About the Strategy
Introductory text summary goes in this space here.
Introduction to the Strategy
This Community Mental Health and Wellbeing Workforce Strategy 2024-2029 (the Strategy) provides an overarching framework to guide workforce planning, policy direction and funding priorities over the next five years.
It has been developed by the Queensland Alliance for Mental Health (QAMH) in partnership with Queensland Health in response to the unique workforce challenges facing the Community Mental Health and Wellbeing Sector. While existing federal and state strategies address broader mental health workforces, Queensland is leading the way in developing the first workforce strategy specifically targeting the Community Mental Health and Wellbeing Sector.
The Three Pillars
This Strategy provides a high-level framework with 19 key priorities to guide workforce planning, policy direction and funding priorities which are listed under the three pillars. Many of these priorities overlap and are interdependent.
Qualifications and Training
- 1.1Ensure the core qualifications are contemporary and valued by the sector
- 1.2 Establish traineeships as a training pathway for the core qualifications
- 1.3 Improve availability and access to high quality and relevant professional development opportunities
- 1.4Enhance leadership qualifications and development opportunities
- 1.5Standardise and professionalise the Community Mental Health and Wellbeing workforce
Attraction and Retention
- 2.1Enhance employment conditions to position the sector as an attractive career choice
- 2.2 Widely promote the sector as an attractive career choice
- 2.3Increase accessibility of vocational qualifications
- 2.4Enhance organisational diversity
- 2.5Maximise local resources and expertise
- 2.6Develop clearly defined career progression pathways
- 2.7Embed a culture of worker wellbeing broadly throughout the sector
System Enablers
- 3.1Ensure Community Mental Health and Wellbeing programs and services are resourced to enable delivery of high quality supports
- 3.2Ensure workforce data is systematically collected, publicly available and utilised for commissioning and planning purposes
- 3.3Enhance the visibility and value of the Community Mental Health and Wellbeing workforce within the mental health system and broader community
- 3.4Embed Lived Experience within and across all levels of organisations
- 3.5Embed First Nations’ cultural safety and capability across all mainstream community mental health and wellbeing organisations
- 3.6 Collaborate at multiple levels to enhance all workforce priorities including:
-
- Within the Community Mental Health and Wellbeing Sector
- Between the Sector and broader mental health system
- With the education and training sectors
- 3.7Ensure oversight and accountability for the implementation of the Community Mental Health and Wellbeing Workforce Strategy that is aligned with national and state workforce strategies and initiatives
Qualifications and Training
- 1.1Ensure the core qualifications are contemporary and valued by the sector
- 1.2 Establish traineeships as a training pathway for the core qualifications
- 1.3 Improve availability and access to high quality and relevant professional development opportunities
- 1.4Enhance leadership qualifications and development opportunities
- 1.5Standardise and professionalise the Community Mental Health and Wellbeing workforce
Attraction and Retention
- 2.1Enhance employment conditions to position the sector as an attractive career choice
- 2.2 Widely promote the sector as an attractive career choice
- 2.3Increase accessibility of vocational qualifications
- 2.4Enhance organisational diversity
- 2.5Maximise local resources and expertise
- 2.6Develop clearly defined career progression pathways
- 2.7Embed a culture of worker wellbeing broadly throughout the sector
System Enablers
- 3.1Ensure Community Mental Health and Wellbeing programs and services are resourced to enable delivery of high quality supports
- 3.2Ensure workforce data is systematically collected, publicly available and utilised for commissioning and planning purposes
- 3.3Enhance the visibility and value of the Community Mental Health and Wellbeing workforce within the mental health system and broader community
- 3.4Embed Lived Experience within and across all levels of organisations
- 3.5Embed First Nations’ cultural safety and capability across all mainstream community mental health and wellbeing organisations
- 3.6 Collaborate at multiple levels to enhance all workforce priorities including:
-
- Within the Community Mental Health and Wellbeing Sector
- Between the Sector and broader mental health system
- With the education and training sectors
- 3.7Ensure oversight and accountability for the implementation of the Community Mental Health and Wellbeing Workforce Strategy that is aligned with national and state workforce strategies and initiatives
Expected Outcomes
104 Queensland Community Mental Health and Wellbeing Sector organisations were invited to participate in the 2023 survey, over a six week period, with 42 responding across all geographic areas (metropolitan – very remote communities).
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
36.3%
of current Full Time Equivalent (FTE) positions within the Community Mental Health and Wellbeing Sector organisations surveyed are employed in an NDIS role.
52%
60%
54.6%
of survey respondents are employed on a permanent basis, made up of 22.9% permanent full-time, and 31.7% permanent part-time.
Source: QAMH Workforce Survey Report.
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