Australia-National Voice Mental Health Consumer Peak Body

DRAFT REPORT
Scoping Study to Inform the

Establishment of a New Peak
National Mental Health
Consumer Organisation
CRAZE LATERAL SOLUTIONS
January 2010
Prepared by:
Craze Lateral Solutions p/l

Mental Health & Social Policy Consultants Since 1990
PO Box 314 Bungendore NSW 2621

Ph: 02-62381549 Mob: 0408 869 051
www.CrazeLateralSolutions.com
ABN: 70 052 350 731

Draft Report … Page 1

Table of Contents
Table of Contents ................................................................................................................................ i

List of Illustrations ...............................................................................................................................iii
Introduction........................................................................................................................................ iv
Rights Free Body ............................................................................................................................... vi
Executive Summary and Recommendations .......................................................................................vii
Introduction ........................................................................................................................................................vii
Key roles ............................................................................................................................................................vii
Recommended Organisational Model...............................................................................................................vii
Resourcing ........................................................................................................................................................viii
Getting started ................................................................................................................................................... ix
Timeframes ........................................................................................................................................................ ix
Managing expectations...................................................................................................................................... ix
Recommendations .............................................................................................................................................. x
Section 1 - Purpose of the new peak ..................................................................................................................... x
Section 2 - Language and meaning of ‘mental health consumers’........................................................................ x
Section 3 – Roles ................................................................................................................................................... x
Section 4 - Key work areas of the new peak ......................................................................................................... x
Section 5 - A model for the new peak ....................................................................................................................xi
Section 6 - The new organisation’s position ..........................................................................................................xi
Section 7 - Organisational framework...................................................................................................................xii
Section 8 - Legal entity..........................................................................................................................................xii
Section 9 – Ensuring good governance................................................................................................................xii
Section 10 - Getting the work done...................................................................................................................... xiii
Section 11 - Making sure the organisation does the best it can..........................................................................xiv
Section 12 - The establishment phase .................................................................................................................xv
Section 13 - Timeframes.......................................................................................................................................xv
Section 14 - Managing expectations and starting realistically..............................................................................xv
Section 15 .............................................................................................................................................................xv
1. Purpose of the New Peak......................................................................................................... 16
2. Who are mental health consumers ........................................................................................... 17
3. Roles of the new peak.............................................................................................................. 19
Role One: achieving change ............................................................................................................................ 19
Role Two: changing minds .............................................................................................................................. 20
Role Three: participation leadership ................................................................................................................ 21
Role Four: sector development leadership ...................................................................................................... 22

4. What would be the key areas of work for the new organisation? ................................................ 24
5. A model for the new peak......................................................................................................... 27
6. The positioning of the new national organisation ....................................................................... 31
The Australian government .............................................................................................................................. 31
State and territory governments ....................................................................................................................... 31
National Mental Health Consumer and Carer Forum (NMHCCF) .................................................................. 32
Private Mental Health Consumer Carer Network (Australia) .......................................................................... 32
State-based peak mental health consumer organisations .............................................................................. 33
State-based or regionally-based Consumer Advisory Groups (CAGS).......................................................... 33
Other mental health consumer groups and networks ..................................................................................... 33
Mental Health Council of Australia ................................................................................................................... 34
Mental health carers and their organisations................................................................................................... 34
Consumers Health Forum of Australia............................................................................................................. 34
headspace......................................................................................................................................................... 34
Professional associations ................................................................................................................................. 35
Peak organisations in other health and community sectors............................................................................ 35
Community mental health peaks and state based peaks and their membership........................................... 35
7. Organisational framework ........................................................................................................ 37
8. Legal entity.............................................................................................................................. 41
9. Ensuring good governance....................................................................................................... 42
Clarity about the role of the board and the role of staff ................................................................................... 42
Board responsibilities ........................................................................................................................................... 43
CEO and staff responsibilities.............................................................................................................................. 43
Joint responsibilities ............................................................................................................................................. 43
Size of the Board .............................................................................................................................................. 44
Expertise of the Board ...................................................................................................................................... 44
Tenure of term and Board renewal .................................................................................................................. 44
Nomination and election processes ................................................................................................................. 45

Draft Report … Page i

Selection processes for the chairperson.......................................................................................................... 45

Training and support of the Board ................................................................................................................... 46
Conduct of Board meetings .............................................................................................................................. 46
Commitment to quality and to integrity and ethical behaviour and practice ................................................... 47
Payment of Board members............................................................................................................................. 47
Standing Committees of the Board .................................................................................................................. 47
10. Getting the work done.............................................................................................................. 50
Organisational commitment and support of staff ............................................................................................. 50
Statement of ethical standards......................................................................................................................... 50
Advisory committees......................................................................................................................................... 50
National convention .......................................................................................................................................... 50
Member forums................................................................................................................................................. 51
Strategic partnerships....................................................................................................................................... 51
National projects and consultancies ................................................................................................................ 51
Staff roles .......................................................................................................................................................... 51
Chief Executive Officer ..................................................................................................................................... 51
Establishment of strategic priorities and work plans ....................................................................................... 52
Commitment to use technology innovatively ................................................................................................... 52
Strategies for renewal and inclusion ................................................................................................................ 52
Engaging youth ................................................................................................................................................. 53
Quality, evaluation and review ......................................................................................................................... 53
Organisational policies and procedures........................................................................................................... 54
Accreditation ..................................................................................................................................................... 55
11. Making sure the new organisation does the best it can.............................................................. 57
Building an organisational culture of vision and excellence............................................................................ 57
A just culture......................................................................................................................................................... 57
An ethical culture underpinned by active commitment to a statement of ethical standards ............................... 58
A socially responsible culture............................................................................................................................... 58
Planning for and measuring achievements...................................................................................................... 59
Developing organisational mentors, ambassadors and champions ............................................................... 59
Community engagement .................................................................................................................................. 59
Renewal ............................................................................................................................................................ 59
12. The establishment phase ......................................................................................................... 61
13. Timeframes ............................................................................................................................. 63
14. Managing expectations and starting realistically........................................................................ 65
15. Resource requirements............................................................................................................ 66
Appendix 1: List of Consultations conducted ...................................................................................... 67
Appendix 2: List of Project Documents............................................................................................... 68
Appendix 3: List of submissions......................................................................................................... 69

Draft Report … Page ii

List of Illustrations
Illustrations reproduced here with permission:
By Pauline Miles
The Backyard
The Advocate
Pacific Highway
No My Dinner
Many Paths and Ways
Hang your Hat Up
Landscape
Insert further titles
By Tricia Blair
Insert titles
By Simon Marchment
Insert further titles

Draft Report … Page iii

Introduction
Consultations for the National Scoping Project, a project funded by the Commonwealth
Department of Health and Ageing, were conducted throughout the last half of 2009. A strong
desire was voiced for a new national mental health consumer organisation which is
independent, has a national focus, and is grounded in both grassroots and organisational
experience and knowledge.
A vision is growing of a new organisation leading the way and providing national leadership
through the promotion of a positive and well regarded organisational image which
demonstrates competence, integrity and performance and enables the membership to work
together, wherever they be located in this large nation. Envisaged is an organisation which
develops its member base through strategies such as mentoring, education and training,
information provision and exchange and involvement in the organisation’s working processes
and operations.
A high level of support was evident for an organisation which worked collaboratively with
others, conversed extensively with its members, had a diverse and inclusive membership
base and fulfilled a range of significant roles and functions.
Importantly, the organisation was seen as needing to focus on human rights and social
justice approaches to mental health consumer issues and interests through an all of
government and community approach to national issues and portfolio areas including
attention to the elimination of discrimination, service needs such as housing, employment,
education and training, income support, health, arts and recreation. An essential task from
the beginning is building a platform to engagement with groups that are often excluded from
grassroots mental health and well-being campaigns including Indigenous, culturally and
linguistically diverse, youth, older persons, dual disability and others.
Key areas of work identified for the new organisation included policy and research,
information provision and exchange, systemic advocacy and lobbying, supporting local
consumer organisations and consumer service development and assisting the sound

development of the mental health consumer workforce.
It will be important for the new organisation to clearly articulate its specific roles and
functions. In particular, for a new national mental health consumer peak, its focus of
advocating for systems change must be clearly distinguished from any expectation that it is
able to advocate for individuals in need. These individual advocacy processes are ones
which lie in the local service delivery area and one priority for the new peak might well be the
systems change which will enable this to happen more effectively.
This Draft Report builds on the earlier Discussion Paper and presents the ideas, preferences
and areas of consensus which emerged throughout the Project. Importantly, it outlines an
approach to organisational development which foreshadows a strong, viable and accountable
organisation based on good governance principles and reflecting the need for an organisation
which can deliver for and with mental health consumers nation wide.
This Report describes a fully mature organisation that will take a number of years to emerge.
During the time of its emergence it will need to devote substantial energies to the processes
of consumer engagement; relationship building with the community, government and others;
the establishment of exploitable opportunities for action through new funding streams and the
establishment of expertise; and importantly, on strategies which enable it to demonstrate a
competence to deliver.

Draft Report … Page iv

The stages through which a new and effective organisation must progress will include an
initial establishment phase in which the organisational essentials such as a membership
base, governance and legal arrangements, policies and procedures, initial operational
priorities, staffing and infrastructure are created and bedded down. Following this, it can be
envisaged that the organisation will need to review and further establish strategic priorities
over a longer-term timeframe. The organisation will need time to develop the ways to deliver
on its objectives, further build its membership base and expand and exploit its relationships
with others. In essence, an organisation which aims for continuous improvement will always
be looking for the next step in keeping itself focussed on reaching its full potential.
Our thanks to the Project’s Expert Reference Group comprising Isabell Collins, Janet
Meagher, Nathan Frick, Julie Anderson, Michael Burge, Jann McMahon, Lorraine Powell,
Desley Casey, Neil Cole, Mitchell Wall for their support, advice and the benefit of their
experience.
And finally our thanks to the hundreds of people who journeyed with us throughout the
Project, who shared with us their ideas, vision, experience and expertise and who also
opened their minds to the diverse views of others. The new organisation will be all the
stronger for this shared journey.
The Project Team looks forward to receiving your feedback to this Draft Report.
LEANNE CRAZE
Bungendore, January 2010

Draft Report … Page v

Rights Free Body

Civil liberty freedoms
Express rights
Rights ought to be
Right and even feel a bit right
Metal health rights

Have come a long way
And have
A long way to travel
Rights
And freedoms
Cost
Don’t be had!
Rights are
Made to cherish
Cherish
Freedoms too. Don’t complain too much
The freedom to
Pick up a pencil
Depends on how many there are
And who
Freedoms
Rights
Liberties and hopes, dreams
mean something in mental health

Mental health
Has an air of health about it
Balanced rational and intuitive
Intelligent and investigatory
Rights
Are
Right
So.
Practice
Them
Practice
Makes perfect
Love is
A freedom
With
Wings. Om! Ta for listening!
Lisa Bell

Draft Report … Page vi

Executive Summary and Recommendations

Introduction
Consultations throughout the National Scoping Project revealed a strong desire for a new
national mental health consumer organisation which is independent, has a national focus,
and is grounded in both grassroots and organisational experience and knowledge.
A vision is growing of a new organisation leading the way and providing national leadership
through the promotion of a positive and well regarded organisational image which
demonstrates competence, integrity and performance and enables the membership to work
together, wherever they be located in this large nation. Envisaged is an organisation which
develops its member base through strategies such as mentoring, education and training,
information provision and exchange and involvement in the organisation’s working processes
and operations.
Key roles
A high level of support was evident for an organisation with a diverse and inclusive
membership base which worked collaboratively with others and communicated extensively
with its members. Key roles specified include:
• Achieving change;
• Changing minds;
• Participation leadership; and
• Sector development leadership.
Importantly, the organisation needs to focus on human rights and social justice approaches to
mental health consumer issues and interests. Action will be required to eliminate

discrimination in key areas including housing, employment, education and training, income,
health and access to quality services. An essential task from the beginning is building a
platform to engage with groups that are often excluded from grassroots mental health and
well-being campaigns including Indigenous, culturally and linguistically diverse, youth, older
persons and dual disability.
Key areas of work identified for the new organisation included policy and research,
information provision and exchange, systems advocacy and lobbying, supporting consumer
service development and assisting the sound development of the mental health consumer
workforce.
It will be important for the new organisation to clearly articulate its specific roles and
functions. In particular its focus of advocating for systems change must be clearly
distinguished from any expectation that it is able to advocate for individuals in need. These
individual advocacy processes are ones which lie in the local service delivery area. One
priority for the new peak might be systems change enabling local advocacy processes to
happen more effectively.
Recommended organisational model

The option for which there is greatest support and which seems most capable of uniting
mental health consumers in Australia is the hybrid model peak. This peak of consumer

Draft Report … Page vii

leadership and expertise will comprise a hybrid voting membership of: individuals; nationally-
based and state-based mental health consumer organisations; and other mental health
consumer organisations, groups and networks.
This more complex membership arrangement will best be supported within a legal entity
framework of ‘company limited by guarantee’ with a small expertise-based Board. The
following Board structure is recommended:
• two positions reserved for nomination and election by individual members;

• two positions reserved for nomination and election by organisational members;
• three or four positions nominated and elected by special interest advisory groups
on a rotating term of tenure e.g. Indigenous, CALD, youth, older persons, dual
disability, forensic, rural and remote, families and relationships; and
• up to three additional positions for persons appointed by the Board on the basis of
specialist knowledge and expertise required by the Board, for example,
chairmanship, financial management, business, community profile, legal and
governance.
The potential benefits associated with a national organisation of this nature are:
• its inclusiveness of all elements of the mental health consumer sector and
movement;
• the strengths and resources arising from the merging of the expertise and
networks of organisational members with the lived experience and knowledge of
individual members;
• its focus on ensuring diversity through ensuring a role for special interests at the
board level as well as in the work of the organisation; and
• the capacity to co-opt specialised expertise on to the Board.

Envisaged is an organisation in which members contribute to decision making and policy
development through national conventions and member forums. Through forums of this
nature members will be able to provide advice to the Board.
Members will also be able to contribute through participation in an advisory committee

structure covering special interest groups such as Indigenous, CALD, youth, older persons,
dual disability, rural and remote and families and other groups in due course.
The organisation’s programs will also be reliant on member input and advice.
Members will be eligible for election to the board and appointment to standing committees.
Resourcing
Resourcing in the form of seeding funding will be required to support the establishment phase
of the new organisation.
Realistic and appropriate ongoing core funding is required to:
• invest in sound governance;

• enable the appropriate employment of staff;

Draft Report … Page viii

• enable the organisation to have a national presence; and

• ensure that the new organisation can carry out its primary roles and functions.
As the new organisation establishes itself, it will need to seek and obtain project funding to
support its capacity for early achievement in areas of high concern to consumers nationally.
Getting started
The stages through which a new and effective organisation must progress will include an
initial establishment phase in which the organisational essentials such as a membership
base, governance and legal arrangements, policies and procedures, initial operational
priorities, staffing and infrastructure are created and bedded down. Following this, it can be
envisaged that the organisation will need to review and further establish strategic priorities
over a longer-term timeframe. The organisation will need time to develop the ways to deliver
on its objectives, further build its membership base and expand its relationships with others.
In essence, an organisation which aims for continuous improvement will always be looking for
the next step in keeping itself focussed on reaching its full potential.
The consultation stressed the need for this establishment phase of the new organisation to
be transparent and open. The Project Team recommends the engagement by the
Department of Health and Ageing of a suitably qualified and experienced consultancy group
to support the establishment of the new organisation throughout the first 18 months and
ensure its ongoing viability.
Timeframes
Pending ministerial approval, it is envisaged that an appropriate consultant to guide the

establishment phase will be appointed within the first six months of the next phase. It is
envisaged that the new organisation will be launched as a legal entity during the second half
of the first year of the establishment phase and that the organisation could be open for
business by the close of this first year. From this point, the new organisation would slowly

but steadily take shape. It is envisaged that by the end of the 3rd year, the new organisation
could have a full board and a full compliment of staff and could have commenced each of its
four roles.
Managing expectations
This Report describes a fully mature organisation that will take a number of years to emerge.
During the time of its emergence the new organisation will need to devote substantial
energies to the processes of consumer engagement; relationship building with the
community, government and others; the establishment of exploitable opportunities for action
through new funding streams and the establishment of expertise; and importantly, on
strategies which enable it to demonstrate a competence to deliver.
Managing expectations will be a major challenge confronting the new organisation in its early
years. So much will be expected of it by so many different groups of people and
stakeholders. Many demands will be made and there will be a long list of tasks requiring the
attention of and action by the new organisation ‘yesterday’. It is important for the new
organisation to not press panic buttons during this stage. Nor should it try to be ‘all things to
all people’. Starting points are essential and must be articulated.
It is recommended that in the first three years of the organisation’s life that it gives priority to
progressively building its organisational framework, culture and membership as well as
establishing the roles of ‘Achieving Change’ and ‘Changing Minds’.

Draft Report … Page ix

Recommendations
Section 1 - Purpose of the new peak
The broad purpose for the new peak is to bring together a diversity of mental health
consumers and mental health consumer organisations and groups enabling them to work
collaboratively towards achieving a shared national vision leading to improved quality of life,
social justice and inclusion.
Section 2 - Language and meaning of ‘mental health consumers’
In the first instance, the voting rights of members of the new organisation, whether they be
individuals or organisations, be restricted to those identifying as ‘mental health consumers’ or
mental health consumer run organisations and groups.
Once the organisation is operational, that safe and respectful discussion and debate is
enabled about language and meaning related to the concepts of ‘mental health consumer’
and ‘lived experience of mental illness and mental health issues’.
Section 3 – Roles
Role One: Achieving Change
To advocate for change through the provision of national independent advice, including to
government, on issues, policies, practice and services affecting the lives of people with
mental illness
Role Two: Changing Minds
To engage the community in breaking down stigma, preventing discrimination and promoting
a positive understanding of people experiencing mental illness and mental health issues

Role Three: Participation Leadership
To provide national leadership on mental health consumer engagement and participation
Role Four: Sector Development Leadership
To provide national leadership on mental health consumer organisation and service

development
Section 4 - Key work areas of the new peak
Corporate management
• Financial Management
• Administration
• Human Resource Management
• Governance Support
• Occupational Health and Safety

Draft Report … Page x

• Communications Strategy
• Information Technology and Information Management
• Evaluation and quality framework
Programs
• Policy and Advice

• Research
• Information and resource development
• Member and Sector Engagement and Development
• Media and Community Engagement
• Partnerships and Collaborations
• Provision of Consultancy Services
Section 5 - A model for the new peak
The new peak be a peak of consumer leadership and expertise comprising a hybrid voting
membership of:
• Individuals;
• Nationally-based and state-based mental health consumer organisations; and
• Other mental health consumer organisations, groups and networks.
Establishing a system of non-voting associate membership will enable a diverse range of

organisations and individuals to demonstrate their support of the organisation.

Appointment, as appropriate, of patrons and / or life members in recognition of outstanding
support to the Australian mental health consumer movement.
The new organisation once it is established and when appropriate to do so, explores the
possibility and viability of establishing processes and structures for enabling the emergence
and development of local, regional and state branches.
Section 6 - The new organisation’s position
The following key characteristics comprise a starting point for positioning and defining the
unique role of the new organisation:
• It is a national community based, non-government organisation;

• It is an independent and autonomous organisation;
• It is an organisation run by mental health consumers;
• It is an organisation representing the interests of mental health consumers;
• It provides policy advice directly to the Australian government and advocates for
change throughout the community to improve the health outcomes and quality of
life for people experiencing mental illness;
• It reports to and is accountable to mental health consumers Australia wide; and

Draft Report … Page xi

• It is also accountable to its funding body(ies) for the performance of contractual

arrangements and the acquittal of funds.
The new organisation demonstrate from its commencement a respect for the importance of
the role of all key stakeholders and a commitment to working in partnership and collaboration
with all parties.
Section 7 - Organisational framework
The organisational framework recommend is one which seeks to ensure:
• The centrality of members within the organisation;

• The accountability of the Board to members;
• The accountability of the CEO to the Board for the performance of the
organisation;
• The accountability of all staff and all programs through the CEO to the Board;
• The participation in the decision making and work of the organisation of a diversity
of members through the progressive establishment of Advisory Committees;
• The participation in the decision making and work of the organisation of mental
health consumers nationally and in each state and territory through a planned
program of member forums and conventions.
Section 8 - Legal entity
The new organisation be established as a company limited by guarantee.
Section 9 – Ensuring good governance
An expertise-based Board of no larger than 10-11 people.

A pre-requisite for board membership is demonstrated expertise and experience with
organisational governance.
A term of tenure of two years with half of the board positions being declared vacant each
year.
A Board member have only two consecutive terms before stepping down for at least one term
i.e. a maximum of four years.
A merit-based and transparent selection process is recommended for appointment to the

Board consisting of:
• The requirement that members nominate for appointment to the Board by

submitting applications based on key selection criteria, through which they
demonstrate the required competencies.
• Oversight and support of the nomination process by an independent Appointments
Committee of the Board.

Draft Report … Page xii

The Board may determine to advertise the call for applications/nominations both within and
without the organisation’s current membership or may elect to restrict the call for nominations
to the membership or to board nominees/members.
In the first instance, the Project Team recommends that the call for nominations for
appointment to the position of Inaugural Chair be advertised nationally.
• It is recommended that the new organisation invest significantly in the training,

support and professional development of all Board members.
• It is recommended that the Chair has lived personal experience of mental illness
or mental health issues.
Board members be paid a sitting fee for attendance at Board meetings and other activities as
agreed and specified a by the Board and formalised in a schedule for each particular Board
member.
Sitting fees be linked to an appropriate Commonwealth Government standard e.g. sitting fees
for Ministerial or Departmental Advisory Committees.
The inaugural Board demonstrate a commitment to quality and ethical behaviour and practice
through the development and adoption of a Statement of Ethical Standards and a statement
of values for the organisation.
The establishment by the Board of the following Standing Committees:
• Finance Standing Committee

• Audit and Risk Standing Committee
• Board Renewal Standing Committee
• HR, OH&S and Organisational Policies and Procedures Standing Committee

• Membership Standing Committee
• Grievance and Complaints Committee
• Organisational Accreditation and Performance Review Standing Committee
Section 10 - Getting the work done
All staff, Board Members, Advisory Committee members, Standing Committees and other
people as appropriate be required to sign the Code of Conduct Agreement.
Following a recruitment process consistent with best practice in the field of personnel
recruitment, that the best qualified and experienced person applying for the position of CEO
be appointed.
Human resource management policies of the new organisation demonstrate an emphasis on

recruitment of staff based on requisite skills, knowledge and experience and the appointment
of the best qualified applicant; an organisational commitment to staff training, development
and performance review; and the proactive encouragement of mental health consumers to
apply.

Draft Report … Page xiii

Advisory Committees be progressively established for special interest groups including

Indigenous, CALD, youth, older persons, alcohol and drug issues, rural and remote, and
families as a key corporate strategy for ensuring diversity and renewal.
In the first three years of the new organisation’s life that priority be given to establishing the
first three of the named committees.
The new organisation gives priority to ensuring the participation of members in the work of
the organisation by establishing a program of member forums nationally and in each state
and territory.
The new organisation give priority to establishing strategic partnerships to progress its
Changing Minds role as quickly as is possible and practicable.
The organisation invests significantly in technology and the necessary expertise given the
importance of technology to the new organisation’s communication capacity.
The new organisation gives priority to developing renewal strategies to enable a diverse and
growing membership to be sustained.
The new organisation establishes communication strategies encompassing those consumers

who do not seek organisational membership in order to decrease the risk of dependence on
the input of narrowly defined interest groups.
The establishment of an evaluation strategy involving a credible external evaluator which

focuses on the reporting of achievements against key performance indicators and the
continuous monitoring and ongoing development of strategic planning instruments.
The organisation demonstrates leadership in being an organisation committed to

development, growth and quality by establishing a quality assurance framework and by
pursuing appropriate accreditation.

Section 11 - Making sure the organisation does the best it can
The new organisation demonstrate leadership in ensuring a safe and respectful organisation
which values and accepts diversity and difference.
The new organisation demonstrates leadership in promoting and safeguarding a just, ethical
and socially responsible organisational culture.
Strategies for the development and deployment of mentors, ambassadors and champions will
be established as a matter of priority.
The new the organisation develops communication strategies for reaching and engaging with
the many mental health consumers who will not seek to be directly involved with the new
organisation and its work.
The new organisation embeds evaluation and performance monitoring in its work to ensure it
is an organisation that is constantly improving.

Draft Report … Page xiv

Section 12 - The establishment phase
The Department of Health and Ageing engage a suitably qualified and experienced
consultancy group to support the establishment of the new organisation throughout the first
18 months and ensure its ongoing viability. Emphasis be given in the first 18 months to:
• establishing the organisation’s identity and membership;

• developing an organisational policy framework;
• initiating the organisation’s work; and
• establishing development, review and performance monitoring mechanisms.
An implementation plan and process be established under the initial guidance of a Reference
Group appointed following a call for Expressions of Interest nationally.
Additionally, that this implementation plan and process identify an appropriate time and
mechanism for t ransference of this oversight responsibility to an interim Board of
Management.
Section 13 - Timeframes
In the first year of the establishment phase priority be given to launching the organisation as
a legal entity and commencing operations.
Section 14 - Managing expectations and starting realistically
In its first three years priority is given by the new organisation to establishing the roles of
‘Achieving Change‘ and ‘Changing Minds’ as well as progressively building its organisational
framework, culture and membership.
Section 15

Realistic and appropriate ongoing core funding be provided to invest in sound governance, to
enable the appropriate employment of staff, and to enable the organisation to have a national
presence and to ensure that the new organisation can carry out its primary roles and
functions.

Draft Report … Page xv

1. Purpose of the New Peak

There is wide support for a new national mental health consumer organisation which is
independent, has a national focus of advocating for system change through a national
voice which is grounded in both grassroots and organisational experience and
knowledge.
The proposed purpose of the new peak is to bring together a diversity of mental health
consumers and mental health consumer organisations and groups enabling them to
work collaboratively towards achieving a shared national vision leading to improved
quality of life, social justice and inclusion.
Purpose of the new peak
Recommendation:
The broad purpose for the new peak is to bring together a diversity of mental health
consumers and mental health consumer organisations and groups enabling them to work
collaboratively towards achieving a shared national vision leading to improved quality of life,
social justice and inclusion.


2. Who are mental health consumers

Views about the definitions and language to be used to describe who the new peak is
for have varied across Australia. Many people expressed their dislike of the term
‘mental health consumer’ but were unable to suggest an alternative term that in the
Project Team’s view holds currency nationally.
‘We all hate the term, always have but what else can we call ourselves.’ (Darwin)
‘You feel bad because you are viewed as a consumer, someone who is consuming,
who is passive, who is a sponge, who just keeps on taking rather than someone
who is giving, working hard and putting in the hard yards to recover and stay
well.’ (Adelaide)
‘The term consumer is not a good one for me as I have an eating disorder and
consuming gets me into trouble.’ (Perth)
‘I have long been uneasy with the term but my unease was heightened recently
by a conversation with a taxi driver (the everyday litmus test of all weighty
matters) who asked me what I did. When I told him that I was a mental health
consumer consultant, he looked quizzical and said “consumer hey, that’s not a
very nice term, it’s a horrible term, does it mean that a person just consumes ...
you know, no give all take. I’m no expert but I’d want to be called something
different’ (TheMHS)
Whilst understanding and acknowledging the concerns of others some spoke in

defence of the term ‘consumer’.
‘The term consumer has been used effectively in Australia. In particular, it has
been used to raise awareness and acknowledgement of people with mental illness
as people with rights, human rights, as well as rights by reason of their use of a
particular range of services. It has also been used to highlight the importance of
consumers exercising their rights and demanding that their rights be respected

and observed.’ (Expert Reference Group)
Terms suggested during the consultation included a person with a ‘psycho-social

disability’, ‘mental health survivor’ and a ‘person living with mental illness’. However
many reported that they do not see their experience as equating to a disability or
necessarily illness. Nor did others want to be viewed as a ‘survivor’ considering the
term to have negative connotations. In absence of an agreed alternative, the majority
of people consulted encouraged the project team to remain with the term ‘mental
health consumer’ as the term seems to have the most clarity of meaning at this point in
time.
As to the questions of who ‘mental health consumers’ are or how they are to be
defined or not defined, there was significant disagreement. Definitions and meanings
differed according to a number of major factors including firstly; the part of the
consumer mental health sector in which a person finds themselves, e.g. youth, adult
and older persons, early intervention, acute care, public, private, voluntarily treated
and involuntarily treated; secondly, cultural background and traditions; and thirdly, a
person’s understanding and perception of the personal and social impacts of their
mental health experience.
Among Indigenous communities, CALD communities, the youth mental health sector,
older people and people living in rural and remote areas there is a view that for them
the term ‘consumer’ often includes the person with the illness and those in their family


and community who play a key supportive role and who are also affected by their
illness. On the other hand, many others have put equally strongly to us that the term
‘consumer’ means the person, ‘personally’ and directly experiencing the mental illness
or issue for themselves. Some have argued that for the purpose of membership, the
term ‘consumer’ should include the criterion of a person being ‘seriously affected’. The
project team considers that a proviso of this nature would work counter to the aim of
promoting and valuing a diverse membership.
People also discussed the reality of their daily life and experience of being both a
‘consumer’ and a ‘carer’. They discussed the offence given when they have been
confronted with the demand ‘you must choose what you are’ for purposes of
participation. This group of people feel they are being asked to deny or put on hold a
major inter-woven aspect of their daily life.
It is recommended that, in the first instance, the voting rights of members of the new
organisation, whether they be individuals or organisations, be restricted to those
identifying as ‘mental health consumers’ or mental health ‘consumer run’
organisations. Clearly, criteria will be required to explain what is meant by a
‘consumer run’ organisation.
Further we recommend that once the organisation is operational, safe and respectful
discussion and debate is promoted about language and meaning both within and
without the organisation.
The new organisation must promote respect, understanding and open discussion of
the differing views and meanings. It is the Project Team’s conviction that in time a
consensus view will emerge which reflects the diversity of mental health experiences
in Australia including cultural perspectives and traditions.
Language and meaning of ‘mental health consumers’
Recommendations:

That in the first instance, the voting rights of members of the new organisation, whether they
be individuals or organisations, be restricted to those identifying as ‘mental health consumers’
or mental health consumer run organisations and groups.
Once the organisation is operational, that safe and respectful discussion and debate is
enabled about language and meaning related to the concepts of ‘mental health consumer’
and ‘lived experience of mental illness and mental health issues’.


3. Roles of the new peak

The major focus for a new national mental health consumer peak will be on advocating
for systems change. It is important that this focus is clearly distinguished from any
expectation that it is able to advocate for individuals in need. These individual
advocacy processes are ones which lie in the local service delivery area and one
priority for the new peak might well be the systems change which will enable this to
happen more effectively.
The key roles and benefits of the new national mental health consumer peak
organisation are outlined below. The way in which the new organisation prioritises
action on these roles will become a matter for strategic decision making and resource
allocation within the organisation.
Role One: achieving change
T O ADVOCATE FOR CHANGE THROUGH THE PROVISION OF NATIONAL INDEPENDENT ADVICE,

INCLUDING TO GOVERNMENT, ON ISSUES, POLICY, PRACTICE AND SERVICE DELIVERY AND
ACCESS
This role will, from time to time, include the provision of advice on a range of
matters including access to quality services and the policies, practices and service
needs affecting the lives of people with mental illness. (Expert Reference Group)
‘The new organisation needs to create and promote policies that prevent the next
generation who experience mental illness from going through the things I’ve had
to.’ (Melbourne)
‘The new organisation needs to help us get the services that actually work and
that we want to use because they work.’ (Toowoomba)

It is envisaged that this advice over time, will provide the Australian government and
others with the benefit of a single point of contact which enables a valid, cogent and
broadly unified and inclusive mental health consumer viewpoint (or viewpoints) on
policy and service delivery issues across whole of government portfolio areas.
Specific issues identified through the consultations included:
• human rights and the exercise of citizenship;

• stigma and discrimination;
• social justice and inclusion – rights, equity, access and participation;
• indigenous healing, mental health and social and emotional well-being;
• trauma and abuse recovery and support services;
• family, relationships and carers;
• mental health clinical services;
• community support services;
• independent living support;
• alcohol and drug issues;


• health and well-being, including equitable access to effective general health care
for people with mental health problems;
• service delivery and support for people experiencing co-existing conditions;
• sexuality;
• gender inequality;
• housing and homelessness;
• education and training;
• employment;
• security and adequacy of income;
• disability;
• arts, sports, recreation and leisure;
• family support and child development;
• rural and remote communities;
• youth;
• older people and aged care;
• veterans and the defence community;
• privacy and confidentiality concerns;
• people within the criminal justice system; and
• culturally and linguistically diverse communities.
The collective viewpoints articulated by the new organisation will be based on the
active and structured input of people with a lived experience of mental health issues
including identified special interest or needs groups. This will promote confidence in
the advocacy stances promoted. They will be presented from a clearly stated

philosophical and values base which emphasises human rights, the exercise of
citizenship and the principles and practices associated with recovery, social justice
and social inclusion.
Role Two: changing minds
T O ENGAGE THE COMMUNITY IN BREAKING DOWN STIGMA, PREVENTING DISCRIMINATION AND

PROMOTING A POSITIVE UNDERSTANDING OF PEOPLE EXPERIENCING MENTAL ILLNESS AND
MENTAL HEALTH ISSUES
‘I would like the peak to promote the abilities of people who have a mental
illness, our resourcefulness, our resilience, our talents and creativity and our
successes and achievements.’ (Bunbury)
‘My dream is that when people in the street see the new peak’s logo, they
recognise it, know what it stands for and say yes that’s a good organisation to
support because it is trying to make things better for people we know in our
homes, families, workplace ...’ (Adelaide)
‘Stigma is real. It is not just stigma from other people that affects me. It is also
the way I stigmatise my self… you know the self stigma that you battle with when
you first get that diagnosis or that first sense of being different. We limit


ourselves and then we also again limit ourselves when we view ourselves through
other peoples’ eyes.’ (Ryde)
‘Sometimes we need to change minds through a process similar to a slow dripping

tap, other times we need to turn the tap on full bore’. (Expert Reference Group)
People discussed their experience of stigma as being the negative and limiting
attitudes and understandings held by themselves and others. Discrimination was
understood as what happens when people act inappropriately on those negative
viewpoints. People viewed stigma and discrimination as the biggest barriers to
recovery.
Stigma and discrimination were seen as issues which must be addressed separately
and together by the new organisation. The organisation has a unique role to play to
break down stigma and discrimination by harnessing and empowering the lived
experience of those who have been directly affected. The starting point is promoting
acceptance of difference. Success will be demonstrated when people experiencing
mental illness feel like ‘everyone else’, feel included and are actively involved in
shaping their own lives and the well-being of the community in which they live.
Starting at home, the new peak will promote a positive understanding of people with
mental illness and their lived experience through building and modelling an
organisational culture of excellence. Specific elements considered essential to the
new organisation’s development include a focus on a just culture, an ethical culture
and a socially responsible culture.
The operation of a new mental health consumer peak according to these cultural
parameters will, of itself, provide a direct and visible challenge to many of the myths
and discriminatory viewpoints currently associated with the lived experience of mental
illness. Additionally, the new peak and its members will seek to engage with and
establish positive and proactive working relationships with the broad range of key
stakeholders of importance in the field of mental health and well-being including
through the engagement of persons of influence in the community.

The benefits seen as flowing from this cultural perspective and practice include the
development over time of greater community understanding and acceptance of the
lived experience of mental ill health, of more positive and productive policy, viewpoints
and practice frameworks amongst policy makers and service providers, and the
elimination of all forms of discrimination.
Role Three: participation leadership
TO PROVIDE NATIONAL LEADERSHIP ON MENTAL HEALTH CONSUMER ENGAGEMENT AND

PARTICIPATION
‘By being an authority on consumer participation the new organisation can help
to make a better path for people than the path I have walked.’ (Castlemaine)
Leadership will be provided in the modelling of effective mental health consumer

engagement and participation processes including:
• providing beneficial insights into good participatory practice;

• establishing an engaged and proactive mental health consumer community;
• providing advice on strategies and processes for embedding the consumer voice
in defining and shaping knowledge, practice and service delivery; and


• providing advice on strategies and processes for enabling innovation, new insights
and the emergence of new service types and models through consumer
participation.
It is envisaged that the new peak will establish broadly based structures and consumer
friendly strategies to enable inclusive participation in its operational and policy
development processes.
Additionally, the proactive engagement of interest from mental health consumers from
outside of the organisation’s membership, community members, government and
other key stakeholders important will be targeted through a range of innovative
strategies. Strategies envisaged here might include the innovative use of technology
and the operation of mentoring, ambassador and champions programs.
Role Four: sector development leadership
TO PROVIDE NATIONAL LEADERSHIP ON MENTAL HEALTH CONSUMER ORGANISATION AND

SERVICE DEVELOPMENT
‘We are all doing things differently but despite this we often end up making the
same mistakes. This group sets up, then folds, another group sets up and makes
the same mistake. The new national organisation can help by developing some
guidelines and resources, so fledging organisations thrive and grow.’ (Perth)
‘Consumer organisations are showing that they can develop new types of recovery
and support services that are staffed by consumers. These services do work. We
know they do, but that is not enough. The new organisation has a role to play in
promoting the evaluation of these new services and then making sure the lessons
learned about what works, what doesn’t work, for whom, when and why become
incorporated into mental health knowledge and practice.’ (Sydney)
Leadership will be provided through the development and provision of information,

guidelines and resources to assist mental health consumer organisations and groups

to establish and operate in an effective and sustainable manner. This will have the
important benefit over time of demonstrating the viability and efficacy of mental health
consumer organisations, peer support, symptom management, self-help initiatives and
other consumer initiated new service types, recovery services and community and
professional education.
This leadership in relation to consumer organisation can be expected to have

employment benefits both directly, and through the demonstration and modelling of
effective employment participation practices and achievement. It is envisaged that the
new peak will provide leadership to support the continued establishment, growth,
development and diversification of the mental health consumer workforce.
This workforce and the strategies required to support it can be identified in two
separate categories. That is:
• the large numbers of people in the general workforce or struggling to obtain

access to it as a consequence of their individual mental health issues; and
• those mental health consumers who are engaged in or who might wish to be
engaged in the provision of peer support, consumer advocacy or other work-force
roles within the mental health workforce across health, disability and community
service sectors.


The new national mental health consumer peak would directly address the
requirements for mental health consumer workforce development through the
establishment of national policy guidelines, standards and other resources to support
good practice in mental health workforce development, peer leadership and
participation as peer workers.
Role One: Achieving Change
Recommendation:
To advocate for change through the provision of national independent advice, including to
government, on issues, policies, practice and services affecting the lives of people with
mental illness
Role Two: Changing Minds
Recommendation:
To engage the community in breaking down stigma, preventing discrimination and promoting
a positive understanding of people experiencing mental illness and mental health issues
Role Three: Participation Leadership
Recommendation:
To provide national leadership on mental health consumer engagement and participation
Role Four: Sector Development Leadership

Recommendation:
To provide national leadership on mental health consumer organisation and service
development


4. What would be the ke y areas of work for the new

organisation?
‘The new national organisation needs to make sure people in Canberra and
wherever else decisions are made about us, understand what life is like when you
have just come out of hospital, have nothing much in the fridge, nothing much to
do and can’t even read the Centrelink form let alone fill it in …’ (Batemans Bay)
In view of the roles identified in Section 3, the key work areas the new organisation
would undertake include:
• Corporate Management
- financial management
- administration
- human resource management
- governance support
- occupational health and safety
- communications strategy
- information technology and information management
- evaluation and quality framework
• Programs
- policy and advice
- research
- information and resource development
- member and sector engagement and development

- media and community engagement
- partnerships and collaborations
- provision of income generating consultancy services (e.g. advice, training and
support to private enterprise and government bodies seeking to benefit from
consumer participation or the implementation of consumer employment
policies and procedures)
Examples of activities that will be undertaken by the organisation on any given day
could include the following.
• researching issues that affect or are of concern to consumers e.g. monitoring

consumer appraisal of policies, initiatives and services including the
implementation of the 4th National Mental Health Plan.
• researching consumer determined support, run and initiated services e.g.
reviewing and evaluating the effectiveness of peer support, symptom management
strategies, wellness and recovery services.
• communicating with and working with members on pressing issues and the
development of nationally-based strategies and tactical responses; e.g.
discrimination, housing and employment.


• undertaking proactive and reactive advocacy e.g. preparation of submissions to

inquiries and reviews and reporting on the consequences for consumers of actual
or proposed policy and program changes by government or in the community.
• assisting the promotion of and the sound development, training, education,
employment and support of the mental health consumer workforce.
• promoting policy positions throughout the sector as well as by directly lobbying
relevant ministers and departments and other agencies.
• using the internet and technology innovatively to assist consumers to exchange
information, debate questions and issues and learn from each other both within
Australia and internationally.
• using the internet and technology innovatively to enable people experiencing
mental health issues to be actively participate in the decision making and work of
the organisation.
• engaging with media and the community about consumer viewpoints and concerns
with the aims of raising awareness of, and changing attitudes towards, mental
health and creating a mentally health Australia.
• providing guidance and resources which assist mental health consumer
organisational and service development e.g. guidelines on employment policies,
guide to sound governance in a mental health consumer organisation; resources
to support effective cultural change in organisations.
Another key area of work will be collaboratively undertaking projects which have or
demonstrate direct impact on issues of concern to consumers e.g. a trial of personal
health budgets and self-directed wellness and recovery plans as a way for people with
long term conditions to manage their care and support needs.


Key work areas of the new peak
Recommendations:
Corporate management
§ Financial Management
§ Administration
§ Human Resource Management
§ Governance Support
§ Occupational Health and Safety
§ Communications Strategy
§ Information Technology and Information Management
§ Evaluation and quality framework
Programs
§ Policy and Advice
§ Research
§ Information and resource development
§ Member and Sector Engagement and Development
§ Media and Community Engagement
§ Partnerships and Collaborations
§ Provision of Consultancy Services


5. A model for the new peak

During the consultations there was wide ranging support for the establishment of a
new national mental health consumer organisation from individual consumers and
from mental health consumer organisations as well as from governments and service
providers.
Individuals and mental health consumer organisations and groups all expressed a
desire to not only be a part of the new organisations, but to be actively involved.
‘The new peak must operate on the big stage and I want to be a part of it.’
(Bunbury)
The new peak needs to have a sense of ownership from all around Australia. It
shouldn’t be seen as belonging to any one part of Australia or to any one group or
one set of organisations. Members need to have a sense of belonging and being
able to influence what it says and does.’ (Perth)
I want to be part of it. We need to be able to hang our hat up on its door and say
‘this is our organisation’ (TheMHS)
The primary purpose of a peak organisation is to be a national voice for the interests of
an identified sector, group or constituency. This is done through fulfilling a range of
identifiable functions - primarily systemic advocacy, lobbying and sector development
and member engagement and support and engagement of the broad and diverse
mental health consumer populations.
Having clarified the purpose of a peak organisation, a key question then asked during
the consultation was:
What would the new national mental health consumer organisation be a peak of?

Four different options emerged during the first phase of consultation and from the
research conducted to inform the project. The four options were:
• Model 1 A peak of peaks;

• Model 2 A peak of individuals;
• Model 3 A peak of organisations; and
• Model 4 A hybrid peak emphasising mental health consumer expertise and
leadership.
Each of these options were outlined in the Discussion Paper (November 2009) and
consulted upon and discussed in detail in the second phase of the project. The
options were developed to reflect the different views expressed during Phase 1.
During these initial consultations, some people and organisations expressed the view
that only individuals should be voting members. This view tended to reflect a mistrust
of organisations or a concern that larger mental health consumer organisations would
dominate. People were also concerned about the small number of mental health
consumer organisations nationally. That many of these organisations are minimally
resourced was a further concern.


Others put the view that only mental health consumer organisations and groups should
be voting members. Those expressing this view pointed to the failure of the previous
organisation which was based on individual membership alone. The argument was
put that the previous organisation’s failure to draw on the strength and resources of
mental health consumer organisations had undermined its viability.
A majority put a different view again. They argued the new organisation needed to be
inclusive and to draw on the expertise and experience of both individuals and
organisations alike and therefore should afford voting rights to both.
During second phase of consultations it became clear the ground had shifted. There
was now almost universal agreement that in order to maximise organisational
inclusion, strength and acceptance the new peak needed to have a voting membership
comprising both individual consumers and mental health consumer organisations.
The option for which there is greatest support and which seems most capable of
uniting mental health consumers in Australia is the hybrid model peak.
The option for which there is the greatest support is the hybrid peak.
This peak of consumer leadership and expertise will comprise a hybrid voting
membership of:
• individuals;
• nationally-based and state-based mental health consumer organisations; and
• other mental health consumer organisations, groups and networks.
This more complex membership arrangement will best be supported within a legal
entity framework of ‘company limited by guarantee’ with a small expertise-based

Board. The following Board structure is recommended:
• two positions reserved for nomination and election by individual members;

• two positions reserved for nomination and election by organisational members;
• three or four positions nominated and elected by special interest advisory groups
on a rotating term of tenure e.g. Indigenous, CALD, youth, older persons, dual
disability, forensic, rural and remote, families and relationships; and
• up to three additional positions for persons appointed by the Board on the basis of
specialist knowledge and expertise required by the Board, for example,
chairmanship, financial management, business, community profile, legal and
governance.
The potential benefits associated with a national organisation of this nature are:
• its inclusiveness of all elements of the mental health consumer sector and
movement;
• the strengths and resources arising from the merging of the expertise and
networks of organisational members with the lived experience and knowledge of
individual members;


• its focus on ensuring diversity through ensuring a role for special interests at the
board level as well as in the work of the organisation; and
• the capacity to co-opt specialised expertise on to the Board.
Other benefits include its national approach, the excluding of a focus on the politics of
state / territory based constituency interests and rivalry, and its emphasis on the ‘best
candidate’ selected through competitive democratic process. A further benefit is the
maximisation of buy in from each of the key sets of stakeholders.
Potential limitations inherent in this approach were thought by some to arise from the
more complex structure of the hybrid peak and its departure from the model of a peak
being an organisation which brings together like minded organisations. It must be
understood that the hybrid model knowingly and purposively departs from the more
traditional peak model. It does this to promote inclusion, diversity and membership and
organisational resources and strengths.
A further limitation raised was that the hybrid model would not ensure each state and
territory having a person from their jurisdiction on the Board. Some viewed not having
state branches from the outset a further limitation. To address this potential limitation,
the organisation will hold member forums in each state and territory at least once a
year. Additionally, a National Convention will be held where a larger cross-section of
members meet to debate the organisation’s guiding policy frameworks and to make
recommendations to the Board and the broader membership.
A system of associate membership is recommended as a mechanism to enable the

establishment and demonstration of broad support for the organisation as well as to
support the organisation’s partnerships with other key stakeholders and interested
individuals and groups.
It is also recommended that as appropriate the new organisation appoint patrons and/
or life members in recognition of outstanding support to the Australian mental health
consumer movement.

It is important to acknowledge from the outset that a healthy organisation’s
constitutions and structures are rarely static and often evolve over time. When
appropriate to do so, the establishment of local, regional and state branches are
possible future developments for this organisation. There was considerable support
during the consultations for regional and local branches to be developed over time and
once the organisation is soundly established. Mind Link UK is an example of a
national organisation in which local branches have evolved, flourished and increased
the strength and effectiveness of the parent organisation.


A model for the new peak
Recommendations:
That the new peak be a peak of consumer leadership and expertise comprising a hybrid
voting membership of:
§ Individuals;
§ Nationally-based and state-based mental health consumer organisations; and
§ Other mental health consumer organisations, groups and networks.
A system of non-voting associate membership.
Appointment, as appropriate, of patrons and/or life members in recognition of outstanding
support to the Australian mental health consumer movement.
That the new organisation once it is established and when appropriate to do so, explores the
possibility and viability of establishing processes and structures for enabling the emergence
and development of local, regional and state branches.


6. The positioning of the new national organisation

‘We can’t kid ourselves by thinking we can do this alone. We have to get real and
work with others and demonstrate the importance of our place and role. We
need to work with other major organisations so that they can support us in
lobbying to have our voice and views heard about the need for adequate funding
and for the types of services we need and want.’ (Darwin)
‘If we want the importance of our role and our contributions to be acknowledged,
we must also acknowledge the importance of the roles and views of other key
players.’ (Adelaide)
It is important to be clear about where this new national mental health consumer
organisation fits in the overall picture.
The starting point for understanding where this new organisation fits in is to reflect on
a number of its key characteristics:
• is a national community based, non-government organisation;

• is an independent and autonomous organisation;
• an organisation run by mental health consumers;
• an organisation representing the interests of mental health consumers;
• provides policy advice directly to the Australian government and advocates for
change throughout the community to improve the health outcomes and quality of
life for people experiencing mental illness;
• reports to and is accountable to mental health consumers Australia wide; and
• accountable to its funding body(ies) for the performance of contractual

With this starting point we can begin to understand how its role might differ from other
existing organisations.
The Australian government
Though it is envisaged that the organisation will have a direct reporting line to the
Department of Health and Ageing and the Minister, any policy portfolio of the
Australian government may seek advice from the new national organisation on issues
and policies affecting the lives of people with mental illness e.g. income support,
employment, housing, disability, transport, education and training, legal issues, arts
and recreation, and social inclusion etc. Similarly, the new organisation might seek to
promote its viewpoints across whole of government.
State and territory governments
Currently all state and territory governments are investing in mental health consumer
engagement and participation. Some states are in the middle of extensive reviews
and are seeking to further strengthen consumer participation. In NSW, SA, VIC, Qld,
and the ACT mental health consumer peak organisations are funded. Some are well
established whilst others, such as Queensland Voice, are in the early stages of
development.


Over and above state level participation and engagement, each state and territory
government contributes to the operation of the National Mental Health Consumer and
Carer Forum. State and territory governments, whilst welcoming the establishment of
a national mental health consumer organisation, do not want the work of the national
Forum to be undermined in anyway or duplicated. Nor would they like to see the
workload of their state mental health consumer peaks increased as a result of the
emergence of the new national organisation.
Once established, state and territory governments as well as state-based peaks would
be able to seek advice from the new national organisation as the need to do so arose
and partnerships and collaborations will also occur.
National Mental Health Consumer and Carer Forum (NMHCCF)
The National Mental Health Consumer and Carer Forum is the combined national
voice for consumers and carers. Its membership includes one consumer and one
carer representative from each state and territory as well as one representative from
each of a number of national consumer and peak, non-government and private sector
organisations. Membership included the former Australian Mental Health Consumer
Network until it ceased operations.
With the imprimatur of the Mental Health Standing Committee of the Australian Health
Ministers’ Council, the states, territories and the Australian Government fund the forum
to provide the combined national voice and to develop and represent both consumer
and carer interests in mental health. In seeking consumer and carer representation on
its steering and project committees, the Mental Health Standing Committee seeks the
advice of the Forum. For this purpose, the Forum has worked hard to develop, support
and train a register of consumer and carer representatives.
Given the significant role and voice of the Forum, the Project Team recommends that
the Forum be eligible for membership of the new national mental health consumer
peak organisations and that the two organisations develop a close and effective
working relationship whereby they support rather than duplicate each other roles.

Private Mental Health Consumer Carer Network (Australia)
The Network was formed in 2002 to promote the interests of members of the
community requiring private mental health services. The vision of the Network is to
promote effective advocacy as the driving force behind all changes in mental health
services delivered in private sector settings. The Network is an integral part of key
policy and decision-making processes affecting many Australians. The Network
provides a strong voice for consumers, their families and the community. In sharing
the experience of mental health problems the Network addresses common issues and
encourages people to seek help.
The Network receives ongoing funding and support from Australian Medical
Association; Australian Private Hospitals Association; Australian Health Insurance
Association; Australian Government Department of Health and Ageing; beyondblue;
and the Royal Australian and New Zealand College of Psychiatrists.
The membership base of the network has grown significantly in recent years. It will be
important that the new organisation and this well established Network work closely
together to pursue the common interests and concerns of members.


State-based peak mental health consumer organisations
Currently, state-based peak mental health consumer organisations exist in NSW,

Victoria, Queensland, South Australia and the ACT. It is important that the new
national organisation and the state-based peaks form strong working relationships. It
is also important that the new national organisation doe not duplicate the roles and
activities of the state-based peaks. It is also important that the new organisation in
seeking to involve the members of the state-based peaks avoids imposing demands
on the staff and resources of the state-based peaks.
During the consultations people asked the question: ‘Can’t the existing state-based
mental health consumer peaks become state branches of the new national
organisation?’ This is not a simple question. Each of the existing state-based mental
health consumer peaks is an autonomous and independent organisation. If in the
future, the new national organisation were to make provision in its constitution for the
establishment of state and/or local branches, the boards and members of the state-
based peaks would need to consider this question for themselves in due course.
In the Project team’s view, state, regional and local branches are possibly something
that might evolve in the future. To try and establish branches now before the new
national organisation establishes itself and its credibility is a task that places too many
demands on the fledging organisation as well as the overstretched state peaks.
Establishing state branches at this point in time, might also lead to unnecessary
duplication, tension and difficulties.
State-based or regionally-based Consumer Advisory Groups

(CAGS)
Whilst in some states and regions CAGS have been dismantled, in many parts of
Australia, the concept of CAGS remains strong and well supported by governments,
mental health clinical services and community mental health service providers. Some
CAGs comprise of consumers only whilst others include carers as well. Many CAGs

have expressed a strong desire to be a part of the new national organisation.
The Project Team recommends that if a CAG can demonstrate that consumers have a
significant role and voice in its decision making structure and processes, they be
eligible for membership.
CAGs and the new national organisation must be close partners.
Other mental health consumer groups and networks
In recent years there has been significant growth in the number and diversity of mental
health consumer organisations, groups and networks around Australia. Some are
nationally based or endeavouring to be so. Others are state-based and focused on a
particular disorder or interest. Whilst yet others are regionally and locally-based and
are seeking to provide a locally accessible avenue for consumers to express their
views and to contribute to achieving change. The membership criteria of the new
organisation will need to be drafted with an understanding of the diversity of the mental
health consumer movement in Australia.


Mental Health Council of Australia
The Mental Health Council of Australia is an inclusive non-government peak

organisation of mental health interest groups including for profit and not for profit
organisations, professional associations, service providing organisations, academic
and research institutes, state based community mental health peak councils and other
peak organisations.
The new national mental health peak organisation could apply for membership and
qualify for membership of the MHCA.
The Council and the new national mental health consumer peak organisation would be
key strategic partners.
Mental health carers and their organisations
The views of carers are frequently strongly aligned with those of consumers in the
Australian mental health sector. There was strong support throughout both phases of
consultation for the new organisation viewing mental health carers and their
organisations as key strategic partners. A close working relationship will add strength
to the voice and resources of the new organisation.
Consumers Health Forum of Australia
Consumers Health Forum of Australia (CHF) is the national body representing the
interests of Australian healthcare consumers. CHF works to achieve safe, quality,
timely healthcare for all Australians, supported by accessible health information and
systems. The new peak organisation should have a strong relationship with CHF.
The new organisation would be eligible to apply for voting membership of CHF, which
would entitle it to a broad range of resources and materials accumulated over the
twenty two years in which CHF has provided an effective and respected consumer
voice in the Australian health landscape.

headspace
headspace provides mental and health well-being support, information and services to
young people and their families across Australia. Established and funded by the
Commonwealth Government of Australia in 2006, headspace is the National Youth
Mental Health Foundation. The people that work at headspace are providing solutions
for young people aged 12 to 25 years. ‘Our primary focus is the mental health and
well-being of all Australians. We know that getting help early is the key to resolving
these problems quickly.’ With 30 one-stop-shops, headspace has a range of youth
friendly health professionals who can help you with:
• general health
• mental health and counselling
• education, employment and other services
• alcohol and other drug services.
headspace has extensive networks with young people and will be an important player
in assisting the new organisation to engage young people of all ages and throughout
Australia.


Professional associations
The new national organisation should also establish working relationships with each of
the major professional associations in mental health including: Australian College of
Mental Health Nurses; Australian Association of Social Workers; Australian
Psychological Society; Royal Australian and New Zealand College of Psychiatrists;
Royal Australian College of General Practitioners; Dieticians Association Australia;
Australian Counselling Association; Australian Medical Association; Australian
Association of Developmental Disability Medicine; Australian College of Psychological
Medicine; Australian Neuroscience Society; Psychotherapy and Counselling
Federation of Australia; academia-based associations; and Pharmaceutical Society of
Australia.
Peak organisations in other health and community sectors
The new organisation would need to establish working relationships with peak
organisations in other health or community sectors of importance to the well-being of
mental health consumers. These areas will include but not be limited to consumer
health, alcohol and other drugs, disability, indigenous communities, multicultural
affairs, housing, homelessness and employment.
Community mental health peaks and state based peaks and their
membership
Each state and territory has an existing community mental health (non-government
organisation) peak. Nationally, there is a fledgling community mental health peak,
Community Mental Health Australia. Some mental health consumer organisations and
groups might simultaneously be members of these organisations as well as the new
national mental health consumer organisation. There will be areas in which policy
interests are similar and areas in which they are different.
It will be important for the new national organisation to develop strategic partnerships

with Community Mental Health Australia and each of the state / territory peaks. Many
of their member organisations will be interested in seeking membership of the new
national organisation.


The new organisation’s position
Recommendations:
That the following key characteristics comprise a starting point for positioning and defining
the unique role of the new organisation:
§ It is a national community based, non-government organisation;

§ It is an independent and autonomous organisation;
§ It is an organisation run by mental health consumers;
§ It is an organisation representing the interests of mental health consumers;
§ It provides policy advice directly to the Australian government and advocates for change
throughout the community to improve the health outcomes and quality of life for people
experiencing mental illness;
§ It reports to and is accountable to mental health consumers Australia wide; and
§ It is also accountable to its funding body(ies) for the performance of contractual
That the new organisation demonstrate from its commencement a respect for the importance
of the role of all key stakeholders and a commitment to working in partnership and
collaboration with all parties.


7. Organisational framework
‘We are passionate, we are talented but we must confront our fragilities, many
of which arise from our strengths. We must put in place measures that will help
to stop our fragilities and our passion from bringing us unstuck.’ (Perth)
‘We must realise that this is it folks. This is our last chance. We must make sure
the organisational structure and its checks and balances are sound and the best
they can possibly be.’ (Canberra)
The new organisation needs to be prepared to meet the critical importance of good
governance, which means that resources need to be invested in the governance process.
The new organisation also needs to acknowledge the importance of integrity and ethical
behaviour and practice and demonstration of this through a living organisational culture.
The new organisation needs to develop and demonstrate best practice human resource
management, financial management and administration for a challenging environment.
The new organisation must acknowledge the importance of recruiting and maintaining
suitably qualified and experienced staff that are then valued, supported, and encouraged to
develop professionally and personally within the organisation.
The consultations stressed the importance of the new organisation, honestly and
openly acknowledging both the strengths and challenges arising from being a mental
health consumer run organisation. Some key challenges arise from the varying levels
of wellness that will be experienced by key office bearers, position holders, other
members and staff. Added to fluctuation in wellness, are the stresses that arise from
the rigours of participating in and running a consumer organisation and the passion
that it takes to be there in the first place. It is important for the new national

organisation to thoroughly examine these tensions. A comprehensive package of
supports and resources, checks and balances, and policies and procedures must be
set firmly in place so that the organisation functions soundly and takes care of its
board, staff and members.
The following organisation diagram illustrates the Board’s accountability to members

and the accountability of the CEO, staff and work areas to the Board.
The organisational diagram also depicts the centrality of members to the

organisation’s operation and effectiveness.


The centrality of members
The following organisational diagram depicts an organisation in which members contribute to

policy development through national conventions and member forums which provide policy
advice and recommendations to the board.
Members will be eligible for election to the board.
Members will also be able to contribute through participation in an advisory committee

structure covering special interest groups such as Indigenous, CALD, youth, older persons,
dual disability, rural and remote and families and other groups in due course.
The organisation’s programs will also be reliant on member input and advice.
The board is constructed with reference to its functional capacity to deliver good
governance and oversight to the organisation’s operational arrangements which may
from time to time include the specific engagement of organisational support services to
ensure:
• effective management and governance;

• support and professional development for board members and staff;
• independent facilitation of policy and planning processes where required;
• the development and monitoring of ethical behaviour and practice.
Staffing requirements include high quality executive management (CEO), and

specialist staffing expertise in the areas of:
• corporate management
•

financial management
• administration
• human resource management
• governance support
• occupational health and safety
• communications strategy
• information technology and information management
• programs
• policy and advice
• research
• information and resource development
• member and sector engagement and development
• media and community engagement
• partnerships and collaborations
• provision of consultancy services (income generating services)


Initially, the organisational and management structure will be flat. It is envisaged that
as the organisation grows and develops, layers of management will be required to
ensure the effective and efficient operation and performance of program areas.


Organisational framework
Recommendations:
The organisational framework recommended is one which seeks to ensure:
§ The centrality of members within the organisation;

§ The accountability of the Board to members;
§ The accountability of the CEO to the Board for the performance of the organisation;
§ The accountability of all staff and all programs through the CEO to the Board;
§ The participation in the decision making and work of the organisation of a diversity of
members through the progressive establishment of Advisory Committees;
§ The participation in the decision making and work of the organisation of mental health
consumers nationally and in each state and territory through a planned program of
member forums and conventions.


8. Legal entity
Options for legal entity are an incorporated association, a company limited by
guarantee or an unincorporated group operating under the legal umbrella of another
organisation.
Important considerations identified through consultation discussion include the need

for an organisation which is independent, sustainable, and well governed through the
application of knowledge and skill. Other considerations included the wish for an
organisation which is able to provide leadership; to demonstrate expertise; and to be
representative of, engage with and deliver for, a range of consumer interest groups
and geographic locations without fear or favour. It has been emphasised that the
governing structure needs to be of a functional size and that qualification for
membership of the Board must include a broad knowledge and skill base including
business, financial, information technology, community and political knowledge and
skill, and an acknowledgement of individual ‘wellness’.
The benefits of incorporating as an association clearly include the simplicity and low
cost of establishment and the meeting of regulatory requirements. Model rules allow
for a simple governance framework to be established and a set of rules which are
tested in law and so not subject to serious interpretive challenge. The potential costs
associated with incorporation as an association could include limited regulatory
oversight and thus, possible failure to develop and maintain adequate internal
monitoring and accountability requirements.
Commentators frequently argue that the ‘limited by guarantee’ form of incorporation is

most appropriate for not-for-profit organisations given their mode of raising finances is
typically by way of subscription. Under the Commonwealth of Australia Corporations
Act, a company limited by guarantee is:
‘A company formed on the principle of having the liability of its members limited
to the respective amounts that the members undertake to contribute to the

company if it is wound up.’
Establishing and operating a company limited by guarantee comes at a slightly higher

financial cost but with greater accountability, operating and reporting requirements
than apply to an incorporated association. Benefits will be found in the fact that
governance and external reporting requirements are more rigorous than apply to an
incorporated association thus encouraging the maintenance of governance
arrangements which value expertise, knowledge and review.
As a result all members and other stakeholders will have greater confidence in
integrity and soundness of the new organisation.
Legal entity
Recommendation:
That the new organisation be established as a company limited by guarantee.


9. Ensuring good governance

Clarity about the role of the board and the role of staff
Bradfield and Nyland (2002:16) provide a succinct definition of governance as applied

to community organisations:
‘Governance, or “corporate governance”, is the process by which an organisation

is given direction, its activities monitored and controlled and its personnel held
to account. It is literally the ‘government’ of an organisation.’
Governance has also been described by the Australian National Audit Office (1991)
as:
‘... the processes by which organisations are directed, controlled and held to
account; encompassing observance and fulfilment of legal requirements,
accountability, authority, stewardship, leadership, direction and internal control;
influencing organisational purpose, values, culture, stakeholders and members
and modes of operation.’
The body responsible for the governance function is generally referred to as the
Board. Fishel (2003:4) defines the board as:
‘The governing body of the organisation, the group of people who have ultimate
accountability for and authority over the organisation, subject to the will of the
members.’
The role of the board is to govern the organisation. This requires it to have the
competence and expertise to:
• ensure legal and accountability requirements are fulfilled;

• encompass and promote the organisational culture and values;
• provide leadership, direction and internal control of the organisation’s internal
functions;
• ensure the organisation’s responsiveness to members and stakeholders and
exercise collective authority on their behalf.
In the managerial view, the board is regarded as the apex of a management hierarchy.
Ideas and practice from management are considered appropriate to governance also -
so board members should be chosen on the basis of both their expertise and their
contacts and networks, in order to add value to the organisation’s decision making
processes. In this approach, board members will require careful selection, induction,
training and team building to reinforce the organisational focus on building an effective
and productive organisation.
The board has to provide purpose, leadership and overall strategy, and it has the
responsibility of assuring the public that the organisation's finances are sound, its
operations are legal, and its procedures work.
It is important to distinguish the role of the CEO in charge of the organisation’s

management from the role of the board. The following lists help to distinguish
responsibilities.


Board responsibilities
Some of the Board responsibilities listed here are direct responsibilities whilst other
roles will require Board oversight.
• setting long-term goals

• having the final say when determining yearly and future objectives
• ensuring the mission of the organisation is adhered to
• approving and monitoring the budget
• approving major fund raising activities
• taking responsibility for the company's financial records
• evaluating programs, services, and products
• evaluating Board members and their performance
• employing the organisation's CEO, setting his / her compensation package and
evaluating his / her performance
• appointing new Board members and evaluating the Board's performance
• taking ultimate responsibility for all legal matters
• taking ultimate responsibility for compliance with regulatory requirements (e.g.
annual general meeting, annual returns, audit)
• appointing auditors and approving the audit of the records
• managing committees
• maintaining and building the organisation's public profile
• setting risk management framework
CEO and staff responsibilities

• providing information to the Board, including recommendations for action
• supporting the Board's planning function
• determining community needs
• operating programs and reporting on their successes and shortcomings
• preparing and managing the budget
• evaluating performance
• organising the organisation's events, fundraising activities, etc. once approved by
the Board
• proposing fundraising ideas
• managing volunteers and staff (other than the CEO)
• implementing Board decisions
• conducting day-to-day financial operations
• monitoring and managing daily operations
Joint responsibilities
• discussing ideas and forming long-term goals


• planning organisational strategies

• designing programs to achieve the group's mission
• ensuring risk management programs are implemented
• ensuring that achievements are recognised and documented
• promoting the organisation
A successful relationship between Board members and staff comes from:
• suitable processes, policies and procedures;

• clearly defined management roles;
• defined boundaries;
• clear limits to the authority of the staff; and
• a CEO whose performance is adequately monitored by the Board.
The above lists have been adopted from Our Community website - read more at their
website: www.ourcommunity.com.au.
Size of the Board
A functional board is of a limited size. The Project Team recommends a board no

larger than 10-11 people.
Expertise of the Board
The Board must comprise people with the expertise and experience required to
exercise its governance responsibilities. For this reason a skills and expertise-based
board is recommended.

Tenure of term and Board renewal
A term of tenure of two years is recommended with half of the Board positions being
declared vacant each year. Further, it is recommended that a member of the board
have only two consecutive terms before stepping down for at least one term i.e. a
maximum of four years.
It is therefore essential that the organisation has processes in place for Board renewal.
These processes might include:
• the early identification of potential board members;

• calling for expressions of interest and providing comprehensive governance
training for interested members;
• reserving specialist Board positions for direct appointment by the Board.


Nomination and election processes

‘A rigorous and transparent process should be undertaken for the recruitment of
board members and their tenure should be limited to a specific timeframe. Re-
elections should be limited to allow for the injection of new thinking, different
perspectives and a broad range of skills resulting in a modern and responsive
organisation.’ (Queensland Health)
All members will have the opportunity to nominate or be nominated for election to the
Board. The procedures and rules for nomination and election of the Board should be
transparent and clearly laid out in the new national organisation’s constitution.
The new organisation should state clearly the expertise and experience they require of
members considering nominating, establish a transparent nomination process in which
these criteria are openly addressed by applicants and reviewed through an audit
process in which applicants are subject to independently conducted testing of their
governance knowledge and skills as a transparent component of the nomination
process.
Thus, a merit-based selection process is recommended where members who

nominate for appointment to the Board submit applications based on key selection
criteria, through which they demonstrate the required competencies. A process
suggested by A Way Ahead Queensland involves the new organisation establishing an
Appointments Committee to scrutinize the process and to establish whether the
nomination satisfies the requirements of the selection criteria. This Appointments
Committee would be appointed by the Board and would comprise members who are
not on the Board, who are not nominees and who have demonstrated relevant
experience and who have been inducted and trained in the organisation’s relevant
policies and procedures. The Board should also reserve the right to make external
appointments to this Committee.
When there are more nominations adjudged to have met selection criteria than there
are positions available, then the final selection will be made by a postal ballot of the

appropriate membership constituency. The ballot will be overseen by an independent
returning officer and reported to the Annual General Meeting.
Provision for conduct of elections contained in the constitution must be consistent with
best practice in electoral procedure and include an independent returning officer and a
capacity for external auditing.
Policies and procedures must be established for Board nominees to appeal decisions
of the Appointments Committee.
The Appointments Committee will also oversee the implementation of the

organisation’s policies and procedures for nomination and appointment to Advisory
Committees. Given the importance of aligning this advisory structure with the roles
and work of the organisation, it is recommended that a member of the Board and the
CEO assist the Appointment Committees with selecting members for appointment to
the Advisory Committees.
Selection processes for the chairperson
As a result of consultations, the Project Team recommends a process for appointment

of the Board’s Chairperson by the Board which is consistent with best practice in the
field of personnel recruitment.


The following draft guidelines are proposed:
• A person appointed as Chairperson must at the time of nomination be an ordinary

member of the organisation.
• The outgoing Board will call for applications / nominations for appointment to the
position of Chairperson based upon key selection criteria and a role description
approved by the Board to meet the organisation’s needs over the forthcoming
period.
• The Board may determine to advertise the call for applications / nominations both
within and outside of the organisation’s current membership or may elect to restrict
the call for nominations to the membership or to board nominees / members.
• Appointment of the Chairperson is the prerogative of the incoming Board but must
be based upon review and assessment of candidates against selection criteria.
• Tenure of the Chairperson is for the duration of the incoming Board (i.e. until the
next Board election other than elections for the filling of casual vacancies).
• The Board may elect to dismiss its Chairperson by the procedures laid out in the
organisation’s constitution.
• In the event of a vacancy in the position of Chairperson occurring during the period
of tenure the Board may elect to fill this vacancy by deferral to an agreed Deputy
Chairperson or by an appointment process consistent with that outlined above.
Training and support of the Board

Training and support for the board is essential. Training and support will include:
• Specialist governance advice through an engaged management consultancy
service (e.g. Management Services Online);

• Regular training in governance for interested members;
• Compulsory induction training in governance for the Board;
• Compulsory induction training in meeting procedure and ethical decision making
and practice;
• A program of ongoing training for the Board;
• The availability of specialist debriefing, professional supervision and support
services for board members accessed through procedures for identifying,
acknowledging and supporting people through periods of ill-health as well as for
dealing with the rigours of board membership; and
• Investment in professional development opportunities for Board members during
their tenure including, e.g. undertaking the Directorship Course of the Australian
Institute of Company Directors.
Conduct of Board meetings
Board meetings are to follow standard meeting procedure. Board members will be
trained in those procedures.
Rules will be established for the early distribution of Board meeting materials.


It is recommended that each sitting Board member have access to the assistance of
an independent management consultancy service for confidential discussion and the
canvassing of advice about Board processes and issues.
Commitment to quality and to integrity and ethical behaviour and

practice
The inaugural Board will ensure the development and adoption of a code of conduct
and a statement of values for the organisation. Each new Board member must sign an
agreement with the organisation to abide by the Statement of Ethical Standards.
The Board will also establish a calendar of scheduled processes for both self-
assessment and external assessment of the Board’s performance including from time
to time an audit of Board skills.
The Board has an important role in establishing a culture of responsibility, marked by

participation in accreditation processes as appropriate, the provision of appropriate
support and professional development to staff and the promotion of integrity and an
ethical culture within the mental health consumer movement.
Payment of Board members
The Project Team recommends that Board members be paid a sitting fee for
attendance at Board meetings and other official activities as specified in a schedule of
activities approved for each Board members and agreed by the Board.
Sitting fees should be linked to an appropriate Commonwealth Government standard

e.g. sitting fees for Ministerial or Departmental Advisory Committees or as specified by
the Commonwealth Remuneration Tribunal.
Reimbursement of expenses whilst undertaking Board duties must be on an equal

basis to that applied to staff of the organisation.
Standing Committees of the Board
Establishing Standing Committees of the Board in a selection of key areas will assist
to strengthen the new organisation’s governance. Members as well as independent
people with relevant expertise might be co-opted or asked to apply for position on the
standing committees. The Standing Committees would report to the Board at each of
its meetings. The new organisation will establish consider establishing Standing
Committees in the following areas.
Finance Standing Committee - to monitor and review the finances, financial

management and financial reporting of the organisation.
Audit and Risk Standing Committee - to establish the internal audit program and to
oversight the work of the internal and external audits.
Board Renewal Standing Committee – to promote interest among the membership

in becoming a Board member and undertaking training and mentoring; actively seek to
nurture diversity on the board and enure that the special needs of representatives on
the Board from disadvantaged groups are met; determine selection criteria for board
members; prepare necessary forms and templates e.g. statement of Board member
roles and responsibilities, Board nomination form, Board members agreement,


statement of conflict of interests etc; develop a prospective board member kit; develop
an induction kit and program for new Board members; review nominations and
applications for Board membership and where necessary provide feedback; review
Board induction, training, supports and services etc.
HR, OH&S and Organisational Policies and Procedures Standing Committee – to

ensure that all appropriate Human Resource Management and Occupational Health
and Safety policies and procedures and practices are in place and to ensure that the
organisation’s Code of Conduct and Statement of Values are actively adhered to
within the organisation.
Membership Standing Committee – to provide leadership and to review measures

that are being taken by the organisation to promote diversity among the membership;
to guide and review the support and services being provided by the organisation to
members.
Grievance and Complaints Committee – to review, address and report on

complaints and grievances from staff and members as per the organisation’s relevant
policies and procedures.
Organisational Accreditation and Performance Review Standing Committee – to

drive the organisation’s quality performance and evaluation agenda.
It is possible that some of the roles of the some of the recommended Standing
Committees could be combined or absorbed into the Board’s general business as
ongoing standing items on its Agenda.
The Board is responsible for determining how and when Standing Committees meet.
In practice, Standing Committees might incorporate more than one area of focus with
the exception that the Finance Standing Committee and the Audit and Risk Standing
Committee must be established as separate bodies with no cross-over of personnel.


Ensuring good governance

Recommendations:
An expertise-based Board of no larger than 10-11 people.
That a pre-requisite for board membership is demonstrated expertise and experience with
organisational governance.
A term of tenure of two years with half of the board positions being declared vacant each
year.
That a Board member have only two consecutive terms before stepping down for at least one
term i.e. a maximum of four years.
A merit-based and transparent selection process is recommended for appointment to the

Board consisting of:
§ The requirement that members nominate for appointment to the Board by submitting
applications based on key selection criteria, through which they demonstrate the required
competencies.
§ Oversight and support of the nomination process by an independent Appointments
Committee of the Board.
The Board may determine to advertise the call for applications/nominations both within and
without the organisation’s current membership or may elect to restrict the call for nominations
to the membership or to board nominees/members.
§ It is recommended that the new organisation invest significantly in the training, support
and professional development of all Board members.
§ It is recommended that the Chair has lived personal experience of mental illness or

mental health issues.
That Board members be paid a sitting fee for attendance at Board meetings and other
activities as agreed and specified a by the Board and formalised in a schedule for each
particular Board member.
That sitting fees be linked to an appropriate Commonwealth Government standard e.g. sitting
fees for Ministerial or Departmental Advisory Committees.
That the inaugural Board demonstrate a commitment to quality and ethical behaviour and
practice through the development and adoption of a Statement of Ethical Standards and a
statement of values for the organisation.
The establishment by the Board of the following Standing Committees:
§ Finance Standing Committee

§ Audit and Risk Standing Committee
§ Board Renewal Standing Committee
§ HR, OH&S and Organisational Policies and Procedures Standing Committee
§ Membership Standing Committee
§ Grievance and Complaints Committee
§ Organisational Accreditation and Performance Review Standing Committee


10. Getting the work done

Organisational commitment and support of staff
It is essential that the new organisation commits to excellence in human resource
management and ensures that staff is supported in their duties and career
development. It must be an organisation that actively values and utilises its staff and
their commitment, talents and expertise. The new organisation must ensure that it
provides a safe and desirable workplace.
Statement of ethical standards

The new organisation must ensure that its statement of ethical standards and
statement of values shapes what is done on a daily basis and is integrated into the
working practices of the organisation. All staff, Board Members, Advisory Committee
members, Standing Committees and other people as appropriate will be required to
sign an agreement to comply with the statement of ethical standards and statement of
values.
Advisory committees
As stated above, Advisory Committees will be progressively established for special

interest groups including Indigenous, CALD, youth, older persons, alcohol and drug
issues, rural and remote, and families. It is recommended that in the first three years
of the new organisation’s life that priority be given to establishing the first three of the
named committees.
Advisory Committees will be established as standing committees of the board and

their continuation reviewed every three years. Members are able to nominate and
apply to the Appointments Committee to participate in an Advisory Committee which
may comprise up to 5-7 people. Vacancies will be filled as they occur.

The Advisory Committee members will establish their terms of reference and work
plan for approval by the Board and will report to each board meeting on their activities
and progress.
Meetings will most often be held via teleconference or via a similar enabling
technology. The work of the Committees will be supported by staff of the organisation.
Importantly the work of the Advisory Committees will ensure that the organisation is
grounded in the interests and priorities of groups whose voice may otherwise not be
heard.
National convention
National conventions will be open to all members. The purpose of the convention will
be to debate and discuss policy developments and priorities and to prepare
recommendations for consideration by the Board as a communiqué for comment by
members. The convention will also debate issues where there are alternate views.
Members will be responsible for making provisions for their own way to the
Convention. It might be possible to hold the convention in conjunction with an existing
conference and event.


Member forums
Member forums will be held in each state and territory annually and will enable Board
members and staff members to engage with members throughout Australia. A range
of activities will be conducted at these forums including information exchange, training,
debate and discussion of issues, and policy formulation and recommendations.
The organisation will need to give priority to seeking to connect with consumers who
up until now have shied away from an active involvement in consumer organisations
but who if engaged would bring diverse and rich perspectives.
Strategic partnerships
It is important that the organisation work positively and respectfully with all
stakeholders in the mental health field.
The Project Team recommends that the new organisation give priority to establishing
strategic partnerships to progress its Changing Minds role as quickly as is possible
and practicable.
National projects and consultancies
The new organisation is to compete for consultancies to conduct national projects. In

the early years of the new organisation the conduct of national projects will be a critical
element of the organisation establishing its credibility.
Staff roles
The development of human resource management policies will reflect an emphasis on

recruitment of staff based on requisite skills, knowledge and experience and the
appointment of the best qualified applicant; an organisational commitment to staff

training, development and performance review; and the proactive encouragement of
mental health consumers to apply.
Staffing requirements for the new organisation include high quality executive
management (CEO), and specialist staffing in the areas of policy development,
research, information technology, information and resource development, member
services, sector development, media and community engagement, human resource
management, financial management and administration. These roles are considered
as within the basic infrastructure requirements for a viable and effective organisation.
They give an indication of the organisation’s core funding requirements.
Chief Executive Officer
The position of Chief Executive is key to the performance and effectiveness of the new
organisation. It is essential that a highly experienced person with significant
managerial expertise is recruited and appointed by the Board. The Project Team
holds a conviction that there are many people with lived personal experience of mental
illness or mental health issues who could effectively fulfil the role of CEO. Having said
this, following a recruitment process consistent with best practice in the field of
personnel recruitment, it is recommended that the best person applying for the position
be appointed. Demonstrated understanding and sensitivity to mental health consumer
issues is essential.


Establishment of strategic priorities and work plans
It is critical that the new organisation establish and work to realistic strategic objectives
and work plans.
Priorities identified to date through the consultation are:
• improving the health outcomes and equality of life for people living with mental
illness by providing advice to the Australian government on:
• social justice and inclusion;
• areas of discrimination and violation of human rights;
• establishing a national free call information line to obtain information about mental
health services and how to access them;
• employment;
• housing;
• income security and adequacy;
• education and training;
• arts, lifestyle and recreation; and
• policies, guidelines and resources to provide or to enable the development of
consumer participation and engagement nationally;
• policies, guidelines and resources to enable the further development of the mental
health consumer workforce, mental health consumer organisations and mental
health consumer run or operated services (e.g. peer and advocacy services).
Commitment to use technology innovatively
Given the importance of technology to the new organisation’s communication capacity,

a significant investment in technology will be required during the establishment phase
of the new organisation.
It is recommended that the new organisation ensure the employment of staff with a
high level of expertise and experience in information technology.
This expertise will be essential in assisting the organisation over time to utilise cost
effective means to maximise communication with members and their participation in
the organisation. It will also enable the effective and extensive engagement of the
community.
Strategies for renewal and inclusion
The new organisation will need to develop strategies for developing and sustaining its
membership base and its working relationships. A strategy, based on a vibrant and
visible organisational image is required for growing and diversifying membership.
It is important that the organisation reaches out to special interest groups and
establishes communication strategies encompassing those consumers who do not
seek organisational membership in order to decrease the risk of dependence on the
input of narrowly defined interest groups. As young people and young adults are


critical to future growth and sustainability, it will be important for the organisation to
develop effective strategies for engaging young people.
‘The new peak won’t survive if it doesn’t engage young people. It needs to have
something that is very oriented and appealing to youth. A starting point is to
consider why would young people want to be involved? An answer might be that
many young people with mental illness experience loneliness and so young people
might engage with the new organisation so that they can be in contact with
others who share similar experiences. Technology and the creative arts might be
ways of engaging young people. On-line reference groups and forums might help
to get young people involved.’
Engaging youth
Youth are the future of any community organisation.
Young people keep us honest. When young people sit on a board they ask
questions that should be asked but no one else is asking. (Alice Springs)
Young people today are determined that the mental health system they
experience as adults will be far better and far different from what adults of
today are experiencing. (Perth)
We don’t want to sit around in meetings or on a board and listen to a bunch of

adults debating the meaning of a word for an hour. Nor do we want to listen to
their arguments about who is right or who is wrong or what has happened in the
past and who has done what to whom. They should just get over it. We want to
see adults discussing and debating ideas and actions for making the world a
better place. (Brisbane)
Because mental health services are getting better and are reaching young people
earlier, our experiences are different from many people who have gone before
us. But it is often those people whose experiences have been vastly different
from ours who are making decisions about what an organisation should do and
how it should run. We somehow need to bring the two worlds together in the
organisation. (Darwin)

Youth bring to an organisation’s management fresh perspectives and frequently ideas
that are new and exciting. The trick is engaging young people in the first instance and
then ensuring that the mechanisms for them to be involved in the work and
management of the organisation are youth specific, appropriate and safe.
The new organisation needs to understand that young people frequently seek to be
involved with organisations for different reasons than do adults. The duration of their
involvement with an organisation tends to be briefer and more time limited than for
adults. During the establishment phase it will be important for the new organisation to
develop a youth engagement and participation strategy in consultation with youth
stakeholders.
Quality, evaluation and review
Evaluation and quality assurance are processes of asking and answering questions
about how worthwhile something is and how improvements might be made. There are
several different kinds of evaluation: program evaluation, program monitoring and
review, service capacity evaluation, agency focused evaluation and client focused
evaluation. It is important for this new organisation to establish its evaluation priorities
and its quality assurance framework in terms of its establishment phase and ongoing
operations.


For purposes of credibility the establishment of an evaluation strategy involving a

credible external evaluator which focuses on the reporting of achievements against
key performance indicators and the continuous monitoring and ongoing development
of strategic planning instruments is recommended.
Organisational policies and procedures
During the establishment phase of the new organisation it is essential that the board
and staff develop its organisational policies and procedures. Key policy categories
include human resources policies including occupational health and safety, values and
code of conduct policies, board operational policies, governance policies, financial
management policies, financial control policies, communications policies, conflict of
interests, dispute resolution policies, privacy policies, risk management policies and a
risk management register, acceptable use of computers, internet and email policies,
description of board duties and other policies as required.
‘It will also be essential that the new organisation levels clear guidelines and
protocols around managing issues of illness and wellness in a compassionate, fair
and accountable way …
Therefore it will be part of the responsibility of the organisation and the staff,
volunteers and board members to identify minimal level of performance or
participation for each position, what adjustments may be made to accommodate
a level of disability if needed … and the appropriate options available for
managing work if individuals become unwell.’
(National Mental Health Consumer and Carer Forum and
Mental Health Council of Australia)
The National Mental Health Consumer and Carer Forum and the Mental Health
Council of Australia expanded on the types of policies and procedures for managing
issues of illness that will be needed by the new organisation and provided the following
helpful list.

Identifying and managing appropriate performance standards through use of job
descriptions and duty statements and the development of a structured
performance monitoring system.
• Understanding and implementing reasonable adjustment of duties, work structures
or conditions to accommodate individual needs while still maintaining the integrity
of the organisational work requirements.
• Managing appropriate behaviours through the code of conduct.
• Identifying and separating appropriate behaviours and those behaviours that are
influenced by illness and performance management issues, in consultation with
the person concerned in a sensitive, fair and ethical way.
• Identifying appropriate protocols for ethical and compassionate management of
work during any incumbent’s illness, that take into account the organisation’s need
to meet the obligations to membership and funding providers.
• Identifying appropriate ways of addressing performance management issues from
causes apart from illness or other mitigating circumstances.
• Identifying ways of addressing inappropriate behaviours.


Accreditation
The organisation must demonstrate leadership in being an organisation committed to

development, growth and quality by pursuing appropriate accreditation. There are
many players in the Australian accreditation field however key players include the
Australian Council on Health Care Standards, the Quality Improvement Council, and
independent accrediting organisations such as Quality Management Services.
The new organisation could consider undertaking accreditation in the following areas:
good governance principles; ethical culture; corporate social responsibility; financial
management; and relevant national service standards including National Disability
Service Standards.


Getting the work done
Recommendations:
That all staff, Board Members, Advisory Committee members, Standing Committees and
other people as appropriate be required to sign the Code of Conduct Agreement.
Following a recruitment process consistent with best practice in the field of personnel
recruitment, that the best qualified and experienced person applying for the position of CEO
be appointed.
That human resource management policies of the new organisation demonstrate an

emphasis on recruitment of staff based on requisite skills, knowledge and experience and the
appointment of the best qualified applicant; an organisational commitment to staff training,
development and performance review; and the proactive encouragement of mental health
consumers to apply.
That Advisory Committees be progressively established for special interest groups including
Indigenous, CALD, youth, older persons, alcohol and drug issues, rural and remote, and
families as a key corporate strategy for ensuring diversity and renewal.
That in the first three years of the new organisation’s life that priority be given to establishing
the first three of the named committees.
That the new organisation gives priority to ensuring the participation of members in the work
of the organisation by establishing a program of member forums nationally and in each state
and territory.
That the new organisation give priority to establishing strategic partnerships to progress its
Changing Minds role as quickly as is possible and practicable.
That the organisation invests significantly in technology and the necessary expertise given
the importance of technology to the new organisation’s communication capacity.

That the new organisation gives priority to developing renewal strategies to enable a diverse
and growing membership to be sustained.
That the new organisation establishes communication strategies encompassing those

consumers who do not seek organisational membership in order to decrease the risk of
dependence on the input of narrowly defined interest groups.
The establishment of an evaluation strategy involving a credible external evaluator which

focuses on the reporting of achievements against key performance indicators and the
continuous monitoring and ongoing development of strategic planning instruments.
That the organisation demonstrates leadership in being an organisation committed to

development, growth and quality by establishing a quality assurance framework and by
pursuing appropriate accreditation.


11. Making sure the new organisation does the best it can
It will be important for the new organisation to have a good understanding of
how organisational culture affects the organisation’s ability to realise
achievements. (National Mental Health Consumer and Carer Forum and the Mental
Health Council of Australia)
Structures such as regular internal reviews and external accreditation processes

are necessary for the continued quality improvement of any organisation. Regular
scoping should be undertaken to identify similar projects being done elsewhere,
so that the timelines and organisational responsiveness is always maintained.
Organisational culture must be fair and just, respectful of all partnerships and all
parties must abide by a code of conduct. (Queensland Health)
Building an organisational culture of vision and excellence
Organisational culture comprises the attitudes, experiences, beliefs and values

inherent in the way an organisation acts and promotes itself and its objectives. An
organisation culture is required which both encompasses a positive vision for the
active participation of mental health consumers in all aspects of society, and values
excellence and achievement as key characteristics of the new organisation.
Key cultural elements which are likely to be valued by a new mental health consumer
peak organisation seeking a culture of excellence and which are reflected in the
literature will include the concepts of just culture, ethical culture and socially
responsible culture. These concepts are explored under headings below.
A just culture
A just organisational culture might be expected to incorporate additional concepts such

as ‘respectful’, ‘fair’ and ‘safe’. There is a significant body of research and literature
about ‘just organisational culture’. Morath et al (2004) revealed the key tenets to

include the following:
• a just culture seeks to do no harm;

• a just culture is described as an open, fair and accountable culture where there
are timely, fast and appropriate actions that are carried out equitably when
blameworthy behaviour or actions have occurred; and
• a just culture promotes a learning culture, designs safe systems and guides and
manages the behavioural choices people make.
‘Blameworthy behaviours’ refer to those behaviours which are contrary to standards of

practice, ethical behaviour. ‘Blameworthy behaviours’ do not include mistakes. It is
important for an organisation to have a learning culture that enables mistakes or
problems to be identified, discussed, addressed and learned from.
Accountability for having done harm is expressed through apology, disclosure and
understanding what happened and why and then taking steps to reduce the probability
of the harm occurring again. Such steps might include:
• Training in and an emphasis on open communication, negotiation and conflict

resolution skills;
• Teamwork training;


• strategies for promoting a listening and learning organisation;

• processes for assuming organisational ownership of issues and organisational
responsibility for seeking and finding solutions.
A just organisation monitors the changing landscape for the possibility of harm
occurring.
Although ‘just culture’ is a concept most often applied to sectors and fields where loss
of life and serious injury through accident or mechanical malfunction is possible, its
central tenants are also relevant to any community organisation. Some would argue,
just culture is critical in a consumer organisation where many members or those being
representative have themselves experienced trauma, disadvantage and injustice. An
organisation which displays a ‘just culture’ also provides a model for adoption
elsewhere.
An ethical culture underpinned by active commitment to a statement of ethical

standards
Standards Australia’s AS8000-2003 Organisational Codes of Conduct aims to provide

the mechanisms for an organisation to establish, monitor and maintain an ethical
culture through a committed, self regulatory approach, and provide a framework for
ethical practice.
The standard identifies essential elements for ethical practice which includes
commitment at all levels of the organisation, leadership and modelling at Board and
senior management levels, and a structure and process for continually monitoring and
developing the code and educating all those affected by it.
A statement of ethical practice can include a broad range of issues related to the
organisation’s circumstance including a supporting statement from the Board,
aspirational values, conflict of interest, responsibility for dealing with stakeholders,
improper use of company information, financial inducements, gifts, the use and

accounting of resources, political activities, confidentiality, compliance with laws,
conditions of employment, and consequences of non-compliance. The standard
clearly states that a statement of ethical practice should be drafted in consultation with
stakeholders and be framed in positive terms using a personal tone and in plain
English.
A socially responsible culture
Standards Australia’s AS8003-2003 Corporate Social Responsibility sets out a

framework for establishing for a culture and program of social responsibility within an
organisation. Corporate social responsibility is defines as ‘a mechanism for entities to
voluntarily integrate social and environmental concerns into their operations and
interactions with stakeholders, which are over and above the entity’s legal
responsibilities’.
The standard identifies a broad range of issues which might be addressed through a
corporate social responsibility framework including governance ethics; employee
issues such as discrimination, reasonable working hours, reasonable adjustment, fair
remuneration; health and safety; freedom of association; environmental and
community impact.


Planning for and measuring achievements
Do, measure, report, discuss and do again better or differently =

accountability, development and improvement.
Importantly, time and time again the consultations emphasised the importance of the
new organisation to be seen as being effective and getting early ‘runs on the board.’
The new organisation must be thorough in its planning processes and in
communicating its plans to members and stakeholders. Along with the planning must
come measuring, reporting and discussing of activities with a view to constantly
improving and developing as an organisation.
Developing organisational mentors, ambassadors and champions
A further strategy for the new organisation to do the best it can is to train up and utilise
the experience, expertise, talents and knowledge of members and supporters.
Strategies for the development and deployment of mentors, ambassadors and
champions will be established as a matter of priority.
Community engagement
‘beyondblue’ has had success in tapping community support from a broad cross-
section of the community including businesses and philanthropic organisations and
individuals. In its role of engaging the community in promoting a positive
understanding of people with mental illness the new organisation must also seek to tap
into wide community support and persons of influence.
Renewal

During the consultations people discussed their concerns about the sustainability of
the mental health consumer organisation in Australia. Sustainability and renewal of an
organisation’s membership base are key to any organisation’s future.
The challenge for the new organisation will be to engage with and recruit a diverse
membership. Specific and appropriate strategies must be developed to enable the
participation in the organisation of groups that have hitherto not participated, including
Indigenous, CALD, youth, families and relationships, older persons, children living in
families experiencing mental illness, co-existing conditions, people in the criminal
justice system, rural and remote communities, families, gay and lesbian, and refugee
communities.
The new organisation must also reach out to diverse groups including people
experiencing mental health issues associated with illness, trauma (including war
related trauma), abuse, personality disorder, autism, ADHD, grief and loss, cultural
dislocation, drought, climate change, and economic and social changes.
In addition to members, the organisation must be aware that there are many mental
health consumers who will not seek to be directly involved with the new organisation.
It is important that the organisation find ways to communicate with, and where possible
engage, with this significantly large group of people.


Making sure the organisation does the best it can
Recommendations:
That the new organisation demonstrate leadership in ensuring a safe and respectful
organisation which values and accepts diversity and difference.
That the new organisation demonstrates leadership in promoting and safeguarding a just,
ethical and socially responsible organisational culture.
That strategies for the development and deployment of mentors, ambassadors and
champions will be established as a matter of priority.
That the new the organisation develops communication strategies for reaching and engaging
with the many mental health consumers who will not seek to be directly involved with the new
organisation and its work.
That the new organisation embeds evaluation and performance monitoring in its work to
ensure it is an organisation that is constantly improving.


12. The establishment phase

The consultation stressed the need for the establishment phase of the new
organisation to be transparent and open. One option for ensuring a sound
establishment process is for the Department of Health and Ageing to engage a
suitably qualified and experienced consultancy group to support the establishment of
the new organisation throughout the first 18 months and ensure its ongoing viability.
The critical tasks and processes which need to be undertaken during this
establishment phase can be grouped into the following categories.
• Establishment of organisational identity including:

- the organisation’s name;
- its constitution and governance arrangements;
- transparent and open processes for expression of interest in becoming a
member;
- recruitment of a membership base;
- transparent and open processes for nominations and elections of the interim
and inaugural boards; and
- its legal entity.
• Development of an organisational policy framework including:
- governance, financial management and other and operational policies and
procedures and planning for their integration into practice;
- an organisational code of conduct and planning for its integration into practice;
- policies and procedures for promoting a mentally healthy workplace;
- policies and procedures for when a Board member becomes unwell;

- policies and procedures for when a staff member or volunteer becomes
unwell;
- polices and procedures for performance review of Board members, staff
members and volunteers;
- planning for board succession and renewal;
- processes for ongoing board training as well as governance training for
interested and potential board members; and
- an initial budgeted financial plan
• Initiating the organisation’s work through:
- development of organisational reporting procedures and arrangements
- establishment of financial management and reporting arrangements;
- office establishment and equipping;
- recruitment of staff and establishment of processes for supporting staff and
resourcing their professional development
- engagement of organisational consultancy services to support management
and other operational arrangements and ethical practice; and
- strategic planning and development of the initial work plan


• Establishing development and review mechanisms including:

- promotion of the new organisation;
- development of strategic partnerships;
- planning of future resource development; and
- an evaluation plan


13. Timeframes
The table below depicts the progress that might be expected. Pending ministerial
approval, it is envisaged that an appropriate consultant to guide the establishment
phase will be appointed within the first six months of the next phase. It is envisaged
that the new organisation will be launched as a legal entity during the second half of
the first year of the establishment phase and that the organisation could be open for
business by the close of this first year. From this point, the new organisation would
slowly but steadily take shape. It is envisaged that by the end of the 3rd year, the new
organisation could have a full board and a full compliment of staff and could have
commenced each of its four roles.
0-6 7-12 13-18 19-24 25-30 31-36

Milestone
months months months months months months
Consultation engaged
Name of organisation
Reference Group
Initial membership
Constitution & Ps&Ps
Inaugural AGM and Board
Employment of CEO
Establishment of office
Employment of Initial staff
Commence work of first two roles: achieving

change and changing minds

Establishment of first two advisory groups – youth
and indigenous; expansion of Board
Employment of further staff
Commence work on next two roles
Seek and obtain project funding
Employment of further staff
Establishment of next two advisory groups


The establishment phase
Recommendations:
That the Department of Health and Ageing engage a suitably qualified and experienced
consultancy group to support the establishment of the new organisation throughout the first
18 months and ensure its ongoing viability. Emphasis be given in the first 18 months to:
• establishing the organisation’s identity and membership;
• developing an organisational policy framework;

• initiating the organisation’s work; and
• establishing development, review and performance monitoring mechanisms.
That an implementation plan and process be established under the initial guidance of a
Reference Group appointed following a call for Expressions of Interest nationally.
Additionally, that this implementation plan and process identify an appropriate time and
mechanism for transference of this oversight responsibility to an interim Board of
Management.


14. Managing expectations and starting realisticall y

This Report describes a fully mature organisation that will take a number of years to
emerge. During the time of its emergence the new organisation will need to devote
substantial energies to the processes of consumer engagement; relationship building
with the community, government and others; the establishment of exploitable
opportunities for action through new funding streams and the establishment of
expertise; and importantly, on strategies which enable it to demonstrate a competence
to deliver.
The stages through which a new and effective organisation must progress will include
an initial establishment phase in which the organisational essentials such as a
membership base, governance and legal arrangements, policies and procedures, initial
operational priorities, staffing and infrastructure are created and bedded down.
Following this, it can be envisaged that the organisation will need to review and further
establish strategic priorities over a longer-term timeframe. The organisation will need
time to develop the ways to deliver on its objectives, further build its membership base
and expand and exploit its relationships with others. In essence, an organisation which
aims for continuous improvement will always be looking for the next step in keeping
itself focussed on reaching its full potential.
Managing expectations will be a major challenge confronting the new organisation in

its early years. So much will be expected of it by so many different groups of people
and stakeholders. Many demands will be made and there will be a long list of tasks
requiring the attention of and action by the new organisation ‘yesterday’. It is important
for the new organisation to not press panic buttons during this stage. Nor should it try
to be ‘all things to all people’. Starting points are essential and must be articulated.
It is recommended that in the first three years of the organisation’s life that it gives
priority to progressively building its organisational framework, culture and membership
as well as establishing the roles of ‘Achieving Change’ and ‘Changing Minds’.

Starting points
Recommendations:
That in its first three years priority is given by the new organisation to establishing the roles of
‘Achieving Change‘ and ‘Changing Minds’ as well as progressively building its organisational
framework, culture and membership.


15. Resource requirements

Resourcing in the form of seeding funding will be required to support the establishment
phase of the new organisation.
Realistic and appropriate ongoing core funding is required to invest in sound

governance, enable the appropriate employment of staff, enable the organisation to
have a national presence and to ensure that the new organisation can carry out its
primary roles and functions.
As the new organisation establishes itself, it will need to seek and obtain project
funding to support its capacity for early achievement in areas of high concern to
consumers nationally.
Resource requirements
Recommendations:
That realistic and appropriate ongoing core funding be provided to invest in sound
governance, to enable the appropriate employment of staff, and to enable the organisation to
have a national presence and to ensure that the new organisation can carry out its primary
roles and functions.


Appendix 1: List of Consultations Conducted

PHASE 1 - Facts and Ideas Findings
DATE EVENT TIME LOCATION
Meeting 8.30 am - 9.30 am Mental Health NT, Darwin, NT
Monday, 24 August Meeting / forum 12.30 pm - 2.30 pm Nightcliff, NT
Meeting / forum 6.00 pm - 8.00 pm Anula, NT
Meeting / forum 2.00 pm - 4.00 pm Alice Springs, NT
Tuesday, 25 August Meeting / forum 6.00 pm - 8.00 pm Alice Springs, NT
Meeting 6.00 pm - 8.00 pm MHACA, Alice Springs, NT
Meeting / forum 12.00 pm - 2.00 pm West Perth, WA
Monday, 7 September Meeting 2.15 pm - 3.00 pm Health Dept, East Perth, WA
Meeting / forum 3.00 pm - 5.00 pm East Perth, WA
Tuesday, 8 September Meeting / forum 1.30 pm - 3.30 pm Bunbury, WA
Wednesday, 9 September Meeting / forum 6.00 pm - 8.00 pm Adelaide, SA
Thursday, 10 September Meeting 9.30 am - 10.30 am Dept Premier and Cabinet, Adelaide, SA
Meeting / forum 12.30 pm - 2.30 pm Murray Bridge, SA
Friday, 11 September Meeting 10.00 am - 11.00 am Dept of Health, Adelaide, SA
Meeting / forum 12.30 pm - 2.30 pm Adelaide, SA
Monday, 14 September Meeting / forum 12.30 pm - 2.30 pm Brunswick, VIC
Meeting / forum 6.00 pm - 8.00 pm Brunswick, VIC
Tuesday, 15 September Meeting / forum 12.30 pm - 2.30 pm Castlemaine, VIC
Meeting 4.30 pm - 5.30 pm Dept of Health, Melbourne, VIC
Wednesday, 16 September Meeting / forum 12.30 pm - 2.30 pm Launceston, TAS
Meeting / forum 6.00 pm - 8.00 pm Launceston, TAS
Meeting 10.00 am - 11.00 am Mental Health Services, New Town, TAS
Thursday, 17 September Meeting / forum 12.30 pm - 2.30 pm Hobart, TAS
Meeting / forum 6.00 pm - 8.00 pm Hobart, TAS
Meeting / forum 11.00 am - 12.00 pm CALD, Mt Gravatt, QLD
Monday, 21 September Meeting / forum 2.30 pm - 4.30 pm New Farm, QLD
Meeting / forum 5.00 pm - 7.00 pm New Farm, QLD
Tuesday, 22 September Meeting / forum 10.30 am - 12.30 pm Toowoomba, QLD
Wednesday, 23 September DUST STORM … 12.30 pm - 2.30 pm Redfern, NSW
DUST STORM … 6.00 pm - 8.00 pm Redfern, NSW
Thursday, 24 September Meeting / forum 10.30 am - 12.30 pm Parramatta, NSW
Meeting / forum 3.30 pm - 5.30 pm Campbelltown, NSW
Friday, 25 September Meeting / forum 12.30 pm - 2.30 pm Batemans Bay, NSW
Meeting 11.00 am - 12.00 pm Mental Health, Canberra, ACT
Monday, 28 September Meeting / forum 12.30 pm - 2.30 pm Canberra, ACT
Meeting / forum 6.00 pm - 8.00 pm Canberra, ACT
Friday, 2 October Meeting 2.30 pm - 4.30 pm Sydney, NSW

Thursday, 1 October Meeting 11.00 am - 12.00 pm Dept Health, Sydney, NSW
PHASE 2 - Consultation on a Discussion Paper

DATE EVENT TIME LOCATION
Monday, 23 November Meeting / forum 9.30 am - 11.30 am Ryde, NSW
Meeting / forum 1.00 pm - 3.00 pm Kogarah, NSW
Tuesday, 24 November Meeting / forum 10.30 am - 12.30 pm Newcastle, NSW
Meeting / forum 10.30 am - 12.30 pm Sydney, NSW
Wednesday, 25 November Meeting / forum 10.30 am - 12.30 pm CALD, Mount Gravatt, QLD
Meeting / forum 1.30 pm - 4.30 pm New Farm, QLD
Thursday, 26 November Meeting / forum 10.30 am - 12.30 pm Bundaberg, QLD
Friday, 27 November Meeting / forum 10.30 am - 12.30 pm Cairns, QLD
Monday, 30 November Meeting / forum 10.00 am - 12.00 pm Karama, NT
Meeting / forum 1.00 pm - 3.00 pm Karama, NT
Tuesday, 1 December Meeting / forum 10.30 am - 12.30 pm Alice Springs, NT
Wednesday, 2 December Meeting / forum 2.00 pm - 4.00 pm East Perth, WA
Thursday, 3 December Meeting / forum 2.00 pm - 4.00 pm East Perth, WA
Friday, 4 December Meeting / forum 3.00 pm - 5.00 pm Geraldton, WA
Monday, 7 December Meeting / forum 10.00 am - 12.00 pm Adelaide, SA
Meeting / forum 1.00 pm - 3.00 pm Adelaide, SA
Tuesday, 8 December Meeting / forum 10.30 am - 12.30 pm Wallaroo, SA
Wednesday, 9 December Meeting / forum 5.00 pm - 7.00 pm Brunswick, VIC
Thursday, 10 December Meeting / forum 10.00 am - 12.00 pm Brunswick, VIC
Meeting / forum 9.30 am - 11.30 am Burnie, TAS
Friday, 11 December Meeting / forum 1.00 pm - 3.00 pm Melbourne, VIC
Meeting / forum 2.00 pm - 4.00 pm Devonport, TAS
Monday, 14 December Meeting / forum 1.00 pm - 3.00 pm Hobart, TAS
Meeting / forum 3.00 pm - 5.00 pm Canberra, ACT
Wednesday, 16 December
Meeting / forum 5.00 pm - 7.00 pm Youth, Brisbane, QLD


Appendix 2: List of Project Documents
§ Consultation Evaluation Responses § Phase 2 - Brisbane

§ Discussion Paper § Phase 2 - Bundaberg
§ Information Paper - Membership Options Paper § Phase 2 - Cairns
§ Information Paper - Nationally Based Mental § Phase 2 - CALD - Brisbane
Health Consumer Organisations
§ Phase 2 - Canberra
§ Information Paper - Organisational Issues
§ Phase 2 - Darwin
§ Information Paper - Peak Participation
§ Phase 2 - Hobart
§ Information Paper - What is a Peak Body
§ Phase 2 - Kogarah
§ Information Paper – Legal Entity Options
§ Phase 2 - Melbourne 1
§ Newsletter 1
§ Phase 2 - Melbourne 2
§ Newsletter 2
§ Phase 2 - Newcastle
§ Newsletter 3
§ Phase 2 - NW Tasmania
§ Newsletter 4
§ Phase 2 - Perth 1
§ Newsletter 5
§ Phase 2 - Perth 2
§ Newsletter 6
§ Phase 2 - Ryde
§ Newsletter 8
§ Phase 2 - Wallaroo
§ Newsletter 9
§ Phase 2 Consultation Paper - Survey
§ Newsletter 10
§ Responses to Draft Report
§ Newsletter 11
§ Survey Responses for Phase 1 and Phase 2
§ Phase 1 - Summaries
§ Evaluation form responses & discussion of how
§ Phase 2 - Adelaide 1 the consultation process might have been
improved
§ Phase 2 - Adelaide 2
§ Phase 2 - Alice Springs
Documents listed in Appendix 2 are currently available on our website (www.crazelateralsolutions.com) and will

remain there for the short term.


Appendix 3: List of Submissions
• A Way Ahead Queensland (AWAQ)

• Consumer and Carers, Multi-Cultural Mental Health Australia
• Consumers Health Forum of Australia
• Consumer Sub-Committee, Mental Health and Drug and Alcohol Office, NSW Health
• Mackay Consumer Advisory Group
• Multicultural Consumer and Carers Network (report on the consultation conducted in
Townsville in October 2009)
• National Mental Health Consumers and Carers Forum and the Mental Health Council
of Australia
• Public Interest Advocacy Centre Ltd
• Queensland Health
• Ryde Consumer Network
• Victorian Mental Health Carers Network


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DRAFT REPORT

Scoping Study to Inform the

Craze Lateral Solutions p/l

PO Box 314 Bungendore NSW 2621

Draft Report … Page 1

Table of Contents ................................................................................................................................ i

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Draft Report … Page i

Selection processes for the chairperson.......................................................................................................... 45

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Draft Report … Page ii

Many Paths and Ways

Hang your Hat Up

Insert further titles

Insert further titles

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Draft Report … Page iii

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Draft Report … Page iv

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Draft Report … Page v

Rights Free Body

Metal health rights

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Draft Report … Page vi

Executive Summary and Recommendations

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Recommended organisational model

Draft Report … Page vii

• two positions reserved for nomination and election by individual members;

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Members will also be able to contribute through participation in an advisory committee

Realistic and appropriate ongoing core funding is required to:

• invest in sound governance;

Draft Report … Page viii

• enable the organisation to have a national presence; and

Pending ministerial approval, it is envisaged that an appropriate consultant to guide the

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Draft Report … Page ix

Section 2 - Language and meaning of ‘mental health consumers’

Role One: Achieving Change

Role Two: Changing Minds

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To provide national leadership on mental health consumer engagement and participation

Role Four: Sector Development Leadership

To provide national leadership on mental health consumer organisation and service

Section 4 - Key work areas of the new peak

Draft Report … Page x

• Policy and Advice

Section 5 - A model for the new peak

Establishing a system of non-voting associate membership will enable a diverse range of

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Section 6 - The new organisation’s position

• It is a national community based, non-government organisation;

Draft Report … Page xi

• It is also accountable to its funding body(ies) for the performance of contractual

Section 7 - Organisational framework

The organisational framework recommend is one which seeks to ensure:

• The centrality of members within the organisation;

Section 8 - Legal entity

The new organisation be established as a company limited by guarantee.

Section 9 – Ensuring good governance

An expertise-based Board of no larger than 10-11 people.

CRAZE LATERAL SOLUTIONS