Building an industry-led initiative – the key principles

Although each approach may be different, there are common principles to creating an industry-led initiative. These key principles are discussed throughout this module and include: 

Every industry is different. With an industry-led approach, you can work with likeminded people and groups to address the issues specific to your industry and improve workplace mental health and wellbeing.   

Vision and need 

Start with defining the why—the driving need for an industry-led initiative. Each industry may have different drivers, pressures, trends, external factors or emerging concerns. A compelling vision and shared understanding of need helps align activity and investment. Having a clear end state and understanding the current gaps helps you take a more strategic approach.  

Key audiences and collaborators 

Involve the right people from the start, including workers on the ground, senior managers, people with living experience of mental ill-health or suicide from within the industry, carers and representative bodies. Initiatives will be more robust if representatives from diverse backgrounds are included as well. This collaborative and inclusive approach helps create initiatives that are fit for purpose and widely supported.  

The unique approach  

Identify how this industry-led initiative provides a unique difference by gathering data on the existing status of mental health across the industry. Will it focus on research to answer pressing questions for the industry? Or will it provide a much-needed training or support service? There are many models for industry-led approaches, including research, strategy, awareness initiatives, training, support services, monitoring and evaluation, advice and support, or advocacy.  

Timing and tactics  

Just like setting up any program, service or project, you will need to consider the logistics and planning of the initiative. This includes tactics, priorities and timelines. The timing of when you act can also be an important consideration.    

Required resources 

Examine existing resources available for the initiative and consider whether to bring in external resources (e.g. experts, people with living experience or service providers). This step also helps you understand the financial resources needed to run and sustain the initiative.  

Governance and operations  

Governance arrangements can be informal or formal. Regardless of which model you choose, a shared understanding of how the initiative is governed and run is essential for smooth running. Several factors may affect which governance structure is best for each initiative, including how the initiative is funded, the types of activities involved, any legal requirements and who is accountable. 

Evaluation  

Evaluate the initiative to ensure it remains relevant over time. Developing measures and capturing performance information is important for shaping and refining your initiative and to demonstrate success. The evaluation can be internal or external. Continuous evaluation ensures the initiative remains relevant over time.   

Learn from others 

There are many initiatives already up and running across various industries. Some of these initiatives may address similar challenges or have a similar workforce to your industry. Learning from others can provide inspiration, as well as identify areas that may trip you up. You can learn by connecting or reading case studies such as those in the resources below.