Disability Management in the Queensland Police Service

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Disability Management in the Queensland Police
Service

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Shauna McGarry Health Safety
Section Queensland Police Service Christine
Randall School of Human Services Griffith
University

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Overview

• Context of policing in the QPS
• Organisational structure
• Participatory Action Research
• Stress Management Working Party
• Further initiatives outcomes
• Injury Management Working Party
• Focus groups
• Continuing improvement

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Organisational Facts
Established in 1864
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Many occupations
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8 Regions3 Commands1 Corp Services1.7m sq
Km4m population
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The Participatory Action Research process

• Self-evaluation consultation -
• SMWP recommendations consultation -
• Initiatives change consultation - Griffith
  evaluation -
• Griffith recommendations initiatives change
  consultation -
• IMWP focus groups reviews initiatives
  change - - - - - -

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Stress Management Working Party (SMWP)

• As a result of QPS self-evaluation and comparison
  with other Australian police services, the SMWP
  was established in 2001 to
• Evaluate and review systems and procedures in
  place for stress management
• Make recommendations for improved stress
  management within the QPS

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Recommendations

• The recommendations made by the SMWP focused on
• Culture change
• Leadership style
• Early intervention
• Return to Work

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Principles adopted by the QPS as a result of SMWP

• An integrated health, safety and risk management
  model
• A proactive model that focused on prevention as
  much as management
• An approach derived from the evidence-base
• A comprehensive framework that addressed all
  types of stresses
• A co-ordinated model that incorporated all
  relevant stakeholders

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Initiatives resulting from the SMWP outcomes

• Supportive leadership model and training
  Positive Workplaces Program
• Implementation of an organisational health
  program HealthStart
• Early intervention treatment program
• Process of continual improvement in skills,
  resources, time and support for rehabilitation
  services within QPS
• Independent evaluation

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Supportive Leadership Model

Leaders support staff through listening,
recognition, trust, respect.
Staff respond with positive attitudes and
sustained effort.
Staff produce quality outputs and achieve desired
outcomes for workplace and organisation.
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Evaluation of Supportive Leadership Program

• Evaluation had two components
• A post workshop survey conducted by QPS
• A qualitative evaluation which consisted of
  interviews conducted by Griffith University

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HealthStart

• Implementation of an organisational health
  program HealthStart - voluntary program
  designed to
• Provide employees with a profile of their health
• Assist employees to take responsibility for their
  own health
• Provide QPS with a summary of the health of the
  organisation
• To impact positively on QPS stress claims

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HealthStart Evaluation

• 2005 evaluation by Griffith University with major
  findings being
• A significant improvement in the psychological
  health of participants
• Overwhelming support for the HealthStart program
• 97 participants said they would participate if
  program offered again

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Early Intervention Treatment Program

• EITP offers
• 6 psychological/psychiatric treatment sessions
  funded by the QPS prior to determination of a
  claim for psychological injury by the insurer.

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Evaluation of EITP

• 2004 Evaluation had two components
• Feedback from key stakeholders including the
  workers compensation insurer
• A qualitative evaluation which consisted of
  interviews conducted by Griffith University

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Improvements to Rehabilitation

• Improve rehabilitation through
• In-house training for rehabilitation coordinators
• Greater support, information, resources and time
  for rehabilitation coordinators
• A review mechanism to identify capacities of
  existing rehabilitation service delivery
• Trial of dedicated Injury Management positions

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Griffith Uni Evaluation

• After initial negotiations with the QPS,
  researchers conducted 65 in-depth interviews
  with
• Injured workers
• Rehabilitation providers including
• rehab co-ordinators WHSOs
• Human Service Officers
• Peer Support Officers
• Managers

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Recommendations made after the interviews

• Commitment to effective change management
• Prevention of stress and injury
• Improved response to stress and injury
• Service providers within the QPS
• Rehabilitation systems within QPS
• Links with external providers

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Other Initiatives

• Health Services Branch established
• Split positions better services especially for
  prevention
• 2 internal staff development officer positions
• Relationship with WCQ further developed,
  including regular file reviews
• Internal evaluation commenced

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Outcomes

• Positive Workplaces Program established as a
  permanent unit to promote supportive leadership
• A series of workshops will continue to increase
  the knowledge of managers and supervisors
  currently conflict management
• Workshops will be offered to junior staff on
  their role as a team member
• HealthStart expanded

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Outcomes contd

• EITP has continued funding as a permanent program
• Removed the requirement to lodge a workers
  compensation claim
• Expansion of dedicated Injury Management
  Positions in all regions
• Future
• Develop QPS specific rehabilitation training
• Injury Management Working Party to develop
  effective rehabilitation model

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Injury Management Working Party

• Range of stakeholders
• Reviewing regional procedures
• Reviewing existing recommendations and
  initiatives
• Integrating emerging research results
• Currently in progress
• Aims to make recommendations for continuing
  improvements

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Focus groups

• Initially 3 focus groups were conducted
• Injured Workers from across the QPS
• Members involved in providing direct services
  support to IWs from across the QPS
• Decision-makers about injury prevention
  rehabilitation in the QPS

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Further focus groups

• 3 additional focus groups were conducted
• Consisting of a range of members from within a
  specific rural/remote district
• Including district officers OICs of small
  stations, as well as rehab support providers
  members with injury experiences.

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Solutions generated by the focus groups

• QPS culture, Resources, Recruitment Training
• Accountability, Building trust Confidentiality
• Information understanding
• Organisation of rehab systems
• Roles of OICs high ranking members
• Evaluation
• RTW

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Conclusion

• Inclusive process
• People focussed
• Success attributed to support commitment from
  management
• QPS at cross roads for future success
• Testament to changing culture within the QPS
• Continuing process
• Participative approach to developing sustainable
  solutions

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Contact us

• mcgarry.shaunaa_at_police.qld.gov.au
• c.randall_at_griffith.edu.au