Why is this important?
Strengthening and optimising the systemic enablers for change is essential to improve outcomes for individuals and communities.
This includes collaborative approaches to planning, funding and delivery of services.
Systemic enablers for change—including governanceand leadership, integrated policy and planning, funding, commissioning, workforce, and monitoring and evaluation—are required for effective system performance and improvement.
Shared leadership and accountability are needed to deliver the reforms outlined in Shifting minds 2023–2028.
What we want to achieve
Shifting minds 2023–2028 continues to support strategies to ensure a balance of investment and an appropriate mix of hospital and community, and clinical and psychosocial services and supports in diverse settings.
This renewed plan also focuses on a shift toward planning and funding of preventative and early intervention approaches.
Collective leadership and responsibility are needed across policy, funding, program development and service delivery to achieve mutually beneficial outcomes.
Successfully reforming the mental health, alcohol and other drug, and suicide prevention system requires embedding lived experience leadership and expertise. This involves properly resourced arrangements for consumer and carer co-design and co-production.
Directions, priorities and actions
Shifting our approach
Priorities |
Actions |
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Embed localised responses |
42. Develop clear mechanisms and processes to embed integrated regional planning, commissioning, service delivery and evaluation |
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Build a future-focused and innovative system |
43. Strengthen research, innovation, knowledge translation and evaluation |
Enable change
Priorities |
Actions |
|
Strengthen lived experience leadership, participation, co-design and co-production |
44. Strengthen lived experience leadership and representation, with a priority focus 45. Strengthen effective and meaningful engagement and participation of people with a lived experience, families and carers in policy, planning, evaluation, service delivery and governance 46. Develop, grow and support a peer workforce across different contexts and environments |
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Provide longer-term, flexible funding focused on gaps, needs and impact |
47. Review current funding models and identify ways to improve outcomes, accountability, sustainability and local responsiveness |
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Build a skilled, well-resourced and sustainable workforce |
48. Explore and define the current and future cross-sector mental health, alcohol and other drugs, and suicide prevention workforce requirements 49. Address barriers to commencing a career in mental health, alcohol and other drugs, and suicide prevention. This includes career pathways that span across sectors, cross-sector professional development, and recruitment and retention practices and initiatives 50. Integrate approaches to workforce planning and development that build partnerships with the tertiary education sector that leverage and attract medical, nursing, allied health, psychosocial and peer workforces 51. Explore options to alleviate the administrative burden on the mental health and alcohol and other drugs workforce, to increase the time spent with consumers and their families 52. Expand incentives and supports for the First Nations and rural and remote workforce 53. Develop mental health, alcohol and other drugs, and suicide prevention skills and knowledge across Queensland Government agencies 54. Support Aboriginal and Torres Strait Islander Community Controlled Organisations to increase the First Nations social and emotional wellbeing workforce |
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Ensure system planning, design and practice is shaped by timely data and information |
55. Explore opportunities to consolidate metrics to improve data and evidence collection, data linkage and reporting, to better guide policy and program development across sectors and government departments 56. Create whole-of-system mechanisms to improve accountability and sharing of learnings and information to ensure outcomes are achieved and to optimise collective impact |
Collective responsibility
Priorities |
Actions |
|
Strengthen joint leadership, cross-sector decision-making, implementation and governance mechanisms |
57. Explore options to develop and embed mental health and wellbeing across all government policies, programs, funding and outcomes, including consideration of a Mental Health and Wellbeing Impact Assessment and identification of investment in preventative approaches 58. Develop systems and opportunities for local, state and national collaboration and alignment of policies, planning and practice across regions |
