One Door Mental Health Lived Experience Framework
| DOI | https://doi.org/10.1108/MHSI-10-2017-0040 |
| Pages | 46-52 |
| Date | 12 February 2018 |
| Published date | 12 February 2018 |
| Author | Richard Schweizer,Ellen Marks,Rob Ramjan |
| Subject Matter | Health & social care,Mental health,Social inclusion |
One Door Mental Health Lived
Experience Framework
Richard Schweizer, Ellen Marks and Rob Ramjan
Abstract
Purpose –Recently, the importance of a lived experience workforce in the delivery of mental health services
has been demonstrated. The roll-out of the National Disability Insurance Scheme (NDIS) in Australia has
generated the need for a significant increase in the disability workforce, including psychosocial disability. The
purpose of this paper is to describe the strategies outlined in the One Door Mental Health Lived Experience
Framework (LEF), which is the culmination of over 30 years of experience in providing mental health services
and the employment of a lived experience workforce.
Design/methodology/approach –One Door developed and implemented the LEF, a thorough guide to the
employment and support of a workforce of people with lived experience of mental illness, through
consultation with consumers, carers, stakeholders, practice advisors, management, human resources and
employee focus groups.
Findings –Extensive support structures in the LEF are key to achieving the benefits of a lived experience
workforce. The LEF has positioned One Door successfully for the achievement of key organisational goals in
mental health support and advocacy.
Research limitations/implications –Mental health policies and support are critical for productivity
outcomes in any workplace regardless of the level of lived experience of the employees. This paper provides
organisations, particularly those within the mental health sector, an example to build on in their own
employment and support strategies.
Originality/value –This paper is of particular value in the context of organisations in the mental health sector
transitioning to the NDIS.
Keywords Employment strategies, Lived experience workforce, NDIS, Peer work
Paper type Case study
Introduction
Mental illness ( MI) is an issue which affects ever y workplace in Australia. One in f ive Australians
aged 16-85 experience an MI in any year (Black Dog Institute, 2017). A total of 21 per cent of
employees report that they have taken time off work due to feeling mentally unwell in
the past 12 months (BeyondBlue, 2014). Despite this, Australian Human Rights Commission
reports that nearly half of all senior managers believe that none of their workers will
experience a mental health problem at work (cf. Hilton et al., 2008; Australian Human Rights
Commission, 2010).
The cost of unmanaged mental health conditions in the Australian workforce is approximately
$10.9 billion per year (PriceWaterhouseCoopers, 2014). However, successful strategies aimed
at creating a mentally healthy workplace create a positive return on investment of 2.3. That is,
for every dollar spent on implementing an appropriate action, there is on average $2.30 gained
by the organisation (PriceWaterhouseCoopers, 2014, p. iv).
Despite the fact that mental ill health exists in every workplace, there remain specific barriers to
employment of those who are living with an MI, particularly those who experience a severe and
complex MI. Common stigmas include that people with MI are not capable of employment or
contribution to society. Many people with MI face great difficulties finding work, maintaining work
or must conceal their illness (Wahl, 1999; Lai et al., 2001; Thornicroft, 2006).
Richard Schweizer is a Policy
Officer, Ellen Marks is the
General Manager and
Rob Ramjan is the CEO, all at
the One Door Mental Health,
Sydney, Australia.
PAG E 46
j
MENTALHEALTH AND SOCIAL INCLUSION
j
VOL. 22 NO. 1 2018, pp. 46-52, © Emerald Publishing Limited, ISSN 2042-8308 DOI 10.1108/MHSI-10-2017-0040
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