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Submission Sessional Committee on the Use and Abuse of Alcohol by the Community 055 Darwin City Council



Submission Sessional Committee on the Use and Abuse of Alcohol by the Community 055 Darwin City Council

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Tabled Paper 381


Tabled Papers for 6th Assembly 1990 - 1994; Tabled Papers; ParliamentNT




Tabled by Eric Poole


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Of those 19 employees: 8 were "su pe rv is or suggested" referrals 8 were "voluntary" referrals 3 were "union" referrals NOTE: All referrals from the Darwin City Council to the EAS are voluntary. However the above figures indicate those who found their own way to our services, compared with those who did not seek help under the Scheme until their supervisor or union representative suggested it. Of those 19 employees: The average number of visits was two per employee. Most visits lasted approximatley 1J hours. Of those 19 employees: in 7 cases the predominant problem was alcohol related in 5 cases the predominant problem was marriage or f amily related in A cases the predominant problem was work related in 3 cases the predominant problem was other that those above NOTE: We have arbitrarily classified cases to indicate the scope of problems being presented through the Scheme. In practice peoples problems are usually more complex and often cover a multiplicity of problems. Of those 19 employees: After one or two visits to the EAS 7 employees were referred on to other agencies; mostly alcohol treatment agencies . Of those 19 employees: 13 were in the age group 30 to A5 years. CONSULTATIONS WITH M A N A G E M E N T /SUPERV I S O R S /UNIONS It is important for the success of the Scheme that the EAS not be seen as an advocate for employees against management nor as an extension of management. Never-the- less it is our involvement in the industrial scene that makes us specialists in employee counselling. In most of the cases we have handled for the DCC Employee Support Scheme there has been some involvement with m a n a g e m e n t / s u p e r v i s i o n . This varied from instances where the only contact was to organise time off work for an appointment, through to situations where the manager/sup ervis or