VICSERV · Training Needs Analysis are to: 1 Identify training needs for the PDRS sector in Victoria 2 Prioritise training and related needs for the PDRS sector in Victoria

VICSERV

TRAINING NEEDS

ANALYSIS REPORT

2010

Acknowledgements

Glossary

ExecutiveSummary

MethodologyKeyfindings

Recommendations

SECTION1Introduction

ObjectivesOverviewPsychiatricDisabilityRehabilitationandSupport(PDRS)inVictoriaPsychiatricDisabilityServicesofVictoria(Vicserv)Strategiccontext

SECTION2Methodology

OverviewNotesontheprocess

SECTION3Findings

Overview

SECTION3.1DevelopmentneedsforPDRSsupportworkers

CriticaldevelopmentneedsrelatedtoperformancebenchmarksandstrategicprioritiesAdditionalcriticaldevelopmentneedsTrainingprioritiesPreferencesformeetingdevelopmentneedsSupportingevidenceofdevelopmentneedsfromotherrecentstudies

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VICSERV TRAININGNEEDSANALYSISREPORT•2010

CONTENTS

The Training Needs Analysis Reportispublishedby

PsychiatricDisabilityServicesofVictoria(VICSERV)Level2,22HorneStreet,ElsternwickVictoria3185AustraliaT0395197000,[email protected]

EditorsSueDurham,TrainingManagerJohnKatsourakis,DevelopmentManager,TrainingKristieLennon,ResourcesCoordinator

CopyrightAllmaterialpublishedinthisreportiscopyright.Organisationswishingtoreproduceanymaterialcontainedinthisreportmayonlydosowiththepermissionoftheeditors.

DesignedbyStudioBinocular

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SECTION4Recommendations

SECTION5Bibliography

SECTION6Appendices

Appendix1:Literaturereview

Appendix2:Summariseddevelopmentneedsmappedtojobfunctionsforsupportworkers

Appendix3:Profileofthesupportworker

Appendix4:Profileofthemanager

Appendix5:DevelopmentcurrentlyavailabletothePDRSsector

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SECTION3.2DevelopmentneedsforPDRSmanagers

CriticaldevelopmentneedsrelatedtoperformancebenchmarksandstrategicprioritiesAdditionalcriticaldevelopmentneedsTrainingprioritiesPreferencesformeetingdevelopmentneeds

SECTION3.3Trainingcurrentlyavailabletomeetdevelopmentneeds

GapsinexistingtrainingcoverageStructuralissuesDisincentivesDesignissuesOpportunitiesforaddressingissues

SECTION3.4Workforcesustainabilityissuesrelatedtodevelopmentneeds

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CONTENTS 03

ThisreportwouldnothavebeenpossiblewithoutthevaluedcooperationandeffortofVictoria’sPsychiatricDisabilityRehabilitationandSupport(PDRS)servicesectororganisationsandindividualrespondentsacrossthestate.VICSERVandtheCommunityServices&HealthIndustryTrainingBoard(CS&HITB)wouldliketoexpresstheirappreciationtoallwhotookthetimeandefforttoparticipateandgivetheirvaluableinsightsandassessments.

TheprojectteamwouldalsoliketothankmemberswhoprovidedinputandadviceontheTrainingNeedsAnalysis’structureandcontentincluding:

•VICSERVTrainingAdvisoryGroup•DepartmentofHealth(formerlyDepartmentofHumanServices)•SouthernMentalHealthAssociation(ReachOutMentalHealth)•HealthCareChaplaincyCouncilofVictoria•NeamiLimited•AnxietyRecoveryCentre•HomeGroundServices•MindAustralia•SNAPGippsland•StLuke’sAnglicare

•BallaratCommunityHealthCentre•WimmeraUnitingCare•CentacareBallarat•GippslandAccommodationRehabilitationSupportService•ERMHA•ARAFEMI•MentalIllnessFellowshipVictoria•PrahranMission•InnerEastMentalHealthServicesAssociation

Inaddition,VICSERVwouldliketoacknowledgethefundingandassistanceprovidedbytheSectorQuality&WorkforceDevelopmentUnit,MentalHealth&DrugsOperationsBranch,DepartmentofHealthandtheMentalHealthCouncilofAustralia.

ThekeycontributorstothisreportwereJacquieO’Brien,GeoffSheehanandCindyCurranfromtheCS&HITBwithextensiveassistancefromSueDurhamandJohnKatsourakisfromVICSERV,andGregoryEvansfromHypatiaConsulting.

ACKNOWLEDGEMENTS

VICSERV TRAININGNEEDSANALYSISREPORT•2010 404

GLOSSARY/ACKNOWLEDGEMENTS

CALDCulturallyandLinguisticallyDiversereferstoindividualpeople,communitiesorpopulationswhohaveaspecificculturalorlinguisticconnectionthroughbirth,ancestryorreligion

ClinicalsectorVictoria’sstate-fundedclinicalmentalhealthservicesareknownasAreaMentalHealthServices(AMHS)astheyaredeliveredonthebasisofadistinctgeographiccatchmentarea.EachAMHSprovidesarangeofcommunitybasedservicesandinpatientfacilitiesforpeoplewhoareacutelyunwell

ConsumerApersonwhoisexperiencing,orhasexperienced,amentalillness,whoreceivessupportfrompsychologicalorPDRSservicesorhasarelationshipwiththeservicewheretheyaregivenachoiceintreatmentandhavesomeinfluenceonservicedelivery

DevelopmentneedsDevelopmentneedsexistwhenthereisadeficitbetweentheskillsandknowledgerequiredtoperformajobtothebenchmarkstandard,andthe

employee’sactuallevelsofskillandknowledge.Developmentneedsmaybeaddressedbytraining,coaching,specificworkassignments,mentoring,performancesupporttoolsandrelatedactivities

ManagerAnindividualperformingamanagementand/orleadershiprolewithinaPDRSserviceprovider

PDRSPsychiatricDisabilityRehabilitationandSupport

SupportworkerAnindividualemployedtoprovidedirectcareorsupporttoapersonwithapsychiatricdisability

TNATrainingNeedsAnalysis

VICSERVPsychiatricDisabilityServicesofVictoriaInc.(VICSERV)

GLOSSARY

05

The Victorian PDRS sector is undergoing considerable and rapid growth in response to consumer demand and government directions for improving the care of people affected by, or at risk of, mental illness.

TheDepartmentofHumanServices’Because mental health matters: Victorian mental health reform strategy 2009–2019,recognisesthatPDRSserviceswillbe‘atthecentreofthementalhealthservicesystem,’1andthereforetheneedtobuildthecapacityandexpertiseofthePDRSsectortomeetincreasingdemand.

Inresponse,Shaping the future: The Victorian mental health workforce strategy, 2009,outlinesarangeofstrategicinitiativestodevelopthePDRSsectoraccordingly.Theseactionsinclude:

• ProfilingthecapabilitiesrequiredbythePDRSworkforce

• CreatingmoreattractiveopportunitiesforgraduateentrytothePDRSroles

• EstablishingaMentalHealthEducationandTrainingInstitute

• Supportingleadershipdevelopment

• MakingbetteruseoftheCertificateIVinMentalHealth,CommunityServicestrainingpackage.2

ThisTNAwascommissionedtosupporttheseinitiativesbyproviding:

• Reliable,comprehensivedataontheVictorianPDRSsectorworkforce’scurrentcapabilities

• AnassessmentofthePDRSsectorworkers’traininganddevelopmentneeds

• Recommendationstoaddresssignificanttraininganddevelopmentneeds.

The methodology for the TNA involved:

1 Clarifyingtheobjectivesandcontextfortheanalysisbyinterviewingkeystakeholdersandreviewingrelevantliterature

2 Identifyingappropriateperformancestandardsagainstwhichtrainingneedscouldbeassessed

3 Conductingasurveyof231respondents(165supportworkersand66managers)toobtainaself-assessmentofcapabilityagainsteachperformancestandardandtheimportanceofthestandardinrelationtoworkperformance

4 Ananalysisofthecollatedsurveydata

5 ValidationofinitialfindingsandrecommendationsthroughconsultationwithseniorPDRSstakeholders

6 Documentingandreportingoffindingsandrecommendations.

Methodology

References

1 DepartmentofHumanServices,(2009),Becausementalhealthmatters:Victorianmentalhealthreformstrategy2009–2011,MentalHealthandDrugsDivision,DHS,Melbourne

2 DepartmentofHealth,(2009),ShapingtheFuture,TheVictorianMentalHealthWorkforceStrategy,FinalReport,DoH,Melbourne,p5

EXECUTIVESUMMARY


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Support workers

• BaselinefoundationskillsforPDRSworkers

•ASISTplusFirstAidskills

• Workingwithfamilies–takingafamily-centredapproach

• Physicalhealth,housingandeconomicparticipation

•Workersafety

•Peerworker

•Recovery

•Earlyintervention

•Understandingtrauma

•Workingwithyoungpeople

• Workinginpartnershipswithotherservices

•WorkingwithCALDclients

•Rightsandresponsibilitiesofclients

•Crisispreventionandintervention

• Monitoringandmanagingtheadverseaffectsofphysicalhealth,medicationandothermedicaltreatments

•Supportingfamilymembersandchildren

•Dualdiagnosis

Managers

•Managingchange

•Reflectivepractice

•Applyingqualityprinciples

• Applyingdataandoutcomemeasurementstoimproveservicesdelivery

•Legislativecompliance

• Managingcomplexstakeholderissuesthatareintegraltothechangeprocess

•Writingtendersandsubmissions

• Developingandmanagingcomplexbudgets

• Interpretingstateandfederalpolicyandplans

Keyfindings

EXECUTIVESUMMARY

The following points outline the highest priority development needs for the PDRS workforce: The following indicates other critical training and development-related needs:

•TherearegapsintheexistingtrainingavailabletotheVictorianPDRSsector,particularlyforsupportworkers.Thesegapsincludeworkingwithfamilies,earlyintervention,workingwithyoungpeople,peerworkerandhealth.

•UndergraduatetrainingformentalhealthworkersdoesnothaveadequatecoverageofPDRSphilosophyandapproachestoprovidingservices.

•Allsurveyrespondentsindicatedastrongpreferenceforface-to-facetraininganddevelopment,andexpressedconsiderableenthusiasmforaccreditedtraining.Onlinetraininganddevelopmentwasnotthepreferredtrainingdeliverymedium.

•TherearestructuralissuesconcerningthesupplyanddemandofPDRStraining:

SomePDRSservicesareunabletomakeuseofmany,muchneeded,availabledevelopmentopportunitiesduetolackofresourcing.

Therearebarrierstoparticipationinfoundationskillstraining,includingduration,availabilityandfinancialdisincentivesforPDRSworkerswithhigherqualifications.

•Currentworkforcesustainabilityissuesthreatentoundermineanyinvestmentintraininganddevelopment.Forty-sevenpercentofsurveyrespondentsindicatedtheyareconsideringand/orplanningtoleavethesector.

SOMEPDRSSERVICESAREUNABLETOMAKEUSEOFMANY,MUChNEEDED,AVAILABLEDEVELOPMENTOPPORTUNITIESDUETOLACKOFRESOURCING.

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The following recommendations have been developed through a consideration of the findings, and are aligned with the strategic actions outlined in The Department of Health’s Shaping the Future: The Victorian Mental Health Workforce Strategy, 2009:

1 Conductastudytoidentifystrategiesforaddressingrecruitment,retentionandcareerpathwaychallenges,andothermattersrelatedtoworkplacesustainabilityfactors.

2 VICSERVtoprovideinputonthePDRSsectorphilosophyandapproachestoundergraduatetrainingproviders.

3 OfferunitsofaccreditedtrainingbeyondthePDRSsectortosupporttheneedtoimproveworkinginpartnershipswithotherservices.(VICSERVhastrainingthatisofsignificantvaluetootherservices.)

4 Offerskill-setstrainingtoparticipantsotherthanthoseundergoingaccreditedtraining.

5 BuildthecapacityoftheregionalPDRStrainingworkforcetocatertothestrongpreferenceforlocal,face-to-facedevelopment.

6 Examinethefeasibilityofprovidingappropriateonlinelearning,aspartofablendeddevelopmentstrategy.Thefeasibilitystudyshouldincludeexaminingcosts,accessibilityandthebestuseofavailableresources.ThismayincludeapproachingtheNationalMentalHealthProfessionalOnlineDevelopment(MHPOD)projectfortheuseand/oradaptationofrelevantonlineresources.

7 VICSERVtoundertakefurtheractivitiestosupport:

• Facilitationofqualificationpathways

• Avenuesforskillsrecognitionandflexiblecoursedeliveryshouldbeenhanced

• Professionalopportunitiesforworkerswhoareatanintermediate/advancedskilllevel.

8 VICSERVtocontinuetooffertheDiplomaofManagement,SupervisionandQualitytraining.

9 Identifyriskmanagementrequirementsformanagersandprovidedevelopmentaccordingly.

10 VICSERVmaybewellsituatedtoprovideleaderswhoarenewtoseniorpositionsinthePDRSsector(suchasCEOsndgeneralmanagers)withorientationtotheirroles.

11 ObtainfundingexemptionsforCertificateIVparticipantspossessinghigherqualificationswhootherwisewouldn’tqualifyforfunding.

12Obtainfundingtoincreasethescopeofthefoundationskillspackagetoinclude:

• Workingwithfamilies

• Earlyintervention

• Workingwithyoungpeople

• Peerworker

• Health

13 IdentifystrategiestoenablePDRSservicestomakebetteruseofthedevelopmentopportunitiesavailabletothem.ThismayrequireadeeperanalysisofthestructuralissuesinthesupplyanddemandforPDRStraininginVictoria.

RECOMMENDATIONS


The objectives of the PDRS Training Needs Analysis are to:

1 IdentifytrainingneedsforthePDRSsectorinVictoria

2 PrioritisetrainingandrelatedneedsforthePDRSsectorinVictoria

3 Identifyrealisticactionstoaddresstheprioritisedtrainingneeds.

This section provides context for the Training Needs Analysis. It comprises information on:

• PsychiatricDisabilityRehabilitationandSupportinVictoria

• PsychiatricDisabilityServicesofVictoriaInc.(VICSERV)

•Strategiccontext:

SupplyanddemandintheVictorianPDRSsector

StrategicdirectionsfortheVictorianPDRSsector

StrategicactionstosupporttheVictorianPDRSsector

ATNAtoinformstrategicdecision-making

Objectives Overview

SECTION1•VICSERVTRAININGNEEDSANALYSISREPORT2010

INTRODUCTION–

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PsychiatricDisabilityRehabilitationandSupport(PDRS)inVictoria

PsychiatricDisabilityServicesofVictoria(VICSERV)

Victoria has a strong tradition of PDRS service provision by the non-government sector.

PDRSserviceprovisionisaspecialistfunction,underpinnedbyacommitmenttotheprinciplesofpsychosocialrehabilitationandaphilosophyofprovidingprogramsforpeoplewithpsychiatric

disabilities.Theseservicesarenotavailablethroughgenericcommunityservices.

PDRSservicesassistclientstoregainordevelopskillstheyneedinordertoactivelyparticipateindailylife,inpersonalandsocialinteractionsandincommunitylifeandactivities.

VICSERV is a membership-based organisation and the peak body representing community-managed mental health services in Victoria.

VISION

VICSERVenvisagesasocietywherementalhealthandsocialwellbeingareanationalpriorityand:

• Everyonehasaccesstotimelymentalhealthtreatmentandsupport

•Mentalhealthservicesarerecoveryoriented

• Peopleparticipateindecision-makingabouttheirownlivesandtheircommunity

• Peopleaffectedbymentalillnesshaveaccessto,andafairshareof,communityresourcesandservices

• Allpeopleareinvolvedasequals,withoutdiscrimination

MISSION

Asthepeakbodyforthecommunity-managedmentalhealthsectorinVictoria,VICSERVpursuesthedevelopmentandreformofmentalhealthservices.

VICSERVsupportsmembersby:

•Promotingrecoveryorientedpractice

•Buildinganddisseminatingknowledge

•Providingleadership

•Buildingpartnershipsandnetworks

• Undertakingworkforcedevelopment,trainingandcapacitybuilding

•Promotingqualityinservicedelivery

• Undertakingadvocacyandcommunityeducation

VALUES

•Collaboration

•Courage

• Inclusiveness

• Integrity

• Flexibility


SECTION1

INTRODUCTION

Strategiccontext

SupplyanddemandintheVictorianPDRSsector

ASThEPEAKBODYFORThECOMMUNITY-MANAGEDMENTALhEALThSECTORINVICTORIA,VICSERVPURSUESThEDEVELOPMENTANDREFORMOFMENTALhEALThSERVICES.

This section provides a brief account of factors influencing the availability of skilled workers in the PDRS sector, beginning with an overview of some of the forces that shape the market for PDRS services in Victoria, then providing an overview of the strategic directions for the Victorian PDRS sector.

TheneedforaTNAtoinformdecision-makingaroundhowbesttosupportthestrategicdirectionsisthenoutlined.

The PDRS sector is undergoing considerable and rapid growth in response to consumer demand and government directions for improving responses to people affected by, or at risk of, mental illness.

TheVictorianGovernmentiscommittedtostrengtheningandsupportingthePDRSsector,inrecognitionofitssuccessinpromotingintegrationandsupportingthesignificantnon-clinicalneedsofpeoplewithamentalillnessandtheircarers.

Crucialtothedevelopmentofthisservicesectorhasbeenthecommitmentofindividuals,groupsandorganisationstoadvocatefortherightsofpeoplewithpsychiatricdisabilitiesandimproveopportunitiesandconditionsforpeoplewithpsychiatricdisabilitieslivinginthecommunity.1

Forthepurposesofthisreport,psychiatricdisabilitiesaredefinedas‘theeffectsofamentalillness,whichtovaryingdegreesimpair

functioningindifferenceaspectsofaperson’slifesuchastheabilitytoliveindependently,maintainfriendshipsormaintainemployment.’2

Despitethisgoodwill,thePDRSworkforcehasinsufficientcapacityinitscurrentstatetomeetgrowthrequirementsorsupportthestrategicdirectionsofmentalhealthinVictoria.

ThedemandforPDRSserviceshasneverbeenhigher.Driversofdemandinclude:

•Theageingdemographicsofconsumers

• Theincreasinglycomplexissuesofconsumers

• Rapidchangesintherapies,technology,regulatoryregimesandrelatedmatters.

Atthesametime,supplyofskilledworkersisconstrainedby:

• Insufficientdevelopmentopportunities

•Anageingworkforce

• Lownumbersofqualifiedworkersenteringthesector

• Indistinctcareerpaths

• Relativelylowremunerationcomparedtotheclinicalsector,andtherelativewagedisparitybetweenthoseworkinginnot-for-profitorganisationscomparedtogovernmentorganisations.

Consequently,thereisacriticalneedforreliableevidencetoinformstrategicdecisionsconcerningthedevelopmentofthesector’scapabilityandcapacity.

References

1 DepartmentofHumanServices,(2004),Standardsforpsychiatricdisabilityrehabilitationandsupportservices,DHS,Melbourne,p3

2 DepartmentofHumanServices,(2009),Becausementalhealthmatters:Victorianmentalhealthreformstrategy2009–2011,MentalHealthandDrugsDivision,DHS,Melbourne,p161

INTRODUCTION 11

StrategicdirectionsfortheVictorianPDRSsector

The critical role of the PDRS sector is acknowledged in Because mental health matters: Victorian mental health reform strategy 2009–2019, which recognises that ‘community-based services will be at the centre of the mental health service system’1.

Undertheheadingof‘Abalanced,networkedservicesystem,’thefollowingstrategicdirectionsforthePDRSsectorareoutlined:

• Expectationthatoverthecomingyears,PDRSwillconsolidateitsroleandbecomeamoreequalpartnerwithspecialistclinicalservicesandacentralpartofthesocialinclusionthrustofreform

• Overtime,thiswillrequirecapacitybuildingandchangestostaffingprofiles.Asaresultofthesechangesandotherfactors,thenamePDRSmaynolongerbeadequate–anewnameemphasisingpsychosocialrecoverymightbemoresuitable

• TheneedforthePDRSsectortobemorecloselycoordinatedwithclinicalservices,withoutlosingitsdistinctiveapproach.Thiswillbeassistedbyjointplanning,professionaltraininganddevelopment,andsharedmanagementofsomeactivities

• Thesectorwillbesupportedandencouragedtobuildonthestrengthinitsdiversityandlocalfocus,whileworkingtobecomelessfragmentedandcleareraboutthescopeofitsactivities.Asoundevidencebaseshouldunderpineffectivepsychosocialsupportandsectordevelopment

• Thesectoriswellplacedtoplaystrongerrolesinawiderrangeofrehabilitationandintermediatestep-downcare(bothbedbasedandoutreachsupport),andincarecoordinationforconsumersneedingsustainedcareandsupport

• TherearealsoopportunitiesforthePDRSsectortobemoreactiveatthe‘frontend’ofthecarepathway,deliveringearlyinterventionsthathelpavoidtheneedforacuteservices.


SECTION1(CONT’D)

INTRODUCTION

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StrategicactionstosupporttheVictorianPDRSsector

INTRODUCTION

‘COMMUNITY-BASEDSERVICESWILLBEATThECENTREOFThEMENTALhEALThSERVICESYSTEM’1.

The positioning of the PDRS sector at the centre of the mental health service system is reinforced in Shaping the Future: The Victorian Mental Health Workforce Strategy, 2009, which proposes a number of short- and medium-term strategies to support the development of the sector2, including:

1 Developandimplementashort-term(12-month)recruitmentstrategytargetingworkerswhowouldtransitionintothespecialistmentalhealthworkforcetofillexistingvacancies.ThiswillinvolveanonlineservicethatwillconnectpublicclinicalandPDRSopportunities.

2 UndertakeaworkforceresearchprojectforthePDRSsectorthatfurtherinvestigatestheworkforceprofile,analysesskillneedsandidentifiesstrategiestoaddressrecruitment,retentionandcareerpathwaychallenges.

3 Identifyanappropriate,structured,paidundergraduateemploymentmodeltoenhanceearlyexposuretothementalhealthenvironment.

4 Establishamentalhealtheducationandtraininginstitutethatsupportsmultidisciplinaryandcross-sectoralapproachestodeliveringfurthereducationandtrainingforclinicalandPDRSserviceworkers,consumersandcarers.

5 Developprograms(suchasscholarships,shadowing,mentoring)thatidentifyemergingleadersinclinical,PDRSandmanagerialsectors,andprovidetheseworkerswithmanagementandleadershiptrainingtobetterplaceorganisationstomeetchangingservicedemands.Providecoachingandmentoringtopromotehigh-qualityleadershipatalllevelswithinanorganisation.

6 InvestigatethefeasibilityofincreasedscopeofpracticeforPDRSworkersthroughtheutilisationoftheCertificateIVinMentalHealth,CommunityServicesTrainingPackage.

References

1 DepartmentofHumanServices,(2009),Becausementalhealthmatters:Victorianmentalhealthreformstrategy2009–2011,MentalHealthandDrugsDivision,DHS,Melbourne,p56

2 DepartmentofHealth,(2009),ShapingtheFuture,TheVictorianMentalHealthWorkforceStrategy,FinalReport,DoH,Melbournep5–6

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Overview


METhODOLOGY–

Identification of the PDRS sector training needs used a methodology that:

• DistinguishedtrainingneedsfromotherfactorsaffectingtheperformanceofVictorianPDRSsupportworkersandmanagers

•Prioritisedthetrainingneeds

• Identifiedrealisticstrategiesforaddressinghighprioritytrainingneeds

SEETABLE01

01 Clarifyobjectivesandcontextfortheanalysisby:

•Conductingaliteraturereviewonrelevantpracticestandardsandtrainingstrategies

•Interviewingkeystakeholders

02 Confirmtherequiredpracticestandardsasthebenchmarkforassessinggapsbetweencurrentperformanceandrequiredperformance

03 Surveysupportworkersandmanagerstoobtain:

•Aself-ratingoftheircurrentlevelsofskillandknowledgeagainstthepracticestandards,and

•Preferencesfortrainingdeliverystrategiesandrelevantdemographicinformation

04 Analysisofcollatedsurveydata

05 ValidationofinitialfindingsandrecommendationsthroughconsultationwithseniorPDRSsectorstakeholders

06 Documentationandreportingoffindingsandrecommendations

TABLE01

ANALYSIS PROCESS

METHODOLOGY

TRAININGNEEDSWEREIDENTIFIEDWhENSIGNIFICANTDEFICITEXISTEDBETWEENThESKILLSANDKNOWLEDGEREqUIREDTOPERFORMAjOBTOThEBENChMARKSTANDARD,ANDThEjOBhOLDERS’ACTUALLEVELSOFSKILLANDKNOWLEDGE.

Step 1

TheliteraturereviewandconsultationinStep1oftheprocessresultedintheuseoftheDepartmentofHumanServices’publicationStandards for Psychiatric Disability Rehabilitation and Support Services,2004,asthekeyinputtothetrainingneedsself-assessmentsurvey.AsynopsisoftheliteraturereviewisincludedasAppendix1ofthisreport.

Step 2

FocusgroupsofkeyPDRSserviceproviderswereconductedtorefinethestandardsintoappropriatesurveyitems,andtocontributetothedesignofthesurvey.Thesurveywasdevelopedforonlinecompletionusingbrowser-basedinterface.

SurveyitemswerebasedonperformancestandardsorjobfunctionsforthePDRSworkforce.

TheStandardsofPDRSserviceswerederivedfromtheNational Standards for Mental Health Services,19971.TheycontainelevenStandardsthatprovideguidanceforPDRSservicestomaintainafocusonservicequalitymeasurementandimprovement.

FromtheelevenStandards,38jobfunctionswerederivedforPDRSsupportworkers,andafurther38differentjobfunctionswerederivedforPDRSmanagers.Thesejobfunctionswereusedasthebenchmarksagainstwhichsupportworkersandmanagersratedthemselves.

ThejobfunctionsalsoalignwiththerelevantcompetencystandardsandassociatedqualificationsintheNationalCommunityServicesTrainingPackage.

Step 3

Atotalof231respondents(165supportworkersand66managers)fromallDHSregionsinVictoriaparticipatedinthesurvey.Thesurveygathereddataonrespondents:

•Demographicsandcareerinformation

•Trainingundertaken

•Perceivedadequacyoftrainingundertaken

• PerceptionsofthecriticalityofeachPDRSStandard

• PerceptionsoftheircompetenceforeachPDRSStandard

• Preferencesforarangeoftrainingmediaandrelatedmatters.

Step 4

Trainingneedswereidentifiedwhensignificantdeficitexistedbetweentheskillsandknowledgerequiredtoperformajobtothebenchmarkstandard,andthejobholders’actuallevelsofskillandknowledge.(ThebenchmarkjobstandardswerethejobfunctionsderivedinStep1.)

Forthepurposesofthisreport,developmentneedswereidentifiedwhen:

1 Asignificantnumber2ofthePDRSworkforcerespondentsratedthemselvesashavingskillandknowledgedeficits3inparticularbenchmarkstandards,and

2 Thejobfunctionswereconsideredessentialbyasignificantnumberofrespondents4.

TheresultswerevalidatedagainstthestrategicneedsofthesectorbyreviewsanddiscussionswithVICSERVandmemberorganisationmanagement.Additionaldevelopmentneeds,relatedtostrategicdirections,wereidentifiedduringthesediscussions.

Itbecameapparentthattrainingalonewouldnotbethemostappropriatesolutiontoaddressallskillandknowledgedeficits,sotheterm‘developmentneeds’wasadoptedforthepurposesofthisreport.

Thereportingofthedevelopmentneedswasseparatedintoneedsofsupportworkers,andneedsofmanagers.

Step 5

Thisstepinvolvedthevalidationofdraftfindingsandrecommendationsandfurtheranalysisoccurredthroughreviewsofthedraftreport,workshopsandfurtherinterviewswithseniorPDRSstakeholders.

Step 6

Thefindingsandrecommendationsweredocumentedandthereportwasfinalised.

Notesontheprocess

15


FINDINGS–

Overview

The findings of this report are presented in the following structure:

3.1 CriticaldevelopmentneedsforPDRSsupportworkers:

•Summariseddevelopmentneeds

•Priorities

•Developmentpreferences

3.2 Criticaldevelopmentneeds

forPDRSmanagers:

•Summariseddevelopmentneeds

•Priorities

•Developmentpreferences

3.3Trainingcurrentlyavailabletomeetdevelopmentneeds

•Gapsincoverage

•Structuralissues

•Potentialopportunitiesforaddressingissues

3.4 Workforcesustainabilityissuesrelatedtodevelopmentneeds

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SEETABLE02

Critical development needs have been summarised into 17 broad categories. A further breakdown of this information has been provided in the following two pages.

DevelopmentneedsidentifiedfromthisTNAandduringconsultationwithseniorPDRSmanagement:

1 BaselinefoundationskillsforPDRSworkers

2 AppliedSuicideInterventionSkillsTraining(ASIST)plusFirstAidskills

3 Workingwithfamilies–takingafamily-centredapproach

4 Physicalhealth–housingandeconomicparticipation

5 Workersafety

6 Peerworker

7 Recovery

8 Earlyintervention

9 Understandingtrauma

10Workingwithyoungpeople

11Workinginpartnershipswithotherservices

12WorkingwithCALDclients

13Rightsandresponsibilitiesofclients

14Crisispreventionandintervention

15Monitoringandmanagingtheadverseeffectsofphysicalhealth,medicationandothermedicaltreatments

16Supportingfamilymembersincludingchildren

17Dualdiagnosis

Thewiderangeofdevelopmentneedswerederivedfromsupportworkers’surveyresponsesandthefollowingPrioritisationtableoutlinesthecriticaldevelopmentneedsderivedfromsurveyresponses.

Thejobfunctionsweresummarisedintothedevelopmentneedcategoriesshownonthepreviouspage,usingthemappingshowninAppendix2ofthisdocument.

Supportworkersexpressedawidevarietyofdevelopmentneeds,reflectingthediversityintheirroles,locationsandexperience.Moreinformationonthesupportworkers’demographicsisprovidedinAppendix3.

Criticaldevelopmentneedsrelatedtoperformancebenchmarksandstrategicpriorities

DEVELOPMENTNEEDSFORPDRSSUPPORTWORKERS

SECTION3.1

FINDINGS 17

Job function

% with a development need in this area

% who believed this function was essential to their role

1Ensureappropriatesupportsareinplaceforconsumers’children 64% 33%

2Workeffectivelywithclientswithcomplexalcoholandotherdrugissues 61% 50%

3Broadunderstandingofhealthconcepts/beliefsandspiritual/faith-basedissuesofCALDconsumers 61% 44%

4Accessanduseinterpretingserviceswhennecessary 61% 27%

5Provideeducationonpreventativeandcopingstrategies,relevanttopeoplefromCALDbackgrounds 59% 41%

6Identifythespecificneedsofconsumers’childrenand,withtheconsumer,collaborativelyidentifyappropriateresourcestofacilitatetheircare

58% 35%

7Educatetheconsumerabouttheimpactofdualdiagnosisandworkinpartnershipwithotherhealthservicestoprovideappropriatetreatmentandservices

55% 48%

8Workwithprimaryhealthcareworkersandculturally-specificmentalhealthworkerstoensureunderstandingofissuesrelevanttospecificpopulations

55% 41%

9 Developindividualsupportplansthatareculturallyandlinguisticallysensitiveandprovideculturallyappropriatesupport 55% 49%

10Provideinformationontherightsofconsumers,familymembersand/orcarersandonlegislationwhichmayimpactontheirrights 53% 59%

11Applytheprinciplesofinternationalandnationalstandardsonhumanrightsandresponsibilities 53% 62%

12Raiseconcernsaboutfamilyviolencewithconsumersandidentifyresourcesandsupport 47% 55%

13Developstrategiestosupportthefamilymembersand/orcarersincopingwiththeimpactofmentalhealthproblems 47% 45%

14Conductadequateriskassessmentsandrespondtoaggression,self-harminganddifficultbehaviourswithappropriateinterventions 44% 74%

15Workwithclients,carersandfamiliesfromAboriginalandTorresStraitIslanderbackgrounds 44% 72%

16UnderstandandcomplywithStateandTerritorylegislationrelatedtotreatmentofmentalhealthproblems,safety,privacyandconfidentiality

44% 72%

17Awarenessofphysicalhealthissues,medicationandtheimpacttheymayhaveonaperson’smentalhealth 44% 62%

18Initiatetheprovisionofinvoluntarytreatmentbyreferringconsumertoaclinicalserviceforappropriatecare 42% 62%

19Supportconsumertoaccessinformationtoassistmonitoringandmanagingtheadverseeffectsofmedicationandothermedicaltreatments 42% 58%

20Establishandmaintainanenvironmenttoprotectconsumersfromabuseandexploitationwhilereceivingsupportfrommentalhealthservices

42% 68%


TABLE02

PRIORITISATION TAbLE


SECTION3.1(CONT’D)

18

Additionalcriticaldevelopmentneeds

Following a review of the support workers’ development needs by senior PDRS sector managers, further development needs were identified to ensure capability alignment with the strategic directions for the sector.

ThetablebelowshowsapriorityrankingofadditionaldevelopmentneedsidentifiedbyseniormanagementofVICSERVandmemberorganisations.

Priority Development needs

1 Equal priority given to:

•BaselinefoundationskillsrequiredforPDRSworkers

•ASISTplusFirstAidskills

•Workingwithfamilies–takingafamily-centredapproach

•Physicalhealth,housingandeconomicparticipation

2 Worker safety


•Peerworker

•Recovery




•Understandingtrauma

5 Working in partnerships with other services

Moreinformationonthesupportworkers’demographicsisprovidedinAppendix3.

SUPPORTWORKERSEXPRESSEDAWIDEVARIETYOFDEVELOPMENTNEEDS,REFLECTINGThEDIVERSITYINThEIRROLES,LOCATIONSANDEXPERIENCE.

TABLE03

ADDITIONAL DEVELOPMENT NEEDS PRIORITY RANKING

FINDINGS 19

Trainingpriorities

There was a desire for accredited training in foundation skills.

Supportworkerswereaskedtoidentifytheirhighesttrainingprioritiesforthenext12months.

TheprioritiesexpressedwerebroadlyconsistentwiththedevelopmentneedsidentifiedinthejobfunctionsurveyandtheneedsidentifiedbyseniorPDRSmanagers.

Themajorityofrespondentsexpressedtheneedtoacquirerelevantaccreditedtraininginthebaselinefoundationskills,asprovidedbytheCertificateIVinMentalHealth.ThisappearstosupporttheviewsofPDRSmanagementandrecentstudiesconcludingthataddressingthelackofadequateentry-leveltrainingandimprovingcareerpathsupportisahighpriorityneed.

SEEGRAPH01



GRAPH01

PARTICIPANT IDENTIFIED TRAINING PRIORITIES

24%DualDiagnosis

4%CBT

24%AccreditedTraining

12%PersonalityDisorders

6%Legislation

12%RiskAssessment/SuicidePrevention

4%MHFirstAid

4%FrontlineManagement

4%Medications

4%CALD

5%ChallengingBehaviour


20

The results show a clear preference for face-to-face development.

Whileparticipantsshowedamarkedpreferenceforface-to-facedevelopment,theydidnotlimittheirpreferencestoconventionaltrainingprograms.

Thepreferredmodesofdevelopmentwereidentifiedas:

1 Workshops(preferredby59%ofrespondents)

2 ProfessionalSupervision(58%)

3 ShortCourses(58%)

4 ReflectivePractice(53%).

Thesepreferencesindicatethatsupportworkersarelikelytobesupportiveofalternativestoconventionaltrainingprograms,suchasworkplacecoaching,mentoring,developmentassignmentsandreflectivepracticeopportunities.

Several of the most frequently identified development needs were also reflected in the Mental Health Coordinating Council’s TNA of mental health workers in the NGO sector in December 2006, which found high priority needs relating to:

•Workingwithdualdiagnosis

•WorkingwithCALDcommunities,

•Workingwithchildrenandyoungpeople.

Thestudyalsoreflectedthesector’sneedfortrainingpathwaystoenablenewstafftobuildskillsandqualifications.

Supportingevidenceofdevelopmentneedsfromotherrecentstudies

Preferencesformeetingdevelopmentneeds

WhILEPARTICIPANTSShOWEDAMARKEDPREFERENCEFORFACE-TO-FACEDEVELOPMENT,ThEYDIDNOTLIMITThEIRPREFERENCESTOCONVENTIONALTRAININGPROGRAMS.

FINDINGS 21

Critical development needs for PDRS managers have been summarised into the following categories:

1 Managingchange

2 Applyingreflectivepractice

3 Applyingqualityprinciples

4 Applyingdataandoutcomemeasurementstoimproveservicedelivery

5 Ensuringlegislativecompliance

6 Managingcomplexstakeholderissuesthatareintegraltothechangeprocess

7 Writingtendersandsubmissions

8 Developingandmanagingcomplexbudgets

9 Interpretingstateandfederalpoliciesandplans

10 Managingcomplexstakeholderissuesthatareintegraltothechangeprocess

Criticaldevelopmentneedsrelatedtoperformancebenchmarksandstrategicpriorities

Job function

% perceived as development need

% perceived as essential

Writetendersandsubmissions 59% 41%

Developandmanagecomplexbudgets 56% 52%

Interpretstateandfederalpoliciesandplans 47% 58%

Applyqualityprinciples 43% 60%

Managecomplexstakeholderissuesthatareintegraltothechangeprocess

36% 65%

TABLE04

DEVELOPMENT NEEDS PRIORITY RANKING

DEVELOPMENTNEEDSFORPDRSMANAGERS

SECTION3.2


Themanagers’surveyresponsesindicatedthatdiscrete,task-relateddevelopmentneedswererequired.

Thefollowingtableshowsapriorityrankingofdevelopmentneedsforjobfunctionsratedasessentialbyatleast25percentofmanagers.

Themanagers’ratingsindicatedthatthemajorityfeltcompetenttoperformtheirroles,withtheexceptionofsomediscretejobfunctionsrelatedtospecificmanagerialtasks,andtheexceptionofmanagingcomplexstakeholderissues.

22

ThEMANAGERS’SURVEYRESPONSESINDICATEDThATDISCRETE,TASK-RELATEDDEVELOPMENTNEEDSWEREREqUIRED.

Following a review of the managers’ development needs by senior PDRS managers, further critical development needs were identified to ensure capability alignment with the strategic directions for the sector.

ThefollowingtableshowsapriorityrankingofadditionaldevelopmentneedsidentifiedbyseniormanagementofVICSERVandmemberorganisations,whogavetheneedsequalpriority.

Additionalcriticaldevelopmentneeds

Development needs

Managingchange

Reflectivepractice

Applyingqualityprinciples

Systemsdevelopment

Applicationofdataandoutcomemeasurementstoimproveservicedelivery

Legislativecompliance

Understandingandactingonincidentsconsistentlyandmanagingrisks

TABLE05

ADDITIONAL DEVELOPMENT NEEDS PRIORITY RANKING

FINDINGS 23


DEVELOPMENTNEEDSFORPDRSMANAGERS


The preferred modes of delivery for training were identified as:

•Linkedtoaqualification(54percent)

•Reflectivepractice(54percent)

•Professionalsupervision(52percent)

•Workshops(48percent)

• Shortcourses(47percent).

Whileonlinelearningappearstoofferameansofovercomingsomeofthebarrierstoparticipationintraining,itisnotapreferredmodeofdeliveryforPDRSmanagers,receivingapreferentialratingfrom28percentofrespondents.

Preferencesformeetingdevelopmentneeds

Trainingpriorities

There was a strong preference for leadership and management training.

Despitegenerallyratingthemselvesinthesurveyascompetentincumbentsoftheirroleswithfewdevelopmentneedsintheareasofleadershipandmanagement,thereisaverystronglyexpresseddesireforleadershipandmanagementtraining.TheneedtofurtherdevelopfoundationskillsisdemonstratedbythecitingofAccreditedTrainingasthesecondmostpressingtrainingpriority.

GRAPH02

PARTICIPANT IDENTIFIED TRAINING PRIORITIES

5%SubmissionWriting

9%FinancialManagement

11%Dualdiagnosisandcompleteclientcare

23%AccreditedTraining

52%LeadershipandManagement

24

TRAININGCURRENTLYAVAILABLETOMEETDEVELOPMENTNEEDS

SECTION3.3

While many of the critical development needs, identified in this report, are ostensibly addressed by existing training, there are some needs that are yet to be adequately catered to. There are also some strategic and structural issues in training delivery that impede the provision of training and development to Victorian PDRS workers.

Thissectionofthefindingsreportsongapsthatexistbetweentrainingthatiscurrentlyavailableandissuesrelatedtotrainingdeliveryandconsumption.

Gapsinexistingtrainingcoverage

Available development does not meet all needs.

SignificantgapsbetweendevelopmentneedsandavailabledevelopmentopportunitiesforPDRSworkersinclude:

Support workers

•Workingwithfamilies



•Peerworker

Managers

•Riskmanagement

Note:InformationondevelopmentcurrentlyavailabletotheVictorianPDRSsectorisincludedinAppendix4.

There is insufficient coverage of PDRS philosophy and approaches in undergraduate training.

DiscussionswithPDRSmanagementindicatedthatthereisinadequateunderstandingoftheVictorianPDRSphilosophyandapproachestoprovidingservicesamongnewentrantstoPDRSroles.ThisappearstoreflectalackofadequatecoverageofPDRSphilosophyandapproachesinundergraduatetraining.Thismaycontributetoafurtherbarriertothesupplyofsuitably-skillednewentrants.

FINDINGS 25

Structuralissues Designissueswithfoundationskillstraining

Opportunitiesforaddressingissues

DisincentivesforPDRSworkerswithhigherqualifications

PDRS services cannot make the most of available development opportunities.

Inadditiontocoveragedeficits,therearealsodeliverycapacityissuesanddemandconstraints.PDRStrainingsuppliersareunablemeetthestate-widedemandforsomecriticaldevelopmentneedswiththeircurrentresourcing.

Atthesametime,itisnotuncommontofindPDRSserviceswishingtoaddressthedevelopmentneedsoftheirworkers,butlackingtheresourcesintermsofavailabletime,fundingandbackfillingpositionstodoso.

VICSERVoffersconsiderableresourcesfrombothitsaccreditedandnon-accreditedtraining,butmanymemberorganisationsareunabletoutilisetheseduetoresourcingconstraints.

ThisfindingisreinforcedinVICSERV’sBuilding Capacity in Community Mental Health Family Support and Carer Respite Project–Workforce Development Report,2009,whichhighlightedthebarrierstoparticipationintrainingforthePDRSworkforce,including:

• Alackofadequateinformationonavailabletraining

• Lackoftrainingaccessibility,particularlyinruralandremoteareas1

Thedevelopmentoffurthertrainingandrelateddevelopmentopportunitiesmayexacerbatethissituation.

The key source of foundation skills training for the PDRS sector— the Certificate IV in Mental Health —can take up to two years to complete, and is not readily available throughout Victoria.

Thiscreatesentrybarriersforprospectiveworkers,andpreventsarapidincreaseinthenumbersofappropriatelyqualifiedstaff.

Similarly,theapparentcomplexityofskillrecognitionprocedurescreatesafurtherbarrier,reducingthewillingnessofworkerstoattainthequalifications.

Discussions with members of the VICSERV Training Advisory Group provided the following suggestions for potential resources that may help to mitigate some coverage and structural issues:

• ExplorerelevanceofextensiveMentalHealthProfessionalOnlineDevelopment(MHPOD)e-LearningCurriculum,whichisbasedontheNationalStandardsforMentalHealthServices,1997.MHPODisprimarilyintendedforaclinicalaudience,buthasmanymodulesthatcovertopicsrelevanttothePDRSsector.

• VICSERVcouldadvocateonbehalfofthesectortoensurethatthedevelopedMHPODcurriculumremainsrelevanttoPDRS.

• Provisionofdevelopmentwithinthesectortodelivertrainingand/orworkshopsonbestpractice.

PDRS workers with higher qualifications who require Certificates IV to Advanced Diploma qualifications in Mental Health are currently unable to acquire funding.

Thissituationfurtherhamperstheacquisitionofcriticalfoundationskillsinthesector.


TRAININGCURRENTLYAVAILABLETOMEETDEVELOPMENTNEEDS

Reference

1 VICSERV,(2009),Building Capacity in Community Mental Health Family Support and Carer Respite Project – Workforce Development Report,VICSERV,Melbourne


Overview

WORKFORCESUSTAINABILITYISSUESRELATEDTODEVELOPMENTNEEDS

SECTION3.4

Investment in training is wasted unless related workforce sustainability issues are addressed.

AccordingtoBecause mental health matters: Victorian mental health reform strategy 2009-2019,workforcesustainabilityisdependentonorganisationalcapacitybuildingpromotedby:

•Reducedturnover

•Highstaffmotivation

•Satisfyingworkroles

•Diverseandrewardingcareeropportunities.

Numerousstudiesacrossawidevarietyofindustriesdemonstrateahighdegreeofinterdependencebetweenthesefactors.InvestmentindevelopingPDRSworkerswillbeoflittlevalueunlessthesefactorsarealsoaddressed.

Nearly half of the workforce is considering or planning to leave the sector.

Forty-sevenpercentofsupportworkersandmanagerssurveyedindicatedthattheyareconsideringand/orplanningtoleavethesectorinthenextthreeyears.Whileturnover,motivationandjobsatisfactiondataarenotavailableforthePDRSworkforce,theresponsesofthe231respondentstothesurveysuggestthatthesustainabilityfactorscitedaboveareatanunacceptablelevel.

Thefindingsappeartoalignwithturnoverdataonthedirectmentalhealthworkforce,whichshowsthatofthestaffwhomovedfromorwithinthepublicmentalhealthsystemin2001to2002,around35percentleftafterlessthan12monthswiththeircurrentemployerand63.4percentleftwithinthreeyearsofcommencing.1

There are major factors influencing the desire to leave the PDRS sector.

ThefactorsinfluencingthedesiretoleavethePDRSsectorappeartobelinkedtosymptomsofinadequatelevelsofworkforcesustainability.

Factors

Support workers

Managers

Burnout 27% 21%

Remuneration 21% 25%

Exploreotheropportunities

14% 32%

Reference

1 DepartmentofHumanServices(2005),Victoria’s Direct Care Mental Health Workers: The Public Mental Health Workforce Study 2003–04 to 2001–12,StateGovernmentofVictoria,Melbourne,p1

TABLE06

MAJOR FACTORS INFLUENCING THE DESIRE TO LEAVE THE PDRS SECTOR

FINDINGS 27


RECOMMENDATIONS–

The following recommendations have been developed through a consideration of the findings.

TherecommendationsarealignedwiththeappropriatestrategicdirectionsfortheVictorianPDRSsectorforthecomingdecade.

SEETABLE07

Strategic actions for Shaping the Future1 Related recommendations arising from this report

UndertakeaworkforceresearchprojectforthePDRSservicesectorthatfurtherinvestigatestheworkforceprofile,analysesskillneedsandidentifiesstrategiestoaddressrecruitment,retentionandcareerpathwaychallenges.

1 Conductastudytoidentifystrategiesforaddressingworkforceretentionissues,includingexaminationofrecruitment,retentionandcareerpathwaychallenges,andothermattersrelatedtoworkplacesustainabilityfactors.

Thisreport(andthedataunderpinningit),andthePDRSWorkforceDevelopmentStudy2009,willprovideaninitialinputtothestudy,however,adeeperanalysisisrequired.

Identifyanappropriatestructuredundergraduateemploymentmodeltoenhanceearlyexposuretothementalhealthenvironment.

2 VICSERVtoprovideinputonPDRSsectorphilosophyandapproachestoundergraduatetrainingproviders.

Establishamentalhealtheducationandtraininginstitutethatsupportsmultidisciplinaryandcross-sectoralapproachestodeliveringfurthereducationandtrainingforclinicalandPDRSserviceworkers,consumersandcarers.

3OfferunitsofaccreditedtrainingbeyondthePDRSsectortosupporttheneedtoimproveworkinginpartnershipswithotherservices.VICSERVhastrainingthatisofsignificantvaluetootherservices.

4Offerskill-setstrainingtoparticipantsotherthanthoseundergoingaccreditedtraining.

5BuildthecapacityoftheregionalPDRStrainingworkforcetocatertothestrongpreferenceforlocal,face-to-facedevelopment.

6Examinethefeasibilityofprovidingappropriateonlinelearning,aspartofablendeddevelopmentstrategy.Thefeasibilitystudyshouldincludeexaminingcosts,accessibilityandthebestuseofavailableresources.ThismayincludeapproachingtheNationalMentalHealthProfessionalOnlineDevelopment(MHPOD)projectfortheuseand/oradaptationofrelevantonlineresources.

7 VICSERVtoundertakefurtheractivitiestosupport:•Facilitationofqualificationpathways•Avenuesforskillsrecognitionandflexiblecoursedeliveryshouldbeenhanced•Professionalopportunitiesforworkerswhoareatanintermediate/advancedlevel.

Developprograms(suchasscholarships,shadowing,mentoring)thatidentifyemergingleadersinclinical,PDRSandmanagerialsectors,andprovidetheseworkerswithmanagementandleadershiptrainingtobetterplaceorganisationstomeetchangingservicedemands.Providecoachingandmentoringtopromotehigh-qualityleadershipatalllevelswithinanorganisation.

8VICSERVtocontinuetooffertheDiplomaofManagement,SupervisionandQualitytraining.

9Identifyriskmanagementrequirementsformanagersandprovidedevelopmentaccordingly.

10VICSERVmaybewellsituatedtoprovideleaderswhoarenewtoseniorpositionsinthePDRSsector(suchasCEOsandgeneralmanagers)withorientationtotheirroles.

11ObtainfundingexemptionsforCertificateIVparticipantspossessinghigherqualificationswhootherwisewouldn’tqualifyforfunding.

InvestigatethefeasibilityofincreasedscopeofpracticeforPDRSworkersthroughtheutilisationoftheCertificateIVinMentalHealth,CommunityServicesTrainingPackage.

12Obtainfundingtoincreasethescopeofthefoundationskillspackagetoaddressdevelopmentneedsnotcurrentlyprovidedforbyexistingtraining,including:•Workingwithfamilies•Earlyintervention•Workingwithyoungpeople•Peerworker•Health

13IdentifystrategiestoenablePDRSservicestomakebetteruseofthedevelopmentopportunitiesavailabletothem.ThismayrequireadeeperanalysisofthestructuralissuesinthesupplyanddemandforPDRStraininginVictoria.

TABLE07

SHaping THe FuTure1

RELATED RECOMMENDATIONSReference

1 DepartmentofHealth,(2009),Shaping the Future, The Victorian Mental Health Workforce Strategy, Final Report,DoH,Melbourne

RECOMMENDATIONS 29


BIBLIOGRAPhY–

ACTDepartmentofHealthandCommunityCare,(1999),Dual Diagnosis: Stopping the merry-go-round,ACTDepartmentofHealthandCommunityCare,Canberra

AustralianGovernmentDepartmentofHealthandAgeing,(1997),National Standards for Mental Health Services,AustralianGovernmentDepartmentofHealthandAgeing,Canberra

DepartmentofEducation,EmploymentandWorkplaceRelations,(2008),CHC08CommunityServicesTrainingPackage,DEEWR,Canberra

DepartmentofHealth,(2009),Shaping the Future, The Victorian Mental Health Workforce Strategy, Final Report,DoH,Melbourne

DepartmentofHumanServices,(2004),Standards for psychiatric disability rehabilitation and support services,DHS,Melbourne

DepartmentofHumanServices,(2009), Because mental health matters: Victorian mental health reform strategy 2009 – 2011,MentalHealthandDrugsDivision,DHS,Melbourne

DepartmentofHumanServices,(2005),Victoria’s direct care mental health workers: The public mental health workforce study2003–04to2001–12,StateGovernmentofVictoria,DHS,Melbourne

LondonRefugeeEconomicAction(LORECA),(2007),Report of the Training Needs Analysis exercise carried with London Refugee Community Organisations in 2005-06,LORECA,London

MentalHealthCoordinatingCouncil,(2006),Mental Health Training Needs Assessment for the NGO Sector in NSW- Final Report,MHCC,Lilyfield

TheNationalCentreofMentalHealthResearch,InformationandWorkforceDevelopment,(2007)Pacific Mental Health Workforce, Training Needs Analysis, Research Report,TheNationalCentreofMentalHealthResearch,InformationandWorkforceDevelopment,Auckland

VICSERV,(2008),Sector Snapshot,ReportonMemberCensusandWorkerSurvey,VICSERV,Melbourne

VICSERV,(2009),Building Capacity in Community Mental Health Family Support and Carer Respite Project Workforce Development Report,VICSERV,Melbourne

VolunteeringGeelong,(2009),Praise Volunteers: Training for Volunteers and Volunteer-involving Organisations Report,Geelong


APPENDICES–

Appendix1:LiteratureReview

Appendix2:Summariseddevelopmentneedsmappedtojobfunctionsforsupportworkers

Appendix3:Profileofthesupportworker

Appendix4:Profileofthemanager

Appendix5:DevelopmentcurrentlyavailabletothePDRSsector

32

36

37

45

53

The literature review examined:

Service and support standardsrelevanttothePDRSsectorinVictoria,toprovidebenchmarksfortheTNA.

PDRS sector workforce challengesinthepresentandfuture.ThisinvolvedreviewingstrategicdirectionsinmentalhealththatwillaffectthePDRSsector,andrecentstudiesintoPDRSworkforceissues.

Current training packages relevant to the PDRS sector,tocontributetoassessingtheextenttowhichtrainingneedsmaybeaddressedbyexistingresources.

APPENDIX1

Serviceandsupportstandards

Itisunderstoodthatservicestandardsandqualityassuranceprogramswithinhealthservicesareanessentialpartofachievinghighqualityhealthcare.On3rdDecember1996,theAustralianHealthMinisters’AdvisoryCouncil’sNationalMentalHealthWorkingGroupendorsedtheNational Standards for Mental Health Services.

TheNationalStandardsprovideaguideforthedevelopmentofnewservices,andtosteerserviceenhancementandcontinuousimprovementofexistingservices.TheirscopeincludesstandardsforPDRSservices.

ThedevelopmentoftheNationalStandardswasguidedbytheprinciplescontainedintheAustralianHealthMinisters’MentalHealthStatementofRightsandResponsibilities,andtheUnitedNationsPrinciplesontheprotectionofpeoplewithamentalillness.

AreviewoftheStandardsoccurredin2008.Todate,therehasnotbeenacceptanceoftherevisedstandardsbytheMentalHealthStandingCommittee,onbehalfoftheAustralianHealthMinisters’AdvisoryCouncil.

The publication Standards for psychiatric disability rehabilitation and support services,2004,wasadaptedfromtheNationalStandardsandcontainselevenStandardsthatprovideaguidancefor:

‘…PDRSservicestomaintainafocusonservicequalitymeasurementandimprovement.TheStandardsassistservicestoachieveandmaintainthehigheststandardofsupportandrehabilitationforpeoplewithapsychiatricdisability’,p2.


LITERATUREREVIEW

32

NEWPARTNERShIPSWILLNEEDTOBEMADEACROSSTRADITIONALBOUNDARIESANDNEWWAYSOFWORKINGTOGEThERWILLNEEDTOBEESTABLIShED.

PDRSsectorworkforcechallenges

Recent studies addressing PDRS workforce issues

PDRSservicesareoperatinginatimeofsignificantchangeinthementalhealthsector.

ThedirectionsoftheStateGovernment’sten-yearplanBecause mental health matters: Victorian mental health reform strategy 2009 – 2019,suggestthatoverthenextfewyearsthePDRSsectorwillbegoingthroughsignificantreforms.Partnershipswillbecentraltothefuturegrowthanddevelopmentofthesector.Existingpartnershipswillneedtobestrengthenedandrefocused.Newpartnershipswillneedtobemadeacrosstraditionalboundariesandnewwaysofworkingtogetherwillneedtobeestablished.

ThechallengesfacingthePDRSsectorworkforcehavealsobeenrecognisedinanumberofstudies,including:

an analysis of the Victorian rehabilitation and recovery Care Service System for people With Severe Mental illness and associated Disability project report, DHS, 2007. The report states that in relation to workforce issues:

‘Thefollowingtwokeyissuesareimpactingonthelong-termsustainabilityofVictoria’spublicmentalhealthservicesystem:

• Existingandprojectedshortagesintheskilledmentalhealthworkforce

• Workforcequalitybothintermsofvariablepracticestandardsandtheneedtostrengthenmentalhealthleadershipacrossthespectrumofservices’,p2.

a report on the Training needs assessment of Mental Health Workers in the ngO sector, Mental Health Coordinating Council, 2006, based on data from 59 survey respondents (a 42 per cent response rate), states that:

‘Anumberofrespondentsexpressedaneedforallmentalhealthtrainingtoinclude:

• Moreemphasisonethicsandprofessionalboundariesissues

• Anincreaseinthecommunicationandinterpersonalskillsinvolvedinengagingwithconsumers

• Informationrelatedtolocalservicenetworksorreferralprocedures

• Opportunitiesfortrainingpathwaystoenablenewstaff,aswellasconsumersandcarers,tobuildskillsandqualifications

• Opportunitiesforhigherleveltrainingforskilledstaff,particularlyincomplexareassuchasdualdiagnosis,andforspecialistgroupssuchasthoseworkingwithCALDcommunities,olderpeoplewithdementia,orinfants,childrenandyoungpeoplewithmentalhealthproblems’,p32.

APPENDICES 33

PreviousstudiesintoPDRSworkforceissues

Significantly, previous VICSERV studies have been undertaken including Sector Snapshots in 2000 and 2007 (reported as Sector Snapshot, report on Member Census and Worker Survey in 2009).

Thesereportshadaresponserateof52and43respectivelyandprovidedinsightintotrainingneedsidentifiedbytheworkforceincluding:

•Substanceuseandpsychiatricdisability

•Peoplewithborderlinepersonalitydisorder

In addition, the following documents provided insights on PDRS workforce issues:

• NationalCentreofMentalHealthResearch,InformationandWorkforceDevelopment,(2007),PacificMentalHealthWorkforce,TrainingNeedsAnalysis,ResearchReport,NationalCentreofMentalHealthResearch,InformationandWorkforceDevelopment,Auckland

• ACTDepartmentofHealthandCommunityCare,(1999),DualDiagnosis:Stoppingthemerry-go-round,ACTDepartmentofHealthandCommunityCare,Canberra

• VolunteeringGeelong,(2009),PraiseVolunteers:TrainingforVolunteersandVolunteer–involvingOrganisationsReport,Geelong

• LondonRefugeeEconomicAction(LORECA),(2007),ReportoftheTrainingNeedsAnalysisexercisecarriedwithLondonRefugeeCommunityOrganisationsin2005–06,LORECA,London

LITERATUREREVIEW

APPENDIX1(CON’D)


APPENDICES

The most recent national community services training package endorsed in December 2008 includes qualifications and skill sets that encompass most competencies required by the mental health workforce.

Somegapsremain,includingworkingwithfamiliesandcoordinatingservices.

Thefollowingqualificationshavebeenreviewedandmodifiedtoreflecttheneedsofmentalhealthservices:

•CertificateIVinMentalHealth[CHC40508]

• DiplomaofCommunityServices(AlcoholandOtherDrugs)[CHC50208]

• DiplomaofCommunityServices(MentalHealth)[CHC50308]

• DiplomaofCommunityServices(AlcoholandOtherDrugsandMentalHealth)[CHC50408]

Noticeably, the inclusion of skill sets provides an opportunity to augment a worker’s foundation qualification with more specialised knowledge and skill, according to work requirements.

ThefollowingskillsetsaremostrelevanttothePDRSsector:

• Mentalhealthskillset–includingrespondtoriskofsuicide

• Mentalhealthskillset–includingrecogniseindividualsatrisk

•Alcoholandotherdrugsskillset.

CurrenttrainingpackagesrelevanttothePDRSsector

ThEINCLUSIONOFSKILLSETSPROVIDESANOPPORTUNITYTOAUGMENTAWORKER’SFOUNDATIONqUALIFICATIONWIThMORESPECIALISEDKNOWLEDGEANDSKILLS,ACCORDINGTOWORKREqUIREMENTS.

35

The table below shows the relationship between the summarised development needs identified in this report, and the job functions identified by support workers were essential for the workers’ role and development needs that existed.

SUMMARISEDDEVELOPMENTNEEDSMAPPEDTOjOBFUNCTIONSFORSUPPORTWORKERS

APPENDIX2

Summarised development need

Job functions with development needs (NumberingrelatestoPrioritisationtableonpage18)

WorkingwithCulturallyandLinguisticallyDiverse(CALD)clients

3 Broadunderstandingofhealthconcepts/beliefsandspiritual/faith-basedissuesofCALDconsumers

4Accessanduseinterpretingserviceswhennecessary

5Provideeducationonpreventativeandcopingstrategies,relevanttopeoplefromCALDbackgrounds

8Workwithprimaryhealthcareworkersandculturallyspecificmentalhealthworkerstoensureunderstandingofissuesrelevanttospecificpopulations

9Developindividualsupportplansthatareculturallyandlinguisticallysensitiveandprovideculturallyappropriatesupport

15Workwithclients,carersandtheirfamilieswhoarefromAboriginalandTorresStraitIslanderbackgrounds

Rightsandresponsibilitiesofclients

10Provideinformationontherightsofconsumers,familymembersand/orcarersandonlegislation,whichmayimpactontheirrights

11Applytheprinciplesofinternationalandnationalstandardsonhumanrightsandresponsibilities

16UnderstandandcomplywithStateandTerritorylegislationrelatedtotreatmentofmentalhealthproblems,safety,privacyandconfidentiality

Crisispreventionandintervention

12Raiseconcernsaboutfamilyviolencewithconsumersandidentifyresourcesandsupport

18Initiatetheprovisionofinvoluntarytreatmentbyreferringconsumertoaclinicalserviceforappropriatecare

20Establishandmaintainanenvironmenttoprotectconsumersfromabuseandexploitationwhilereceivingsupportfrommentalhealthservices

Monitoringandmanagingtheadverseeffectsofphysicalhealth,medicationandothermedicaltreatments

14Conductadequateriskassessmentsandrespondtoaggression,self-harminganddifficultbehaviourswithappropriateinterventions

17Awarenessofphysicalhealthissues,medicationandtheimpacttheymayhaveonaperson’smentalhealth

19Supportconsumerstoaccessinformationtoassistmonitoringandmanagingtheadverseeffectsofmedicationandothermedicaltreatments

Supportingfamilymembersincludingchildren

1 Ensureappropriatesupportsareinplaceforconsumers’children

6 Identifythespecificneedsofconsumers’childrenand,withtheconsumer,collaborativelyidentifyappropriateresourcestofacilitatetheircare

13 Developstrategiestosupportthefamilymembersand/orcarersincopingwiththeimpactofmentalhealthproblems

Dualdiagnosis 7Educatetheconsumerabouttheimpactofdualdiagnosisandworkinpartnershipwithotherhealthservicestoprovideappropriatetreatmentandsupport

Workwithclientswithcomplexalcoholandotherdrugissues

2Workeffectivelywithclientswithcomplexand/oralcoholandotherdrugissues

TABLE08

SUMMARISED DEVELOPMENT NEEDS AND JOb FUNCTION


PROFILEOFThESUPPORTWORKER

APPENDIX3

Gender

There were 165 respondents and they are represented in the following table and graph.

Gender

Count

Percentage

Female 119 72%

Male 46 28%

TABLE09

GENDER OF THE SUPPORT WORKER

GRAPH03

GENDER OF THE SUPPORT WORKER

72%Female

28%Male

APPENDICES 37


APPENDIX3(CONT’D)

Employmentstatus Agedistribution

24–29(25%)

44–49(15%)

49–54(22%)

29–34(10%)

39–44(10%)

34–39(9%)

19–24(6%)

54–59(6%)

59–64(4%)

64–69(1%)

0 2010 30 40

GRAPH05

AGE DISTRIbUTION OF THE SUPPORT WORKER

Over 50 per cent of the 165 respondents were employed on a full-time basis and over 37 per cent were employed on a part-time basis.

Employment Status

Count

Percentage

Fulltime 92 55.76%

Parttime 62 37.58%

Volunteer 8 4.85%

Casual 3 1.82%

TABLE10

EMPLOYMENT STATUS OF THE SUPPORT WORKER

GRAPH04

EMPLOYMENT STATUS OF THE SUPPORT WORKER

Fulltime

Parttime

Volunteer

Casual

0 20 40 60 80 100


38

ThERANGEOFMENTALhEALThSERVICESDELIVEREDBYCOMMUNITY-BASEDORGANISATIONSVARIESENORMOUSLY,FROMINTENSIVEPERSONALSUPPORTTOMUTUALSUPPORTANDSELF-hELP.

The range of mental health services delivered by community-based organisations varies enormously, from intensive personal support to mutual support and self-help. The PDRS sector covers a wide range of professions delivering a diverse range of mental health services, from intensive personal support, to self-help groups.

Thereportsurveyedthecurrentmake-upanddistributionofthesectoracrossdifferentdisciplines,institutionsandgeographicalareas.

Responsestothesurveywerereceivedfrom:

Servicetype

Status

Count

Percentage

HomeBasedOutreachSupport 81 31.40%

PsychosocialDayPrograms(includingday-to-dayliving)

70 27.13%

ResidentialRehabilitation 25 9.69%

PersonalHelpersandMentorsProgram(PHaMS) 16 6.20%

PARCServices 15 5.81%

HomelessnessServices 14 5.43%

SupportedAccommodation 13 5.04%

PlannedRespiteServices 12 4.65%

CarerSupport 5 1.94%

MutualSupportandSelf-Help 4 1.55%

ConsumerConsultants 3 1.16%

TABLE11

SERVICE TYPE OF THE SUPPORT WORKER

Lengthofservice

GRAPH06

LENGTH OF SERVICE OF THE SUPPORT WORKER

0 10 20 30 40 50 60

<6months

6–12months

12–18months

18–24months

2–3years

3–5years

>5years

APPENDICES 39

Qualifications


GRAPH07

PRIMARY QUALIFICATION MIX

34%Undergraduate

18%VETCertificate,DiplomaorAdvancedDiploma

23%Noqualifications

2%VETGraduateCertificate

10%CurrentlyCompleting

13%Postgraduate

The majority of respondents (34 per cent) indicated that their primary qualification was at Tertiary Undergraduate level while 23 per cent indicated that they did not possess qualifications and 18 per cent were recipients of a Vocational Education and Training (VET) qualification (Certificate, Diploma or Advanced Diploma).

Respondentsprovidedinformationrelatingtotheirprimaryqualificationincluding:

25percent–SocialWork22percent–Psychology8percent–Welfarework

APPENDIX3(CONT’D)


40

APPENDICES

ThEMAjORITYOFRESPONDENTS(34PERCENT)INDICATEDThATThEIRPRIMARYqUALIFICATIONWASATTERTIARYUNDERGRADUATELEVEL...

The remaining responses were fairly evenly distributed (3 to 6 per cent):

OccupationalTherapy,AODWorker/Counsellor,PsychiatricNurse,CommunityDevelopment,Psychotherapy,(allat5to6percent)andDisabilityServices,GeneralNurse,andYouthWorkbetween3and5percent.

Note: Multipleresponsequestion–graphrepresentsnumberofresponsesreceived.

GRAPH08

PRIMARY QUALIFICATION (FIELD)

0 5 10 15 20 25 30

Counsellor

YouthWork

GeneralNurse

DisabilityServices

Psychotherapy

CommunityDevelopment

AODWorker/Counsellor

Other

OccupationalTherapy

WelfareWork

Psychology

SocialWork

PsychiatricNurse

41

Current/futureVETparticipation



GRAPH09

CURRENT VET COURSE ENROLMENT

14%Other

32%DiplomaofCommunityServices(AOD)

4%CertificateIVinAlcoholandOtherDrugs

50%CertificateIVinMentalHealth

Thirty-one respondents (18.78 per cent) are currently enrolled in a VET course, 50 per cent in the Certificate IV Mental Health, 32 per cent in the Diploma of Community Service (AOD), 4 per cent in the Certificate IV in Alcohol and Other Drugs while the remaining 14 per cent chose the ‘other’ category.

Note:Chartrepresentspercentageofrespondents(31)currentlyenrolledinaparticularVETcourse.

APPENDIX3(CONT’D)

42

APPENDICES

ThIRTY-ONERESPONDENTS(18.78PERCENT)ARECURRENTLYENROLLEDINAVETCOURSE...

GRAPH10

INTEREST IN VET COURSE (COUNT) 0 10 20 30 40 50 60

DiplomaofCommunityServices(AOD)

DiplomaofCommunityServices(AOD&MentalHealth)

DiplomaofCommunityServices(MentalHealth)

CertificateIVMentalHealth

CertificateIVinAlcoholandOtherDrugs

Respondents were asked to indicate their interest in completing the following courses:

• CertificateIVinMentalHealth[CHC40508]

• CertificateIVinAlcoholandOtherDrugs[CHC40408]

• DiplomaofCommunityServices(AlcoholandOtherDrugs[CHC50208]

• DiplomaofCommunityServices(MentalHealth)[CHC50308]

• DiplomaofCommunityServices(AlcoholandOtherDrugsandMentalHealth)[CHC50408]

Note:Multipleresponsequestion–graphrepresentsnumberofresponsesreceived.

43


Professionaldevelopmentinfluences

Respondents ranked influences on heir attendance/participation in professional development from no influence to high influence.

Agencyfundedtraining68percentandprogramobjectives64percentwererankedashavingahighinfluenceonattendance/participation.Locationwasthethirdhighestranking(58percent)forrespondentslivingandworkinginrural/regionallocationswithpaidstudyleavealsoreceivinga58percenthighinfluenceresponse.

Influences – attendance/paricipation in professional development

High %

ProgramObjectives 64

AgencyFunded 68

Location(Rural) 58

PaidStudyLeave 58

Time 47

LinkedtoUniversityQualification 47

Linkedtopromotion 44

Location(Metro) 44

Facilitator 35

LinkedtoVETqualification 31

TABLE12

PROFESSIONAL DEVELOPMENT INFLUENCES


APPENDIX3(CONT’D)

44

PROFILEOFThEMANAGER

APPENDIX4

Gender

There were 66 respondents and they are represented in the following table and graph.

Gender

Count

Percentage

Female 47 71.21%

Male 19 28.79%

TABLE13

GENDER OF THE MANAGER

GRAPH11

GENDER OF THE MANAGER

721%Female

29%Male

APPENDICES 45

Employmentstatus Agedistribution

Over 87 per cent of respondents were employed on a full-time basis, while a little over 12 per cent were employed in a casual, part-time or voluntary capacity.


PROFILEOFThEMANAGER

APPENDIX4

Employment Status

Count

Percentage

Fulltime 58 87.88%

Parttime 6 9.09%

Volunteer 2 3.03%

Casual 0 0%

TABLE14

EMPLOYMENT STATUS OF THE MANAGER

GRAPH12

EMPLOYMENT STATUS OF THE MANAGER

Fulltime

Parttime

Volunteer

Casual

0 10 20 30 40 50 60

GRAPH13

AGE DISTRIbUTION OF THE MANAGER

22%49–54

14%54–59

14%29–34

16%39–44

7%59–64

6%34–39

8%24–29

13%44–49

46

APPENDICES

Responses to the survey were received from:

Servicetype Lengthofservice

OVER87PERCENTOFRESPONDENTSWEREEMPLOYEDONAFULL-TIMEBASIS,WhILEALITTLEOVER12PERCENTWEREEMPLOYEDINACASUAL,PART-TIMEORVOLUNTARYCAPACITY.

Status

Count

Percentage

PsychosocialDayPrograms(includingday-to-dayliving)

36 21.69%

HomeBasedOutreachSupport 27 16.27%

MutualSupportandSelfHelp 23 13.86%

PlannedRespiteServices 14 8.43%

ResidentialRehabilitation 13 7.83%

PARCServices 12 7.23%

PersonalHelpersandMentorsProgram(PHaMS)

11 6.63%

HomelessnessServices 10 6.02%

CarerSupport 10 6.02%

SupportedAccommodation 8 4.82%

ConsumerConsultants 2 1.2%

TABLE15

SERVICE TYPE OF THE MANAGER

GRAPH14

LENGTH OF SERVICE OF THE MANAGER

0 10 20 30 40 50

<6months

6–12months

12–18months

18–24months

2–3years

3–5years

>5years

47

Qualifications


GRAPH16

PRIMARY QUALIFICATION (MIX)

44%Undergraduate

12%VETCertificate,DiplomaorAdvancedDiploma

17%NoFormalQualification

1%VETGraduateCertificate

2%CurrentlyCompleting

24%Postgraduate

The majority of respondents (44 per cent) indicated that their primary qualification was at Tertiary Undergraduate level, while 24 per cent indicated that they held a Postgraduate qualification and 17 per cent were not qualified.

PROFILEOFThEMANAGER

APPENDIX4

GRAPH15

PRIMARY QUALIFICATION (FIELD)

0 4 8 12 16 20

Other

OccupationalTherapy(4%)

PsychiatricNurse(4%)

Psychotherapy(4%)

Management(5%)

OccupationalTherapy(6%)

WelfareWork(7%)

CommunityDevelopment(9%)

Psychology(17%)

SocialWork(35%)

Counsellor(5%)

48

Of the 66 respondents 21 (31.8 per cent) indicated that they were currently completing tertiary studies, while 38 per cent are currently completing a tertiary qualification in Community Development/Community Welfare.

Currenttertiarystudies


GRAPH17

CURRENT TERTIARY STUDIES

52%Other

5%Psychology

5%SocialScience/SocialWelfare

38%CommunityDevelopment/CommunityWelfare

APPENDICES 49

Current/futureVETparticipation


GRAPH18

CURRENT VET STUDIES

44%CertificateIVinMentalHealth

45%DiplomaofCommunityServices(Alcohol,otherdrugs)

11%Other

Nine (13.63 per cent) of the 66 respondents indicated that they were currently completing a VET qualification in either the Certificate IV in Mental Health or the Advanced Diploma of Community Services (Alcohol and Other Drugs).

PROFILEOFThEMANAGER

APPENDIX4

50

Respondents were asked to indicate their interest in completing the following courses:

• CertificateIVinFrontlineManagement(BSB40807)

•DiplomaofManagement(BSB51107)

•DiplomaofQualityAuditing(BSB51607)

• AdvancedDiplomaofCommunitySectorManagement(CHC60308)

• VocationalGraduateDiplomaofCommunitySectorManagement(CHC80108)

Note:Multipleresponsequestion–graphrepresentsnumberofresponsesreceived.

GRAPH19

INTEREST IN VET QUALIFICATIONS (COUNT)

DiplomaofQualityAuditing

CertificateIVinFrontlineManagement

VocationalGraduateDiplomaofCommunitySectorManagement

AdvancedDiplomaofCommunitySectorManagement

DiplomaofManagement

0 5 10 15 20 25


Twenty-tworespondentsindicatedthattheywereinterestedincompletingtheDiplomaofManagement.NineteenshowedinterestincompletingtheAdvancedDiplomaofCommunitySectorManagement,whileinterestintheVocationalGraduateDiplomaofCommunitySectorManagementandtheCertificateIVinFrontlineManagementwasrelativelyhigh(15and14respectively).

APPENDICES 51


Professionaldevelopmentinfluences

Respondents ranked influences on their attendance/participation in professional development from having no influence to high influence.

Programobjectives,(64percent)andagency-fundedtraining(55percent)wererankedashavingahighinfluenceonattendance/participation.Paidstudyleavealsoreceivedahighinfluenceresponse(53percent).

Influences – attendance/paricipation in professional development

High %

ProgramObjectives 64

AgencyFunded 55

PaidStudyLeave 53

LinkedtoTertiaryQualification 48

LinkedtoPromotion 39

Time 36

Facilitator 30

Location 30

LinkedtoVETqualification 29

TABLE16

PROFESSIONAL DEVELOPMENT INFLUENCES

PROFILEOFThEMANAGER

APPENDIX4(CONT’D)

52

APPENDICES

Relevant accredited training

ThemostrecentNationalCommunityServicesTrainingPackageendorsedinDecember2008includesqualificationsandskillsetsthatencompasstheskillsareasrequiredbytheMetalHealthworkforce.Thequalificationsprovidesuitableentry-leveldevelopmentfornewentrantstomanyPDRSroles,aswellasspecificskillsetsformoreexperiencedworkers.

Relevant entry-level qualifications for PDRS workers

Thefollowingqualificationshavebeenreviewedandmodifiedtoreflecttheneedsoftheindustry:

•CertificateIVinMentalHealth

• DiplomaofCommunityServices(AlcoholandOtherDrugs)

• DiplomaofCommunityServices(MentalHealth)

• DiplomaofCommunityServices(AlcoholandOtherDrugsandMentalHealth)

Further development for skilled PDRS workers

TherevisedTrainingPackageprovidesspecificskillsetstoaugmentaworker’sbasequalificationwithmorespecialisedknowledgeandskill.ThefollowingskillsetsaddresshighprioritydevelopmentneedsexpressedbythePDRSsectorworkersandserviceorganisations:

•AlcoholandOtherDrugsskillset

• Mentalhealthskillset–includingrecogniseindividualsatrisk

• Mentalhealthskillset–includingrespondtoriskofsuicide.

DEVELOPMENTCURRENTLYAVAILABLETOThEPDRSSECTOR

APPENDIX5

53

RelevantVICSERVandotherPDRSsectordevelopmentavailable

VICSERV currently provides the following courses that are relevant to the development needs:

•CertificateIVinMentalHealth

• VICSERVtrainingonbaselinefoundationskills:

OrientationtoPDRS

PrinciplesandPracticeofPsychiatricDisabilityRehabilitationandSupport

BeingaKeyworker1–Establishingtherelationship

BeingaKeyworker2–Therehabilitationjourney

BeingaKeyworker3–Goalsetting

RecordingClientInformation

WorkingwithclientswithDualDiagnosis

• IntroductiontoMotivationalInterviewing

•MentalHealthFirstAid

•BorderlinePersonalityDisorder–Introduction

• IntroductiontoDualDiagnosis–MentalHealthandAlcoholandOtherDrugs

•AppliedSuicideInterventionSkills(ASIST)

•ProfessionalSupervision

•DiplomaofManagement

•DiplomaofQualityAuditing

DEVELOPMENTCURRENTLYAVAILABLETOThEPDRSSECTOR

APPENDIX5(CONT’D)

54

PsychiatricDisabilityServicesofVictoria(VICSERV)Level2,22HorneStreet,ElsternwickVictoria3185AustraliaT0395197000F0395197022training@vicserv.org.auwww.vicserv.org.au

Documents

VICSERV · Training Needs Analysis are to: 1 Identify training needs for the PDRS sector in Victoria 2 Prioritise training and related needs for the PDRS sector in Victoria