Mental Health and Wellbeing Action Plan - 2019-2022 Happy and healthy people delivering great care - Ambulance Victoria
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Mental Health and
Wellbeing Action Plan
2019-2022
Happy and healthy people delivering great care
ambulance.vic.gov.au
1
2
Contents
Overview 3
About this plan 4
Our challenges and opportunities 5
Our model of mental health and wellbeing 6
Summary 8
Objective 1 Building resilience 9
Objective 2 Intervene early 10
Objective 3 Build on strengths 11
Objective 4 Partner for success 12
Our performance 14
Monitoring and reporting on our performance against this plan 15
Acknowledgement of traditional custodians
Ambulance Victoria respectfully acknowledges the traditional custodians of the land throughout
Victoria and pays respect to their ancestors and elders, past, present and emerging.
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-2022
3
Overview
This plan outlines the key components of the
Mental Health and Wellbeing Action Plan 2019-2022
which is aligned to the Ambulance Victoria Strategic Plan
2017-2022. This plan supersedes the Mental Health and
Wellbeing Strategy 2016-2019.
This action plan will:
X Consolidate and build on X Provide access for staff to X Improve engagement with a
learnings and activities from pilot programs that focus wider network of internal and
the first strategy, such as family on prevention and early external stakeholders.
engagement and the provision intervention that are considered
X Programs delivered will support
of integrated services across best practice, and commit to
change in behaviour and
Peer Support, Psychological evaluating effectiveness.
attitudes towards mental health
Services and Pastoral Care.
X Ensure programs endorsed and wellbeing to improve the
X Embrace and reflect the and provided by internal psychological safety climate for
broadened focus of the and external providers meet our people.
redesigned Wellbeing and rigorous standards and are
X Acknowledge the overlap of the
Support Services team. evidence-based, or at the very
Mental Health and Wellbeing
least evidence-informed for our
Action Plan with the Health and
people.
Safety Action Plan to enable an
integrated, holistic approach,
for our people.
4
About this plan
Background Strategic fit
The AV Psychological Health and Wellbeing This plan is aligned with outcome three of the AV Strategic
Consultative Committee (PHWCC) was established Plan 2017-2022 – ’A great place to work and volunteer’.
in 2015, to improve the health and psychological It also aligns with Best Care model pillar: Positive people and
wellbeing of our people and their families. practices that ensure everyone has the skills, resources and
support they need to do their job safely and well.
Whilst working at Ambulance Victoria (AV) is rewarding,
it also comes with challenges, which we are addressing Its actions are aligned with goals:
as an organisation.
X Building resilience
In order to communicate this commitment, the PHWCC,
X Intervene early
in collaboration with the Executive and the AV Board,
endorsed the first AV Mental Health and Wellbeing Strategy X Build on our strengths
2016-2019. This was the first Mental Health and Wellbeing
Strategy of its type to be established by any ambulance X Partner for success
service in Australia.
This action plan builds on the foundations laid by the 2016-
2019 Mental Health and Wellbeing Strategy. Incorporating
knowledge from the current research, the plan is also aligned
with the agency recommendations resulting from Beyond
Blue’s Mental Health and Wellbeing Survey of Police and
Emergency Services. An extensive consultation process has
been undertaken within Ambulance Victoria, incorporating
internal subject matter expertise to ensure that the actions
are relevant to all Ambulance Victoria people.
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-2022
5
Our challenges
and opportunities
Challenges
X Providing support to our people at the right time,
who provide a 24 hour, statewide service.
X Stigma, in particular self-stigma related to mental health.
Opportunities
X New Wellbeing and Support Services structure has
introduced more internal expertise and accessibility.
X Greater engagement with external stakeholders who
have experience and knowledge to share that will be
of benefit to our people.
Links to other strategies and plans
Health and Safety Strategy 2019-2022
Workforce Planning Strategy 2019-2022
Best Care Framework 2017-2022
Diversity and Inclusion Strategy 2019-2022
AV Strategic Plan 2017-2022
Aboriginal Employment Plan 2017-2019
Cultural Safety and Equity Action Plan
AV Integrity Framework
6
Our model of mental
health and wellbeing
Shared Strengths-based
responsibility culture
p loyee life cy cle
Em
u i tment
Re cr
r so n - c e n t re
Pe d
in g
Ser
v
vi
ea
ce
L
Whole of Modify risk and
organisation approach protective factors
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-2022
7 What we do…. 1. Person-centred approach – with increased focus on reducing barriers to access and minimizing stigma. 2. Increased oversight around internal and external service provision to ensure best care is offered consistently to all requiring support. 3. Support individuals and their families throughout the life-cycle of their career and beyond – including a focus on recruitment and the retired and former employee groups. How we do it…. 1. Shared responsibility. 2. A whole of organisation approach. 3. Build a strengths-based culture. 4. Protecting mental health (and wellbeing) by modifying risk and protective factors.
8
Summary
Our Goal Happy and healthy people delivering great care
Our Vision Our priorities and actions
X Deliver evidence-based education, support and training programs to all staff
Building X SMART 2.0 rollout – evaluate and increase opportunites to access
resilience X Pilot wellbeing programs focusing on prevention and early intervention
X Improve knowledge of best practice workplace design and wellbeing interventions
X Reduce stigma, including self-stigma
Intervene X Introduce a Wellness app
X Enhance and strengthen Peer Support program
early X Wellbeing services at all stages of the employee life-cycle
X Pastoral care – broaden access to services offered
X Strengthen, expand and ensure clinical governance of the contracted service
providers that make up the Victorian Ambulance Counseling Unit
Build on our
X Expansion of the Peer Support Dog program
strengths X Provisional Treatment Pilot
X Collaborate with Health and Safety on initiatives that focus on reduction of
psychological injury claims and improving wellbeing
X Strengthen family engagement through development of a website for families
with specific resources to support them
X Research partnerships
Partner for
X Collaborate with key organisations (Beyond Blue, headspace, Black Dog, private
success hospitals etc.)
X Retired and Former Employees program (RAFE)
X Continue to participate in relevant State and National committees and forums
1. Person-centred approach
2. Shared responsibility
Our principles 3. A whole-of-organisation approach
4. Build a strengths-based culture
5. Protecting mental health (and wellbeing) by modifying risk and protective factors
6. Needs of individuals change throughout the employee life-cycle
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-2022
9
Objective 1 Building resilience
Our priorities
01 02 03 04
Deliver evidence-based SMART 2.0 program Pilot wellbeing Explore research
education, support – This is a screening programs focusing focusing on best
and training programs tool to assist staff on prevention and practice interventions
to all staff. Target to determine their resilience – a new and work design
education and support current wellbeing initiative that focuses initiatives that
around recognition status. It provides a on building resilience have wellbeing
and promotion of baseline that guides and wellbeing will be and resilience
good self-care and recommendations for identified and piloted outcomes relevant for
the role prevention support or treatment each year of the consideration in the
strategies have in options. Included is a strategy. ambulance sector. e.g.
maintaining mentally self-care action plan to Support workforce
healthy status. This support wellness. This planning around pre-
includes recognising will be evaluated and screening potential
the invaluable role adapted over time. employees.
family members play in
building resilience and
supporting staff.
We will know we are successful when
X More staff and their families receive the right information to meet their needs in regards to resilience and wellbeing.
X Uptake of SMART 2.0 assessments has increased.
X Three wellbeing initiatives have been piloted, evaluated and reported on (one per year).
X We have an improved knowledge base of innovative workplace design practices influencing wellbeing.
10
Objective 2 Intervene early
Our priorities
01 02 03 04
Decrease stigma - Peer Support - Employee life-cycle Wellness app -
develop and execute implement a best - engagement and evidence-based
a communication, practice peer targeting information application for all AV
education and support structure and support across personnel providing
implementation strategy informed by external the life-cycle of all easy access to a
to address the stigma recommendations and personnel. This includes range of mental health
surrounding mental internal experience pilot programs that can strategies as part of the
health issues, with and knowledge of local be accessed depending stepped approach.
the aim of increasing needs. Include a clear on baseline need
support seeking. governance structure, identified in prevention
education plan for programs (i.e. SMART
all peers and clear 2.0) resulting in a
communication about ’stepped’ approach to
how they can support the care of our people.
our people.
We will know we are successful when
X Stigma decreases, measured through the next biennial psychosocial survey.
X Peer review recommendations have been assessed and a new model has been implemented.
X We have established a baseline of data comparing years of service to services used.
X The Wellness app is in operation.
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-202211
Objective 3 Build on strengths
Our priorities
01 02 03 04
Promote a collaborative Improve and broaden Broaden pastoral care Continue and broaden
approach to the mental Victorian Ambulance network and services the Peer Support Dog
health care of our people Counselling Unit – a offered - particularly program - into regional
- recognise the individual comprehensive review in regional areas. areas within the
strengths that personnel and improvement Utilising volunteers coordinated program
across the organisation process, including and partnerships with of peer support.
can provide to support streamlining systems, Victorian Council of
the wellbeing of our training the network, Churches (VCC –
staff. Liaison across
peer, pastoral care
(chaplaincy), alcohol
expanding the network
to cover gaps and
expand on the range
Emergency Ministry)
and pastoral care
networks. Educate staff
05
and other drugs, health of mental health in the benefits and role Provisional Treatment
and safety, professional professionals offering of pastoral care. Pilot – being led by
conduct unit, complex a current best practice Health and Safety -
care, return to work service including government initiative
and human resource telehealth. to provide support
partners. Work closely immediately to
with Complex Mental people submitting a
Health Partner. psychological claim
through WorkCover,
while decision is
pending.
We will know we are successful when
X A collaborative approach has been established to work across teams for the best interest of the the individuals requiring
support.
X Through the improvement and broadening of VACU services, the utilisation data of face-to-face, 1800MANERS,
telehealth and internal psychology services will be reviewed to ensure equity of service access.
X There is a graded increase in pastoral care visits by region.
X The Peer Support Dog program is providing improved contact across the state.
X Reportable KPI’s for Provisional Treatment Pilot.12
Objective 4 Partner for success
Our priorities
01 02 03 04
Family engagement- Connecting with key Research partnerships Retired and Former
provide opportunities external stakeholders - Explore opportunities Employees (RAFE)
for collaboration with - a broader network to partner with and in Peer Support program
and education for the of key wellbeing research projects that offered and evaluated
families of our people. stakeholders will be are specifically relevant to continue to support
Ensure education and established and where to the mental health all former staff.
support is accessible relevant leverage and wellbeing of our
for families / primary sharing of skills, people and are in line
carers of staff via expertise and services. with the 2019-2022
electronic, face-to- This will be broader action plan.
face, and group and than the emergency
individual modalities. services sector.
Engage with external
agencies to promote
the importance of
prevention and early
intervention.
We will know we are successful when there is an
X Increase in families accessing services and the number of family education sessions implemented.
X Increase in external stakeholder engagement/collaboration.
X Increase in the number of former employees accessing supports.
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-202213
14
Our performance
Performance and success
Achievements of this plan will be measured against six
key performance indicators.
KPI 1: Increase in use KPI 3: Increased uptake of KPI 5: Graded increase
of counselling services: SMART 2.0 assessments of pastoral care visits by
internal face-to-face, VACU X Corporate region and percentage of
network, 24/7 counselling X Operational workforce
line and telehealth in areas X Peer Support
of need - demonstrating
KPI 6: Increase in families
improved equity of service KPI 4: 10% reduction accessing services and
access in incapacity duration, number of family education
for both physical and sessions implemented
KPI 2: What percentage psychological injury over
and what stage of career the three year action plan
are our people using
support services
Ambulance Victoria Mental Health and Wellbeing Action Plan 2019-202215
Monitoring and reporting on our
performance against this plan
Ambulance Victoria already reports This plan also includes a series of
on its performance through a detailed success statements, which will be
set of indicators aligned with our tracked by:
legislative priorities and related
Statement of Priorities. X Allocation of clear accountability
and responsibility for achievement
Measuring our progress on the
of each of the objectives and
achievement of our objectives and
priorities. All activities delegated to
priorities in this plan will be undertaken
a lead.
through regular monitoring against our
existing indicators. X Establishing a relevant baseline for
each priority.
The KPI’s will be measured using our
Internal Health Management Database X Regular reporting and lessons
and via the biennial AV Psychosocial learned activities through existing
Survey and already established regular governance arrangements.
surveys of each service.If you’re an employee or volunteer at AV and you are concerned about your own safety or the safety of someone else, please seek help immediately via the VACU 24-hour counselling service on 1800 626 377 or call 000 for immediate assistance. ambulance.vic.gov.au 16 Ambulance Victoria Community and Consumer Engagement Action Plan 2020-2022
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