We support each other and stand our ground when necessary to help Logan people thrive, not just survive.
Visit our Impact Report websites for details on how, over the years, our approach has achieved real, long-term change for people in Logan.
We also continued to drive change for our organisation, adapting to the emerging challenges of the coronavirus pandemic, and to growth and change in our region.
Throughout the year, we invested in our community through innovative initiatives and local partnerships.
When the COVID-19 crisis hit, we adapted swiftly to meet local needs, support Logan people and provide leadership where needed.
We developed a new Strategic Plan which commits us to research and development to help us back vulnerable people to overcome adversity and thrive.
This Impact Report outlines our progress to date.
In recent years we have raised the bar, focusing on ideas and innovations that increase our impact.
This report outlines some of our achievements from 2017-18.
In 2016-17 we increased our focus on connections and collaboration to improve outcomes for our clients and the communities we serve.
In 2015-16 we spent some time thinking about what independence and participation really means.
We also reviewed how we can make sure our efforts make a significant difference towards it.
We are a team of skilled, committed people who are doing great work now and looking towards an even better future.
In this report, we focus on people: our clients – the capable, active people who are building better lives, and our steadfast, forward-thinking people who are working with them towards that goal.
We’re proud of the opportunity to work with, and indeed in, the Logan community.
People allow us into their lives; we do not treat this lightly.
Through our partnership with Hand Heart Pocket we are investigating what works for at-risk young parents and their children to thrive, and evaluating the effectiveness of integrated service delivery. Our integration demonstration project brings together family workers, a housing specialist, a counsellor, an education and employment mentor and a connections coordinator. This multi-disciplinary team backs young families, with support tailored to each family’s needs.
The FFT–CW® evaluation conducted by ARTD Consultants found that the model was implemented with fidelity and resulted in increased skills (such as emotional regulation, parenting skills and calming strategies), reduced mental distress for both parents and children and improved family relationships.
96% of young people and 94% of parents felt that parenting skills were better as a result of the intervention.
Thriving Families Project evaluation and project summary (March 2021)
The Thriving Families Project provides a fast response to the housing crisis coupled with ongoing support to address underlying and emerging issues. The team worked with 35 families over its first 18 months. 32 families stabilised their housing. From the foundation of stable housing, all participants improved self-esteem, coping ability and practical skills as well as improved understanding of child development and stronger social connections.
The evaluation indicates the program is efficient and effective in providing integrated housing and family support services and could potentially reduce the burden on government services through early intervention.
A 2019 program evaluation found Sure Step’s family focused, parent-led, strengths-based and solutions-focused family coaching model effective. As a result, a 32% improvement in overall family wellbeing was recorded.
For families to access the support they need, services must exist, be visible, available and responsive to families’ needs.
Encompass identified barriers at each of these levels.
A 31% improvement was recorded in client outcomes, particularly in relation to housing, skills, community participation, knowledge and access to information, and financial resilience. Clients described feeling happier, hopeful, resilient, and more capable to deal with challenges.
The Thriving Families Project aims to create sustainable change for families experiencing homelessness so that they can create stable homes and nurturing family environments where all family members can flourish.
A key element of the Project model is the intentional skill building component designed to ‘bridge the gap’ and shift the emphasis from addressing adversity and crisis towards strengthening capacity.
79% of young people improved their circumstances, connections and skills over time. The largest improvements were in relation to schooling or work mental health and housing.
YFS works hand in hand with some of Queensland’s most vulnerable young people, backing them to overcome adversity and thrive. In 2020 YFS supported more than 1,100 young people, reached 2,200 though community education and events and engaged 54,000 people through social media. Key outcomes across programs included 71% of homeless young people supported into stable accommodation (Housing First), 77% of young people experienced improvements in their wellbeing (YouthLink and Next Step Plus). 86% of young families improved their circumstances (Step by Step Young Families).
In 2019, YFS supported almost 700 clients to improve their housing situation.
The Housing review conducted by 99 Consulting highlighted the effectiveness of housing specialists and identified opportunities for greater collaboration.
The evaluation found the pilot program successfully challenged commonly held myths about gender-based violence, promoted positive attitudinal change, built skills and confidence to challenge disrespectful behaviours.
82% of clients showed improvements in being safe and/or protected from harm.
In addition, improvements were recorded in relation to housing, financial situation, social connectedness, physical and mental health and family functioning.
With funding from Australia’s National Research Organisation for Women’s Safety (ANROWS), Griffith University evaluated the impact of R4Respect. The research found R4Respect’s peer-to-peer education model effectively engaged young people as agents of change. R4Respect showed potential to positively influence young people’s behaviour, with 86% of participants agreeing to the statement: “Things I learnt in the program would help me act with greater respect in the future.”
A 2019 review found that the integrated hub model led to greater efficiency and effectiveness, resulting in improved outcomes for clients.
The model is designed to address the immediate financial crisis and build financial capacity. As a result, 83% of clients increased their financial resilience.
Between March and June 2020, YFS, in partnership with Logan City Council, the SES and Lighthouse Community Care, supported 522 people and families in Logan in response to the COVID 19 crisis.
Over 650 customised packs of essentials were delivered to those self-isolating or experiencing financial hardship.
Spark has offered a lifeline to people facing homelessness, particularly those with no income who have lost work due to COVID-19.
Since inception, 73 Spark clients obtained employment and 22 completed training.
Through personalised mentoring, 91% of clients improved their work readiness, building the skills to pursue and achieve their goals.
Substation33 offered 623 people opportunities to learn skills in a supportive work environment in 2018-19.
Through 76,527 hours of work, participants learned to disassemble electronic waste and create value-added products like road flooding warning signs and water quality meters.
Economic modelling by Logan City Council calculated the 10 full-time equivalent jobs at Substation33 add $4.25 million to Australia’s Output, when considering the flow-on effects of economic activity.
Substation33 increases Logan City’s Gross Regional Product by $1.2 million each year, and Australia’s Gross Domestic Product by $1.92 million.
The First Nations Legal Needs Analysis Project represents the first analysis of the legal community education needs of the First Nations peoples of Logan.
Implemented by a team of First Nations researchers, the research identified legal needs and gaps in service delivery for the First Nations peoples of Logan.