The first Odyssey House opened in New York in 1966 as a residential rehabilitation program for people with a drug or alcohol addiction. Odyssey House Victoria was established in Melbourne in 1979. Today, several Odyssey Houses exist throughout the United States, New Zealand, and Australia offering a wide range of programs and services.
The first Odyssey House opened in New York in the United States in 1966 as a residential rehabilitation program for people with a drug and alcohol addiction. The original program philosophy and treatment approach is described by Densen-Gerber (1973), who later brought the Odyssey House Therapeutic Community model to Australia, together with Milton Luger. Emerging from social psychiatry, the program views problematic alcohol and other drug use as a symptom of other underlying issues, and combines peer support by others in recovery with medical and psychological expertise.
Central to the Odyssey philosophy was the conviction that a new, drug-free lifestyle could be created through self-discovery, behavioural change and new relationships, and that this could be achieved within a supportive residential community environment founded on mutual respect and responsibility.
Odyssey House came to Australia in 1977, when Walter McGrath, whose son James died at the age of eighteen from a heroin overdose, established the James McGrath Foundation and sought help to establish a therapeutic community at Campbelltown, New South Wales.
The following year, a group of concerned Melbourne citizens and parents established the James McGrath Foundation in Melbourne and in 1979 Melbourne’s Odyssey House opened in an ex-Salvation Army Hostel opposite St Vincent’s Hospital. After a brief move to Millgrove near Warburton, the community settled into its present home in July 1980, a former Roman Catholic Monastery in Lower Plenty. Built in 1952 and set in eighteen hectares of rolling farmland and bush by a bend in the Yarra River, the purchase was made possible by the determination of the initial board, and fundraising and community support, despite some opposition from local residents.
Not long after Odyssey House was established, a city based “shopfront” was established in Prahran as the admission point for clients entering the therapeutic community, also providing a small range of community based services. Over time, the number of funded residential beds has increased at Lower Plenty, and other new residential facilities have also been established.
Together with partner organisations, Odyssey’s Community Services have grown significantly across metropolitan Melbourne and regional Victoria. They now provide a broad range of counselling, support, withdrawal and outreach programs to people of all ages affected by drug and alcohol addiction.
The Odyssey Institute, a Registered Training Organisation, provides face-to-face and online accredited training and other short courses that focus on drug and alcohol and mental health skills, to clients, community members, and professional staff across Australia.
We are pleased to announce that we have shortened our name to Odyssey Victoria and have developed a new logo. We are proud of our beginnings with our residential rehab at Lower Plenty, otherwise known as ‘the house’ but the name Odyssey House Victoria no longer reflects our expanded services across Victoria.
To reflect our growth and continued commitment to our values, principles, vision and purpose we have also changed our logo. We listened to feedback from Aboriginal and Torres Strait Islander clients who felt that the ship in our old logo signified colonialism. Our new name and logo encapsulates the multifaceted work Odyssey Victoria performs with a modern inclusive design. The brand will continue to use our traditional blue, expressing a sense of calm and positivity for all those seeking help through our services.
It outlines our history; how this shapes our operation today and its continued influence on our future
It acknowledges our past and describes the way our purpose and values influence us an organisation. It describes our identity, and the principles at the core of the relationships we develop with the people who use our services, as well as our staff, and our partner organisations.
It also describes the way we approach our work practices, the programs and services we provide, and the evidence-based frameworks we draw on, in addition to our own areas of research and expertise, and the public advocacy we undertake.
We believe that reflecting on and documenting our organisational identity and practices allows us to grow and develop as we strive to meet new challenges, whilst always maintaining the highest standards of care.
It will provide them with a background to the organisation, our culture, and guiding principles. It will help shape our training and professional development strategy, because the people we employ and how we develop them is critical to our success. It will inform our ongoing review of policies and procedures, and ensure that all our work aligns with our values and our commitment to best practice.
The document will also guide our evolution. It will help inform future directions and develop areas of focus in our clinical practice, the scope of our service delivery, and our collaborations.
It will help us set future research agendas and ensure that as an organisation, we continually reflect on and evaluate our work, and communicate our learnings.
A background paper, detailing the evidence base for the treatment approaches and theoretical frameworks underpinning our work is included as an appendix.
Throughout this document, the words and concepts of “addiction”, “substance dependency” and “substance use disorders” are used to describe situations where someone’s use of alcohol or other drugs occurs continuously or regularly, with some loss of control over how often or how much is used (despite some negative consequences to oneself or others), and where ceasing to use suddenly would result in withdrawal symptoms.
The term “problematic use” or “harmful use” is used in this document to refer to any level of alcohol or other drug use that leads to some harm or has negative consequences for oneself or others, whether this occurs in a dependent way or only occasionally.
The Strategic Plan (the plan) for Odyssey Victoria OV 2024-2029 outlines our ambition to continue providing high-quality, evidence-based services that respond to complex client needs. This includes prioritising treatment and support for people facing the greatest barriers to service access.
In developing the plan, it is acknowledged that more must be done to best meet client needs. To do so, OV must leverage its current evidence-based approach and sector position to focus on service enhancement and expansion – where there is evidence of need. Central to this is the continued elevation of people with lived and living experience within OV’s workforce.
OV must also continue its role as a sector leader who aims to secure greater resources – at an organisational and sector level – to meet the needs of clients.
Our purpose is to provide specialist alcohol and other drug services to Victorians with need, including the families and carers of those facing addiction. We aim to deliver holistic and innovative services that give clients hope for change, reduce alcohol and drug use, improve mental health and rebuild connection to the community.
Odyssey Victoria exists to create a society free from the problematic use of alcohol and other drugs, in which citizens reach their full potential and are meaningfully engaged in work, family and community life.
By acting with Respect, Concern and Honesty in all our relationships, we build Trust and support people to Love and be loved.
Quality service delivery to meet community needs, particularly those with the greatest barriers to service access.
Lived and Living experience is fundamental to our work and in partnership with clinical expertise ensures a holistic approach to care.
Sustainability and efficiency ensuring resources are used effectively and responsibly.
Integrity and transparency in all interactions with all stakeholders.
A data-driven and evidence-based approach
Systems that increase efficiency
Based on shared values and goals
Effective & adequate access to funding, skills and resources
An engaged and satisfied workforce
Defined by clear relationships and effective leadership
