Emergency Services Foundation Shaping our future: Mentally healthy emergency management workforces and workplaces. Our 2025-2030Strategic Plan
2 Contact us: admin@esf.com.au or 0421 118 656 We acknowledge and pay our respects to the Traditional Owners of the lands on which Emergency Services Foundation operates throughout Victoria. We recognise their deep connection to this land, its waters, and its cultural heritage. We extend our respect to their Elders past, present, and future. As an organisation, we are committed to fostering understanding, promoting cultural awareness, and engaging in respectful partnerships with all First Nations people. At ESF we strive to be accessible to everyone regardless of ability. To access this document in a different version to allow you to engage with it more effectively, please contact us at admin@esf.com.au
The Emergency Services Foundation (ESF) was formed out of a natural disaster, in recognition of the impact that it had on individuals and families. Extreme weather events are now more frequent and the operating environment for emergency management more complex. It all adds up to increasing the pressure on people working across the spectrum of emergency preparedness, response and recovery and those at home supporting them. Victoria’s mental health claims data for the sector provides a clear and distressing picture of how that pressure is affecting so many individuals and those around them. According to WorkSafe Victoria data, as a sector we account for 15 percent of all mental injury claims, and this is predicted to continue to rise. We know it is a mix of psychosocial hazards that contribute to this alarming statistic and if this strategy is successful, we will make a significant contribution to reducing that number and harm for current and future generations of emergency management workers and by extension their families and communities. A mentally healthy workforce is necessary to do this important emergency management work and meet community expectations. That workforce needs a mentally healthy workplace culture to be nurtured and sustained. We play a key role in bringing agencies together to shape the future of mental health for Victoria’s emergency management sector. As the only organisation with a dedicated focus on the mental health and wellbeing challenges facing our sector, we seize opportunities and navigate challenges for widespread benefit. Everything we do is underpinned by evidence and insights which enables us to identify emerging issues and respond innovatively to fill program gaps for our members. We are not afraid of thinking outside the box, and we thoroughly test and evaluate everything we do in laying claim to leading practice. The sector benefits from the insight and expertise we bring to the table which leads to less duplication of effort and resources. Emergency service workers and volunteers benefit from the opportunities we provide to connect and share wisdom. Our vision for mentally healthy emergency management workforces and workplaces aligns with the WorkSafe purpose to reduce harm. It reflects the positive impact we make for our sector, and through ESFs four strategic pillars we will continue to help shape the sector’s mental health and wellbeing future. Pillar 1. Advancing mental health and wellbeing initiatives that respond to shared challenges Pillar 2. Promoting workplace systems that protect and support mental health and wellbeing Pillar 3. Building sector capability in mental health and wellbeing Pillar 4. Growing ESF as a high value future ready organisation These pillars serve to shape a future which sees ESF as the sector lead in mental health and wellbeing by applying evidence, knowledge, education, innovation and showing the impact of our work. ESF has a bright and exciting future, and we encourage our members to partner with us to help bring our vision to life. Tony Pearce ESF Chair and Siusan MacKenzie CEO 3 An organisation ready to lead the way to a mentally healthy sector
4 ‘ESF pulls us together in ways that no one else does.’ Stakeholder Council Member
5 The Victorian context 1:3emergency service workers experience high or very high psychological distress 15% of all mental injury claims come from emergency service workers $389kaverage mental injury claim cost. Scheme generally $244k Only 37% of people with a mental injury claim are back at work in six months – below scheme average More people than ever before are so severely injured they do not return to work following a work cover claim Data sourced from Answering the Call 2018 & WorkSafe 2024. ES sector defined by WorkSafe as Fire Rescue Victoria, Ambulance Victoria, Victoria Police, Victoria State Emergency Service Authority and Country Fire Authority 139,000paid and volunteer emergency service workers 100,000volunteers 2.9 million calls annually to 000 Increasing emergency frequency and severity Aging workforce and growing attrition Data sourced from Triple Zero Vic and ESF 27studies undertaken by ESF to build knowledge and evidence in the first six years 6key programs developed by ESF through translated knowledge Around 3000people connected through ESF to share and learn over two years 60locations reached by ESF over three years with mental health literacy program 27forums provided by ESF for sector mental health leaders to develop and share knowledge and wisdom annually Data sourced from ESF
6 ‘ESF is a trusted advisor, free from organisational biases and constraints’ Learning Network Member
Only the start of a journey We are operating in a fast-changing environment when it comes to mental health and more and more organisations want to make a positive difference to the wellbeing of our community. ESFs strength is that we know the sector intimately, and we can effectively apply that knowledge with a mental health and wellbeing lens. The leadership skills and behaviours required to nurture mentally healthy people and workplaces are key to achieving cultural change. We are starting a journey that will take a generation, but we know what to do and now we must get on and do it to create the supportive culture required to sustain the sector. A unique work environment The sector is inherently high risk because of the work we must do which often involves running into situations that others avoid. People are exposed to potentially traumatic situations daily whether they are at the front line or in support roles where they are vicariously exposed. In our rural and regional locations, the people who serve our communities are also part of the tapestry of those communities. This means that when disaster strikes, they are impacted on many levels and need unique support. Sharing a community challenge Almost half of all Australian adults – 7.3 million people – will face mental ill-health at some point. It can affect anyone at any stage of life and can have a negative effect not just on the individual, but also on the people around them at home and at work. This has become a once in a generation challenge for our nation and the sector shares that challenge as people bring the stresses of day-to-day life to work. With such an enormous workforce the good we can do to help people be mentally healthy has enormous potential to benefit the community more widely. Data tells a sad story Two key data sets underpin our work. The 2018 Answering the Call study undertaken by Beyond Blue of 22,000 emergency service workers nationally which pointed to poor mental health literacy, mental health stigma and workplace culture as key contributors to 1:3 workers describing high or very high psychological distress. WorkSafe claims data show that the sector accounts for 24% of all mental health claims PTSD accounting for just 35% of those claims. The rest are attributed to culture and workplace relations. The power of collaboration Across the sector the issues and challenges are much the same. There is no point reinventing the wheel. The power of ESF is that we have broad visibility of the emerging issues and gaps, and the ability to identify and develop leading practice. We are uniquely placed to bring the sector together on many levels to effectively collaborate to address shared challenges in a way that draws on a depth of expertise. Prevention is better than cure There has been a significant investment into the treatment of mental injury, less so into its prevention. That is why ESF is all about prevention and its many layers primary, secondary and tertiary. Prevention of poor mental health is not only possible but urgently needed and that is why ESF gathers evidence and insights and translates that knowledge into innovative new ways of supporting people to be mentally healthy and prevent progression to serious mental injury. The sum of many parts Taking a holistic view of mental health and wellbeing allows us to embrace and embed contemporary thinking which integrates evidence-based strategies to address the full spectrum of mental health. We complement and support agencies. We provide access to ESFs leading practice initiatives that can be integrated to strengthen their approach. Sector sustainabilityAustralia has experienced a notable increase in the frequency and severity of natural disasters in recent years, underscoring the nation's vulnerability to the impacts of climate change. With increasing pressure to prepare for, respond to and recover from these disasters there is a ripple effect on the people who do this work and their families. Our community needs people who are mentally healthy to keep up with the demands of this work. ESF is the only organisation with a dedicated focus and whole-of-sector perspective on the mental health and wellbeing of Victoria’s emergency management sector. Why we do what we do The sustainability of our sector relies on people who are mentally healthy and we're ready to define what that looks like.
Pillar 1 Advance mental health and wellbeing initiatives that respond to shared challenges We are Innovators Pillar 2 Promote workplace systems that protect and support mental health and wellbeing We are Navigators Pillar 3 Build sector capability in mental health and wellbeing We are Connectors Pillar 4 Grow ESF as a high value and future-ready organisation We are Thriving a) Understand and articulate the diverse mental health and wellbeing needs of people within the sector b) Translateknowledge and evidence into the design and delivery of new initiatives that address shared challenges c) Deliver programs with a focus on prevention and early intervention that leverage and compliment the work of the sector a) Developa membership model that strengthens and sustains ESFs contribution to the sector b) Measureand showcase our positive and enduring impact c) Grow and diversify our revenue and align our capability to achieve our ambitions for the sector d) Foster a safe and inclusive culture that sees, hears and cares. a) Providehigh-value opportunities for emergency management leaders, decision-makers and practitioners to learn, share and collaborate b) Build and foster partnerships that address unsolved EM sector mental health challenges c) Invest in relationship building to drive improvement within the sector d) Strengthen and amplify joined-up sector advocacy Emergency Services Foundation: 2025-2030 Strategic Framework Our Mission: Improve mental health & wellbeing across the Victorian emergency management sector Our Vision: Mentally healthy emergency management workforces and workplaces a) Provide a sector view of how mental health and wellbeing is promoted and protected b) Grow confidence and evidence in what works c) Lead the shift to a joined-up sectorwide approach to impact mental health and wellbeing program measurement d) Serve as a trusted first point of contact to arm the sector with insights that drive good practice
9 ‘We don’t have time to do over the horizon thinking like ESF does for us.’ Learning Network Member
Innovators Advance mental health and wellbeing initiatives that respond to shared challenges We’re innovators. Our dedicated focus on mental health and wellbeing in the emergency management sector means we bring and continually build a deeper understanding of shared challenges and needs. We consistently translate knowledge, evidence and emerging good practice into initiatives tailored for emergency management workplaces and people. We aim to serve always as a complementary team with emergency management organisations as they deliver their diverse workplace health and wellbeing programs and services. To achieve our goals, we’re always exploring, listening, learning and sharing. We innovate, pilot and evaluate new approaches every year, and work hard to develop successful, practical solutions that our sector can adopt longer term. 10 ESF’s study into people preparing to retire built a new understanding of how employers could better support the many people struggling with their transition to retirement. In a codesign process ESF developed and piloted its groundbreaking Well Beyond Program which trained recent retirees to coach people approaching retirement. With a focus on four key areas of identified need - dealing with accumulated trauma, maintaining a sense of purpose, social connection, and financial preparedness – the program has been integrated as service offering by agencies. Our strategic pillars in action
11 Navigators Promote workplace systems that protect and support mental health and wellbeing We’re navigators. Our sector has unique challenges in its purpose, design, and exposure to risk. While organisations work hard to reduce risk and prevent harm, the evidence tells us that workplace systems have a significant influence on people’s mental health and wellbeing. We know that shifting to a systems is complex. As research and knowledge in protective factors and safer workplace systems advances, we will work with the emergency management sector to explore good practice and share what works. We also believe that collectively tracking the impact of initiatives and change is both possible and highly valuable and will promote this sectorwide opportunity. As part of the sector, each organisation has its own strategy to address mental health and wellbeing. ESF undertook work in partnership with Phoenix Australia to form a high-level snapshot of the range of programs and services available, across the domains of prevention, early identification and intervention, treatment, return to work and transition. Areas of unmet need where collaboration or new initiatives could occur were revealed and helped ESF prioritise work in areas such as families. This work is being further developed to provide leaders with a sector wide view of how mental health and wellbeing is being prioritised and addressed to help avoid duplication and support smaller agencies. Our strategic pillars in action
12 Connectors Build sector capability in mental health and wellbeing We connect people. We’re proud of our ability to bring the emergency management sector together and we know it is highly valued by leaders, decision-makers, practitioners and participants across our programs and events. We’ll continue to create spaces and opportunities for people to connect, grow their knowledge and capability, and be better, together. We’ll also foster partnerships within and beyond the emergency management sector to address challenges, learn, and amplify our collective impact and voice. ESF’s signature program Mental Health Matters is delivered to volunteers and their partners in fire stations, SES units, community halls, surf lifesaving clubs and more, right across Victoria. The program is designed and piloted for and with the sector, delivered by expert facilitators who know the sector, and offered wherever and whenever we are asked to go. We consistently receive feedback that this is a conversation ‘we needed to have’, led by people who ‘get us’ and that participants leave feeling more confident about caring for themselves and others and the benefits extend to families and communities Our strategic pillars in action
13 Thriving Grow ESF as a high-value future ready organisation We will continue to thrive. Building on ESF’s early legacy, we’ve transformed our focus over recent years and we’re ready for more. We aim to serve as a trusted destination for mental health and wellbeing knowledge and action across the emergency management sector. People are our heartbeat, and our culture must reflect our purpose. We’ll continue to be deeply inclusive in all that we do. We’ll operate a commercially resilient and future-focused organisation that embraces strategic thinking, innovation and new ideas. And we’ll enable success with strong governance and clear decision-making to grow and demonstrate our positive impact. We are the current stewards of ESF, an organization that is set to thrive into the future. ESF established a Mental Health Advisory Group to provide clinical guidance to our work. The calibre of people ESF was able to attract to this Group is reflected in the expertise they have provided in guiding important initiatives such as the Residential Wellbeing Program pilot. This is a clear sign of maturity and growth in ESF’s development, and they have been instrumental to our choices, design of programs, and direction. Our strategic pillars in action
14 ‘We can’t address a problem if we don’t know what it is – our response needs to be intelligence led’ Stakeholder Council Member
15 Strong governance Our governance structure provides for executive and practitioner input from sector representatives. Our advisory groups provide clinical, lived experience and risk guidance and our Board is accountable for the success of the strategic plan and will oversee its implementation. Transparent and timely communications This is a strategy to benefit the entire sector, and we will keep our members and stakeholders up to date with progress and provide opportunities to get involved. Connecting to the bigger picture Our strategy supports the strategic priorities of WorkSafe and our Stakeholder Council members and we’ll maintain that alignment as we deliver on our goals. Draft To maintain focus we’ll take a disciplined approach to delivering our strategy Partnering for success We’ll seek out experts, partners and sponsors and collaborate to maximise our success. A strong evidence base We gather and use data and insights from a range of sources to underpin and ensure the relevance of our work. Annual reporting We’ll provide a report card on our strategic plan progress each year in our Annual Report, including any adjustments to reflect the changing world around us. Celebrating success As we deliver on our strategic commitments, we’ll pause to recognise and celebrate our achievements with the sector. We’ll publish our strategic plan on our website for access by everyone. An annual implementation plan will detail priorities, outcome measures and what we are doing to offer service to our members.
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