POLICE Transition to Retirement Systems Framework
2 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 3 What is the Transition to Retirement Systems Framework? At the Emergency Services Foundation (ESF) we are committed to supporting people to achieve a healthy transition to retirement and we know Victoria’s emergency service organisations share this commitment. With this in mind, ESF has established the Well Beyond program. This is a pioneering practice approach to helping emergency service workers transition to retirement in a way that helps them flourish. The System Framework introduced here is a key part of Well Beyond. With extensive input from Victoria’s emergency services sector, ESF created this Framework to guide the sector and agencies in implementing a leading practice approach to planning for and improving the experience of retirement. The Framework has a specific focus on promoting retiree wellbeing both physical and psychological. This addresses a significant gap in retirement planning processes across the sector, and creates a muchneeded holistic approach. The Framework offers concrete actions and associated resources for implementation at different organisational levels across the career span and suggested ways to monitor those actions through alignment to existing organisational processes. It addresses multiple aspects of retirement, not just financial considerations, but also how to deal with all the social, emotional and physical changes associated with retirement and transitioning to a new phase of life. While rigorous in its approach, the Framework allows for adaptation to fit different organisational contexts. At this stage, the Systems Framework focuses on people in transition to retirement from paid work and at retirement age (i.e. not those retiring for health or other reasons), but ultimately ESF’s intention is to expand this to include all emergency service workers at a variety of transition points. SYSTEMS FRAMEWORK
4 Well Beyond Transition to Retirement Systems Framework Well Beyond Systems Framework 5 Why is this Framework needed? Anecdotally, we know that many people find retirement a challenge, but research tells us that emergency service workers face a number of very specific challenges that go beyond the norm. For example, Answering the Call, a study of more than 21,000 police and emergency responders by Beyond Blue (2018) revealed that despite 85% of retirees having experienced a distressing workrelated event and 23% potentially having posttraumatic stress disorder (PTSD) (compared to an estimated 4.4% of adults in Australia), they had little social and/or psychological support at this important transition point in their lives. Clearly this is an issue that cannot be ignored. So what kinds of support do emergency service workers need and how can the sector better support its people as they transition to retirement? Understanding and addressing this issue became a primary goal of ESF and its Learning Network, ultimately leading to the development of this Systems Framework. How was the Framework developed? We developed the Framework to address a significant gap in critical retirement planning. The development process began with extensive research and grew in consultation with key people across the sector. Exploring the evidence and talking to stakeholders Working with the sector, ESF sought to deepen our understanding of the issues and needs of retired and retiring emergency service workers through various research projects, building on the 2018 Beyond Blue work. We have also gathered great insights from end users (i.e. retirees, and people nearing retirement) through ESF initiated co-designed workshops. These workshops also included subject matter experts, agency program managers, and other key stakeholders. You can read more about the various evidence gathering and research projects that led to the development of the Framework here. https://esf.com.au/programs/transitions/ POLICE What does the evidence tell us? Regardless of the topics examined and individuals involved in the evidence gathering, many consistent wellbeing and retirement related themes emerged, specific to those transitioning from the emergency services. To summarise, these themes are: • Retirement can result in a sense of identity loss This resonates both physically through the loss of uniform and psychologically in terms of leaving meaningful work and losing a sense of purpose. • Retirement can result in lost collegiality A sense of belonging is often associated with the strong bonds built in emergency service roles. Loss of those bonds can create a sense of grief and loneliness in retirement. • Emergency service work can leave a physical and psychological toll that carries into retirement If not addressed across the career span, emergency service workers can transition to retirement with poor physical and mental health. Cumulative trauma in particular can emerge in retirement when there is more time to reflect. This can be compounded by other issues, such as lost identity and collegiality. • Beyond the financial aspect, many do not plan well for retirement Without doubt, most individuals and organisations focus any retirement planning on financial considerations. Of course this is very important and understanding superannuation is critical. But many do not plan beyond that in terms of what they might do in retirement, how they might transition to retirement to minimise the ‘suddenness’ of departure, and how they could use the skills gained in their working life to improve their wellbeing in retirement.
6 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 7 Principles for a holistic approach to wellbeing Recognising the consistent themes identified in the research, the Systems Framework offers a holistic approach to retirement through a commitment to three key principles: 1. Apply a whole career cycle approach to promote adjustment in retirement by ... a. ‘Normalising’ discussions on retirement and taking actions at each career stage to facilitate effective transition to retirement when ready. The evidence tells us that investing time and effort into early planning for retirement leads to better mental health outcomes post-retirement. b. Promoting work-life balance at each career stage to enhance meaning, social connections and identity beyond work. This might include flexible work options or different job types to meet an individual’s aspirations. c. Promoting and supporting mental and physical health throughout career stages to reduce the build-up of trauma and other forms of ill health. 2. Apply a systems approach involving the individual (and family), management, agency, and sector by .... a. Considering activities the sector can take for consistent and collective improvement, whether through policy development, management guidelines, sector-wide training and/or sector-wide promotional activities (e.g. the Well Beyond coaching program). b. Recognising that individuals’ socio-emotional ‘ecosystems’ (i.e. family and friends) play a significant role in retirement adjustment and are impacted by it. Workplace interventions to support retirement for wellbeing should involve partners, children, and significant others who may support the retirement journey. 3. Recognise that wellbeing encompasses a range of dimensions (see Well Beyond Flourishing wheel) by … a. Supporting personnel to plan appropriately for a retirement that takes into consideration the full spectrum of wellbeing needs. This will give emergency service workers a better chance of flourishing in retirement. Critical to this is the provision of opportunities to help process accumulated trauma. What is meant by holistic wellbeing? A holistic approach to wellbeing considers the multiple dimensions that research tells will promote a fulfilling and satisfying life in retirement. Positive psychologists use the term ‘Flourishing’ to describe functioning at the upper limits of wellbeing. For emergency service workers, however, achieving these upper limits is only possible when accumulated trauma is first identified and processed. ESF created the Well Beyond Flourishing Wheel to draw attention to sector-specific mental health needs (i.e. prolonged exposure to trauma and other work-related factors known to impact wellbeing), as well as broader wellbeing considerations. It can be used to support emergency service workers in planning to achieve more holistic wellbeing. WELL BEYOND FLOURISHING FINANCES LEARNING PHYSICAL HEALTH LEISURE Creating new meaning and purpose post career is essential for self esteem and can be paid or unpaid and helps to address loss of identity common amongst emergency workers. Finacial wellbeing is the most common focus for retirement planning. It requires skills in managing money, navigating Centrelink and adjusting to no longer earning a salary. MEANING & PURPOSE Good mental health is central to retirement wellbeing. Emergency service personnel need support to psychologically adjust including identifying and resolving any trauma they may have accumulated through work. MENTAL HEALTH (Trauma Informed) Investment in personal relationships and networks outside the o ce is essential for good mental health and to address social isolation. SOCIAL CONNECTION Ongoing learning.keeps the mind / brain muscle active and can be achieved through informal or formal activities Leisure activities bring joy, relaxation or excitement and are integral to wellbeing. Physical Care is central to maintaining strength and o setting health risks associated with aging. Good physical health benefits mental health and can be a link for social connections.
8 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 9 An integrated approach ESF’s Transition to Retirement Framework comprises three tables that list actions – best and leading practice policies, practices, and programs – to support individuals to flourish in retirement. It identifies three levels of responsibility: Table A: Team Leaders/Line Managers Table B: Human Resources/Organisational Development Table C Organisations that span the sector including Emergency Management Victoria and the Emergency Services Foundation The three tables that constitute this Transition to Retirement Systems Framework are designed to guide organisations to: • promote flourishing in retirement • prevent the onset of retirement maladjustment • support age related diversity Collectively the actions listed promote and support physical and mental well being at different stages of career to ensure that retirement planning is integrated through a systems approach and addresses all aspects of wellbeing.
10 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 11 RECRUITMENT, INDUCTION, EARLY CAREER To establish an understanding of how the agency will support wellbeing throughout the career cycle and beyond AIM ACTIVITY To prompt individuals to give thought to their future and support mental fitness To support individuals to proactively plan for life after service To ensure that transitioning from the agency is a positive experience To ensure the individual feels remembered and valued • Call or meet with the individual at specific intervals post retirement. • Provide access to wellbeing check ins and reactive support via EAP. • Facilitate access to agency Alumni program. • Provide access to professional career transition program and/or peer support coaching. • Create opportunities for retirees to participate in agency activities, including special events and mentoring to share their knowledge and experience with younger workers and volunteers (e.g. mentoring and peer support). MID-CAREER LATE CAREER, APPROACHING RETIREMENT RETIREMENT AND THE PRIOR TWO MONTHS UP TO 24 MONTHS POSTRETIREMENT • Provide information about the importance of self-care for wellbeing and resilience and early help-seeking. • Provide information about and access to a range of wellbeing and career supports. • Introduce the process of career conversations and planning. • Provide access to induction program for employee and family that outlines agency commitment to well being. • Encourage superannuation check and discussions to establish preliminary goals for retirement and exploring options to maximise savings for the future. • Host career conversations and planning to identify how work goals can support life goals. • Encourage regular self-care ‘check-ins’ (physical and mental health) with proactive and reactive support. • Encourage superannuation checks and discussions to encourage refinement of financial goals. • Host retirement planning conversations with trained manager to identify options for flexible work. • Introduce individual to ESF Well Beyond coaching program, or agency’s retirement transition/ alumni programs. • O er professional career planning and career transition support to all those retiring from service. • Participate in pre-retirement health checks, including mental health assessment. • Host informal debrief conversations to capture career highlights and challenges and gather meaningful insights for ‘rite of passage’ or celebratory activity/event. • Provide ‘rite of passage’ or celebratory activity/event that provides respectful acknowledgement of career achievements with family and colleagues. • Provide agency retirement checklist and monitor the implementation of the retirement checklist. • Provide mental/physical health assessment check and plan. • Diarise check-ins with the individual post-retirement (e.g. 3 months and 12 months post-exit). • Conduct a comprehensive and holistic exit interview • Gather and record post retirement contact details. Table A: Key Actions for Team Leaders Table A identifies actions that team leaders can take, across all career-stages, to support individuals to flourish in retirement. The rationale for most of these actions, together with resources to guide and inspire team leaders to implement them, are outlined in the following table.
12 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 13 Table B: Key Actions for Human Resources Appropriate human resource policies and procedures are critical for building an enabling environment for employees to flourish in retirement. An enabling environment includes policies and procedures that promote physical and mental health, help build a culture that values older workers and normalises retirement conversations, and equips team leaders with the knowledge and skills to support the implementation of the actions in Table A. Table B provides a list of actions for developing policies, practices and programs to enable and empower team members to maintain good mental and physical health throughout the career and plan and prepare for retiring well. This table also provides the evidence-based rationale for the recommended actions and links to resources (templates, guidebooks, and tools) to inspire and guide their implementation. ACTION ACTIVITIES RATIONALE RESOURCES 2 Provide access to a holistic induction program. Develop a comprehensive induction program that: • frames the career as an individual journey (with a beginning and end) • acknowledges the mental toll of emergency service work • stresses the importance of maintaining good mental and physical health to build resilience • helps people identify the transferable skills they will develop. • Promotes services available to support wellbeing and healthy transitions Induction programs are an opportunity to establish expectations and communicate supports available. This includes communicating the idea of a career as a journey (with a beginning and end), and equipping employees to maintain good levels of mental and physical health throughout their career in preparation for the endpoint. It is also an opportunity to address the assumption that work in the emergency services is a job for life. 3 Offer mental health and wellbeing support appropriate to all career stages. Create opportunities for individuals to identify and effectively process trauma as it occurs. Create opportunities to educate and build skills to support mental fitness. Develop a suite of support options to accommodate the diverse needs of individuals. Take a systems approach to wellbeing that considers the various workplace factors known to impact individual wellbeing. Train and make managers accountable for conducting structured and unstructured wellbeing check ins. Embed wellbeing in policies, procedures and manager leadership position descriptions – consider the core competencies you want mangers and leaders to demonstrate. Trauma accumulation is a significant barrier to retirement adjustment. Regular mental health check ins are critical to prevent trauma build up, especially when coupled with timely and effective mental health support. Mental fitness is mediated by organisational factors, and not just exposure to violent, dangerous, or distressing incidents. One size does not fit all – aside from EAPs different options should be provided to support wellbeing among diverse personnel. Initiating and normalising wellbeing conversations breaks down mental health stigma and promotes help-seeking behaviours which, in turn, improves organisational performance and culture. Health checks at the end of career can encourage preventative health practices and provide a documented benchmark for potential health and mental changes in retirement. Keep your eye on developments in ESF’s: • Leading for Better Mental Health • Residential Wellbeing Program Life Checks for 45-64 years and 65+ years. Check out ESF’s Knowledge Hub pages for a list of services, programs and information in relation to: • Mental Health Support – general • Coping with Trauma • Programs and research that highlight quick and long wins for improving workplace mental health • Wellbeing resources for retirement (health, meaning and purpose, identity, social connections etc) • Guided meditations designed for emergency service workers Mindarma – e-learning program for an early intervention approach ACTION ACTIVITIES RATIONALE RESOURCES 1 Develop older worker and retirement policy and management guide. Develop policies to support older workers and retirement and associated resources, such as manager guides, for policy implementation. This should include: • Provision of flexible working arrangements and other options to assist with transitioning to retirement. • Support for employees to start retirement planning early. • Establishing protocols for celebrations and recognition of service • Establishing protocols for manager debrief and exit interview A policy that outlines the special needs of older and retiring personnel is critical for flourishing in retirement. A policy that recognises the benefits of older workers promotes the ability to attract and retain employees. Ceremonies and celebrations informed by the debrief process recognise the contribution made by the individual to the service and bring closure to career by symbolically structuring the move from one phase of life to the next in a respectful way. Ageing Workforce Ready have developed a template for creating a retirement policy. They have also developed a manager guide to support the implementation of a retirement policy, and a change management brochure to support the development of a new policy, how do consultation, get buy in etc. Ageing Workforce Ready have developed conversation guides for mangers to talk about late career and retirement. The Victorian Human Right Commission have summarised the section on Older Workers in the Equal Opportunity Act in a brochure. It covers topics like what is age discrimination (and examples), rights to flexible work and reasonable accommodation, and how to make a complaint to the Commission. The Australian Human Rights Commission have developed fact sheets, recommendations and posters for workplaces to understand and promote the rights of older workers; build multigenerational workplaces; know their obligations to support older workers; and debunk myths around older workers.
14 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 15 ACTION ACTIVITIES RATIONALE RESOURCES 6 Develop flexible work policy and manager guides and training. Improve, expand or create a flexible work policy Flexible work can assist transition to retirement and might include: • Being assigned less physical work and other forms of ‘job crafting’ • Opportunity to reduce hours through job share or a move from full to part-time employment. • Opportunity to reduce or cease shift work. Develop and train team leaders in how to negotiate and manage flexible work to accommodate the needs of the organisation and the individual. Flexible work is a key mechanism to support older workers and consideration must be given to addressing the perception that flexible work is challenging for managers and rostering and demonstrates a lack of commitment to the job and the team. As employees become older, lifestyle benefits are often prioritised over financial benefits, Flexibility to take time off to travel or for caring responsibilities can become more important. Providing opportunities for older workers to work flexibly mitigates the wellbeing risks of sudden departure, allowing employees to adjust and orient to life after service. This is because modifying standard working arrangements to better accommodate the needs and preferences of older and transitioning employees allows employees to: • explore new sources of social connection, meaning and purpose which mitigates the stress of loss that many workers grapple with after leaving their agency • fosters healthy transitions and encourages positive attitudes towards the organisation which translates to productive engagement with work towards the end of service. Ageing Workforce Ready have developed a template for creating a flexible work policy. They have also developed a manager guide to support the implementation of a flexible work policy, and a change management brochure to support the development of a new policy, how do consultation, get buy in etc. Ageing Workforce Ready have developed conversation guides for mangers to talk about flexible work. VIcSES have adapted a tool for designing work to accommodate the needs of diverse workers and volunteers. This tool, which they adapted from a Canadian tool, is great example of an organisational tool that can assist older and retiring volunteers and workers stay or transition out. Ageing Workforce Ready have also developed the following resources to have conversations around and help employees plan for flexible work: • fact sheet • conservation guide for employees to negotiate flexible work (to share with employees) 7 Two stage exit interview. This action has two components: For HR, exit interviews create a checklist to guide career debrief conversations: • Opting in option for ongoing agency contact • Provide transition information • L ink member to support services. For line managers, career debrief: • For a wellbeing check-in • To hear what the employee considers to be standout achievements of their career (to be used in celebratory speeches and notes) • What they would like for a retirement celebration • If they would like their manager/ team to stay in touch and/or kept in the loop about events for future involvement • To demonstrate authentic care and respect for the person Exit interviews are a critical opportunity to: • check in to identify preparedness or vulnerability in retirement • tailor recognition and celebration approach for individual • capture intellectual capital • ascertain level of interest for ongoing connection with agency and to get contact details and permission to keep in touch. • Opportunity to demonstrates their manager listens and cares about them, and their contribution to the agency. Canada Life have produced a brochure around how to have exit interviews ACTION ACTIVITIES RATIONALE RESOURCES 4 Support team leaders to have the time and tools to support their team members plan and prepare for retirement Support managers with training and resources to feel confident and skilled in helping employees to think about and plan for end-of-career and transition to retirement. Provide resources to help employees prepare for retirement and plan holistically from mid-tolate career. Support employees to have conversations with their superannuation provider in addition to providing other supports in the form of online resources, group sessions and 1:1 support including ESF’s retirement coaching peer support. Build accountability for wellbeing and career conversations into PDs for all team leaders /managers. Establish a process to monitor delivery of wellbeing, career and retirement conversations Provide training and tools to build confidence and capacity in team leaders to have conversations around pre-retirement and retirement planning. Early planning and preparation that accounts for all dimensions of wellbeing (not only finances) is inked to better mental health outcomes in retirement. Team leaders are the first point of contact for employees and the best placed to notice signs of struggle and check in around career, health and other issues that, when addressed and planned for, can promote positive experiences of transitions and retirement The ‘Retirement for employees’ page in ESF’s Knowledge Hub has a broad range of tools, fact sheets and worksheets to share with employees to help them plan for all aspects of wellbeing in transition to retirement, including finances. Ageing Workforce Ready has developed a guide for managers to help them support employees plan and also reset their retirement plans if they get derailed by unexpected events or decision paralysis. ESF’s Well Beyond Transition to Retirement peer coaching program Ageing Workforce Ready have developed guides for HR teams and line managers in the areas of pre-retirement and retirement conversations. 5 Make available professional career planning and career transition support for employees retiring from service. Develop policies, training and/or programs to ensure access to career transition support. Transitioning employees can feel lost and unsure about what work (paid or volunteer) they can do when they leave the organisation. Connecting employees to paid or volunteer work can provide new sources of meaning, social connection, and self-esteem from identifying and applying transferable skills. Private service providers such as War on Wasted Talent, Changing Gears, Career Management Services, Right Management and Fortem’s employment and transition support have special services to coach, mentor and support older workers find work, change careers, or start new businesses.
16 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 17 ACTION ACTIVITIES RATIONALE RESOURCES 10 Make available and promote EAP access post-service. Communicate the availability of other forms of clinical support available outside the agency that understand the issues and challenges of emergency service work. Ensure ongoing access to EAP for employees and their families 24 months post-service and promote this service via wellbeing checks and retirement processes. The year after retirement is a high- risk period for wellbeing challenges, including depression and marital instability. Ensuring that employees have ongoing access to agency EAP support after leaving can help alleviate mental decline. In addition to your EAP, Fortem and Responder Assist offer clinical services from providers that understand the challenges of emergency service work. 11 Establish a network for former workers. Facilitate social connection by creating support through a former workers network, which could be an alumni association, a retired peer program or other vehicle. Connect people leaving the agency to others at the same stage to promote a community of transitioning workers. Former worker/volunteer organisational groups can help reduce feelings of isolation for employees after retirement by providing ongoing support and connection. They can support employees to retain aspects of their old (agency-based) identity as they construct a new post-work identity and serve as a point of contact for agencies wanting to invited retirees to be involved in new programs or agency activities. Examples of such entities include: • Ambulance Victoria’s RAFE (Retired and Former Employee Peer Support Program) • The Police Veterans • Retired and Former Police Association of New South Wales • NSW Police Legacy • Friends of Firefighters (USA) 12 Create an agency specific transition to retirement resource. Develop a comprehensive information pack for employees and their partner/support network. Providing information about retirement issues, planning tools, and services/supports available. Improves awareness and understanding of normal experiences, and how to promote healthy transition. Demystifies retirement as an unknown stage of life. Ambulance Victoria has a good example of an agency transition Brochure. For an example of transition brochure for the sector is found here, for the Australian Defence Force 13 Develop fitness for work policy and management guides. Develop a fitness for work policy and guide for managers that helps avoid discrimination. Employees seeking to transition for medical reasons require ongoing connection and support from the agency. By providing a policy and guidance on the management of employees with injuries and illnesses, employees are more likely to return to work. Ageing Workforce Ready have developed a template for creating a fitness for work policy. They have also developed a manager guide to support the implementation of a fitness for work policy, and a change management brochure to support the development of a new policy, how do consultation, get buy in etc. ACTION ACTIVITIES RATIONALE RESOURCES 8 Utilise retired employees for agency-based work and initiatives, including initiatives that support transitions to retirement. Create opportunities for and invite former workers as volunteers to participate in agency activities such as: • peer support • mentoring • contributing lived experience to program design • casual work on complex projects that benefit from extensive agency experience • transition to retirement coaching • special events Linking former workers to agency activities: • Communicates the organisation continues to care for employees beyond service • Promotes social connection • Captures and utilises legacy for organisational knowledge and other benefits. Mentoring has the benefits of: • Preventing rupture in relation to agency identity and collegiality • Providing a sense of selfworth, legacy, purpose and meaning from passing on accumulated skills, operational insights, and organisational knowledge • Retaining sense of purpose and usefulness to their former agency. ESF’s ‘Well Beyond’ Transition to Retirement peer coaching program 9 Invite retired employees to be lived experience speakers. Invite employees to be part of ESF’s lived experience library to provide opportunities for retired workers and volunteers to speak about their retirement journeys at presentations, seminars, and other events. Lived experience speakers can present to different audiences and for different purposes. For example: • As exemplars for messages the agency is trying to promote (flexible work, career as having an end point) • Normalising retirement to audiences that are approaching retirement to explain services and advocate participation in agency activities • Modelling best practice where where employees have received organisational support to transition for a well-adjusted retirement • Destigmatising mental and physical health check-ins by emphasising the value of ending a career with good understanding of personal physical and mental fitness. Leveraging the lived experience of former workers has the following benefits: • Supports a sense of meaning and purpose for the speaker • Promote understanding of retirement challenges and issues • Promote strategies for healthy transitions including the potential to promote the positive impacts of flexible work and job crafting for retirement adjustment • Creates a network of lived experience ambassadors to provide input to programs, services, and system design. Keep your eye on developments for: ESF’s Lived Experience Network Examples of organisations who have lived experience ambassadors or mentors: • Sane’s peer ambassadors • Suicide Prevention Australia’s Lived Experience Network (LEN) • Roses in the Ocean Lived Experience Collective • Beyond Blue’s speaker’s bureau and podcast series.
18 Well Beyond Transition to Retirement Systems Framework Well Beyond Transition to Retirement Systems Framework 19 ACTION APPLICATION Develop a transition to retirement resource Create copy for a leading practice transition to retirement resource that can be tailored by agencies Co-ordinate and promote sector wide events and activities for positive mental health and flourishing in retirement Provide the opportunity for people from across the sector to attend a retirement expo with their partners. Advocate for superannuation to not penalise phased retirement Advocate for changes to superannuation rules that penalise not working full time up until one’s retirement date. These rules deter flexible and reduced work options and so prevent the best practice technique of phased transitions to retirement. Provide support for better older worker data and analytics. Develop metrics for consistent tracking and reporting on ageing workforce issues and trends. Develop sector wide insights from collated data for understanding trends and promoting strategic actions to promote the health and wellbeing of older workers and flourishing in retirement. Table C: Key Actions for the Sector Table C outlines some actions that to the sector may consider progressing, potentially through collaborating with the Emergency Services Foundation. ACTION ACTIVITIES RATIONALE RESOURCES 14 Establish protocols for celebrations and recognition of service Agency to create clear policy and processes for retirement announcements and celebrations. Celebrations can be formal or informal depending on the wishes of the employee. Look to google for ideas for retirement celebrations Professionals, event planners, celebrants and others who craft rites of passage, can be contracted for support. 15 Create and fund a position (or a clear and supported remit within an existing role) for retirement wellness officer Establish a dedicated role to support employees to retire well including: • Supporting, checking in and following up on an individual’s retirement plans • Maintaining regular communication with retirees via e-mail or a newsletter • Collating and distributing retirement-related information • Check ins catch ups with retired employees • Creating opportunities and inviting retirees to participate in agency activities. Allocating resources to a dedicated position to support older and transitioning members keeps a line of sight over retirement wellbeing, provides personal and stable support for older and transitioning workers, and co-ordinates planning activities to ensure greater success in retirement adjustments. 16 Better data and analytics Develop and strengthen retirement related data and analytics to provide agencies with information for strategic planning purposes. Agencies might collect data by including items in employee opinion surveys that capture beliefs and behaviours relating to retirement from across the career spectrum. New retirement related initiative to be evaluated with rigour. Feedback from post-retirement ‘check-in’ conversations is a rich source of data to inform continuous improvement of transitions program. Ageing Workforce Ready have developed three resources to build “people metrics” which can be used to support decision-making. • The Metrics Dictionary has examples of the types of data that may be relevant in an ageing workforce dashboard. • The Dashboard Introduction document outlines process for designing, creating and updating dashboard • The Report Example illustrates how a report could look once it has been designed and created. Better Evaluation is a web-based resource for finding methods to answer your evaluation questions and processes to plan and implement an evaluation.
Emergency Services Foundation PO Box 24216, Melbourne VIC 3001 POLICE
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