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Working for a better future and outcomes for our children

News

The QATSICPP Board is proud to announce the appointment of Lane Brookes as our first Independent Director of QATSICPP. We look forward to ensuring that the voices and aspirations of Aboriginal and Torres Strait Islander children and young people are front and centre in the work of our organisation. 

 

Lane is a 23-year-old Mandandanji man hailing from the South West QLD town of Roma, he is a born and bred local and passionate about bringing change to his community, state and country. Since completion of his schooling in 2012, he has had a variety of roles within the community. His first being actively involved in youth and community programs where he worked at the local state school as an Indigenous Teacher Aide for 2 years after leaving school, during that time he successfully completed his Diploma in Education through the Rural Area Teaching Education Program which is for Aboriginal & Torres Strait Islander people in QLD. There he acquired more roles to benefit his community while learning how to teach primary school children in Far North QLD, Cape York Peninsula and the South West Region. In his spare time of the role he would mentor students with the homework, sport and extra curricular activities as well as introducing and maintaining cultural elements in their lives.

Also around this time Lane’s love for Rugby League took a different approach to the usual weekend games where at age 17 he introduced a concept to the Roma and District Rugby League calendar, it’s first ‘Charity All Stars’ based concept where players of Aboriginal & Torres Strait Islander players were selected for the Indigenous Team and vice versa for the Non-Indigenous Team. He coordinated the main game while also overseeing the entire structure and organising of the whole event with his team of volunteers, where a local person or family were selected as the recipient of the event. There he would approach local business, donate his own time and money towards the event and charity to ensure that the event was a success while also captaining the Maranoa Murris Team (Indigenous Team). During it’s entirety from 2013 – 2017 it has raised upwards of $50,000 for locals doing it tough in the Roma & District Community, those include a local father with Motor Neurone Disease needing house refurbishment and quality of life with his wife and children. A young child from Roma with Vocal Cord Paralysis, Cerebral Palsy and Microcephaly, a baby from Surat with a rare disease needing specialist treatment in Melbourne, a 50 year old Aboriginal man from Mitchell who suffered a neck injury at the age of 18 and became a Quadriplegic and then lastly a 25 year old Roma man suffering from Cerebral Palsy (Leigh’s Disease) and a main component of that being that one of the main carers of that recipient was that his father had passed away before Christmas and this game assisted the family and caring team. From this work Lane was rewarded in 2013 with the Roma NAIDOC Ethel Munn Services to the Community award, the following year 2014 being the first Aboriginal and Youngest Person to win Roma’s Australia Day Citizen of the Year which then followed on through to Roma NAIDOC where he collected another community service award and Person of the Year at the inaugural Roma NAIDOC Ball.

After finishing employment at the local state school, Lane decided to take up Business in 2015 and as a first time small business owner he turned to his love of his culture where he owned and managed his own business called ‘Deadly Way’ where he would sell his own art as well as buying and selling the youth’s artwork, running art workshops, traditional dance performances, traditional dance workshops, cultural tours, school visits and keynote speaking. There he would learn the business world and travel all through the South West and Darling Downs while networking all through the state in Tourism sector. Doing this fulltime from 2015 and into late 2016, in that timeframe he was rewarded again in 2015 as South West QLD’s Rising Star where he featured on the front cover of the phone book with two of his mentees, and then in 2016 he travelled with Deputy Mayor of Maranoa Council to Perth for the Australian Tidy Towns Awards where he won Australian Young Legend because of his business and Indigenous Tourism in the region.

There he would be accepted into the Queensland Indigenous Youth Leadership Program in Brisbane and join the Eric Deeral Indigenous Youth Parliament where he was elected as Indigenous Youth Premier and leading his party throughout the program. This sparked his interest in Politics and decision making and he decided that he would like to pursue a career in that field, soaking up as much information as he could, and he was then appointed to the Primary Health Network Consumer Council to represent the South West as representative for Youth and Aboriginal & Torres Strait Islander Health.

This then followed onto his future employment and further development of his political learning, in late 2016 commencing into a role with QLD Health and then locked down the position of Aboriginal & Torres Strait Islander Liaison Officer at Roma Hospital with his brother. He would then go on to be accepted into the National Indigenous Youth Parliament program of 2017, he was one of the six QLD representatives and was elected as Indigenous Youth Opposition Leader. Which then earnt him the opportunity of becoming a Democracy Champion at the Museum of Australian Democracy in Canberra where he joins Indigenous Leaders like two other fellow Indigenous Youth Parliamentarians, Current House of Representative’s Member Linda Burney, Warren Mundine and Dr Chris Sarra. He followed on by being the Lead Mentor of the Queensland Indigenous Youth Leadership Program. Later in the year he would increase his personal development in the Health sector by being trained in the Aboriginal & Torres Strait Islander Mental Health program ‘Deadly Thinking’ where he has delivered and trained community members in the whole of the South West district, Lockhart River, Dubbo and Western NSW, Geraldton and mid WA areas and in the North West Kimberly region. In 2018 he would take a step up in roles from the Queensland Indigenous Youth Leadership Program and receive the opportunity of being the Co-Facilitator of the Program while also assisting in the program content to deliver to the 2018 cohort.

So now Lane currently juggles many jobs and community responsibilities and has recently commenced a Graduate Certificate in Policy Analysis at Griffith University as well as being appointed to the Queensland Youth Engagement Panel by Di Farmer (Miniser for Child Safety, Youth & Woman and Minister for the Prevention of Domestic and Family Violence) where he’ll sit for a two year term alongside ten other Youth members from across Queensland. He plans on building his profile and being involved in the government and political sector can help when he runs for the Senate, where his dreams of becoming an Honourable Member of Parliament in the Federal and State Houses while also becoming the first Aboriginal Mayor of Maranoa Council in his home of Roma in the future sometime. He takes every opportunity and wants to make sure that the next generation can achieve their dreams and that all Australians can close the gap in all targets to ensure a better future for Australia.

Achievements & Awards

  • 2013 – 2017 Raised over $50,000 for Local families in the Roma and District Community
  • 2007, 2013 Roma NAIDOC Ethel Munn Services to the Community
  • 2014 Australia Day Roma Citizen of the Year
  • 2014 Roma NAIDOC Person of the Year
  • 2015 South West QLD’s Rising Star
  • 2016 Australia Tidy Towns Australian Young Legend
  • 2016 Queensland Indigenous Youth Leadership Program – Indigenous Youth Premier
  • 2017 National Indigenous Youth Parliament – Indigenous Opposition Leader
  • 2017 Queensland Indigenous Youth Leadership Program – Lead Mentor
  • 2017 Democracy Champion for Museum of Australian Democracy (MoAD)
  • 2018 Baton Bearer for Roma in Queens Baton Relay – Commonwealth Games
  • 2018 Queensland Indigenous Youth Leadership Program – Co Facilitator
  • 2019 Queensland Youth Engagement Panel – Appointed Member

Your HSQF demonstration method based on your funding and service type is ‘self-assessable’:

what does this mean and what are you required to do?

We hope you enjoyed the two previous articles ‘Introduction to the HSQF’ in the August 2018 edition of the QATSICPP newsletter, and ‘You are required to be certified under the Human Services Quality Framework – what happens now?’ published in November 2018.

In this next part of the series, we will be providing information specifically for those organisations that have a demonstration method of ‘Self-Assessable’, what you are required to do, and some tips to help you navigate the process.

Just a reminder that your regional contract management teams, the HSQF team as well as the team at the Queensland Council of Social Service (QCOSS) are available to help answer any HSQF specific questions you may have along the way, so make sure you reach out if you would like further support.

What is the self-assessment process

Depending on the amount of funding you receive from the Department of Child Safety, Youth and Women and/or the Department of Communities, Disability Services and Seniors (the departments) and the types of services you deliver, you may be required to demonstrate your compliance with the Human Services Quality Framework through a self-assessment process.

This process requires your organisation to complete a Self-Assessment Workbook based on the evidence available against the requirements in the workbook. Your organisation will go through the requirements against the six Human Services Quality Standards, and determine whether each requirement is currently ‘Met’, ‘Partially Met’ or ‘Not Met.’

Timeframes and overview of the self-assessment process

Your organisation will generally have 18 months from when you first receive funding from the department/s to submit your completed self-assessment. You will then be required to provide an update on progress in 12 month’s time, and submit your next self-assessment 18 months later.

Your regional contract officer will be a key contact throughout this process and will help you find information about what the requirements are, to plan timeframes and to review the self-assessment that you submit to them.  QCOSS is also able to provide supports during the process, including policy and procedure templates for your organisation to use, as well as opportunities for face-to-face support.

Completing your self-assessment

When you first commence your self-assessment process, we strongly recommend reading through the two guiding documents on our website:

  • the Human Services Quality Framework User Guide – Self-Assessable Organisations – this guide explains each standard in detail and outlines evidence requirements for different services; and
  • the Guide to Self-Assessment and Continuous Improvement - Self-Assessable Organisations – this document provides information to assist self-assessable only organisations undertake a self-assessment.

These two documents will help guide you through what the requirements are and how you complete your self-assessment workbook.

What happens if you don’t yet fully meet the requirements of the self-assessment

Whilst the self-assessment process helps you review what you have in place to meet the requirements, it is also intended to show you the areas where you have processes that need further development or improvement. Therefore alongside the self-assessment workbook, the other important part of the process is the Continuous Improvement Plan. This plan provides your organisation a structured process for noting which areas need further development, time to implement, the timeframes to achieve this and who will be responsible.

It is important to note that any areas listed as ‘critical safeguards’ within the self-assessment workbook have a shorter timeframe to address any outstanding issues. This is because it is critical for the safety of your clients, your staff, as well as your organisation to make sure those processes are in place and working as soon as possible.

Submitting your self-assessment

You are required to submit your self-assessment workbook and continuous improvement plan to your regional contract officer by the due dates advised to you.

Once it has been received, the regional contract officer will check it for completeness against the requirements using a Self-Assessment Review Tool. This tool has been developed directly in line with the self-assessment workbook your organisation completes, and helps the regional contract officer determine against each requirement whether your organisation has provided sufficient information to show the requirement has been addressed within your organisation. They will also check your continuous improvement plan to confirm the planned actions for any areas not yet fully met are reasonable and meet timeframes.

Please note: the self-assessment process does not require you to send in any policies and procedures, but rather, explain through your write-up in the workbook what is in place to meet the requirements. If you are not sure you have all your policies and procedures that you need, QCOSS may be able to provide some assistance.

The regional review of your self-assessment is a collaborative process and in instances where the regional contract officer feels further information is required to support that the requirement is addressed, they will have a conversation with you to go over their findings and to make a plan moving forward.

 

Tips for completing your self-assessment process

Whilst there are a range of supports available, your organisation is ultimately responsible for driving the self-assessment process and making sure timeframes are adhered to. Here are some tips to help you get started:

  • There are two different options for completing your self-assessment workbook. You can complete it in Microsoft Word and complete the separate continuous improvement plan, or you can complete it in Microsoft Excel, which has some automation and has a built-in continuous improvement plan.
  • Ensure your organisation completes and signs the Declaration of Accountable/Authorised Officer page at the front of the workbook before being submitted, as it cannot be reviewed without this being completed.
  • Make sure you have the initial discussion with your regional contract officer to check the due date for submitting your self-assessment, preferably as part of your initial contracting discussions.
  • As is the biggest tip noted in the previous articles, we strongly suggest getting started early! This will not only give you time to understand what is required of you, but also to develop any policies and procedures, provide training and record evidence of service delivery to be able to then answer the questions asked through the self-assessment process.
  • Keep revisiting your continuous improvement plan and updating it with the actions you are taking against areas not yet fully met. Progress on your plan will need to be submitted to your regional contract officer one year after your self-assessment workbook due date. You may be asked to provide advice earlier around any critical safeguard actions.

Next article – you have existing accreditation under other industry standards or quality systems – can this be recognised as ‘Other Accreditation’ and do you need to do anything else?

It is widely recognised that the statutory system hasn’t always been effective at addressing the over-representation of Aboriginal and Torres Strait Islander children entering the child protection system, and that this situation continues to occur at an unsustainable rate. The TAIHS Family Participation Program (FPP) team aims to address the current situation by working with families to assist them to better understand child protection concerns and to ensure they have a say when important decisions about their family are being made.

The FPP is a new program that recognises the importance of explaining to families that their circumstances can change at any given point in time and our role is to support them to address identified child protection concerns. Families are made aware of Child Safety’s immediate worries including those things that are not negotiable and must change. Our service explains to families that the FPP engagement is an ongoing process involving parents, children and extended family members. Our service values the family’s identified needs whilst presenting alternative options that will promote a culturally safe outcome for children. To promote self-determination the TAIHS FPP uses a family led decision making process that ensures families have a voice when developing solutions to make their children safer. Although the FPP referrals may come from different points across the child protection continuum, our model promotes self-determination by adhering to the same family led decision making process.

In terms of continuously improving our service to families, children and community the TAIHS FPP will develop tools and strategies to ensure families feel comfortable and confident in providing feedback. Critical to our success is capturing the family’s strengths and stories over time to evaluate what works and what doesn’t. For example, by having families actively participate in the design of our model of service means that our program is drawing directly on family strengths and exploring their own solutions. Experience tells us that children are safer and more connected to community and culture when Murri and Islander families are directly involved in the planning and able to make informed choices.

The child protection system can be difficult for vulnerable parents to navigate, particularly in the early stages of involvement by the Department of Child Safety, Youth and Women. At times, community-based support agencies may be working with parents who urgently need legal advice and assistance about child protection issues.

Legal Aid’s Child Protection Early Intervention Program partners with community-based support agencies to receive referrals for parents who are involved with or are at risk of becoming involved with the child protection system. The Early Intervention Program works closely with support services to advocate for parents to receive the support and guidance they need to keep their children safe, which helps ensure that statutory child protection intervention occurs only as a last resort. Importantly, the assistance provided by the Early Intervention Program may involve legal advice and assistance before court proceedings begin. Lawyers in the Early Intervention Program can assist parents to negotiate with Child Safety with the aim of achieving a less intrusive outcome. The Early Intervention Program aims to work with community agencies to deliver a holistic service to parents, with lawyers working to meet the parent’s legal needs while support workers provide assistance with the client’s social and emotional needs.

The Child Protection Early Intervention Program is also supported by Legal Aid’s Indigenous Community Engagement Officer to deliver Community Legal Education and to engage and build connections with Aboriginal and Torres Strait Islander communities through agencies such as QATSICPP.

A recent referral to the Early Intervention Program saw a community-based support agency refer a mother to the service for assistance with negotiations with Child Safety. Child Safety had become involved with the family due to concerns about substance abuse, housing, domestic violence and mental health. At the time of the Early Intervention Program’s involvement, the children were living in the care of family members under an informal safety plan. However, no arrangements had been made by Child Safety for the children to have contact with the mother. Although Child Safety had intervened, the matter had not yet progressed to a court application.

A lawyer working for Legal Aid’s Early Intervention Program had face-to-face meetings with the mother and her support worker, with the lawyer travelling to meet with the mother at the support worker’s office. This ensured that the meetings took place in a familiar space where the mother felt comfortable and allowed her to more easily access legal advice. With the permission of the mother, the support worker also remained during the meetings to provide emotional support.

During these meetings, the lawyer gave the mother legal advice about responding to Child Safety’s intervention and explored ways in which the lawyer could assist. The support worker also discussed how the community support agency was working to assist the mother to alleviate the concerns raised by Child Safety, including linking the mother in with appropriate services and assisting with the mother’s housing issues. By working together and sharing information, the lawyer and the support worker were able to better assist the mother to address the child protection issues.

The mother was initially hesitant to engage with the lawyer due to concerns about causing tension with Child Safety. The lawyer was able to reassure the mother that she could support her working relationship with Child Safety, while at the same time advocating for her to have contact with the children.

Working closely with the mother and her support worker, the lawyer began advocating for Child Safety to establish a contact regime between the mother and the children. This involved the Early Intervention Program lawyer attending a number of meetings at Child Safety’s offices to represent the mother. At each of these meetings, the lawyer worked collaboratively with the support worker to ensure that the mother was practically and emotionally supported to attend, and that she had a clear understanding of what would occur at the meeting.

Following negotiations with Child Safety, an agreement was reached for the mother to have unsupervised contact with the children for two nights each week. A longer-term plan was also established with Child Safety to gradually increase the children’s contact with the mother, with the aim of returning the children to her full-time care. The Early Intervention Program continues to work with the mother and the support agency to progress safe contact and to provide ongoing legal advice and assistance to the mother.    

If your agency works with parents who need legal advice and assistance with child protection issues, Legal Aid’s Child Protection Early Intervention Program invites you to contact us to establish a referral pathway. The Early Intervention Program can be contacted by emailing childprotection.earlyintervention@legalaid.qld.gov.au.

  

Candice Butler, our Senior Practice Leader, is working on the development of the following projects in 2019 which will aim to provide an opportunity for engagement of future students, enhancing your supervision story and mentoring.

The projects are as follows:

  • QATSICPP Student Hub
  • A network of external supervisors
  • Mentoring program

The QATSICPP Student Hub will provide an opportunity for Social Work students to undertake their final placements within a QATSICPP Member Organisation. This placement will provide an invaluable opportunity for any student. Candice has already begun discussions with QATSICPP Member Organisations and Universities within the South East Queensland region (last year) and will be in contact shortly to have the Student Hub up and running in second semester 2019.

Strong workers are the vehicle for moving towards stronger families, communities and culture. It is with this in mind that we look towards the development of a network of external supervisors who are able to provide supervision to our workers whilst utilising the QATSICPP Supervision Framework. This network is by no means replacing Supervision that should be undertaken within the workplace rather an opportunity for further growth and exploration of our individual Supervision story.

Mentoring has been identified during both the Community of Practice and the recent Workforce strategy that is currently awaiting formal approval.   The aim of the Mentoring program will support mentees to develop their own skills and strategies and be able to reflect and guide their own practice. The program will also support the opportunity to identify future leaders within our sector.

If you would like any further information about any or all of the projects listed above, please do not hesitate to email Candice on candicebutler@qatsicpp.com.au

“Queensland Aboriginal and Torres Strait Islander Community Controlled Child Protection Practice Standards”

Over the past 12 months I have been privileged to work with QATSICPP staff and staff from the Griffith University First Peoples Health Unit as we designed and delivered this brand new course for 2018/2019. At Griffith University a course is what we call a single subject.

The development of this course, offered at a postgraduate level via the Graduate Certificate of Human Services at Griffith University, is the end result of a vision by the QATSICPP Board and Staff to offer a university level training opportunity for staff who work in Aboriginal and Torres Strait Islander community based and community controlled organisation within child protection and family wellbeing. The course is grounded from and developed around the QATSICPP Aboriginal and Torres Strait Islander Child Protection Practice Standards along with further content developed from QATSICPP and other relevant content. It builds and expends on the important training QATSICPP has been rolling out over past years.

From the initial meetings between Griffith staff and QATSICPP through to the delivery of the course over the 2018/2019 summer I feel the process has been an extremely positive and rewarding one for all participants. This includes the wonderful group of practitioners who enrolled in the course for its first offering and become the first group of students to take the course.

For many of the participants this was their first experience with university level study which is exactly the outcome QATSICPP was hoping to see. It has been clear from the start that QATSICPP have a commitment to support the staff of community organisations to gain more formal qualifications via training that is relevant to their work, culturally safe and supportive of career development.

The course is a mix of online learning that supports a week long residential held in Brisbane in mid-December. There will always be challenges and unforeseen issues with the rolling out of a brand new course such as this, especially when it involves participants having to commit to a week long, intensive learning program, away from home and family. I commend the QATSICPP staff and the staff of the Griffith First Peoples Health Unit for working closely together, on tight deadlines, to make the residential happen.

This first group of students really stepped up to all the challenges both logistically and academically and came together at the Griffith University South Bank campus in Brisbane to create a fantastic collaborative learning experience. Particularly valuable in this week was the huge wealth of knowledge and experience that participants already held coming into the course. It was a week of hard work and commitment and as the course convenor I was really impressed with the positive approach all the participants took.

Outside of the residential the students have also successfully stepped-up to the challenges of online learning and collaboration with participants tuning into the virtual campus from southern Queensland through to the far north and the far west. The technology available through the Griffith digital online environment makes it possible for students to feel much more connected and engaged with the course and each other. It’s a big improvement from the old distance education packages that might have arrived in the mail.

It’s a bit early to report officially on the final outcomes of the course as participants are finishing their final assessments now, with many experiencing huge disruptions from the flooding in north Queensland, however, it’s looking like we will be having a very successful end to what has been a successful first run of the course. I hope to see this innovative and important collaboration between QATSICPP and Griffith University go from strength to strength as we look to offer it again in 2019.

Article provided by: Glenn Woods, Course Convenor, School of Human Services and Social Work, Griffith University.

Wuchopperen Health Service Limited (Wuchopperen) has been providing a variety of parenting programs to Aboriginal and Torres Strait Islander families in the Cairns region to develop parenting skills and reduce the prevalence of mental health, emotional and behavioural problems in children.

In 2018, Wuchopperen saw 29 families graduate from our key parenting programs including Circle of Security, Parenting Under Pressure, and Triple P. Each program focuses on a different element of parenting and the many challenges of raising children at various ages.

Lorna Baker, Manager of Wuchopperen’s Children and Family Centre says the parenting programs not only develop the confidence of parents, but also of the children. “We see huge changes in the families who participate in our parenting programs. The children are a lot more confident, and a number of our parents ask our educators for additional activities to do with their children at home.

The programs are all about creating positive relationships between parents and children and giving parents the tools to do this. The programs also provide parents with a support group of other people who might be going through similar issues,” says Lorna. Following the huge success of the programs focused on families run by Wuchopperen in 2018, 2019 is set to be a great year for Wuchopperen and our clients.

“Throughout 2018 we had to establish an additional playgroup to accommodate the number of families coming through Wuchopperen. It is really great to see the progress of all the families and how our team is able to cater to the individual needs of everyone who walks through our doors,” says Lorna. The team at Wuchopperen’s Children and Family Centre consists of Early Childhood Educators, Family Support Workers and Child Health Workers who can provide a holistic service to all our families.

This article is a reflective piece that will cover the Family Participation Program (FPP) Induction Workshops and Aboriginal Family Led Decision Making (AFLDM) training, primarily because I started back at QATSCIPP during the first week of FPP Inductions and it was a busy process to be a part of. The FPP Induction training was held in October 2018 at Rockhampton, Ipswich, Townsville, Sunshine Coast, North Brisbane and Cairns. The AFLDM-SNAICC Training closely followed the FPP Inductions in November-December, and QATSICPP also provided feedback to the Department on the FPP Funding and Program Guidelines in November.

During these busy three months, a few thoughts immediately spring to mind. Firstly, that the capacity of our sector is strong and ever adaptable, and this is evident in our willingness to work with the Department in what can often be very tight timeframes. Due to the nature of the funding process, services across the state were at very different stages of the FPP Program in terms of recruitment and development. However, all member services engaged in very healthy discussion and critique at all the workshops I attended, exploring issues such as how will the services run on the ground, how will reporting occur, the role of the independent person/entity, concerns regarding what ‘happens’ now some families won’t have access to a Recognised Entity and similar practice queries.

Overall, what was clear during the FPP Inductions were the voices of member organisations articulating the opportunity to implement the FPP program in a way that will honour the Legislative reforms, in particular the elements of the Child Placement Principle. It also goes without saying that during such discussion, issues of how the Department will now work and adjust to a program and process that is underpinned by self-determination, choice and voice for Aboriginal and Torres Strait Islander people were raised. This is because in theory the reforms represent a real shift in power in how the Department and further the Queensland Government work with our people.

QATSICPP’s feedback on FPP Funding and Program Guidelines provided to the Department further highlighted issues such as what checks and balances will need to be in place to honour FPP Family Plans, how referrals will occur and where and when should an AFLDM occur for a family. No doubt in the coming months (and years) it will ultimately be our Aboriginal and Torres Strait community who will observe whether the intent and process of the FPP are being truly honoured.

The AFLDM training facilitated by SNAICC followed throughout November and December 2019, was also another very busy period for all involved. The training itself was over 5 successive days and again whilst members were in various stages of capacity and this was understood, the sector again ensured that all workshops were well attended. I was fortunate to attend the AFLDM Training that was held at Ipswich and which had FPP staff from ATSICHS, Kummara, Mt Isa, Goolburri and Mununjali attend. Areas such as the Child Placement Principle, Family Mapping, building cultural authority, enabling childrens’ participation and working safely in the context of trauma and family violence were some of the content that was discussed and critiqued over the course of the training. Day four was a particular highlight, as this was when the services had to lead a practical demonstration/role play of working with a family using the AFLDM process. What was evident from observing the role plays were the range of skills that our sector has and are able to clearly articulate. Participants were able to talk through and demonstrate areas such as ‘how to’ clearly outline worries and facilitating a process; whereby families have voice and are and comfortable to ‘talk up’, how to engage families including those that may be deemed ‘difficult’ and how to manage communication with the Department (including when there is regular turn-over of Dept staff – which is often a very real issue we face). Other areas that make the AFLDM work on the day such as organising catering and transport for families was discussed.

Article provide by: Alf Davis, QATSICPP Senior Policy Officer

  • Child Protection Environment

    53.7%

    of Aboriginal and Torres Strait Islander children were placed with a kinship or Indigenous carer.
  • Queensland Aboriginal and Torres Strait Islander Child Protection Peak

    69,200

    There are 69,200 Aboriginal & Torres Strait Islander children / young people in Queensland.