AES International Conference – Sydney How to Influence Commissioners of Evaluation When There is No Program to Evaluate! August 2011 Anthea Rutter and Rosalind Hurworth Centre for Program Evaluation, The University of Melbourne

Context for Projects (1) Rapid Population Growth for Melbourne Limited funds for services Focus on increasing community capacity and family resilience Demonstration projects designed, implemented and evaluated, (one in western suburbs, one in south- eastern suburbs)

Context for Both Projects (2) Characteristics of Area and of Population low cost housing, lower socio-economic families, (particularly in West), poor transport links, limited services, limited access to jobs, distance from CBD

Demonstration Project 1 Model of Counselling Services in Western Suburbs “A small-scale, early and brief intervention model (up to 4 sessions, 1 hour each), of a horizontally integrated service delivery in a new, rapidly growing community” Specific Objectives of the Model Integrated human services for 2 suburbs Demonstrate innovation rapidly growing populations Deliver a replicable model Demonstrate effectiveness of brief intervention Demonstrate strengthening of self management skills

The primary purpose of the evaluation was to: Clarify how the demonstration model of human service delivery is expected to work Develop the initial program theory further Provide insights about how this model might be replicated in other growth corridors Develop an evaluation process and data collection procedures and processes

Lack of Technology/Unsuitable Premises Brief Intervention Model did not work Project Workers moved back to Head Office

Project Emphasis To develop a partnership approach to provide early intervention support, build community capacity and increase family resilience while learning about the impact of rapid population growth and flexible and responsive service planning and delivery for each growth area in the region”

Structure of Project DHS Executive Project Advisory Group Community of Practice Community Panel

Four levels of committees were set up to guide the project but did not communicate Lack of shared vision within committees Community panel (the “Community Voice” ) disbanded No plan – no clear road map

What would you do if presented with the same dilemmas? Have you been confronted with similar situations, and if so, how did you deal with them? How can issues be dealt with while simultaneously, retaining a positive relationship with the client?