10 Priorities for Life Promotion and Suicide Prevention FNQ
Earlier this year, the team at Beacon Strategies curated 10 key priorities to steer the Life Promotion and Suicide Prevention FNQ work. These priorities were crafted after consultations with key stakeholders and informed by our earlier engagement endeavours.
They draw inspiration from the Black Dog Institute LifeSpan Framework for Suicide Prevention and a Collective Impact approach, aiming to forge impactful change.
1. Facilitate 'The Collaborative' Events
Under the banner of 'The Collaborative,' we have formed intentional bi-monthly events that serve as a way for individuals passionate about suicide prevention to meet, explore novel connections, and create innovative solutions.
We have moved away from conventional “meetings” in The Collaborative. Each event builds upon the previous one, fostering new ideas, connections, and actions. Infused with creativity, these gatherings adopt varied formats like “speed dating,” Brown Bag presentations, Petcha Kucha, Stand Up Revenue Style Networking, and Creative Workshops using weaving and collage.
The aim is for attendees to leave with fresh insights, uplifted spirits, and a readiness to continue fostering relationships beyond the event.
2. Develop Local Suicide Prevention Responses
This priority entails crafting locally driven Suicide Prevention Community Action Plans (SPCAPs). We've intertwined the concept of SPCAPs with place-based and strengths-based community development. Place-based approaches are tailored for specific communities, aiming for long-term thriving within defined geographic locations. Strengths-based strategies emphasise leveraging existing community strengths and fostering self-determination among individuals.
For example, our initial work to develop a SPCAP with the community in Kowanyama – prompted by an invitation from the Mayor and CEO of the Kowanyama Council – has laid the groundwork for the design of a replicable approach in other communities.
Utilising a coaching approach, we can mentor communities to identify and build upon their existing strengths, fostering consistent capacity building.
3. Build the Movement for Change through Relationship and Network Development
This priority focuses on intentional relationship building and network development, aligning ideas and themes emerging from across our region and Collaborative membership and events, research, and evolving trends. The goal is to weave these elements together to catalyse robust actions and responses.
4. Maintain Lean Governance to Steer Priorities
Building upon existing strong connections, a select group of individuals already serve as advisors and guides. This includes those with Lived Experience of suicide, representatives from service agencies, health services, public services like police and education, and passionate advocates for suicide prevention. Their wisdom and experience will continue to shape our work.
5. Develop Lived Experience Capacity
This priority focuses on building the capacity of people with a Lived Experience of suicide to be able to actively contribute in all aspects of system design, delivery, advocacy and governance within the human service system. Our approach involves:
Strategic Planning and Scoping: Creating a clear plan for approaching capacity building in partnership with people with Lived Experience.
Capacity Building: understanding what tailored training and mentorship is required to enhance skill development and engagement..
Collaborative Engagement: Working closely with people with Lived Experience to create initiatives that will build capacity.
Guidance from Established Frameworks: including the Black Dog LifeSpan Framework.
Continuous Learning: Establishing ongoing learning opportunities, and adapting strategies to changing needs.
This strategy is designed to value the unique perspectives of those with Lived Experience and build a “workforce” ready and able to guide new solutions in all aspects of the human service system and community, in relation to life promotion and suicide prevention.
6. Build Frontline Workers' Capacity
We have intentionally broadened the definition of frontline workers to include the many people and places where workers and volunteers have daily interactions with community members who may be seeking assistance. This includes, for example, people who work in community centres, job network agencies, libraries and local government, social clubs and housing support services.
Focusing on Neighbourhood Centres initially, this priority aims to enhance the ability of frontline workers to identify, respond to, and connect individuals in distress with relevant support.
This work draws on our previous experience with CoAct Job Network Providers. The initiative aims to strengthen the capacity of workers who regularly engage with individuals facing barriers to employment due to disability or long-term unemployment to have supportive conversations.
Neighbourhood Centres, known for their role in providing local support and connections, will be a focal point. Collaborating with over 140 such centres across Queensland, particularly in Far North Queensland, will inform strategies to enhance their support mechanisms.
7. Map Suicide Prevention Pathways with Health Services and GPs
This priority underscores the importance of streamlined pathways to care between General Practitioners (GPs), Hospital and Health Services (HHS), and patients. By evaluating existing structures and relationships, it seeks to improve referrals and lay the groundwork for cohesive support mechanisms.
8. Establish a Community of Practice for 'Lifekeepers'
This priority focuses on creating a supportive network known as a ‘Community of Practice’ for ‘Lifekeepers’—people who are trained in various suicide prevention responses. Often, after training, people can worry about their skills or ability to progress.
A ‘Community of Practice’ is a space where Lifekeepers can regularly convene, exchange insights, and provide mutual support. This community aims to foster continuous learning, ensuring that skills acquired during training are effectively utilised and adapted to meet ever-evolving challenges in suicide prevention. Through shared experiences, members can discuss best practices, seek advice on practical applications and collaboratively innovate within the field.
Additionally, this community prioritises the well-being of its members, providing resources and discussions focused on coping mechanisms, self-care strategies, and resilience-building.
9. Develop a Content-Based Communications Strategy
Communication plays a crucial role in a landscape filled with many organisational missions. This priority is about creating a comprehensive communications plan covering diverse channels like blogs, website content, and reports. It's about articulating clear messages surrounding suicide prevention across different media platforms. By defining our communication strategies, our aim is to streamline our narrative, allowing stakeholders a clearer insight into our initiatives and inviting active engagement.
This priority extends beyond internal communication; it's about engaging external stakeholders, including the media, to foster a more informed discussion about suicide prevention. Through a strategic approach to communication, our goal is to magnify our impact and encourage deeper conversations about suicide prevention efforts, not just in Far North Queensland but also in broader community dialogues.
10. Measure Impact through Collaborative Approach
Finally, assessing the impact of these efforts is crucial. So-called wicked problems require creativity and collaboration. Developing a monitoring and evaluation framework, coupled with data collection, will provide insights into the effectiveness of the collaborative and creative approach we are taking.
These priorities will be further defined and developed throughout the contract relationship with NQPHN until June 30, 2025. They embody our collective commitment to creating meaningful change in suicide prevention and life promotion initiatives in FNQ.
