this project is
to systematically evaluate the effectiveness of the objectives that ROWORR aims to
achieve. This enables accurate accounts of community-based evidence to be
recorded and not interpreted, which also adds to the richness of the data. This is an
important factor in terms of ownership and empowerment of remote Indigenous
communities such as Pormpuraaw, to take greater control over the social, cultural
and economic aspects of community life in ways that enable people to build better
futures for all of their peoples. Therefore a compilation of qualitative and quantitative
methodologies will be used for collecting data, to ensure staff and participants input
throughout the implementation of the ROWORR Project.
In principle the process of evaluation will comprise of, intensive Family Wellbeing
training for ROWORR staff, interactive community members and groups. The overall
contribution is to enhance community capacity and participation for dealing with
issues associated with alcohol and drug abuse, within their own community. Further
opportunities to deliver Family Wellbeing, will also extend to the clients of ROWORR.
The approach takes into account cultural sensitivity, values and relationships for
addressing alcohol and drugs and recovery in the context of Social Emotional
Wellbeing/Mental Health.
1. OBJECTIVE OF EVALUATION
Evaluate the effectiveness of ROWORR in the context of a SEWB/Mental Health
service delivery framework, using both qualitative and quantitative data.
Intervention
reflection – needs
of population that
we are catering to
serve target group
Are we doing what we
said as a service?
Are we on track?
Are we really good at
it?
Who’s winning and
who’s losing?
What can we do
better?
Client Recovery
Impact of Alcohol
and Drugs on
Social Emotional
Wellbeing/ Mental
Health

31
1.1. Quantitative Data
Quantitative statistical data will be valuable to support the evaluation. The data
would include routine statistics collected through ROWORR Intake and Assessment
and Service Delivery (internal and external). This would also include an evaluation of
client satisfaction, which could use qualitative or quantitative research methods.
1.2. Qualitative Data
Within the context of this project, the initial focus would be to measuring
empowerment and change, identify any concerns and responses to specific
problems or issues related to SEWB/Mental Health. This involves utilising qualitative
evidence, such as the Social Emotional Wellbeing Tool developed by North
Queensland Health Equalities Promotion Unit (NQHEPU), University of Queensland,
and stories of the members of the community. The outcome of this initial phase
enhances community ownership, and it will enable ROWORR management to
describe what they want out of the project and how they perceive such outcomes
might be effectively evaluated within the project and community contexts. Having
established the initial performance criteria in this way, on-going criteria can be
refined and evaluated in a furtherance of the cycle of research/evaluation process.
A suggested cycle, based on Kemmis and McTaggart's (1988) spiral of activity,
includes four phases:
1. plan - research design, issues and activities
2. act - gather the information, collect data, listen to stories
3. observe - analyse and interpret
4. reflect - share the results with all participants
In more detail, this could include:
 Developing a framework for participation: the identification of ROWORR staff
to act as information facilitators
 Evaluation design including staff and resources available
 Recognise roles and responsibilities
 Recognise participant's interests
 Collection of stories (data) that identify issues and concerns
 Participants consider and analyse information, to make recommendations and
decide action(s) to be taken
 Undertake recommendations and actions
 Evaluate processes and outcomes
This cycle can then be repeated:
 Collection of stories (data) that identify issues and concerns
 Participants consider and analyse information, to decide action to be taken
 Undertake recommendations
 Evaluate processes and outcomes

32
Participatory Action Research (PAR)
These weekly meetings would constitute the main source of process evaluation data.
Simple key guiding questions can be used to structure these PAR meetings such as:
 In the past week what were you feeling and what are you feeling right now?
 What main activities have you undertaken this week?
 What aspects have worked well?
 What aspects have not worked so well?
 What steps did you take to make things work better?
 Is there anything you will do differently next time?
 Any lessons that you would like to share with other people in similar
situations?
 Have you noticed any changes, positive or negative, that you think are related
to the service? If so, give reasons?
 What are your main priorities for next week?
 What additional or new support and resources do you need to achieve those
priorities and where will they come from?
 Do you foresee things that can go wrong and what strategies do you have in
place to minimise the chances?
 What are some of the highlights?
These are simple generic questions designed to both engage as well as highlight
routine challenges for prompt attention. The questions can be adapted to meet our
specific needs. In the interim the first 3 months will commence with weekly PAR
gatherings for the first month, then progress to every two weeks for the second and
third month. The discussions at the weekly meetings can be tape recorded, and the
evaluation team will then analyse and feedback the main issues arising to the group
during the next visit. This way the PAR is actively engaging the group to highlight
difficult things and address them over time. It will also help to celebrate little
achievements along the way which helps to see that overall service might be on
track despite all sorts of delays and difficulties.
Issues Arising
At the fourth week a decision was made to relocate the drug and alcohol counsellor to the dongas
authorised for use by Ngokal Weendi to:
 Provide more “space” for time out due to long and intensive hours
 Establish clearer boundaries around structured work hours (arriving and leaving when appropriate)
which creates a performance management framework that allowed for the necessary timeframes to
achieve other associated work parallel to the program such as assessments and case management
which were not being completed
 Living with the manager meant work was discussed more often not providing the ‘down time’ and rest
both staff members deserved
 The storming phase had ended and it would free up free time so that a work roster could be developed
providing sufficient down time, and will enable local staff that had not remained consistently on the
premises to be cycled back into the Centre. However, staff members who still drank found it difficult to
maintain regular work patterns and did not continue. Issues were raised in town about role modelling
good practices around rehabilitation.
 The issues for these staff members were also adequate housing since one room was office and
bedroom

33
 Management templates and review processes will be included into performance Management prior to 3
month probationary period.
 Lost 2 local staff members who enjoyed evenings at the local drinking club
 Aunty Kathy Shortjoe joined the centre as the community teacher around the 8th
week.
It had been a challenging first four (4) weeks:-
 The generator breaking down every day and a half for the first two weeks prior to the arrival of the self
contained fuel storage unit;
 As a Manager I had to drive into town and locate the electrician this meant I was arriving back at the
Centre around 3.00am
 Accommodation wasn’t set up for the Manager so I was often arriving back home at midnight or 1.00am
and getting up early again to go back to the Centre getting 2-3 hours sleep
 On such an occasion I was woken at 3.00am by an Elder in the community who had been at the
Women’s Shelter and wanted a lift home. I drove her home, bogging the car at her place, walking back
home in my night dress and then getting up at 8.00am to buy groceries for the residents, sleeping for a
few hours before heading back to the Centre only to travel two more times into town with residents
presenting with health issues in need of clinic support
 The septics were an issue with residents’ personal items being removed as a cause of blockage
CHALLENGES
There was considerable learning coming from this cutting edge model to ensure the longer term
sustainability of the Pormpuraaw Community Justice Rehabilitation Centre
 Recruitment was a slower process that meant the staff did not have enough time to do transition work
with the families prior to entry
 Not enough time for staff to get to know one another, and plan prior to opening centre
 Limited planning done regarding work plans/roles and responsibilities for staff
 Limited support – The Centre was not set up on entry as promised - staff and residents had to work to
finish the setting up by unpacking furniture
 The lack of integration of other service areas
 Acknowledgement that this phase of the initial development of the Service Delivery Model is in its
forming and storming phase
 The belief that more services - local and external - would come to the Centre to provide support to
residents and staff which did not occur
 Ensuring House Systems, rules and resident privileges systems are explained during transition and
again on entry
 As a result of this new model - it needs to be acknowledged that a greater need for confidential
supervision was necessary for the drug and alcohol counsellor
 Re-vamped the delivery to Morning and Afternoon Programs ensuring the morning was program
delivery and the afternoons were more activity based
 Facilitation of a service delivery workshop(s) needs to take place prior to entry for the development of an
innovative and holistic model(s) that provides empowering pathways for staff and residents, and fulfils a
duty of care to clients; as well as builds substance to the afternoon program
 Service Delivery Model(s) SRA needs to be developed as an output with clear working guidelines, roles
and responsibilities, case management processes and graphic model that supports a continuum of care
to families
 Service Delivery Calendar built into the therapeutic work plan in conjunction with the Model(s) that
outlines protocols and access to the Centre.
 More access for residents to a mental health nurse or psychologist
 That the first 4 weeks should concentrate on life skills including employing a caterer who would examine
all aspects of cooking, food preparation, food handling, work place health and safety and kitchen
maintenance
 That we investigate the delivery of literacy programs prior to entry, and in the transition phase
 That the 4-8 week period would introduce a training program for residents that include for example
horticulture and other life skill development courses that improve wellbeing, drugs and alcohol education
without theory (videos and other practical tools for health promotion, and numeracy and literacy)
 That from the 8-20 week the facilitator(s) would now able to deliver a program to residents at a time
when they were more stabilised and ready to internalise the information; but maintain active lifestyles at
the Rehabilitation Centre in the afternoons

34
 That the Program now had Family Wellbeing Program Integrated across all areas that created a
Therapeutic program not delivered anywhere else in the country – a new holistic model drug and
alcohol program.
Tenth Week Review
 Stress levels high between staff
 Loss of 2 staff members meant weekends were tied up working
 Staff still working long hours
 Supplies ordered were either not delivered, or lost/not fully recovered due to the storage system at
Pormpuraaw
 Lack of appropriate vehicles
 Residents demanding staff on call 24 hrs a day 7 days a week
 Identified needs for integration of workers from the Healing Centre
 Identified the need for designated maintenance person (licensed driver) who could also travel in and out
of town to pick up supplies
 Ensuring there was a roster for staff to conduct Morning Meetings
 Time management and performance issues were still being dealt with
 Identifying and employing new staff to support the rehabilitation centre
 Two new staff members on board – Teresa Gibson and Herbert Yungaporta
 Conflict between residents continues
 Lack of respect for authority exists
 Countdown to end of program and many distractions leading to Christmas means program still behind
 Residents playing staff off one another
 Staff needing to set clearer boundaries with residents
 Residents wanting to spend MOST of their time fishing
 Residents wanting to get their own way all the time
 Out bursts of anger when residents demand things to ‘go their way”
 Residents rarely participating in any afternoon activities – watching DVDs or sleeping
Fifteenth Week Review
 Residents often expressed they wanted to stay
 One couple expressed an interest to be trained in Family Wellbeing, become employees and help other
families
 Staff organised a graduation dinner on the eve of their departure; graduates were able to stand and
speak publically, residents received certificates of recognition for being the first families to undertake the
AOD program in Cape York, certificate of attainment for completing the AOD program and certificate of
attendance for completing the Family Wellbeing Concept of Empowerment and Leadership program
 Residents completed Social Emotional Wellbeing (SEWB) Empowerment Tool
 SEWB Client Plans designed for re-entry back to community
 Residents were very excited about their SEWB Client Plans
 Residents completed client feedback and exit form
 Referral made to Mental Health for follow up
 Residents were focused and assertive about taking control and responsibility; especially issues that
previously impacted on their lives i.e. calling a Justice meetings to speak with their families
 Community Outreach Kit developed
 Roworr staff received Diligence Award from PPAC at staff Christmas party
 Residents were acknowledged and invited to attend staff Christmas party
 Policy and Procedure for rehabilitation centre developed
 Further develop process systems that underpin the Policy document
 Need to develop residential information kit 2010
 Develop a questionnaire based on solid facts: World Health Organisation Social Determinants of Health
 Cleaning and preparation for lock down took a further week
 Staff work plans, roles and responsibilities defined clearer
 Manager and SEWB Coordinator brain storming work for 2010
 Manager, SEWB Coordinator compiling outputs against Business Plan

35
There are 6 key areas arising that are impacting on the Rehabilitation Centre
1. Staffing level
 Not all staff members are present on site. This has lead to difficulties establishing full team staff roster
and is necessary in the foundation building in an Empowered Team Model
 The Manager is often on her own at the Centre during weekends, and half a morning on Mondays when
she had to take the Family meeting and deliver program session
 Staff members are working extended hours over longer periods without breaks 70-78 hrs a week for
manager and counsellor – on call 24/7; and FWB workers supporting both at all times.
 Self-care of staff is paramount to maintaining staff energy and ability to work with highly vulnerable client
group(s) families of the program.
 There is a need for a teacher role at the Centre to reinforce learning with the children and supporting the
transition and re-integration of the children back to the school - working with the teachers, parents and
the children.
 Urgent need to employ a drug and alcohol counsellor (male) with group facilitation skills to share the
facilitation and be available for the males.
 Recruit male workers for safety precautions
 Need for maintenance person to look after premises, and travel to and from town for supplies. Limited
drivers amongst staff. All women.
 Introduced the Social Emotional Wellbeing Coordinator’s position from underspend due to issues arising
with current drug and alcohol counsellor’s skills in group facilitation and administrative functions
associated with the program and case management processes; the need to fulfil the delegation duties in
the Business Plan related to service delivery models, and re-entry and wellbeing strategies
 Marketing and Media consultants for graphic work, and media promotion
 (Guest) therapeutic group counsellors (contracts)
o Families require intensive supervision due to high level of alcohol and /or drug consumption
leading to violence or threats of self-harm. Support is required for the initial 4 week period to:
o Enable the appropriate responsive intervention working with families and their children, whose
mental health, physical needs are at their greatest during first 4 weeks of entering the program.
o To provide professional support to children and /or staff going through vicarious trauma
because of violent/self harm episodes
o Sharing knowledge and skills - having a mentoring/ co-facilitation of Family Wellbeing workers
to the program service model; will enable transfer of skills and knowledge between D & A
counsellor and local community people, empowering them to become natural helpers and
change agents
o Structuring as much as possible the session times/ days for external service providers visits
with the residents will support and complement the work of the Roworr staff.
o It will also ensure that the relationship between the families and these professionals is
cemented prior to leaving the program.
o Need for a mental health nurse to provide added counselling support
.
0
20
40
60
80
Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
This does not include every weekend the Manager has spent at the Centre
Manager
Counsellor
FWB Worker
FWB worker
SEWB Coord.

36
2. Housing for staff, volunteers and service providers
 Manager currently has written permission to use dongas at cattle station due to shortage of housing for
staff which was not factored into planning over the 5 yrs prior to manager’s recruitment
 When talking to State Government reps they said that there was an expectation that staff would drive in
and out every day
 Manager shares admin building with school and children daily, staff administration, visiting service
providers, secondees, volunteers and consultants
 Issues have arisen about cultural inappropriateness of Indigenous male staff sharing quarters with
women (non-indigenous and indigenous) and vice versa
 The need for further houses for staff that allows for “space” and that address the cultural boundaries
with local staff; and staff members with children who need more privacy not less
 To allow for the implementation of an effective service delivery and volunteers model that encourages
skills transfer, health promotion and learning shared accommodation for short term or overnight
services, consultants and volunteers.
 Manager had written project briefs for volunteers through ICV but could not progress with plans because
of lack of accommodation
 Issues arose with staff because they all wanted “space” which added a further burden to Manager trying
to “make everyone happy”
3. Capital works and infrastructure needs
 Investment to develop Knowledge Sharing Centre as the Admin House is an office, accommodation and
school at the moment, leaving limited “space” for staff to unwind and rest.
 Further housing for staff is required that actually financially allows for the inclusion of toilets – male and
female, kitchen area and bathroom for both genders.
 The loss of CDEP from July 1 2009 meant the Council could not commit in kind support to the
refurbishing of the Centre
 Refurbishing to buildings needs to be completed and is being coordinated by Manager of AODS via
external tradesmen (plumbers, carpenters, electricians, and builder)
 Pormpuraaw Community Justice Rehabilitation Centre (Roworr) Lease, road, waste and septic
management Agreements need to be finalised in the spirit of the Memorandum of Understanding
 Housing in Pormpuraaw (QH duplexes) - Queensland Health to give an update of when they will be
completed for drug and alcohol counsellors
 Funding for a specific office space and work area for counsellors and staff other than living quarters so
current admin house can become housing for staff or residents
 Funding for small Training Centre (industrial kitchen) – nutritional/catering training and family
development programs including parent programs and behavioural, anger management and life
pathway skills
 Two vehicles for cultural activities and work crews continuing the Beautification Project and market
Gardening at the Centre
 New Bi-degradable septics – current are at the end of use by date
 Second generator required –current is at the end of its capacity with power output high, and continuing
to grow as capital works and infrastructure is developed to meet the needs of the service
 Opening of the Pormpuraaw Community Justice Rehabilitation Centre
4. Evaluation
 The provision of funding so that a comprehensive evaluation process can be undertaken by an external
provider(s) like James Cook University’s, Empowerment Research Team over a twelve (12) month and
staggered over a five (5) year period.
5. Service Delivery Models
 Time ran out for Manager once drug and alcohol counsellor was recruited to facilitate a service delivery
workshop to ensure families are adequately supported. This includes
a. Education Queensland support for children for example speech therapy; access to visiting child
psychologists, possible tutoring, and holiday programs through Queensland State Library –
Indigenous Knowledge Centre Models
b. MH/SEWB
c. ATODS support workers
d. Chronic Disease and Allied Health

37
e. Dentistry
f. Integration of other Pormpur Paanth service areas such as Healing Centre
g. Work readiness, training and capacity building programs (Job Find, Council)
 An expectation that service providers had the time and capacity to come to the Centre and provide the
support required to sufficiently support residents at the rehabilitation centre at a local level and outreach
 Lack of transportation to the Centre when services DID want to come out
 The lack of funding to engage and enter into partnerships with people or organisations that could
provide further support to families independent of current government and non government NGOs
 Lack of planning with services –it was not coordinated
6. Financial Model
 The need for monthly or bi-monthly financial activity reports on expenditure of funds by finance
officer/accountant
 The need for a purchase requisition form authorising expenditure against budget codes
 Authorisation by manager of incoming invoices received for payment with signature and budget code
provided by manager (enabling manager to monitor expenditure)
 Copies of financial reports provided to Funding Bodies relating to itemised budget expenditure for
manager’s records

38
Highlights and Challenges
 Looked forward to
going out
 Strange feeling
 Nothing was set up-
no- one had done
what they were
suppose to
 Things that we had
to do to get started:
Fridges were locked
in containers- had to
break open the
locks,
Had to set up the
house, had to
Set up the common
shed, no money in
the budget to feed
the residence
 People were fighting
 Couldn’t start
school-fighting all
day long
 Knew it was going to
take a while to get
use to
 Everyone exhausted
 We had Amanda
and Jessica to help
and support Wayne
& Francina- but
didn’t work out
FAMILY TIMELINE
16/11/09
Herbert &
Debbie
Liz
Karen
Clay, Kylie
and the
children
Wayne,
Francina &
Sierra
Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Where
We’ve
Come
From
02/09/09
The
Journey
So Far
Today
16/11/09
1st Week
Off
Program
Started
09/09/09
9-3pm
Start
Claudia
12/10/09
Teresa
02/11/09
Jane
30/09/09
Auntie
Kathy
arrived
09/11/09
Georgia
(KPMG) &
Caden
(Filming)
26/10/09
Highlights & Challenges
 Introduction to programs all day
long-wasn’t what we expected
 Wasn’t prepared mentally
 Clay said it was enjoyable
something different but hard
because needing to read and
write
 Disorganised & exhausting,
No plans how we gonna
manage between: cooking,
cleaning & personal needs
 Raised issues for us doing the
effects o alcohol and drug
session with Karen: Issue about
the kids, issues about money,
how all the issues impacted on
my work-took it out on others
(work mates), Children don’t
understand only see effects of
alcohol & drugs
 Weekly delivery of veggies and
bread
 Couples have been supporting
and learning from each other
during and after program time
 Began taking vitamin complex
B & fish oil
 WESTPAC secondee’s did
banking sessions
 Sharing one kitchen –
developed a roster, took turns
cleaning, cooking-didn’t work
too many complaints
 Issues about sharing one
shower other block out of action
 Generator started playing up
 Catering size food got wasted
 Had to share washing machine-
very difficult
 People sulking over the use of
the washing machine
 Kitchen dirty and unhygienic
 Rubbish all over the yard-jut
being tossed anywhere
 Veggies being wasted
 Everyone wanted to fry steak and
rice
 Celebrated father’s day
 Celebrated birthday
 Change to 2 weekly delivery of
veggies and bread
 Put rules in place about the use of
the common shed – children going
in and out eating all day
 Food being wasted
 Watching too much DVD’s –resulted
to not being organized
 Washing machine finally set up in
two other locations
 Changed program timetable: 10-
12pm
 Noticed the adults are looking
healthier: shiny skin, bright eyes,
smiling more, putting on healthy
weight
 Wayne noticed how skinny and
unhealthy people looked in town-
and thought that they must have
looked like that before
 More understanding of the program
 Increased parenting skills
 Participants were noticing their
literacy skills improving and enjoying
the program
Highlights ad Challenges
 Out of bread butter &
sugar
 Need lunch food for
kids
 Cleaning still needs
attention (not
cleaning properly)
 Common shed have
been dirty-fridges
and stove
 Food left out on
benches
 Rubbish still in
around the yard and
house
 Tea bags tossed on
the ground
 Tea towels need
washing
 Participants
commenting on what
they have learned so
far in the program
and can identify their
struggles and
addictions
 Speak more openly
in group discussions
 Parents are showing
consistency to
discipline and parent
their children in an
appropriate way
 Participants more
able to talk , ask
questions and
express feelings in a
positive way
 Georgia (KPMG)
secondee and Caden
(filming) – developing
the prospectus and
DVD
 Children are
cooperating more with
their parents
 Parents are taking
more control and
responsibility for their
children
 Introduction to Family
Wellbeing
 Les spent 3-4 days with
Francina and Wayne
 Clive- volunteered his time,
doing odd jobs around h
place
 Veggies still being wasted-
threw out rotten cucumbers,
tomatoes, mushrooms &
cabbages
 Noticed children are happier
 See change in the family
 Still see the arguing and the
fighting
 The area was clean and
raked up
 Kids throwing orange peels –
spoke to the kids about
putting the rubbish in the
bins
 Kids are healthy – very
happy, create own fun and
play
 Clay and Kylie spending a lot
of their time with the kids
 Herbert Bally on leave
without pay
 Debbie on 2 weeks annual
leave
 Herbert Yunkaporta – new
recruit, starts 24/01/09
 Visiting services: Bob Coakly
–Child Maternal Health
(Apunipima), Rhonda -
Mental Health (QH),Patrick –
AOD (QH) and Bob-State
emergency Services
Herbert &
Debbie
Liz
Karen
Clay, Kylie
and the
children
Wayne,
Francina &
Sierra
Highlights and Challenges
 Looked forward to
going out
 Strange feeling
 Nothing was set up-
no- one had done
what they were
suppose to
 Things that we had
to do to get started:
Fridges were locked
in containers- had to
break open the
locks,
Had to set up the
house, had to
Set up the common
shed, no money in
the budget to feed
the residence
 People were fighting
 Couldn’t start
school-fighting all
day long
 Knew it was going to
take a while to get
use to
 Everyone exhausted
 We had Amanda
and Jessica to help
and support Wayne
& Francina- but
didn’t work out
Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Where
We’ve
Come
From
02/09/09
The
Journey
So Far
Today
16/11/09
1st Week
Off
Program
Started
09/09/09
9-3pm
Start
Claudia
12/10/09
Teresa
02/11/09
Jane
30/09/09
Auntie
Kathy
arrived
09/11/09
Georgia
(KPMG) &
Caden
(Filming)
26/10/09

39
Budget
The budget represents the management across two sites. The Roworr
Administration Hub located in Pormpuraaw, and the Rehabilitation Centre at Baas
Yard. It takes into consideration high costs of living and working in Cape York, and
the expenses related to freight and specialist services. The staffing budget is
indicative of the needs managing a service in an isolated location. It places an
importance of recruiting high standard/qualified personnel either as consultants or
facilitators of programs to meet the needs of the community in alcohol and substance
abuse and addictive behaviours, training and building capacity of local people and on
costs that had not been included in previous budgets reducing the NET income of
staff and reducing the incentive to continue employment. It is then self explanatory
and is inclusive of recommended upgrades of capital works and infrastructure
development. To respond to the needs of the Centre there may be a need to identify
multiple funding sources across ATODS, Mental Health, Community Development,
Capacity Building and Training and State Development.
DESCRIPTION APPROXIMATE
COSTS
FUNDING
COMMITMENT
FAMILY RESOURCES
Library books (adults and children’s) $3,500 One off
Plants/Flowers/Herbs/Vegetables (for garden areas) + freight $15,000 Annually
Accommodation, transport, meals $10,000 Annually
Building furniture electronic goods, whitegoods, bedding and linen $10,000 Annually
Children’s toys, games and learning equipment $15,000 One off
Arts centre supplies (paints, brushes, canvases etc) $5,000 Annually
Health Promotion $5,000 Annually
Total 63,500.00
STAFFING
Guest therapeutic group counsellors (on contracts) $35,000 Annually
Primary school teacher (permanent part time) $36,000 Annually
Licensed relief staff for weekend work (16 hrs @) $48,000 Annually
Family wellbeing workers x2 (community positions) $104,000 Annually
FWB community support coordinator $52,000 Annually
Social Emotional Wellbeing coordinator $76,000 Annually
Drug and alcohol counsellor (male) $71,000 Annually
Handy man and Maintenance (full time 20 hrs) $30,000 Annually
Manager of Services $85,000 Annually
+ on costs (super, Leave loading etc) 53,600.00 Annually
Sub Total 590,600.00

40
MARKETING AND EVALUATION
Marketing and Media (consultant) $5,000 Annually
Program review and evaluation (consultant) $55,000 Annually
DVD, and other graphic design work $15,000 Annually
Resource development , promotional $15,000 Annually
Sub Total 90,000.00
ADMINISTRATION
Travel and Accommodation (Conferences, meetings, workshops,
housing shortage)
12,000.00 Annually
Professional Development training (stage 2-5 FWB) 55,000.00 Annually
Freight 10,000.00 Annually
Stationary + office supplies 15,000.00 Annually
Phone and Internet 15,000.00 Annually
Vehicles x 2 (Troop carriers) on cost (rego, insurance) 110,000.00 One off
Fuel, repairs and services 30,000.00 Annually
Sub Total 247,000.00
Administration @20% to Pormpur Paanth 195,100.00
TOTAL 1,186,200.00
CAPITAL WORKS AND INFRASTRUCTURE
Children’s playground and equipment $30,000 One off
Computers, Printers, Software
(staff, volunteers, residents, ongoing IT infrastructure and
maintenance)
$20,000 One off
Building works
(4 x new houses for staff, family members and volunteers)
$400,000 One off
A catering training centre (industrial kitchen)/kit home $220,000 One off
Bi-Degradable Septic systems x3 (upgrades required) $ 79,000.00 One off
Furniture for houses, training centre $ 20,000.00 One off
Repairs and Maintenance (generator, oil, houses etc) $ 15,000.00 Annually
Project Management @5% $39,800.00 One off
Trenching/Grey water $4,000.00 One off
Toilet blocks (spring back doors, windows ceiled (mosquitoes) $8,000.00 One off
TOTAL 835,800.00

Alcohol and Other Drug Management Report_2009

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