> Leadership and engagement
Our Alliance team are connected and represented at many board table committees and panels that work on regional challenges including homelessness round tables, youth mental health consortiums, healthy ageing and dementia committees, diversity and inclusion committees, and Sustainable Development Goals working groups – just to name a few. This provides us with first-hand information and opportunities to ensure our priorities are set in alignment with our community’s and partner’s needs.
We believe our engagement model is particularly distinctive. The formation of our partnerships centred on the Head, Heart, Hand model:
- Head: Connecting on local issues and the opportunity to participate in an innovative response to a complex social issue.
- Heart: Connecting with honesty and authenticity, focused on aligning the program with the partners’ ability to make change.
- Hand: Providing tangible tools through which partners could contribute to the overall mission, through training and resources, with opportunities for input and collaboration.
Further to this approach, we have built trust and respect with Local, State and Federal Government agencies, national industry representatives, and most importantly our local community members. The Alliance has built its trusted reputation through our core leadership principles:
- Genuine communication: Vital to gain trust, align efforts in the pursuit of goals, and inspire positive change, all communications are clear and transparent. Events were facilitated (networking/Q&A panels) to share the mission and communicate how people can be involved.
- Understanding regional issues: Tailored regional suicide prevention responses were informed through our extensive research into the causes and treatment of suicide and an in-depth understanding of regional issues garnered through community focus groups.
- Leaders and changemakers: Regional leaders with the best voice to influence change were identified and invited to be involved, with the first approached those who were established contacts with a large staff, whose involvement would generate immediate action and encourage others to be involved.
- Ensuring alignment: The program’s mission and values were aligned to the local leaders’ mission to ensure it represented their vision for their community and supported their plan to achieve success.
- Action: Monthly suicide prevention training commenced, inviting representatives of potential partners to experience the training first hand.
The implementation of this model alongside our core leadership practice ensures we are addressing and supporting what is relevant to our community and our surrounding neighbours whilst influencing change by promoting and advocating for the actions needed to reduce suicide.