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One of the eight respondents indicated that the

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One of the eight respondents indicated that the sessions offered by the program did not makea difference to the participants’ behaviours or their engagement with the school to which theywere attached. This respondent suggested that the time (1 ½ hours per week) spent with thegirls was not enough to make a tangible difference. He went on to suggest that more specificyouth outreach was required.Interagency networkingThere was strong agreement that the program had worked well in helping agencies worktogether to identify and meet client needs.It was felt that the program manager played a critical role in brokering relationships amongservice providers and that the regular meetings held enabled connections to be made thatotherwise would not have been possible. Respondents felt that the networking meetings:Provided a forum for sharing information and ideas;Provided good and useful information; andHelped build relationships with other service providers;Good coordination by the program manager was identified as the key to the effectiveness ofthe collaborative approach used.Model of practiceRespondents were less confident about the effectiveness of the model of practice employedby the program. This is reflected in the lower rating shown in the table giving quantitativedata.While respondents felt that the program youth worker was doing a good job, they wereconcerned about the sustainability of the program and the client case load taken on byprogram worker. Some felt there was a significant risk of burn-out for the program worker—perhaps that in order to adequately meet the needs of a range of clients, a lighter case loadwas required.Case management approachThere was a degree of uncertainty expressed by respondents about the case managementapproach used. Some felt they were unable to comment because they were not aware of whatthe approach was. While there was a view expressed that the program youth worker’sapproach was achieving results, there was another concern about the appropriateness of usinga case management approach with this kind of program.Cognitive skillsThose who were able to comment about the cognitive skills program used, were generallyhighly supportive of it. They noted the benefits in terms of:Improving communication skills;Good levels of peer support;Conflict resolution capabilities; andHigh levels of interactivity.General comments
In general, respondents saw Breakfree favourably, describing it as an innovative and muchneeded program for the client group. That is, they liked the way it engaged service providersand they valued the outcomes of the program. However much of the focus of the feedbackwas on effectiveness of the individual employed as a program youth worker rather than themodel itself. To this end there were some concerns about the ability of one worker to be ableto effectively sustain the program over time. It is evident from most responses that where theprogram had been able to successfully engage with a client that they felt that it was effective.

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Term
Spring
Professor
N/A
Tags
Project Management, The Land, Program Officer, The Grave, Clarence Final

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