Miguel Ferrero interviewed Trevor Hobday who is the Training Promotions Officer - Learning and Development Unit of the Mental Health Coordinating Council and this a summary of the conversation
What is your current role?My role at the Learning and Development Unit (LDU) in the Mental Health Coordinating Council (MHCC) is increadibly varied. My official role title is Training Promotions Officer. My major role is around promotion and marketing for the LDU both within the community sector and beyond. I am also a qualified Trainer and Assessor.
What were you doing before this?I am registered nurse and a member of the Australian and New Zealand College of Mental Health Nurses. Before joining MHCC in 2008, I had experience working as a Team Leader (Clinical Nurse Specialist) with a Mobile Assertive Treatment Team (MATT) in Sydney and over ten years as a Mental Health Nurse, including the development and facilitation of training in areas such as aggression minimisation/management and suicide prevention. I have also worked for the AIDS Council of NSW as Manager, Enhanced Primary Care and Counselling Services, including the facilitation of forums and committees with government and other non-government agencies on issues such as drugs and alcohol, same sex domestic violence and mental health issues.
I hold a Master of Clinical Practice (major in Mental Health), a Graduate Certificate in Mental Health Nursing, B Nursing, a Certificate IV in Assessment & Workplace Training and an Advanced Certificate in Nursing (Enrolled Nurse).
What do you find challenging about the industry?The sector is quite challenging as there are a range of philosophies which all have value and provide a source of much discussion. The community managed mental health sector is moving toward Recovery Oriented Practice, which is holistic, collaborative, strengths based and person centred. Some of the challenges lie on how to retain the benefits of the historical medical model and bridge the gap between the two. There is still some evidence of a "silo" based mentality in the MH sector and it is hoped that incorporating and seeing the value of Recovery Oriented Practice will encourage services and individuals to work far more collaboratively with each other.
Funding arrangements have many benefits, but also can create a sense of "competitiveness" within the sector, we we need to be far more creative in how to develop healthy partnerships and share resources as part of our core business.
The significant growth of the community managed mental health sector over the last 5 - 10 years means there is an ongoing need to support workers to develop their professional capacity and provide the opportunity to broaden career pathways. Mental health needs to be incorporated as a core subject in training, rather than just an elective or "add-on", to empower staff to be more confident in being able to respond to consumer' needs and promote emotional health and well being.
Training in the sector has improved immensely over the last few years and it would be great to see more of a connection and collaboration between the tertiary education sector and Registered Training Organisations providing nationally accredited training.
What in your opinion are the key workforce issues faced by the community sector?The ageing workforce is an issue and replacing staff with many years of both clinical and community based experience is challenging - however, a lot of younger recruits are coming into the sector which is also an advantage, as a mix of skills and knowledge are very beneficial.
Lack of mentoring and supervision seems to be an ongoing issue, as is access to appropriate training for rural workers. Training needs to be supported at all levels of organisation, including funding bodies, management so as workers feel supported and able to be released from their workplace as necessary to attend training.
There is also a need to promote awareness around the value and necessity to recruit more consumers and carers to participate in development and delivery of training, employing specific marketing and promotional strategies and collaborating with other services.
What strategies the sector could develop to address these issues?- Flexible delivery methods - e.g. online learning to address access and equity issues
- Integration into CORE training
- Attracting a diverse workforce, improving sector pay and conditions, continual lobbying of government for longer term funding
- Building sustainability into the sector by providing training for consumers and carers
- More defined career pathways within community sector
- Mentoring and supervision
- Networkin/building partnerships with key stakeholders
- Training to be holistic, person centred, reflective, workplace relevant, and address issues such as self care
There are a number of ways the sector could respond to some of the challenges presented.
- Adopting flexible learning options integration of MH training to develop core skills sets and providing mentoring and coaching models within the workplace
- Providing training, subsidized by government or other funding would make relevant training more accessible to workers, carers and consumers and also build sustainability into the sector
- Providing more defined career pathways would also attract new workers into the sector
- Forming partnerships and being members of key peak bodies is also essential to promote best practice principles and keep abreast of current research in the sector
What is your advice to the Community Sector that could be helpful to face these issues?- Help desmystify what recovery is
- Incorporate Recovery Oriented Practice into all aspects of service delivery and philosophy
- Include prevention and education strategies as a key part of service delivery
- Continue to support the importance and value of training within the sector
- Support workers with appropriate measures e.g. training, management practices and workload management
- implement evaluation and review mechanisms according to national and international standards and practice guidelines
- incorporate research and development into education and training
Monday, February 28, 2011
Wednesday, February 16, 2011
"Speaking about Presenting" - Blog
Dear TDN members
I found this blog which provide good presentation tips to trainers and facilitators.
http://speakingaboutpresenting.com/
happy reading
MF
I found this blog which provide good presentation tips to trainers and facilitators.
http://speakingaboutpresenting.com/
happy reading
MF
Wednesday, February 9, 2011
"Planning for the Future" - Sydney Facilitators Network - February Meeting
Strategic planning is an organisational constant. In fact, planning is a constant in our personal lives. But how often do events arise that derail that beautifully documented strategy plan? That, in hindsight, we kick ourselves and say, ‘I should have seen that coming’.
Most strategic planning processes start from the current state and propose a future, based on what we know now. Because of the way our minds work, this often means we miss those events or relationships which could have been turned into real strategic advantage for organisations, or ourselves!
You are invited to this workshop to explore the use of a strategic planning process that works from the future backwards. It has been successfully been used in government, the not for profit, the corporate sector to help leaders and their teams navigate their organisation. Drawn from the complexity field, and initially developed by Snowden and his team at Cognitive Edge as a response to complexity in organisations, this updated process integrates the known and unknown dimensions of the future, requiring people to use both their mind and their heart.
As facilitators, you will experience and examine the process, learn about the fundamental principles of complexity and chaos and see their application in strategic planning. You will see practically how creating the future from the future, helps us identify those diffusion and tipping points so many of us experience in complex change.
About the facilitator Lee Carsley:
Lee has worked in a variety of roles, from economist, business advisor, stage manager, OD Head, and change practitioner consultant over the past 25 years. Her organisational experience has ranged from strategic planning, leadership pipeline and individual leader development, to running multiple service delivery teams, globally and in Australia. She has facilitated large and small groups, virtually and in real time, in organisations and the community. She was Vice President of the Society for Organisation Learning Australia for 5 years, from where her initial experience and passion for complexity tools started. Over the years, as the research and practice in complexity evolved, Lee has incorporated these developments in her complexity toolkit. She is currently in final stages of writing a leader fieldbook on complex change, titled ‘Change Matters’.
Venue:University of Technology Sydney (UTS), Jones Street, Ultimo corner Thomas Street.
Room 5.580 Level 5, Building 10, Take the lift to level 5, cross the atrium foot bridge, walk straight ahead to room 580.
Time:From 5:30pm to 7:30pm sharp | No RSVP - Just turn up
Most strategic planning processes start from the current state and propose a future, based on what we know now. Because of the way our minds work, this often means we miss those events or relationships which could have been turned into real strategic advantage for organisations, or ourselves!
You are invited to this workshop to explore the use of a strategic planning process that works from the future backwards. It has been successfully been used in government, the not for profit, the corporate sector to help leaders and their teams navigate their organisation. Drawn from the complexity field, and initially developed by Snowden and his team at Cognitive Edge as a response to complexity in organisations, this updated process integrates the known and unknown dimensions of the future, requiring people to use both their mind and their heart.
As facilitators, you will experience and examine the process, learn about the fundamental principles of complexity and chaos and see their application in strategic planning. You will see practically how creating the future from the future, helps us identify those diffusion and tipping points so many of us experience in complex change.
About the facilitator Lee Carsley:
Lee has worked in a variety of roles, from economist, business advisor, stage manager, OD Head, and change practitioner consultant over the past 25 years. Her organisational experience has ranged from strategic planning, leadership pipeline and individual leader development, to running multiple service delivery teams, globally and in Australia. She has facilitated large and small groups, virtually and in real time, in organisations and the community. She was Vice President of the Society for Organisation Learning Australia for 5 years, from where her initial experience and passion for complexity tools started. Over the years, as the research and practice in complexity evolved, Lee has incorporated these developments in her complexity toolkit. She is currently in final stages of writing a leader fieldbook on complex change, titled ‘Change Matters’.
Venue:University of Technology Sydney (UTS), Jones Street, Ultimo corner Thomas Street.
Room 5.580 Level 5, Building 10, Take the lift to level 5, cross the atrium foot bridge, walk straight ahead to room 580.
Time:From 5:30pm to 7:30pm sharp | No RSVP - Just turn up
Tuesday, February 1, 2011
Workforce Development Interview - Gabrielle Meagher
Gabrielle Meagher who is Professor of Social Policy at Sydney University has been interviewed on workforce issues by Miguel Ferrero. This is a summary of the conversation.
What is your current role?I am a researcher and teacher in the area of social policy. I have been researching different aspects of work in the social services area for many years.
What do you find challenging about the industry?The industry is growing and changing, and the demands on the workforce are increasing
What in your opinion are the key workforce issues faced by the community sector?In the community sector, the workers are the key to the quality of services. To be able to do their best work, workers need the right working environment and conditions. They need access to high quality, relevant training; meaningful career paths; good remuneration and humane working conditions; and to work in well-organised, well-managed workplaces. The sector faces the challenge of offering these opportunities and environments to workers
What strategies the sector could develop to address these issues?Strategies could be developed at several levels in the sector, from individual to organisation and beyond. At the individual level, workers need to feel a strong sense of themselves as workers with rights to good jobs with pay, conditions and career paths that recognise their skills and enable them to do their best. At the workplace level, organisations can ensure that they do not exploit the goodwill of workers through expecting unpaid overtime or offering poor, casual working conditions. Organisations also need to give workers meaningful opportunities to develop their practice in a collegial way, through arrangements such as regular professional supervision, a say in how the organisation is run, and paid support for training and development. Workers can work together collectively through unions, together with peak bodies and consumer groups, to push for policy change in how services are funded and to make sure organisations are regulated and run well
What is your current role?I am a researcher and teacher in the area of social policy. I have been researching different aspects of work in the social services area for many years.
What do you find challenging about the industry?The industry is growing and changing, and the demands on the workforce are increasing
What in your opinion are the key workforce issues faced by the community sector?In the community sector, the workers are the key to the quality of services. To be able to do their best work, workers need the right working environment and conditions. They need access to high quality, relevant training; meaningful career paths; good remuneration and humane working conditions; and to work in well-organised, well-managed workplaces. The sector faces the challenge of offering these opportunities and environments to workers
What strategies the sector could develop to address these issues?Strategies could be developed at several levels in the sector, from individual to organisation and beyond. At the individual level, workers need to feel a strong sense of themselves as workers with rights to good jobs with pay, conditions and career paths that recognise their skills and enable them to do their best. At the workplace level, organisations can ensure that they do not exploit the goodwill of workers through expecting unpaid overtime or offering poor, casual working conditions. Organisations also need to give workers meaningful opportunities to develop their practice in a collegial way, through arrangements such as regular professional supervision, a say in how the organisation is run, and paid support for training and development. Workers can work together collectively through unions, together with peak bodies and consumer groups, to push for policy change in how services are funded and to make sure organisations are regulated and run well
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