Why focus on non-clinical resources?

Building capability and knowledge at every level

While individual support is critical for those sitting at the low end of the mental health continuum, we need to slow – even stop – the slide.

 

Guided by psychological advice, SVC has a very intentional proactive focus: reduce the rate and number of veterinary people moving chronically down the mental health continuum, through primary and secondary interventions which support wellbeing, satisfaction and engagement.

 

The exact scope of resources collated by SVC will be determined by their relevance and efficacy, and by those who live the veterinary industry life – you. But two key needs are clear:

1.

A positive focus on prevention and response to stress at both individual and systems levels

2.

A critical mass of appropriate mindsets, knowledge and skills to create work environments that motivate and satisfy over time

“Many leaders across the profession are highly educated and experienced as vets and nurses, but have had to find their own way in leading and managing others. We wouldn’t plate a leg without the right tools and training, yet historically we’ve managed the brains and hearts of our precious teams - and ourselves - without such resources,”

– Dr Kate Clarke

Wellbeing, motivation and engagement are linked through established models and theories.

 

Our sense of self, our perception of support, and our motivation and commitment are all fuelled by things like quality feedback, aligned values, purpose and goals, reward and recognition, personal growth and learning, autonomy, responsibility and accountability.

 

Widespread wellbeing and engagement are supported by our own abilities to seek and deliver these things consistently and well.

To this end, we’ll collate education and tools that help us each:

Understand ourselves better

Choose and design work that grows with us

Approach the most challenging non-clinical parts of our work with more confidence and skill

Respond to stressful thoughts and events more constructively

Inspire, support, recognise and reward each other meaningfully

Strengthen a culture of inclusion, diversity, authenticity and appreciation

Build more profitable, effective and sustainable jobs and businesses

Work with more appreciative and empathetic clients

These capabilities will shape the way we think, behave and respond at work, and the policies, systems and leadership we implement.


Of course, we’re more than just our work selves, so much of this knowledge can help satisfaction and engagement in other parts of our lives too.

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Primary & Secondary Interventions

Primary Interventions

Primary interventions are aimed at reducing or eliminating stressors in the workplace. This could include things like varying the physical conditions of the workplace, redesigning jobs, changing workplace structure, and implementing flexible work practices. Training in problem solving, cognitive reappraisal, increasing self-esteem and locus of control may also help. 

Secondary Interventions

Secondary interventions focus on peoples’ response to stressors and may include stress management training, nutrition advice, relaxation exercises, and exercise programs. Other programs suggested here are negotiation training, conflict resolution skills, and training in CBT. Supervisor support may also buffer the effects of stress.

Tertiary Interventions

Tertiary interventions are directed at symptoms, focusing on coping strategies. Employee Assistance Programs (EAP)are now being seen with more frequency in Australian workplaces – either as an in-house service or an outsourced provider.

Occupational health research demonstrates that primary interventions, which focus more on prevention and take a systems approach across an entire organisation, tend to be most effective for stress management, followed by secondary interventions and then tertiary interventions. This finding supports the common-sense philosophy that it is better to prevent problems than to attempt to resolve them.