T-1.8.1_v3
Details of Assessment
Term and Year
2, 2020
Time allowed
8 Weeks
Assessment No
1
Assessment Weighting
100%
Assessment Type
Individual Assessment: Workplace Scenario
Due Date
Week 8
Room
611
Details of Subject
Qualification
BSB61218 Advanced Diploma of Program Management
Subject Name
Leadership
Details of Unit(s) of competency
Unit Code (s) and Names
BSBPMG617 Provide leadership for the program
Details of Student
Student Name
College
Student ID
Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name
ROBERT CUTULI
Assessment Outcome
Assessment Result
|_| Competent |_| Not Yet Competent
Marks
/100
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
|_| Student attended the feedback session.
|_| Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following learning outcomes:
Competent
(C)
Not Yet Competent
(NYC)
KNOWLEDGE EVIDENCE
Compare behavioural models for the role of program manager
Explain communication and negotiating styles and approaches
Describe current ethics, equity and fairness norms, regulations and legislation
List learning and development methods and strategy
Compare types and formats for program vision
PERFORMANCE CRITERIA
1.1 Maintain alignment of the program vision with the sponsoring organisation mission and values
1.2 Conduct ongoing negotiations with stakeholders to maintain program vision
1.3 Demonstrate commitment to the program vision
2.1 Treat stakeholders fairly and equitably
2.2 Encourage and facilitate open discussion
2.3 Manage differences constructively
2.4 Attend to issues and concerns in a timely manner
2.5 Choose and apply interpersonal and leadership styles based on the circumstances
2.6 Honour realistic personal commitments
3.1 Communicate explicit expectations for socially responsible practice to constituent projects and other pertinent stakeholders
3.2 Design policies and procedures to allow individuals to safely report breaches of socially responsible practice without fear of retaliation
3.3 Identify and address threats to socially responsible practice within the program
4.1 Establish individual behavioural expectations for constituent project managers
4.2 Define, document and communicat.
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
T-1.8.1_v3Details of AssessmentTerm and Year2, 2020Time .docx
1. T-1.8.1_v3
Details of Assessment
Term and Year
2, 2020
Time allowed
8 Weeks
Assessment No
1
Assessment Weighting
100%
Assessment Type
Individual Assessment: Workplace Scenario
Due Date
Week 8
Room
611
Details of Subject
Qualification
BSB61218 Advanced Diploma of Program Management
Subject Name
Leadership
Details of Unit(s) of competency
Unit Code (s) and Names
BSBPMG617 Provide leadership for the program
Details of Student
Student Name
College
Student ID
Student Declaration: I declare that the work submitted is my
own and has not been copied or plagiarised from any person or
2. source. I acknowledge that I understand the requirements to
complete the assessment tasks. I am also aware of my right to
appeal. The feedback session schedule and reassessment
procedure were explained to me.
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name
ROBERT CUTULI
Assessment Outcome
Assessment Result
|_| Competent |_| Not Yet Competent
Marks
/100
Feedback to Student
Progressive feedback to students, identifying gaps in
competency and comments on positive improvements:
Assessor Declaration: I declare that I have conducted a fair,
valid, reliable and flexible assessment with this student.
|_| Student attended the feedback session.
|_| Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
Purpose of the Assessment
The purpose of this assessment is to assess the student in the
following learning outcomes:
Competent
(C)
Not Yet Competent
(NYC)
3. KNOWLEDGE EVIDENCE
Compare behavioural models for the role of program manager
Explain communication and negotiating styles and approaches
Describe current ethics, equity and fairness norms, regulations
and legislation
List learning and development methods and strategy
Compare types and formats for program vision
PERFORMANCE CRITERIA
1.1 Maintain alignment of the program vision with the
sponsoring organisation mission and values
1.2 Conduct ongoing negotiations with stakeholders to maintain
program vision
1.3 Demonstrate commitment to the program vision
4. 2.1 Treat stakeholders fairly and equitably
2.2 Encourage and facilitate open discussion
2.3 Manage differences constructively
2.4 Attend to issues and concerns in a timely manner
2.5 Choose and apply interpersonal and leadership styles based
on the circumstances
2.6 Honour realistic personal commitments
3.1 Communicate explicit expectations for socially responsible
practice to constituent projects and other pertinent stakeholders
3.2 Design policies and procedures to allow individuals to
safely report breaches of socially responsible practice without
fear of retaliation
3.3 Identify and address threats to socially responsible practice
within the program
4.1 Establish individual behavioural expectations for constituent
project managers
5. 4.2 Define, document and communicate agreed individual
program roles
4.3 Encourage desirable behaviours and discourage undesirable
behaviours
5.1 View program planning and program plan implementation as
a learning process
5.2 Treat errors, mistakes and expressed concerns as learning
opportunities
5.3 Develop and maintain plans for identifying, capturing,
disseminating and exchanging knowledge
5.4 Implement program knowledge as planned
5.5 Encourage reflection on and review of practice as a basis for
learning
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C)
or Not Yet Competent (NYC). A student can only achieve
competence when all assessment components listed under
“Purpose of the assessment” section are recorded as competent.
Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet
Competent) is eligible for re-assessment.
6. Resources required for this Assessment
1. Computer with relevant software applications and access to
internet
1. Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
· This assessment has to be completed |X| In class |_| At
home
· The assessment is to be completed according to the
instructions given by your assessor.
· Feedback on each task will be provided to enable you to
determine how your work could be improved. You will be
provided with feedback on your work within two weeks of the
assessment due date. All other feedback will be provided by the
end of the term.
· Should you not answer the questions correctly, you will be
given feedback on the results and your gaps in knowledge. You
will be given another opportunity to demonstrate your
knowledge and skills to be deemed competent for this unit of
competency.
· If you are not sure about any aspects of this assessment,
please ask for clarification from your assessor.
· Please refer to the College re-assessment for more information
(Student Handbook).
7. ASSESSMENT BRIEF & INSTRUCTIONS
This assessment comprises both the knowledge evidence in
PART A and the evidence on “Leadership & Development in
Program Management” in PART B. You are required to respond
to the knowledge evidence questions (PART A) and as well as
complete the implementation project (PART B) to be deemed
competent. In this assessment learners are required to promote,
build, embed leadership within a program in addition to
developing potential of program staff and supporting them with
learning environment.
PART A: KNOWLEDGE EVIDENCE – 20%
This assessment comprises the knowledge evidence of the unit
BSBPMG617. You are required to respond to the 5 (five)
knowledge evidence questions that you must respond in order to
be evaluated for the underpinning knowledge requirements
attached to the unit.
This part of the assessment has been established with the aim to
measure your knowledge, skills and attributes in behavioural
models, communication and negotiating styles and approaches,
ethics, equity and fairness norms, regulations and legislation,
learning and development methods and
knowledge in comparing various formats for program vision.
PART B: LEADERSHIP & DEVELOPMENT IN PROGRAM
MANAGEMENT – 80%
Using the Program template provided in PART B of this
assessment, you are required to promote and implement
Leadership & Development in a Program Management context
8. for an enterprise of your choice (within Australia) or use the
simulated organisational context of Beyond Blue.
You will be working to display effective communication skills
to liaise with stakeholders, demonstrate ethical behaviour,
model leadership skills to lead a program, negotiate a program
vision with others,
lead a program to develop and sustain the documented program
vision, embed confidence, trust, ethical and sustainable
practices in an enterprise program, develop and support
personnel within the program environment, and design
knowledge management methods and processes.
Whether you choose your own workplace program or the
simulated work environment program, to demonstrate
competency you will need to complete several tasks following
the exact structure as mentioned in marking table using the
template provided with a cover page .
PART A: KNOWLEDGE EVIDENCE – 20%
This assessment comprises the knowledge evidence of the unit
BSBPMG617. You are required to respond to the 5 (five)
knowledge evidence questions that you must respond in order to
be evaluated for the underpinning knowledge requirements
attached to the unit. Use the provided spaces below each
question to respond to the question. You can also find the
related resources and learning materials in the subject e-
learning page.
Question 1. Based on the learning material within the link,
compare at least 4 behavioural models for the role of a program
manager that are important to you as a program manager.
https://2020projectmanagement.com/resources/role-of-project-
managers/top-10-qualities-of-a-project-manager
(4 marks)
Behavioural model/quality
Why is it important to you?
Comparison of this model/qualities with the others
10. Question 2. Explain on your own at least 2 different types from
each of the communication styles and negotiating styles.
Resources in eLearning. (4
marks)
Communication Style & Explanation:
Communication Style & Explanation
Negotiating Style & Explanation
Negotiating Style & Explanation:
11. Question 3. Describe the following leadership concepts on your
own. Maximum 150 words per concept.
(4 marks)
Ethics in Leadership:
Equity and Fairness Norms for Leaders:
How does Government Regulations affect Program
Management?
How leaders can improve program management:
12. .
Question 4. As a program manager, list 8 different learning and
development methods and strategies you can use in managing
programs. (4 marks)
Learning and development methods & strategies:
1.
2.
3.
4.
5.
6.
7.
8.
13. Question 5. Compare types and formats for program vision
describe a type or format one for your own program. Refer the
eLearning resource on vision statement or the link below.
(4 marks)
https://topnonprofits.com/examples/vision-statements/
KNOWLEDGE EVIDENCE MARKING ALLOCATIONS
(Trainer/Assessor use for assessing & marking purposes)
The learner will be assessed on the following knowledge
14. evidence questions
Marks allocated
Marks received
Q1.
4
Q2.
4
Q3.
4
Q4.
4
Q5.
4
TOTAL MARKS
20
PART B: LEADERSHIP & DEVELOPMENT IN PROGRAM
MANAGEMENT – 80%
SIMULATED PROGRAM ORGANISATION (if not using an
organisation and program of your choice)
(Information about the organisation has been sourced from the
organisation’s website and other relevant internet sources)
ORGANISATION: BEYOND BLUE
15. WEBSITE: https://www.beyondblue.org.au/
Beyond Blue is an Australian independent non-profit
organization that was founded in October 2000 working to
address issues associated with depression, suicide, anxiety
disorders and other related mental disorders. Beyond Blue
works in partnership with health services, schools, workplaces,
universities, media and community organisations, as well as
people living with anxiety and depression, their friends and
families, to raise community awareness of anxiety and
depression and reduce associated stigma. The founding
chairman was Jeff Kennett and the current chair is Julia Gillard.
The CEO is Georgie Harman.
Beyond Blue takes a public health approach to anxiety and
depression, focusing on improving the health of the whole
population, across the whole lifespan. Beyond Blue works with
specific population groups in a range of settings - including
educational settings, workplaces, health services and online - in
order to be accessible to as many people as possible. Beyond
Blue works to raise awareness of depression, anxiety and
suicide prevention, reduce the stigma surrounding these issues
and to encourage people to seek support when they need it.
Through strong partnerships with academics, governments, non-
government, corporate, service providers and the community,
Beyond Blue promotes good mental health across a range of
population groups and places in which people live, learn, work
and play. Our work in different communities and settings is
detailed below and provides information on our programs,
research and resources.
History (Sourced)
Beyond Blue began in October 2000 as a five-year initiative of
the Australian federal and state and territory governments after
a period of public debate on the treatment of depression
sufferers assisted by intensive and persistent lobbying by
16. former Liberal Premier of Victoria, Jeff Kennett. The aim was
to raise awareness of depression and to reduce the associated
stigma. Politicians who have encouraged people to both donate
to and utilise the services of Beyond Blue include Geoff Gallop
and John Brogden. Since 2006, the Australian Football League
has supported the organisation with the Beyond Blue Cup
awarded annually to the winner of clashes between the Geelong
and Hawthorn football clubs. In March 2017, it was announced
that former prime minister Julia Gillard would take over as
chair of Beyond Blue from founder and chairman Jeff Kennett.
Gillard replaced Kennett on 2 July 2017.
Mission, Vision and Key Result Areas (Sourced from website)
As stated by the organisation in their website:
We promote good mental health. We create change to protect
everyone’s mental health and improve the lives of individuals,
families and communities affected by anxiety, depression and
suicide.
Our key result areas include striving for
1. Reduce the impact of anxiety, depression and suicide by
supporting people to protect their mental health and to recover
when they are unwell.
2. Reduce people’s experiences of stigma and discrimination.
3. Improve people’s opportunities to get effective support and
services at the right time.
4. Use best business practices to deliver integrated, evidence-
based and cost-effective initiatives
Mental health conditions don’t discriminate, and neither do we.
Our programs and initiatives support people at all stages of life,
wherever they live, work, study and play. We listen and
respond. We place a high priority on seeking out, listening and
responding to the experiences of people affected by anxiety,
depression and suicide, and combine this with evidence
generated by researchers and evaluators.
We work in all States and Territories, aiming for our
17. campaigns, communications, resources and programs to be as
accessible in remote communities as inner metropolitan suburbs,
to:
· Inform and connect people to enable them to achieve their best
possible mental health and access support when they need it.
· Influence and challenge discriminatory behaviour by
advocating for positive change and prompting discussions
across Australia.
· Innovate and initiate effective ways to improve access to
support and improve outcomes for people, families and
communities.
Beyond Blue Governance Statement (Sourced)
The Constitution of Beyond Blue Limited establishes Beyond
Blue for the purpose of reducing the prevalence and impact of
depression, anxiety and related disorders in the Australian
community and increasing the capacity of the Australian
community, including governments, service providers, business
and community sectors, working together, to deal with
depression, anxiety and related disorders.
Beyond Blue is classified as a Health Promotion Charity under
the Income Tax Assessment Act 1997 (Cth), is endorsed as a
Deductible Gift Recipient and is eligible for certain tax
concessions. Beyond Blue also acts as the Trustee of the
Beyond Blue Depression Research Ancillary Fund Trust (Trust).
The purpose of the Trust is to commission and undertake
research relating to depression, anxiety and related conditions.
The Directors of Beyond Blue aim to set the highest standards
possible for the performance of Beyond Blue and the Trust. To
that end, the Board has adopted a Governance Charter that sets
out the policies and internal rules for the governance of Beyond
Blue. The Charter is based, where applicable, on the ASX
Corporate Governance Principles. The Charter supplements, and
is subject to the Beyond Blue Constitution, the Trust Deed and
all relevant legislation. The Charter is reviewed annually and
updated as necessary.
18. Board of Directors (Sourced)
The Board is the guardian of the purpose for which Beyond
Blue was established – its vision, mission, values and beliefs.
The Board fulfils its primary role by:
· appointing and removing the Chief Executive Officer and
monitoring performance
· overseeing the development of, and approving, Beyond Blue's
strategic plan
· supporting the delivery of the strategic plan by ensuring
adequate management of resources to achieve agreed corporate
and performance objectives
· providing input into, approving, and monitoring performance
against Beyond Blue's annual budget and operating plan
· monitoring, and where necessary, approving Beyond Blue's
compliance with legal and regulatory requirements including
external financial reporting
· recommending to Members the appointment and/or removal of
and monitoring the performance and ongoing independence of
the auditor of Beyond Blue
Funding (Sourced)
Beyond Blue is an independent, not-for-profit organisation
supported by the Federal Government and every State and
Territory Government in Australia. Beyond Blue also receives
financial support, donations and in-kind support from numerous
individuals, corporate and non-government organisations. The
partnership with the friends at the Movember Foundation has
also supported the delivery of male-focused health initiatives
aimed at changing the face of men's mental health in Australia.
Beyond Blue does not receive funding from pharmaceutical,
tobacco or alcohol companies to ensure the work, research and
advice is seen as independent. With the support of governments,
businesses, communities and individuals, the organisation will
continue doing everything that can improve the lives of people
affected by anxiety, depression, and suicide in Australia.
19. Relevant Organisational Policies for Simulated Workplace
Tasks
Policy Name
Document or Link
Privacy Policy
https://www.beyondblue.org.au/general/privacy-policy
Beyond Blue Strategic Plan
Beyond Blue Annual Highlights and Financial Reports 18-19
Beyond Blue Stakeholder Community Engagement Strategy
PROGRAM AND PROJECTS (Sourced; relevant to the
simulated workplace context)
The major program of this organisation is to help Australian
people in anxiety, depression n and suicidality and other forms
of mental health. The current projects within the program
includes the following:
Project on Coronavirus Mental Wellbeing Support Service:
Suring the COVID19 Pandemic, the organisation has opened a
project to support and assist Australian with regularly updated
with information, advice and strategies to help people manage
their wellbeing and mental health during this time.
Blue Voices: One of the organisation’s active involvement
project is the Blue Voices that includes a diverse group of
20. people who want to influence the development and innovation
of mental health services, policies and programs. Members have
been affected by anxiety, depression or suicide – personally or
through supporting someone like a family member, friend,
student or colleague. This is a voluntary work organisation with
voluntary activities and hiring volunteers to work in providing
support and services.
Healthy Families Project: Healthy Families Project is all about
giving citizens the information, knowledge and confidence to
support the young people in parent’s life – whether a parent,
guardian, grandparent, a favourite uncle or an awesome auntie.
The project is here to help you take care of your own mental
health and wellbeing, especially if you’re a new parent or about
to become one.
Research Project on Understanding depression, anxiety and
suicidality: This priority area will focus on research that
strengthens our understanding of depression, anxiety conditions
and suicidality. It will prioritise research into the biological,
psychological and sociocultural factors that influence the cause,
trajectory and personal experience of these conditions, how
these factors change across the lifespan, how they differ
between different population subgroups (gender, sexuality,
ethnicity, culture and socioeconomic status), and how these
factors can be recognised and modified.
Research Project on Better treatments supports and services:
This priority area will focus on research into new treatments
and services. It will prioritise research into: novel
biological/psychological/social treatments; approaches
involving self-management, peer-to-peer support or involving
families or non-traditional workforce providers in service
delivery; approaches that achieve integrated physical, mental
and social health outcomes; and approaches that create new
service platforms or strengthen existing ones.
Research Project on Achieving equity: This priority area will
focus on research that identifies and responds to the needs of
individuals and communities at increased risk of depression,
21. anxiety conditions and suicidality, or at higher risk of poor
outcomes. It will prioritise research into: children who have
experienced trauma; young people at risk of offending
behaviour; carers – particularly those caring for someone with
depression and anxiety; elderly Australians especially those in
residential aged care; and Aboriginal and Torres Strait Islander
people, refugees and other potentially vulnerable cultural
minority groups.
National Helplines Project: Beyond Blue also assist in the
national helplines by providing volunteers and providing
additional assistance to individuals and groups which are within
the organisation’s priorities. These supports include various
activities such support to the partner or family after a suicide,
support group to discuss, support for prevention of depression,
etc.
Beyond Now APP Project: The purpose of the Beyond Now APP
project is to help people make their own safety plans. This plan
will support them through times of sadness or grief. They can
make it on their phones and carry it around with them to access
anywhere and anytime. The app guides them through, step-by-
step, and has suggestions for each step. It can help if a family
member, an Elder or support person works with them to make
the plan. It can be updated anytime and easily shared with
others if the person wants. It’s not designed to be their only
support but can help as part of an overall program. Beyond Now
is free to download from the Apple Store or Google Play.
Police and Emergency Services Program: People in police and
emergency service roles, which include police, paramedics, fire
and rescue and State Emergency Service personnel provide care
and protection to the Australian community. Sadly, the levels of
anxiety, depression and suicide among this group of people in
general are too high and seem to be growing. In 2014, Beyond
Blue established the Police and Emergency Services Program to
promote the mental health of police and emergency service
personnel and reduce their risk of suicide. The Program is for
current and former/retired employees, volunteers and their
22. families.
Secondary schools’ program: Beyond Blue secondary school
program for years 8–10 aims to equip students with the ability
to deal with adverse events through the teaching of ‘life skills’
within a supportive and safe school environment. The
curriculum is a comprehensive, sequentially developed 30-
session program based on cognitive behavioural theories. The
program is intended to be delivered over three years, with
students participating each year in 10 weekly classroom
sessions of 30–45 minutes duration. Program delivery is based
on principles of best-practice in effective teaching using a range
of interactive methods including small-group exercises and
discussions, role-plays, deep-learning tasks and quizzes.
Education and health personnel are able to freely copy materials
for communication between teachers, students,
parents/guardians and others.
Additional research links on the case organisation
You are also encouraged to conduct further Internet research on
the case organisation for specific tasks that may require review
and analysis of existing organisational information. For
example, organisational mission, vision and objectives can be
identified from the organisational website and from the annual
reports. The following are some links to the organisational
information.
· How the organisation works -
https://www.beyondblue.org.au/about-us/about-our-work
· News - https://www.news.com.au/national/beyondblue-to-
23. launch-a-new-campaign-highlighting-the-link-between-racism-
and-depression/news-
story/41791df8a3a98f15720738c77aba5141
· News - https://www.abc.net.au/news/2013-05-06/beyond-blue-
launches-campaign-to-tackle-anxiety/4671876
· News -
https://www.theage.com.au/national/victoria/beyondblue-in-
anti-discrimination-push-20120904-25cox.html
· Blue Voices - https://www.beyondblue.org.au/get-
involved/bluevoices
· Research Projects - https://www.beyondblue.org.au/about-
us/research-projects
· Coronavirus Project - https://coronavirus.beyondblue.org.au/
· Healthy Family Project -
https://healthyfamilies.beyondblue.org.au/
· National Helpline Project -
https://www.beyondblue.org.au/get-support/national-help-lines-
and-websites
· Secondary school program -
https://www.beyondblue.org.au/healthy-places/secondary-
schools-and-tertiary/secondary-schools-program
· Police and Emergency Services Project -
https://www.beyondblue.org.au/about-us/about-our-
work/workplace-mental-health/pes-program
· Beyond Blue Partnership Project Grants -
https://www.beyondblue.org.au/docs/default-source/research-
project-files/guidelines_beyondblue-partnership-
grants.pdf?sfvrsn=2
· Beyond Blue Program Funding -
https://www.beyondblue.org.au/about-us/who-we-are-and-what-
we-do/our-funding
· The 100 coffees project -
https://www.beyondblue.org.au/personal-
best/pillar/wellbeing/the-100-coffees-project
· Aboriginal Proppa Deadly Project -
http://www.bimaprojects.org.au/our-work/proppa-deadly/
24. · Other Aboriginal community projects -
https://www.beyondblue.org.au/about-us/about-our-
work/aboriginal-and-torres-strait-islander-people-program
CONTEXT & SCENARIO
You have recently joined as the program manager for the
simulated work organisation (or the organisation of your
choice). Your job role is to provide leadership for the program
that you will be managing for the simulated work environment.
You trainer will act as your supervisor for this simulated
assessment. You will be progressively completing tasks one
after another within the simulated environment (or your
preferred program) to complete this assessment task.
You will be working to display effective communication skills
to liaise with stakeholders, demonstrate ethical behaviour,
model leadership skills to lead a program, negotiate a program
vision with others, lead a program to develop and sustain the
documented program vision, embed confidence, trust, ethical
and sustainable practices in an enterprise program, develop and
support personnel within the program environment, and design
knowledge management methods and processes.
PROGRAM AND PROJECT CONTEXT (for the simulated work
organisation Beyond Blue)
The organisation is currently extending the “Mental Health
Program” with around 100 team members who will be working
on several new projects in Australia. The organisation has
extended the following projects to tackle the mental health
during this Pandemic period. You will be managing these
following projects with support from the organisation, sponsors
and other stakeholders:
· Coronavirus (COVID19) project
25. · Police and Emergency Service Project
· National Helplines Support Project
However, there may be other small projects within each of the
projects.
If you wish to choose other projects within the same simulated
work organisation, you will need to adjust the task contexts on
your own since some of the task contexts may be related to the
Program and projects for Pandemic tackling.
Stakeholders in this context (for the case organisation Beyond
Blue)
· Program Manager – You
· Group Director – Your trainer
· Other Stakeholders in simulated environment (clients,
sponsors, team members, other staff, visitors, management,
external bodies) – Your fellow classmates
What is required?
Using the Work Evidence Template and the Program and Project
Context provided in this assessment, you are required to provide
leadership for the program that you will be managing for the
enterprise or program of your choice (within Australia) or use
the simulated program context of Beyond Blue. Whether you
choose your own workplace or the simulated work environment,
to demonstrate competency you will need to complete all tasks
following the exact structure as mentioned using the template.
PART B: STRUCTURE & MARKING ALLOCATIONS
(Trainer/Assessor use only for marking purposes)
STRUCTURE & CONTENT
MARKS ALLOCATED
MARKS RECEIVED
TASK 1: PROMOTE THE PROGRAM VISION
26. A. Maintain alignment of the program vision with the
sponsoring organisation mission and values
4
B. Conduct ongoing negotiations with stakeholders to maintain
program vision
4
C. Demonstrate commitment to the program vision
4
TASK 2: BUILD AN ENVIRONMENT OF CONFIDENCE AND
TRUST WITHIN THE PROGRAM
A. Program fairness, equity and open discussion
4
B. Manage differences constructively
4
C. Attend to issues, apply interpersonal and leadership styles
and honour commitments
12
TASK 3: EMBED SOCIALLY RESPONSIBLE PRACTICE
INTO THE PROGRAM
A. Communicate explicit expectations for socially responsible
practices
4
B. Design policies and procedures to allow individuals to safely
report breaches of socially responsible practice without fear of
retaliation
8
27. C. Identify and address threats to socially responsible practice
within the program (must include evidence or presentation)
6
TASK 4: DEVELOP THE POTENTIAL OF PROGRAM STAFF
A. Establish individual behavioural expectations; Encourage
desirable behaviours and discourage undesirable behaviours
6
B. Define, document, and communicate agreed individual
program roles
8
TASK 5: SUPPORT A LEARNING ENVIRONMENT
A. View program planning and program plan implementation as
a learning process
4
B. Treat errors, mistakes and expressed concerns as learning
opportunities
4
C. Develop and maintain plans for knowledge management;
Implement plans
4
D. Encourage reflection on and review of practice as a basis for
learning
4
APPENDIX (references and external resources)
28. N/A
TOTAL MARKS
80
“Leadership and Development in Program Management”
template follows next. You are required to complete every
section of the template.
LEADERSHIP & DEVELOPMENT
in Program Management
Organisation Name
Prepared by:
Position:
Date:
TASK 1: PROMOTE THE PROGRAM VISION
In TASK 1, you will promote the program vision within your
chosen workplace or the simulated workplace Beyond Blue. To
do this, you will need to:
A. Maintain alignment of the program vision with the
sponsoring organisation mission and values
B. Conduct ongoing negotiations with stakeholders to maintain
program vision
C. Demonstrate commitment to the program vision
29. A.Scenario: Based on the choice of organisation, you will first
review the existing organisational vision and develop a new
vision for the program and the projects and mentioned in
context (or your own if choosing your own program). In
developing the program vision, you need to ensure you have
aligned the organisational mission and values in yours.
ALIGN PROGRAM VISION TO ORGANISATIONAL
MISSION & VALUES
VISION OF BEYOND BLUE MENTAL HEALTH PROGRAM
B.Scenario: Once you have developed the program vision, you
will now communicate with stakeholders to maintain program
vision using the email communication template below. You will
need to negotiate funding, more volunteers, team members, etc
and the overall vision that you have envisaged in previous task.
Your trainer and classmates will play the role of stakeholders
with whom you will need to negotiate and get approval.
CONDUCT ONGOING NEGOTIATIONS WITH
STAKEHOLDERS
BEYOND BLUE
30. <Date>
Subject:
Dear stakeholders,
<Inform all issues that you will need to negotiate>
Thanks.
<Insert your name>
<Insert your position>
Verbally approved by stakeholders: Yes |_| No |_|
C. As you really believe that your program and its vision is
necessary to uphold the organisational vision, you will need to
exhibit your commitment to everyone. To demonstrate your
commitment to the program vision, you will need to send a
newsletter message to all internal organisational members and
external organisational stakeholders.
DEMONSTRATE COMMITMENT TO THE PROGRAM
VISION
MESSAGE FROM THE PROGRAM MANAGER ON OUR NEW
PROGRAM VISION
31. Dear organisational members and valued stakeholders,
TASK 2: BUILD AN ENVIRONMENT OF CONFIDENCE AND
TRUST WITHIN THE PROGRAM
In TASK 2, you will be establishing an environment of
confidence and trust within the program so that your program
operates successfully. This should be either in your work area
either in your chosen workplace or the simulated workplace
Beyond Blue. To do this you will need to perform the following
tasks in order to ensure confidence and trust:
A. Treat stakeholders fairly and equitably in Program;
Encourage open discussion
B. Manage differences constructively
C. Attend to issues and concerns in a timely manner; Choose
and apply interpersonal and leadership styles based on the
circumstances; Honour realistic personal commitments
A. In this task, you will need to send an email communication
to stakeholders mentioning about the fairness, equity and that
the program will treat all stakeholders in a fair and equitable
manner. Highlight issues that can arise regarding fairness.
At the end of the same email communication you will also need
to encourage them to open discussion by sending a link of
survey OR telling them to send you feedback, comments,
criticisms of the program fairness.
PROGRAM FAIRNESS, EQUITY AND OPEN DISCUSSION
BEYOND BLUE
<Date>
Subject:
32. Dear staff members and stakeholders,
<Inform all issues about fairness and equity and encourage on
feedback & open discussion>
Thanks.
<Insert your name>
<Insert your position>
B.Scenario: In this program, your team of 100 project team
members, team leaders and project managers come from various
cultures, nationalities, ethnicity, race and age groups. All these
people have differences as they come from various background.
To manage their differences in this program, you will need to
develop a Diversity and Anti-discriminatory policy. You may
wish to use bullet points to highlight the key points of your
policy.
MANAGE DIFFERENCES CONSTRUCTIVELY
DIVERSITY AND ANTI-DISCRIMINATORY POLICY:
33. C.Scenario: As you have already stated the program’s
standpoint on the fairness and equity for everyone involved in
this program whether directly of indirectly. You have also
communicated and taken feedback, comments, criticisms of the
program fairness from all stakeholders. You have developed the
Diversity and Anti-discriminatory policy based on
recommendations, best practices and that aligns with the
organisational vision.
Recently you have faced with an issue within the program where
around 10 members (project team members and team leaders)
are single parents with children who requires carers. These
members come from different diversity groups but most
importantly they had been with Beyond Blue projects and
programs for several years. Due to the pandemic and as the
childcare centres are getting closed, they do not have anyone to
look after their children. Therefore, majority of them are asking
if they can do reduced hours or work from home. In addition, if
the previous solutions cannot be provided, two of them are
asking for annual leave, two for personal leave, and one even
asked for unpaid leave during these times to look after their
children. At the same time, you are aware that this program and
34. projects must run at full because it is to support during this
pandemic period.
You will attend to these issues and concerns of all 10 members
in a timely manner. You will then choose and apply
interpersonal and leadership styles based on each of the
circumstances of these ten members. While attending issues you
must also honour realistic personal commitments on what goals
can be achieved without causing disruptions to the program and
projects. You must also keep your decisions fair and equitable
so that it does not directly or indirectly discriminates anyone.
You can use pseudonym for member names for the purpose of
documentations.
· First you will write a memo to call them for discussing with
each of them on the issues in a meeting.
· Then you will record the minute meetings and within the
meeting minutes mention the action plans.
· Finally you will send an email report to your Group Director
mentioning the details on how you have addressed each case,
used you interpersonal and leadership styles and if you have
honoured realistic personal commitments on these cases.
ATTEND TO ISSUES, APPLY INTERPERSONAL AND
LEADERSHIP STYLES AND HONOUR COMMITMENTS
MEMO TO ATTEND THE ISSUES IN A MEETING
35. MEETING MINUTES RECORDKEEPING
Date
Agenda / Title
Program and Project teams urgent parenting requirements
Stakeholders Present
List the issues of each of the cases
(use the scenario and add more imaginary information)
(List them in bullet points as discussed)
37. TASK 3: EMBED SOCIALLY RESPONSIBLE PRACTICE
INTO THE PROGRAM
In TASK 3, you will have to embed socially responsible
practice into the program either in your work area either in your
chosen workplace or the simulated workplace Beyond Blue. To
do this, you will need to:
A. Communicate explicit expectations for socially responsible
practice to constituent projects and other pertinent stakeholders
B. Design policies and procedures to allow individuals to safely
report breaches of socially responsible practice without fear of
retaliation
C. Identify and address threats to socially responsible practice
within the program
A. In this task you will need to communicate to you program
team members on explicit expectations for socially responsible
practices to the projects within the program and stakeholders.
COMMUNICATE EXPECTATIONS FOR SOCIALLY
RESPONSIBLE PRACTICES
38. BEYOND BLUE
<Date>
Subject:
Dear Program Team Members,
<Inform all expectations for socially responsible practices>
Thanks.
<Insert your name>
<Insert your position>
B. In this task you will need to design a policy statement
(maxium150 words) on Breach Reporting and develop a step-by-
step procedure (up to 20 bullet points) on “Program Breach
Reporting” so that people who wish to anonymously breach
reports will not be affected later.
DESIGN POLICIES & PROCEDURES FOR INDIVIDUALS TO
SAFELY REPORT BREACHES
BREACH REPORTING POLICY STATEMENT:
39. BREACH REPORTING PROCEDURES:
C.Scenario: In some of the situations of these projects, you have
noticed that some team members are reluctant to highlight the
critical health mental issues related to the virus when they are
supporting and assisting clients. You understand that the project
members are quite afraid or hesitant to tell the whole details
clients on the severity of their own health assuming it will have
more health concerns. While the decisions made by them is
compassionately appropriate but not socially responsible
practice because the clients and their immediate family and
friends have the right to know the whole details of the health
situation of that client or patient.
In this task you are to identify this issue and address with
appropriate socially responsible practice without punishing your
team members but to explain and teach the importance of
40. information integrity. You can prepare a 5-minute pitch that you
will present to them. Please attach the presentation file or
presentation video link in the box below.
IDENTIFY & ADDRESS THREATS TO RESPONSIBLE
PRACTICES WITHIN THE PROGRAM
PRESENTATION EVIDENCE
(ATTACH FILE or LINK TO VIDEO PRESENTATION)
TASK 4: DEVELOP THE POTENTIAL OF PROGRAM STAFF
In TASK 4, you will develop the potential of program staff and
team members who will be working under you within the
program. This should be either in your work area either in your
chosen workplace or the simulated workplace Beyond Blue. To
do this, you will need to:
A. Establish individual behavioural expectations for constituent
project managers; Encourage desirable behaviours and
discourage undesirable behaviours
B. Define, document, and communicate agreed individual
program roles
A. In this task you will need to establish individual behavioural
expectations for constituent project managers and project team
leaders. To do this, you will develop a policy statement on what
41. is expected from them in terms of respect, professionalism,
honesty & integrity, health and safety, equity & fairness, and
managing workload. You will also need to encourage desirable
behaviours and discourage undesirable behaviours by stating
them within your policy. You may wish to use bullet points.
(maximum 350 words)
ESTABLISHING INDIVIDUAL BEHAVIOURAL
EXPECTATIONS AND ENCOURAGING POSITIVE
BEHAVIOURS
APPROPRIATE PROGRAM/ PROJECT BEHAVIOUR POLICY
ENCOURAGING POSITIVE BEHAVIOURS
B. In this task you will define, document, and communicate
agreed individual program roles.
42. DEFINE, DOCUMENT, AND COMMUNICATE AGREED
INDIVIDUAL PROGRAM ROLES
DEINFINE AND DOCUMENT PROGRAM ROLES
Program Role
Role Definition (what does this role do)
KPIs/ targets
Program Manager
Project Manager
Project Team leader
Project Team Members
Program Support Team
44. <Insert your name>
<Insert your position>
TASK 5: SUPPORT A LEARNING ENVIRONMENT
In TASK 5, you will work to provide evidence that you have
created a supporting and learning environment within the
program either in your work area either in your chosen
workplace or the simulated workplace Beyond Blue. To do this,
you will need to:
A. View program planning and program plan implementation as
a learning process
B. Treat errors, mistakes and expressed concerns as learning
opportunities
C. Develop and maintain plans for identifying, capturing,
disseminating, and exchanging knowledge; Implement program
knowledge as planned
D. Encourage reflection on and review of practice as a basis for
learning
A. In this task you will view and reflect on the planning of
program implementation. Highlight on the learning process
during the planning and managing. Write your reflection within
200 words.
REFLECTION ON PROGRAM PLANNING
REFLECTION ON PROGRAM PLANNING
45. B. Scenario: While monitoring progress of your program, you
one noticed that one of your project manager has just raised
concerns that due to some errors in wrong emails (with some
misinformation) being sent to several clients, clients are afraid
whether they will use your service or not. Clients mostly come
here because they feel the service is free and safe and will not
make them scared regarding their mental and physical health.
You will need action right away on this issue whether to notify
or call clients to ensure them their safety and then reflect on
how the situation has made you learn on uncertainties.
TREAT ERRORS, MISTAKES & CONCERNS AS LEARNING
OPPORTUNITIES
ACTION TO ADDRESS THIS ISSUE
46. REFLECTION ON THIS ISSUE AS A LEARNING
OPPORTUNITY
C. In this task you will need to develop an action plans for
identifying, capturing, disseminating, and exchanging
knowledge. You will also need to highlight on how you will
implement program knowledge with a short memo to everyone
involved in the program.
DEVELOP AND MAINTAIN PLANS FOR KNOWLEDGE
MANAGEMENT; IMPLEMENT PLANS
KNOWLEDGE MANAGEMENT COMMUNICATION AND
ACTION PLAN
Knowledge/ Information Source
Tasks, actions and location to store information/ knowledge
Tasks and actions to communicate information/ knowledge
Responsible Person
Deadline
Socially responsible behaviour and practice when
communicating with patients / clients
47. To put this policy and responsible practice in the program
INTRANET in Behaviour Expectation folder
To send an email to everyone in your project team or have a
meeting minutes within team.
IMPLEMENT KNOWLEDGE MANAGEMENT MEMO
48. D. In this task you will need to communicate to you program
team members to encourage them to reflect on and review of
practice as a basis for learning.
ENCOURAGE REFLECTION ON AND REVIEW OF
PRACTICE
BEYOND BLUE
<Date>
Subject:
Dear Program Team Members,
Thanks.
<Insert your name>
<Insert your position>
49. APPENDIX
List the sources and references
Leadership PPM, Assessment No.1 v2 Last updated on
29/04/2020 by MMPage 1
Beyond Blue
Strategic Plan.pdf
beyondblue Strategic Plan
1 July 2015 – 30 June 2020
OUR
STRATEGIC
PLAN.
PROMOTING
MENTAL
HEALTH.
CREATING
CHANGE.
50. IMPROVING
LIVES.
www.beyondblue.org.au 1300 22 4636
http://www.beyondblue.org.au
2
A message from beyondblue Chairman
When beyondblue started 15 years ago I envisaged we would
start up and sustain a lean organisation to raise awareness
of depression, tackle the stigma surrounding this condition,
and get more people to seek help early. Also, we would
work with governments and the mental health sector to get
a better deal for people with depression and their families,
and to support research to understand better what works
to reduce the incidence of depression.
Now, I find myself introducing beyondblue’s fourth, five-year
strategic plan.
We have developed in scope and size where necessary
because the need for what we do continues to grow.
This was confirmed on our 50,000 kilometre National
Roadshow tour in 2014-15, by the hundreds of thousands of
Australians who told us how beyondblue had not only helped
them, but had saved lives.
We have also diversified. In 2009, at the request of our
stakeholders, we expanded our remit to include anxiety
conditions, which are far more common than depression.
We also shifted our focus from providing information and
51. advice, to supporting individuals, families, businesses
and schools directly through our 24/7 Support Service
and through dedicated programs such as MindMatters in
schools and Heads Up in workplaces.
We no longer just share information. beyondblue is now
seen as a national leader in the mental health sector
advocating for a better deal for people with mental health
conditions and their families. Additionally, the rapid growth,
availability and popularity of social media has allowed us
to have two-way conversations with Australians of all ages,
regardless of where they live.
We don’t just focus on raising awareness anymore, we
work to influence behaviour change: at both individual and
system levels.
We have invested in research and continue to do so. We are
challenging the status quo and investigating different ways
to deliver more effective services through our NewAccess
and The Way Back Support Service pilots.
We have moved to tackle discrimination head-on and we
work with the community to reduce stigma and its harmful
effects on people’s mental health.
Our website, which is increasingly recognised as the best
mental health website in Australia, is used around the
world by medical professionals and the community.
Finally, and importantly, given the clear link between
suicide risk and depression and anxiety, we are working
more and more to prevent suicide.
This five-year Strategic Plan builds on the simple
premise on which beyondblue was founded, to educate the
52. community about depressive illness, to reduce the stigma
attached to mental illness and deliver a healthier society.
In times of economic and fiscal challenge, more than ever,
beyondblue needs to tighten its belt, avoid duplicating what
others do better than us, prove that what we do works,
and be very clear about our priorities and how we use our
resources to maximise outcomes.
This Strategic Plan is about ensuring our work is sustainable
and making a real difference to people’s lives. It is about
having clarity around what we have prioritised and how we
will focus our people and resources on achieving our goals.
It says that we see an important role for beyondblue in
suicide prevention. It says that equipping people to promote
and manage their mental health prevents illness and is
the best investment we can make. To maximise behaviour
change, we need to be where people and families live their
lives: in early childhood centres, in schools, in workplaces,
in community groups and around the kitchen table.
beyondblue will work across the lifespan – supporting
those who are well to stay well, while assisting those who
have depression and anxiety to recover and manage their
condition to avoid relapse.
We will promote good mental health. We will create
change to protect everyone’s mental health and improve
the lives of individuals, families and communities affected
by depression, anxiety and suicide. This is beyondblue’s
contribution towards a vision where all people in Australia
achieve their best possible mental health.
In doing so, beyondblue will remain a bipartisan agency
working in all States and Territories, with all governments
53. and the Australian community, to be a leader in improving
the lives of people, families and communities affected by
depression, anxiety and at risk of suicide.
The Hon. Jeff Kennett AC
Founder and Chairman
1 July 2015
3
Community heart. Business head.
beyondblue will adopt a community heart and a business head to
achieve our goals:
1. Reduce the impact of depression, anxiety and suicide by
supporting people to protect their mental health and to recover
when they are unwell.
2. Reduce people’s experiences of stigma and discrimination.
3. Improve people’s opportunities to get effective support and
services at the right time.
4. Use best business practices to deliver integrated, evidence-
based and cost-effective initiatives through our people and
resources.
We listen and respond
We will place a high priority on seeking out, listening and
responding to the experiences of people affected by
depression, anxiety and suicide, and combine this with evidence
generated by researchers and evaluators.
54. We connect with people and advocate for positive change
We work in all States and Territories, aiming for our
campaigns, communications, resources and programs to be
as accessible in remote communities as inner metropolitan
suburbs, to:
• Inform and connect people to enable them to achieve their best
possible mental health and access support
when they need it.
• Influence and challenge discriminatory behaviour by
advocating for positive change and prompting discussions
across Australia.
• Innovate and initiate effective ways to improve access to
support and improve outcomes for people, families
and communities.
This new framework will ensure that we can organise our
actions to move beyond awareness and promote deep
and powerful change in our community that enables Australians
to overcome depression, anxiety and suicide
more effectively than ever.
“Mental health is a state of wellbeing in which every individual
realises their own potential, can cope with the normal stressors
of life, can work productively and fruitfully, and is able to
make a contribution to their community.”
World Health Organization, 2014
4
55. Our strategic plan
Starting with our vision All people in Australia achieve their
best possible mental health.
We are driven by
our values Collaboration Respect Enthusiasm
Our community heart
guides our approach
• We use expert knowledge inclusive of the experiences of
people
affected by depression, anxiety and suicide, combined with
evidence
generated by researchers and evaluators.
• We inform and connect people to support them to achieve their
best
possible mental health and seek support when they need it.
To deliver on our mission
We promote good mental health. We create change to protect
everyone’s mental
health and improve the lives of individuals, families and
communities affected
by depression, anxiety and suicide.
Our actions drive
change across
Australia for people
of all ages and from
all walks of life
Goal 1 beyondblue reduces the impact of depression, anxiety
and suicide by supporting
56. people to protect their mental health and to recover when they
are unwell.
Objective 1.1
beyondblue increases people’s ability to maintain good mental
health, to
reduce their risk of depression, anxiety and suicide and if they
do become
unwell, to recover and remain mentally healthy.
Objective 1.2
beyondblue promotes the important role family members,
friends and
colleagues play in improving mental health, reducing the risk of
depression,
anxiety and suicide in others, and in helping people with
depression and
anxiety to recover and remain mentally healthy.
Objective 1.3
beyondblue encourages and assists people in education,
employment and community
spaces to provide environments that promote good mental
health, minimise the risk of
depression, anxiety and suicide, and enable people who are
unwell to stay connected to
study, work and community.
Our business head
ensures we are a
dynamic and sustainable
organisation that
values our people and
57. uses our resources
effectively
Goal 4 beyondblue uses best business practices to deliver
integrated, evidence-based
and cost-effective initiatives through our people and resources.
Objective 4.1
To enable efficient and
integrated planning, delivery,
evaluation and reporting
of what we do, beyondblue
has open and accountable
governance and business
processes, and systems.
Objective 4.2
beyondblue maintains and
grows its strong brand
through innovative marketing
and communications
initiatives, building our
reputation as a reliable
enabler of change.
Objective 4.3
beyondblue is a mentally
healthy workplace and
we support our people
to perform to their
greatest potential.
So that All people in Australia achieve their best possible
58. mental health.
5
Excellence Innovation Integrity
• We influence and challenge discriminatory behaviours by
advocating for positive change
and prompting discussions across Australia.
• We innovate and initiate effective ways to improve access to
support and improve outcomes
for people, families and communities.
Goal 2 beyondblue reduces people’s experiences of
stigma and discrimination.
Objective 2.1
beyondblue facilitates the sharing of personal stories of
depression,
anxiety and suicide, and how lives are affected by these
conditions.
beyondblue enables people to feel safe to talk about their
experiences and those of others, in a range of settings.
Objective 2.2
beyondblue reduces the effects of stigma and discrimination
on people’s willingness to seek support for themselves or
others who may be experiencing depression, anxiety, or are
at risk of suicide.
Objective 2.3
59. beyondblue advocates non-discriminating communities, systems
and institutions. beyondblue challenges the discriminatory
behaviour that contributes to psychological distress.
Goal 3 beyondblue improves people’s opportunities
to get effective support and services at the
right time.
Objective 3.1
To enable everyone to get the right support at
the right time, beyondblue assists people and
communities to find and engage with appropriate
support and services.
Objective 3.2
To enable people experiencing depression, anxiety
and who are at risk of suicide to collaborate
actively with professionals, beyondblue influences
professional practice to improve health outcomes.
Objective 3.3
To enable people to be supported through the
recovery process beyond any crisis including suicide,
beyondblue promotes and pilots innovative, effective
and integrated models of care.
Objective 4.4
To deliver our work
efficiently, beyondblue
fosters innovation, creativity
and entrepreneurship in
60. our people.
Objective 4.5
beyondblue is committed to
evidence-based practice and
continuous improvement; we
combine the experiences and
expertise of people affected
by depression, anxiety and
suicide with the evidence
generated by researchers
and evaluators.
Objective 4.6
beyondblue pursues diverse
income sources so we are as
sustainable as possible and
can keep providing useful
services and support.
Objective 4.7
To optimise our
performance
beyondblue efficiently
and ethically manages
its assets.
6
Our culture
61. We are driven by our values and practices to deliver on our
mission, so all people in
Australia achieve their best possible mental health.
Collaboration We work willingly with others to collaborate and
share knowledge, skills and expertise.
Respect We treat others with respect and dignity, and believe in
diversity.
Enthusiasm We are passionate about enjoying life and work.
Excellence We strive continually for excellence.
Innovation We encourage innovative ideas and approaches.
Integrity We act with honesty, integrity and transparency.
The insights provided by people and families who have had
personal experiences of depression, anxiety and suicide are
the driving force behind what we do and the way we do it.
We inform and connect people to enable them to achieve their
best possible mental health and access support when they
need it. We influence and challenge discriminatory behaviour
by advocating for positive change and prompting discussions
across Australia. We innovate and initiate effective ways to
improve access to support and improve outcomes for people,
families and communities.
At all levels of the organisation we strive to live our values,
including creating a happy and productive work environment
that demonstrates our commitment to practising what we preach
about the benefits of mentally healthy workplaces.
We recognise that having people with diverse skills and
62. experiences, and from various backgrounds, helps to create a
healthy culture that reflects the community we work for.
We work hard to deliver great results and we strive
continuously to build the skills and knowledge of our people to
ensure
that they learn and develop.
We encourage creative thinking to maximise our social impact,
knowing that we must always prove our worth and never
be complacent.
We communicate what we are doing and how we are doing it,
and we have internal and external policies, processes and
systems in place to support measurement, accountability and
transparency.
7
How we work
Mental health conditions don’t discriminate, and neither do we.
beyondblue focuses on
people of every age, at every stage of life, with programs and
initiatives to approach the
issue from every angle.
Home
Workplace
Community
infrastructure
64. Communities
Society Face-to-face
Digital
Print
Broadcast
Families
Friends
Person
In practice: www.headsup.org.au
The Heads Up initiative aims to create change within
organisations by highlighting the benefits of creating mentally
healthy workplaces and providing workers and employers with
simple, practical tools to take action.
Places Workplaces.
Influences Self (e.g. encouraging individuals to take steps to
ensure they remain mentally
healthy), relationships (e.g. encouraging conversations between
colleagues),
community (e.g. creating a mentally healthy workplace), society
(e.g. inter-sectoral
relationships through the Mentally Healthy Workplace
Alliance).
Interventions Prevention (e.g. addressing workplace risk
factors), early intervention
(e.g. encouraging conversations with workers at risk), active
intervention
65. (e.g. reducing workplace stigma, promoting available supports),
recovery and
keeping well (e.g. promoting effective stay at work, and return
to work, practices).
Platforms Heads Up website (www.headsup.org.au), face-to-
face engagement, training
(e.g. beyondblue National Workplace Program), and a marketing
campaign
(e.g. digital, print, social media).
http://www.headsup.org.au
http://www.headsup.org.au
Where to find more information
beyondblue
www.beyondblue.org.au
Learn more about anxiety, depression and suicide prevention, or
talk through your concerns with
our Support Service. Our trained mental health professionals
will listen, provide information and
advice, and point you in the right direction so you can seek
further support.
1300 22 4636
Email or chat to us online at
www.beyondblue.org.au/getsupport
mindhealthconnect
www.mindhealthconnect.org.au
Access to trusted, relevant mental health care services, online
programs and resources.
facebook.com/beyondblue @beyondblue
67. 20 Fundraising and philanthropy
25 Our partners
28 Annual Financial Statements 18/19
Hello.
What’s inside:
Beyond Blue acknowledges the Traditional Owners of
the Land in which our office is based, the Wurundjeri
peoples of the Kulin Nation. We pay our respects to
Elders past, present and future and as an organisation
with national reach, we extend our respect to all
Elders and Aboriginal and Torres Strait Islander
peoples across Australia.
3Beyond Blue Annual highlights 18/19
“ Thank you Beyond Blue,
I can’t even begin to imagine
a world where you don’t exist.
Just knowing that you’re there
makes everything feel that
little bit more secure.”
– Community member
Beyond Blue Annual highlights 18/194
From the Chair
It’s been a significant year for us
at Beyond Blue.
68. As always, we have encouraged open
conversations about mental wellbeing,
mental ill health and suicide, challenged
stigma and discrimination, and provided
advice, information and support to millions.
We do this not simply to raise awareness
and educate – as important as they remain –
but to drive positive behaviour change across
the community.
We want all people to achieve their best possible
mental health.
We want people who have good mental health
to stay that way.
We want people who may be showing signs of
distress to reach out for support early, without
feeling alone or ashamed.
We want people who live with a mental health
condition or suicidal thoughts to connect with
others and receive appropriate, high quality
services and supports.
We want their families, friends, work colleagues,
schools and communities to be equipped and
confident to play a vital support role.
The demand has never been greater.
In 2018/19 contacts to our Support Service were
14 per cent higher than the previous record year.
The Service is entirely funded by donations to
Beyond Blue, and so we are more grateful than
69. ever before to the people, workplaces, clubs,
trusts and corporate partners who support us.
Governments, state and federal, are now strongly
focussed on mental health and this is giving us
an historic opportunity to reform the system.
We are deeply involved in making the most
of this moment, advocating strongly for major
change and new thinking.
We are demonstrating the benefits service
innovation can bring by developing new ways
to support people.
Our New Access early intervention coaching
service continues to grow, employing a local
workforce and producing consistently high
recovery rates of around 70 per cent for people.
Thanks to the Commonwealth and participating
States and Territory governments, The Way Back
Support Service is being expanded to support
more people after a suicide attempt.
I was thrilled in November 2018 to launch Be You,
the Commonwealth-funded national mental
health in education initiative from Beyond Blue
and our delivery partners headspace and Early
Childhood Australia. For the first time, every
early learning service and school in Australia has
free access to a national framework and support
to help them design and implement their own
mental health and wellbeing strategy.
We also continued to contribute to knowledge
and evidence.
70. In late 2018 we released the findings of
Answering the Call. More than 21,000 police,
fire, ambulance and SES employees, volunteers
and former personnel participated, providing
important insights into their mental health
and wellbeing, and their experiences of stigma,
suicide and mental health issues.
Beyond the Emergency, a world-first study
by Turning Point and Monash University,
investigated the scale and nature of ambulance
call outs to men experiencing acute psychological
distress, self-harm or suicidal behaviour. Funded
by Beyond Blue and the Movember Foundation,
we hope this detailed picture will inspire
different policy and service decisions.
We have ambitious plans for 2019/2020 and
beyond because millions of people need us to
continue to be there for them, and keep pushing
ourselves to ensure what we do has value to them.
I am proud to lead a talented and dedicated
board of directors, which has the privilege of
serving an organisation of people committed to
improving mental health and preventing suicide
so that everyone in Australia can realise their full
and extraordinary potential, communities can
be strong, and national social and economic
prosperity is enhanced.
The Hon Julia Gillard AC
Chair
71. Beyond Blue Annual highlights 18/194
5Beyond Blue Annual highlights 18/19
From the CEO
Collaboration is one of
Beyond Blue’s operating values.
We must work together – within our
organisation, with sector colleagues and
with the people we serve.
Collaboration fosters teamwork and better
results for the community. It reduces duplication
and generates compelling ideas to better
support more than three million Australians
who experience depression, anxiety and
suicidal thoughts or behaviours.
And so Beyond Blue was proud to be part of the
#YouCanTalk national social media campaign
with the Black Dog Institute, Everymind,
headspace, Lifeline, ReachOut and R U OK?.
#YouCanTalk turns solid research into practical
advice to equip everyone with the skills and
confidence to talk safely about suicide.
In addition to providing support to individuals,
Beyond Blue is focused on big picture, structural
and behaviour change; trialling and scaling up
innovative new models and workforces where
people live their lives; and preventing mental
illness and encouraging people to connect and
seek support early.
72. We play a major role in increasing mental health
and suicide prevention literacy; reducing stigma
and discrimination; supporting mental health in
workplaces and education settings; and provide,
signpost or refer people to other services and
support for the first time.
Beyond Blue is the first port of call for many:
nearly 40 per cent of those who contact our
Support Service have never sought help before.
Last year 18,000 more people joined our online
forums, a safe online space where 1.6 million
visitors now connect annually to have confidential
conversations with a supportive community of
peers. This is our fastest growing service.
An independent evaluation for the period 2015
to 2018 found Beyond Blue met its objectives
and our work is appropriate, effective, based
on evidence and fills gaps. It also concluded
we are an innovative organisation with strong
governance and management processes, and
our partners value our collaboration, policy and
advocacy efforts. It also told us where we need
to continue to improve.
I often describe Beyond Blue as having a business
head and a community heart. To that end,
business improvement and planning is essential.
And so, we’re looking ahead – work on the
Beyond 2020 Strategic Plan is well underway.
The expert insights, experiences and solutions
offered by people and families who have
73. personal experiences of mental ill health,
suicidality and suicide are increasingly shaping
our thinking and approaches.
But we need to still do better, and I am
determined we will.
Finally, a huge thank you to the Beyond Blue
Board and team, our Blue Voices, Speakers,
Ambassadors, volunteers, funders, fundraisers
and partners.
Georgie Harman
CEO
5Beyond Blue Annual highlights 18/19
Year in review
2,993
people
supported by
NewAccess
with a
68%
recovery rate
12,793
Beyond Now
safety plan
completions
3,134
74. referrals to
The Way
Back
Support
Service
Our anxiety
campaign
was seen
by almost
1 in 3
people in
Australia
62,816
people
registered
for Be You,
the National
Education
Initiative
121
Personal
best articles
reached
933,012
people
800,000+
social media
followers across
Facebook,
Instagram,
Twitter and
LinkedIn
75. Facebook posts
reached
over
2 million
people
12.9
million
visitors to the
Beyond Blue
website.
37 per cent
increase on the
previous year
1.6 million
visitors to the
online forums
for peer support
Over
2.6 million
resources
distributed
and 800,000
resources
downloaded
1,806
Blue Voices members
participated in 46
Beyond Blue activities
Activities
76. Reach
Engagement
6 Beyond Blue Annual highlights 18/19
75%
of people took action
within three days
$12,656,971
donated through fundraising,
corporate partnerships and
philanthropic gifts funded the
Beyond Blue Support Service
192,895
contacts to the
Support Service
Staff presented at
162
workplace events
to 12,126 people
950
volunteers
participated
in 47 activities,
engaging with more
than 1 million people
across Australia
Ambassadors and
Speakers shared
77. their stories at
more than
1,100
events, reaching
83,594 people
Why we do
what we do
Everyone experiences the ups
and downs of mental health.
But what happens when it’s down?
Anxiety, depression and suicide affect millions
of people around Australia, impacting how they
connect with family and friends, thrive at work
and live productive and meaningful lives.
People of all ages, backgrounds and cultures
are asking themselves “how can I feel better?”
and “will I feel like this for the rest of my life?”
Beyond Blue is here to help people in Australia
understand that these feelings can change.
We want to equip them with the skills they
need to look after their own mental health
and wellbeing, and to create confidence in
their ability to support those around them.
We want to see everyone in Australia achieve
their best possible mental health.
Through our support services, programs,
research, advocacy and communication
78. activities, we’re breaking down the stigma,
prejudice and discrimination that act as
barriers to people reaching out for support.
Around 2 million
people in Australia live with
anxiety
Around 1 million
people in Australia live with
depression
On average,
more than
8
people in
Australia take
their own lives
every day
(6 of whom are men)
7Beyond Blue Annual highlights 18/19
Anxiety and depression can be managed.
Suicide can be prevented.
That’s why we’re here.
Hope. Recovery. Resilience.
How we
support you
79. The Beyond Blue
Support Service
Having someone to talk to when you need
support can be life changing. A lot of the time,
people in need of mental health support don’t
know where to start, or what to do to help
themselves on their road to recovery.
This is what makes the Support Service such a
significant resource for the Australian community.
When someone contacts the service,
they’re connected with a trained mental
health professional who provides information,
advice and brief counselling, pointing them
in the right direction for further support.
Funded entirely by our generous donors,
fundraisers and partners, the Support Service
is available to anyone in Australia via phone,
email and webchat.
A 2018 independent evaluation found that
users reported reduced distress and increased
coping ability after contacting the service,
and 75 per cent acted on the advice provided
by counsellors within three days.
In the last 12 months, we’ve supported an
additional 24,031 people, an increase of
14.3 per cent from the previous year.
“ I called today, in the midst of a
panic attack that had gone on
for nearly two hours and spoke
to the most helpful person...
80. Thank you from the bottom
of my heart, I’m not sure that
I would have gotten through
today without this phone call.
No one will ever know the
impact that it has had on me.”
– Support Service caller
Email or chat to mental health professionals
online at: beyondblue.org.au/getsupport
beyondblue.org.au 1300 22 4636
In 2018–19,
192,895
contacts to Beyond Blue’s
Support Service via phone,
webchat and email
75% acted on the advice
within three days
8 Beyond Blue Annual highlights 18/19
Online peer support
forums
You may be surprised by how many people are
experiencing the same challenges every day.
Our forums offer people a place to connect with
others who understand what they are going
through, offering first-hand insights into what
worked for them. Through sharing their own
81. stories and experiences, our online community
empowers visitors to make decisions that
support good mental health and wellbeing.
A 2017 study found that after interacting
with our forums, 54 per cent of users felt
less depressed and 56 per cent said they
felt less anxious.
Thanks to our incredible community champions
who volunteered more than 2,400 hours of
peer support, ensuring every visitor’s post was
responded to with understanding and care.
beyondblue.org.au/forums
“ This is the first time I
have ever joined a forum
of any sort – it is great to
feel listened to and know
I’m not alone.”
– Forums user
2018–19 saw
1.6 million visitors,
18,000 new members
and nearly
60,000 posts
9Beyond Blue Annual highlights 18/19
Beyond Now
Often when someone is thinking about suicide,
82. it’s not so much that they want to die, but that
they want their pain to stop. During these times,
it can help to have a plan for how to move past
these thoughts. This is called a safety plan.
The Beyond Now app helps people develop a
plan to stay safe when they are experiencing
suicidal thoughts. Users can list people to contact
during challenging times, add their favourite
music and photos and document ideas for
keeping safe. These could include identifying
warning signs, coping strategies, reasons for
living and ways in which people can make their
environment safe.
This year we updated the Beyond Now app to
make it more inclusive and culturally appropriate
for Aboriginal and Torres Strait Islander people,
and the LGBTI community.
beyondblue.org.au/beyondnow
Meet Lindsay, NewAccess Coach
As a NewAccess Coach in Warwick, Lindsay
McMahon has seen the program flourish across
Western Queensland. He believes the benefits
of NewAccess are similar to those achieved by
employing a personal trainer.
“What we want is for people to think about their
mental health like they would their physical
health,” he says.
“If you needed help rehabbing an injury or losing
83. some weight, you’d see a PT without thinking
twice. People can now look at NewAccess
coaches in the same fashion if they’re struggling
with some of the stresses of life.”
The NewAccess program is particularly suited
to people in rural and regional areas where
mental health support is often limited.
“Given what we’re seeing with the drought and
the emotional and financial turmoil that it’s
causing, our work couldn’t be more important,”
said Lindsay.
“Early intervention is the key to preventing so
many mental health conditions and our team
specialises in helping you identify what you’re
going through and building resilience and
coping mechanisms.”
“We’re seeing real traction in the work we do, but
there’s a lot of work left to do to break down the
stigma and get people to think of their wellbeing
in both a physical and mental health context.”
NewAccess
NewAccess offers support for people in
Australia who are finding it hard to manage
life stress.
It’s a free mental health coaching program that
focuses on early intervention. NewAccess is
designed to provide support in the early stages
to lower the risk of people’s symptoms getting
worse or developing a more serious mental
health condition down the track.
84. The program is easily accessible either over
the phone or face-to-face, with no doctor’s
referral required. Participants receive six
confidential sessions to work one-on-one
with a NewAccess Coach, who uses
Low-intensity Cognitive Behavioural
Therapy to identify the cause of distress
and guide participants through practical
tools they can use in day-to-day life.
NewAccess has grown significantly this year,
with 2,993 people across Australia participating
in the program and three new sites introduced.
The program has seen a steady 68 per cent
recovery rate of participants since starting
in 2013.
beyondblue.org.au/newaccess
10 Beyond Blue Annual highlights 18/19
The Way Back
Support Service
Support in the aftermath of a suicide attempt
is critical, yet it has not always been available
in the past. The Way Back Support Service
was introduced to fill a gap, delivering
personalised, non-clinical aftercare for up to
three months for people who have attempted
suicide or are experiencing a suicidal crisis.
People referred to The Way Back are supported
by a Support Coordinator. The first priority
85. is a safety plan. Ongoing support can range
from providing financial or relationship advice
to connecting participants with health and
community services and supports.
The Way Back Support Service is currently
delivered at eight locations across Australia,
with at least a further 17 planned over the next
three years as part of a national expansion with
funding from the Commonwealth, participating
States and Territories, and Beyond Blue.
A national evaluation will occur as The Way
Back is rolled out across Australia, but data
emerging from one trial site already shows
promising outcomes. It indicated 97 per cent of
participants reported progress towards resolving
the goals associated with their recovery plan.
beyondblue.org.au/thewayback
11Beyond Blue Annual highlights 18/19
“ I’d go as far to say The Way Back
Support Service has saved
my life… I am now six months
clean of all drugs and alcohol,
which was the reason I gave up
living. That was after a 29-year
drug habit. I am now studying
Cert IV in Mental Health and
halfway through my 12-month
rehab.”
– The Way Back Support Service
participant
86. Beyond Blue
29 May
11k 600,000 views
Beyond the Emergency
Beyond the Emergency was a ground-
breaking study of male mental health
presentations to ambulance services,
facilitated by Beyond Blue in collaboration
with Movember Foundation, Turning Point,
Monash University and ambulance services
across Australia.
The research project revealed new data on
male self-harm, suicide and mental health
presentations. It points to the need for
alternatives to emergency departments and
better mental health training for paramedics.
It found rates of male suicidal behaviours
are three times higher when presentations
to ambulances are analysed, rather than
using hospital figures.
Released on 29 May 2019, Beyond the
Emergency dominated the national news
agenda in traditional media as well as
achieving strong engagement on social media.
Beyond Blue Annual highlights 18/1912
Campaign spotlight
Anxiety is the most common and often
87. misunderstood mental health condition in
Australia. And we’re doing something about it.
With a clear need to build on the community’s
knowledge of this condition, we have run
campaigns over the past several years aiming
to improve people’s understanding of anxiety
to reduce stigma and encourage help-seeking
behaviour.
The first stage of the campaign, ‘Know when
anxiety is talking’, launched in 2017 and aimed
to improve people’s understanding of anxiety by
focusing on core symptoms. The second phase,
‘What you’re thinking isn’t what they’re thinking’,
launched on 14 October 2018 during Mental
Health Week. The focus of this phase was to
shift perceived social stigma towards people
with anxiety.
The campaign ran for eight weeks across print,
radio, television, outdoor media and social.
While our evaluation of this phase confirmed
that heightening the community’s comprehensive
understanding of anxiety will be a long-term
task, we gained some key insights. People
who saw the campaign were more likely to:
• identify a symptom of anxiety
(increased by 35 per cent)
• seek information regarding anxiety
and treatment options for family/
friends and themselves (increased
by 111 and 72 per cent respectively)
88. • understand how to provide appropriate
advice to someone with anxiety
(increased by 15 percent).
beyondblue.org.au/anxiety
Almost 1 in 3 people
in Australia saw the campaign
Generated over
309,000
visits to the anxiety webpage
118,590 people
completed the anxiety checklist
on the Beyond Blue website
“ Your latest ad campaign is brilliant! Thank you for helping
people with anxiety. I no longer feel like the odd one in the
room and it all started with your latest TV ad. It’s spot on.
Keep up the amazing work. You are changing lives!”
– Community member
13Beyond Blue Annual highlights 18/19
Meet Alokita, Blue Voices member
“Having had my first panic attack at the age
of 18, I didn’t share the depth and details of
my battles with anxiety with those closest to
me until the age of 34. To my surprise, their
reaction was full of empathy, unconditional
love, acceptance and curiosity.
89. Sharing my journey has not only helped
expand my support circle, but also enabled
others to share their struggles with mental
health issues with me and those around them.
I have learnt that with any mental health
condition there is nothing to be ashamed of.
If you share your story with others, you may
find your honesty brings out the compassion
in others, that other people may have similar
challenges too, that you can grow in your
journey and help each other.”Blue Voices
Blue Voices is our online reference group
of over 7,000 people affected by anxiety,
depression and suicide. Blue Voices members
are Beyond Blue’s brains, trust and moral
compass. They are invited to steer, advise and
inform the development and improvement
of our work and mental health and suicide
prevention policies, programs and services
across Australia.
In the past year, Blue Voices members
participated in 46 Beyond Blue activities such
as surveys, focus groups, research interviews
and committees. They also contributed to
projects like the improvement of our Beyond
Now suicide prevention app, shaping the anxiety
campaign and guiding governance and resource
decisions around future Beyond Blue projects.
beyondblue.org.au/bluevoices
Our Speakers program
90. We receive many requests for people
to speak at a range of events every year,
including workplaces, conferences, schools
and sporting clubs.
Through sharing their personal stories, our
speakers aim to increase awareness, reduce
stigma, encourage people to talk about how
they’re feeling and enable them to get help.
In 2018–19, our speakers attended more than
1,100 events, sharing their stories with almost
85,000 people. 85 per cent of audience
members reported they were more aware
of the signs and symptoms of anxiety and
depression in themselves or others after hearing
the speaker and 91 per cent said they were
made aware of where they could seek support.
“This was the first time that our smoko room
was in dead silence and that everyone was
listening with great interest.”
– Audience member
beyondblue.org.au/speakers
“ As a Blue Voices member I am
able to draw on my experiences
and my expertise to help inform
and guide the work of Beyond
Blue. I feel I can make a difference,
make a positive impact and raise
greater awareness.”
– Blue Voices member
91. Beyond Blue Annual highlights 18/1914
“When I first experienced
depression and anxiety back
in high school, it was like a
thick pane of soundproof glass
sprang up between me
and other people.”
Photography: Marziya Mohammedali
Meet Zenatalla,
Beyond Blue speaker
“When I first experienced depression and anxiety
back in high school, it was like a thick pane of
soundproof glass sprang up between me and
other people.
I felt isolated and voiceless, like life was happening
around me, or to me, rather than something
I was a part of. I wasn’t actively engaging with
my education or those I loved. My family is the
most important thing in my life (in particular
my mum, who’s my hero), yet I ended up lying
to them and every single person around me.
I’d do anything to be accepted, changing my
personality for whoever I was talking to, until
everyone got a different version of me. All this
did was further my identity crisis.
My eating disorder crept up on me, and it wasn’t
92. long before further unhealthy patterns followed.
Emotionally abusive relationships, drug use and
excessive alcohol consumption. I was increasingly
uncertain about my future, and even when I was
accepted into Dental Medicine at the University of
Western Australia – the degree of my dreams –
I still didn’t feel like I was good enough.
All of these factors built up gradually, a slow burn
that led to a very abrupt wake-up call. I attempted
suicide and ended up in hospital.
This wasn’t an isolated incident. I knew I couldn’t
continue this way. I’d moved out of home and was
even more lost than before. I needed someone to
help me get a handle on my life.
After trying multiple times, talking to various
psychologists, I finally clicked with one. Our first
session was life changing. My psychologist worked
closely with my psychiatrist and GP to monitor
my medication and doses. It took a few tries to
get right, but we got there.
I love that I know who I am now. That I’m no
longer easily swayed by the company I keep,
or the people in my life. That I’ve become
unapologetically myself: a Muslim woman,
intersectional feminist, clinician, spoken-word
poet, artist, painter, model and human rights
activist, all rolled into one.
I work with Beyond Blue, speaking about my
personal experiences to a wide range of people
in and around Perth, from school students to
working professionals. There are so many valuable
93. things people don’t tell you about mental health
issues, and once you learn them, passing that
information on is vital.
I’m someone who can’t bear to see other people
going through what I experienced, so I’ll keep
doing this as long as I can. Whatever I can do to
help other people break down their soundproof
barriers and be heard.”
Beyond Blue Annual highlights 18/19 15
Be You
Anxiety and depression are among the top
three mental health issues facing young people
today. Children spend around 30 hours at school
or in early learning services each week, so it’s
important the educators who teach and care for
them know what to look out for and what to do.
Launched on 1 November 2018, Be You provides
educators with free accredited training,
information, resources and strategies to help
children and young people achieve their best
possible mental health.
Be You is available to all 24,000 early learning
services and primary and secondary schools
in Australia. The program is funded by the
Australian Government and is led by Beyond
Blue and delivered with Early Childhood
Australia and headspace.
Be You strives to make it easier for educators
94. to nurture the mental health and wellbeing
of children and young people. The program
provides resources that helps educators
recognise and respond confidently to
emerging mental health issues.
beyou.edu.au
62,816
individuals
registered
to Be You
Over
355,000
views of the
Be You website
2,471
participating
Be You early
learning services
4,577
participating
Be You schools
Policy reform and
advocacy
We’re ambitious about challenging the status
quo, which is why we initiated the Policy Reform
Advocacy Project. Since late 2018, we’ve reached
out to community members with experience
of anxiety, depression and suicide and industry
experts to identify the major policy priorities for
95. the next three years.
Beyond Blue has a solid track record of success
in calling for and influencing policy and service
changes. Beyond Blue is working on a new wave
of policy reform ideas which will be released
over the coming year.
Reconciliation Action Plan
(RAP)
Our RAP supports us to collaborate and share
knowledge, skills and expertise to build strong
relationships with Aboriginal and Torres Strait
Islander peoples and communities, and assists
us to create a culturally safe organisation.
In addition to other activities, this year we:
• developed the Beyond Blue Aboriginal and
Torres Strait Islander Strategy 2019-2024
• became a member of Supply Nation to
support and increase supplier diversity
• conducted a cultural competency and safety
training session with the Beyond Blue Board,
and delivered ongoing training sessions with
Beyond Blue staff.
beyondblue.org.au/RAP
16 Beyond Blue Annual highlights 18/19
Growing the most
mentally healthy
96. generation
Improving mental health
in the workplace
Heads Up
Many people spend a large amount of their
time at work and their work environment,
culture, and how they go about doing their
work can have a substantial impact on their
mental health. Our Heads Up program provides
individuals and businesses with tools and
resources, like action plans, webinars and online
training, to help create and promote mentally
healthy working environments.
This year our team presented at 162 events to
12,126 workers across the country. By sharing our
resources, we’re giving organisations the tools to
make their workplaces more mentally healthy.
headsup.org.au
469,449
visits to the
Heads Up website
15,100
actions plans created
online since May 2014
1.9+ million
website visits since
launching in May 2014
97. 21,000
registrants since
May 2014
Beyond Blue Annual highlights 18/19 17
Looking after our
small businesses
97 per cent of businesses are small businesses.
That’s 4.7 million people in Australia working in
this space. Working in a small business comes
with a lot of stresses and challenges, many of
which stem from the responsibility of running
your own business and not always having a
team to share the load.
In collaboration with the small business sector,
Beyond Blue has developed tailored resources
for small business owners and those who
support them, offering practical advice and
tips to help them look after their mental health
and wellbeing.
You can access these resources by visiting
headsup.org.au/small-business-resources
Answering the call
Mental health in the workplace affects everybody,
but some professions are particularly vulnerable.
We’re proud to lead Answering the call – the first
national survey of Australian police and emergency
service workers’ mental health and wellbeing.
With 21,014 responses, Answering the call provides
baseline data and great insight into a sector
98. whose mental health is deeply impacted by
the challenging nature of the work that they do
and the pressures of the environments in which
they operate.
Beyond Blue is supporting police and emergency
services agencies with practical actions to address
the survey results and promote the mental health
and wellbeing of their workforce.
Our hope is the findings will influence policy
and practice within the police and emergency
services sector.
beyondblue.org.au/answeringthecall
Beyond BlueBeyond Blue Annual highlights 18/19Annual
highlights 18/1918
Community engagement
Melbourne International
Flower and Garden Show
Beyond Blue is proud to be the official charity
partner of the Melbourne International Flower
and Garden Show for 2019-2021. During this year’s
show, we encouraged more than 100,000 children
and their families to be both physically and
mentally healthy. Beyond Blue was also delighted
to partner with MUSA Landscape Architecture,
whose garden explored their mental health
journey and won the Show Garden Gold!
Australian Open
99. Beyond Blue’s partnership with Tennis Australia
came alive at the 2019 Australian Open, aiming to
promote the importance of good mental health
and wellbeing on and beyond the tennis court.
Opening with a dedicated Beyond Blue AO Live
Stage concert on the eve of the event, we had an
interactive activation space where people came
to relax, write on our #aceyourmentalhealth wall
and chat with our volunteers about mental
health and wellbeing.
“ I wanted to volunteer for Beyond Blue
as I believe strongly in the cause and
have great respect for the work Beyond
Blue does... It’s been incredibly gratifying
to be a part of the organisation and to
see how many awesome and interesting
people from all walks of life share the
passion for such a worthy cause. Plus,
the events themselves have been great
fun to be a part of.”
– Ben, Beyond Blue volunteer
Volunteer spotlight
Beyond Blue is fortunate to have over
4,000 volunteers across the country who are
passionate about supporting the community
and helping people in Australia achieve their
best possible mental health.
Volunteers attend events such as conferences,
expos and sporting events, sharing Beyond Blue
resources, collecting donations and engaging
100. with the community.
beyondblue.org.au/volunteer
Invictus Games
Beyond Blue was a proud communications partner
of the Invictus Games Sydney 2018, which were
held from 20 to 27 October 2018. We encouraged
meaningful conversations around mental health
and wellbeing, highlighting the unique stories of
hope, recovery and resilience from our 2018 Invictus
Games competitors.
19Beyond Blue Annual highlights 18/19
Beyond Blue Cups
It was another big year for our Beyond Blue
Cups across Australia’s three major football
codes. Our partners at Hawthorn Football
Club (AFL), Wests Tigers (NRL) and Sydney FC
(A-league) helped share our key messaging
around wellbeing ‘One Percenters’ in the lead
up to the games, which were attended by
more than 60,000 people. ‘One Percenters’
is about celebrating the small wins such as
the spoils, tackles and chases which are just
as important to win the game.
Fundraising and
philanthropy
Beyond Blue simply couldn’t achieve
our vision without the generous support
of the public. Through a combination
of donations, fundraising, corporate
101. partnerships and philanthropy, an
incredible $12,656,971 has been raised
in 2018–19.
It goes without saying, but thank you.
Thank you to those who ran community events
and fundraisers, made donations in memory
of their loved ones or joined #teambeyondblue.
Thank you to generous donors, trusts and
foundations, our corporate partners and
those who left a gift in their will.
Thank you for boosting our philanthropic
income by 12 per cent and for fully funding
the Beyond Blue Support Service.
Philanthropic income 2018–19 Overall revenue
Thank you!
2,680
fundraising
activities
registered
(raising $4.4M
from community
activities and
$730k from
business
supporters)
1,300
trekkers
participated in
102. Coastrek raising
$982k
2,761 people
participated in 56
fitness challenge
events through
#teambeyond
blue, raising
$1.2M
5,976
people donated
through appeals
and regular gifts,
raising $740k
7,227
people donated
in memory of
a loved one,
contributing
$749k
$12.6M total philanthropic income
Beyond Blue Annual highlights 18/1920
54%
7% Partnerships
7% General
6% In Memoriam
6% Business supporters
6% Workplace giving
6% Appeals/regular giving
5% Major gifts
103. 2% Trusts and Foundations
1% Bequests
Community
fundraising/events
37%20%
Donations
5%
Other
3%
Interest
Tied,
time-limited
government
funding
35%
Core
government
funding
Major gifts making an impact
Thanks to many significant donors like the Wheatley
family we can provide funding for vital projects.
The Wheatley family’s concern for the mental
wellbeing of young people led them to fund the
evaluation of the youth NewAccess program run
in the Murrumbidgee region. This evaluation has
helped the program be rolled out at other centres,
104. making NewAccess available to more young people
across Australia. Thank you to the members of the
Wheatley family for making this possible.
21Beyond Blue Annual highlights 18/19
Beyond Bitumen
After losing their daughter
Beth to suicide in 2005, Peter
and Trish Fehon created the
charity road event, Beyond
Bitumen. Running from
29 March to 1 April 2019,
100 cars travelled more than
1,500 kilometres across
New South Wales, from Yass
to Cowra, raising $470,988.
This took the event total
over the past five years to
an incredible $1.45 million.
Community fundraising
From sausage sizzles to gala dinners, challenge runs and rides
across Australia, community
fundraising support for Beyond Blue is incredible. Every event
held and every challenge undertaken
helps raise awareness of anxiety, depression and suicide,
inspiring others to raise further funds to
help people achieve their best possible mental health.
105. fundraise.beyondblue.org.au
MVD Memorial Ride
Following the loss of their supervisor to suicide,
six Newcrest Telfer employees launched the
MVD Memorial Ride. They embarked on an
11-day, 2,246 kilometre bike ride from their
Subiaco office to Telfer Gold Mine in Western
Australia’s Great Sandy Desert. In doing so
they raised $87,541 in support of Beyond Blue.
Lake Wendouree walk
Tess, from Ballarat in Victoria, who lives with
cerebral palsy and relies on a walking frame,
decided to take on a six-kilometre challenge
around Lake Wendouree to increase awareness
around disability and mental health – fundraising
more than $7,000 for Beyond Blue.
22 Beyond Blue Annual highlights 18/19
23Beyond Blue Annual highlights 18/19
Every
donation
counts
Appealing to the community
Direct mail appeals are one way we connect
with the community to ask for donations to the
Beyond Blue Support Service. For the 2018 Christmas
Appeal we shared Paul’s story to raise awareness of
how receiving support can change someone’s life.
106. Paul, a father of two, found his policing career
took a turn for the worse when he experienced
a traumatic event which triggered hopelessness,
anxiety and multiple attempts to end his own life.
Now a Beyond Blue speaker, Paul volunteers his
time spreading the word about his recovery journey
and encouraging others to speak up and reach out
for support.
The appeal pack also educated readers on how
to have those tough conversations and generated
1,654 donations totaling $123,286 for the Beyond
Blue Support Service. Thank you to everyone
who contributed to this and every other appeal.
Your donations are helping people like Paul access
support as and when they need it.
A legacy for the future
We express our respect and gratitude in
recognition of those who have left a gift in
their Will to Beyond Blue. Their legacy has
given others access to the Beyond Blue Support
Service when they have needed it. Thank you.
[email protected]
Workplace giving
Workplace Giving is a simple and effective
way for employees and employers to support
Beyond Blue. Employees that participate in their
organisation’s workplace giving program donate
a select amount from each pay to Beyond Blue,
which many organisations often match in order
to make an even greater contribution.