THE NZDF
MENTAL HEALTH 1982
Act
STRATEGY
Enhancing Force Strength through Comprehensive Mental Health
December 2014
Information
Official
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1982
Act
Information
Official
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The NZDF has long-standing military traditions and a unique cultural
identity. Our operational focus, duty of care obligations, and sense
of community are all important elements in shaping our approach to
mental health.
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Foreword
The Mental health of our workforce is critical to the overall
performance of the New Zealand Defence Force (NZDF). As the
Future 35 Strategy (F35) is implemented in a continuously evolving
operational environment, deployed elements must be mentally
equipped to withstand, adapt, grow, and recover under challenging
operational circumstances. To enhance the support provided to all 1982
NZDF personnel, fresh thinking about the NZDF approach to mental
health is required.
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The NZDF has long-standing military traditions and a unique cultural identity. Our
operational focus, duty of care obligations, and sense of community are all important
elements in shaping our approach to mental health.
The potential individual, organisational, and societal costs of reduced mental health
can be significant. In the workplace, impacts include impaired performance, increased
attrition, and reduced morale. Keeping our people engaged, well trained, mentally and
physically healthy, and their families enabled to support them, are important priorities for
the NZDF.
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There is considerable evidence that supporting a focus on the prevention of mental health
related issues, early help-seeking behaviour, and quality mental health care, leads to
better individual, team, and organisation outcomes. A people-centric model of care that is
culturally appropriate and designed around the collective and individual needs of our total
workforce is essential to enhancing the mental health of personnel in the NZDF.
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Our goal is to achieve the highest attainable level of mental health for our people through
a comprehensive model of care delivered collaboratively by individuals, NZDF leadership,
Defence Health personnel, and NZDF support agencies1.
the
The Defence Health Strategy articulates the strategic direction for NZDF health. A key
priority within the strategic objectives of the Defence Health Strategy is developing an
NZDF Mental Health Strategy. This Strategy sets our path for developing enhanced mental
health and resilience and a stronger, healthier NZDF.
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A. Gray
Colonel
Director Defence Health
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1. NZDF support agencies include any internal group or external agency providing support or involved in positively
influencing NZDF mental health.
NZDF MENTAL HEALTH STRATEGY
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1982
Act
Information
Official
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The NZDF vision for mental health will be achieved through the
provision of an accessible, high-quality, integrated, evidence-
based mental health system that is trusted by our people, promotes
psychological resilience and self-care, and provides timely and
appropriate care for those who need it. This will be supported
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through the four themes underpinning this strategy –
Lead, Understand, Prepare and Care.
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Overview of Strategy
Vision
A Better, Stronger, Healthier NZDF
Mission
To Enhance Force Strength through Comprehensive Mental Health
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The NZDF vision for mental health will be achieved through the provision of an
accessible, high-quality, integrated, evidence-based mental health system that is trusted
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by our people, promotes psychological resilience and self-care, and provides timely and
appropriate care for those who need it. This will be supported through the four themes
underpinning this strategy –
Lead, Understand, Prepare and
Care.
Defence Health will focus on three strategic outcomes:
• Identification and response to mental health risk.
• Promotion and support of mental resilience within the NZDF.
• Delivery of comprehensive, coordinated, customised mental health care.
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Defence Health will achieve these strategic outcomes through:
• Growing a positive mental health culture that builds trust and engages our people.
• Building shared responsibility and self-management.
• Reducing stigma and removing barriers to care.
• Building an integrated, multi-disciplinary approach to mental health with a focus on
collaboration and partnerships – both internal and external to the NZDF
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• Promoting and supporting mental health fitness and resilience.
• Developing a clear operating model.
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• Being evidence, research, and intelligence led, optimising the use of technology.
• Investing in training and resources to enable the provision of quality comprehensive
mental health care for the total NZDF workforce and their families.
The NZDF Mental Health Strategy consists of three parts:
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• Part One provides the current context of mental health in the NZDF, highlighting the
challenges and opportunities for a comprehensive approach to mental health.
• Part Two outlines a strategic framework for the development of a comprehensive
system supporting optimal mental health.
• Part Three identifies the strategic outcomes that the strategy will deliver.
The strategy applies to:
• Regular Force personnel
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• Reserve Force personnel
• NZDF Civilians
• Veterans
• Family members of NZDF personnel where defined
NZDF MENTAL HEALTH STRATEGY
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PART ONE
Mental Health – Current State
Mental health is the capacity to feel, think and act in ways that enhance
our ability to enjoy life and deal with the challenges we face. It is a
positive sense of emotional and spiritual wellbeing that respects the 1982
importance of culture, equity, social justice and personal dignity.
– Mental Health Foundation (NZ)
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Mental health encompasses a broad range of lifestyle, mental wellbeing, and
occupational factors. Figure 1 illustrates the continuum that exists between a state
of good mental health and a diagnosed mental illness. It highlights where common
distress and mental health related issues that our people may experience during their
careers, sits on this continuum. This may be through exposure to the routine stresses
of military service, or normal life stresses that affect New Zealanders in general. In most
cases, distress and injury are preventable or reversible through resilience training and
early intervention.
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NZDF MENTAL HEALTH STRATEGY
PART ONE
Mental Health Continuum
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Healthy
Affected
Injured
Ill
Normal
Physically and
Decreased
Avoidance /
Not going out or
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behaviours
socially active
activity /
withdrawal
answering the
socialising
phone
Outputs
Performing well Procrastination
Poor performance Can’t control
In control
Missing
/ workaholic
behaviour,
mentally
deadlines /
Poor
perform duties or
working longer
concentration /
concentrate
hours
decisions
Social
No/ limited
Regular but
Increased alcohol Frequent alcohol
Information
lifestyle
alcohol use /
controlled
use / gambling
or gambling
choices
gambling
alcohol use /
Hard to control
use Inability to
gambling to
negative
control
cope
consequences
severe
consequences
Health
Physically well
Muscles tension
Increased aches
Physical illness
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Headaches
and pains
Attitude
Motivated and
Distracted and
Negative attitude
Overt
the
focused
forgetful
insubordination
Mood
Normal mood
Irritable /
Anger
Angry outbursts /
fluctuations Calm impatient
Anxiety
aggression
and takes things Nervous /
Pervasively sad /
Excessive
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in stride
sadness
hopeless
anxiety / panic
Good sense of
Overwhelmed
attacks
humour
Depressed,
suicidal thoughts
Energy &
Good energy
Low energy
Fatigue
Constant fatigue
rest
levels
Trouble sleeping Restless disturbed Cant fall asleep
Normal sleep
Intrusive
sleep
or stay asleep,
patterns
thoughts
Recurrent images sleeping too
Few sleep
Nightmares
much or too little
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Figure 1. Mental Health Continuum
NZDF MENTAL HEALTH STRATEGY
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Mental Health Trends
Global Mental Health
Mental illness accounts for 15% of the total burden of disease in the developed
world, with depression set to become the second leading cause of disability in the
world by 2020.2
Mental Health in the New Zealand Population
According to a 2012 New Zealand Health Survey (Ministry of Health 2013) mental health 1982
related issues are the third highest cause of impaired health in New Zealand:
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Slightly less than 50% of
More than 16% of adults aged
New Zealanders will experience
15 years and over (one in six)
50% mental illness or addiction at
report having been diagnosed
some time in their lives.
16% with anxiety or depressive
disorders during their lifetime.
One in five people will be
affected during any one year.
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14% The most commonly reported
Almost 6% of adults report having
disorder is depression (14%
experienced high or very high levels of
of adults), followed by anxiety
psychological distress in the previous
disorder (6%), and bipolar
6% four weeks. Rates are higher among
disorder (1%).
women and younger people, Maori
(9%), and Pacific Islanders (10%).
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The estimate for the prevalence of family violence is one in seven families.
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One in five New Zealanders who drank
alcohol in the previous year have a
potentially hazardous drinking problem.
Released Approximately 500 people die as a result of suicide each year. The overall suicide rate in
2011 was 10.6 suicides per 100,000 people, while the youth suicide rate was 19.3 suicides
500 per 100,000 people. The rate was 1.8 times higher for Maori than for non-Maori.
2. World Health Organisation, 2013.
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NZDF MENTAL HEALTH STRATEGY
Mental Health in the NZDF
NZDF personnel are a subset of New Zealand society, and it is reasonable to
conclude that the mental health of our members will reflect the mental health status
of New Zealanders in general.3 The prevalence of mental health related issues across
the NZDF is not currently well understood. However, health information for military
personnel indicates that the nature of issues is similar to those experienced in the
broader NZ population.
Stress, depression and insomnia are the most commonly recorded mental health
related issues in the NZDF. The reported incidence of Post Traumatic Stress Disorder
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(PTSD) (<1%) is lower than the broader NZ demographic4, and suicide rates
fluctuate but generally remain low compared to the broader population. Available
data on family violence and substance abuse indicates low rates in comparison to
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the wider population.
Prevalence rates of PTSD for overseas veterans of operational service vary between
3 and 8%.5 Lower PTSD rates in the NZDF are likely to be influenced by a number of
factors. These include reduced exposure to high intensity operations, existing NZDF
programmes, early intervention, and accessible care.
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3. Our demographic comprises a large percentage of comparatively young and physically fit people, along with a high percentage
of Maori or Pacific Islanders, who generally carry a higher burden of mental illness within the New Zealand population.
4. NZ Mental Health Survey (Te Rau Hinegaro) 2012 – 12 month prevalence rates ranged between 1.7 and 3.5 % across
demographic groups (3.5% for 25-44 years).
5. FiMT and Mental Health Foundation 2013 The mental health of serving and ex-Service personnel – A review of evidence
and perspectives of key stakeholders http://www.mentalhealth.org.uk/content/assets/PDF/publications/the-mental-health-
of-serving-and-ex-service-personnel.pdf?view=Standard
NZDF MENTAL HEALTH STRATEGY
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Occupational Risk Factors
The unique nature of military operations can create a higher risk of incidence of mental
health related issues due to the occupational demands and the environment our people
may operate in. Workplace factors that may increase the risk of mental health related
issues emerging amongst members of the NZDF can include:
• Exposure to life - threatening or unpleasant events.
• A high tempo of operations or training with extended work hours and absences
from home - for both deployed personnel and those supporting in the NZDF
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domestic environment.
• Transition from Service or civilian employment, across employment groups
within NZDF, particularly for those who are released with ongoing illness or
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injury concerns.
• Stigma and barriers to care which may reduce early help seeking and
timely recovery.
Moderating Factors
The onset and prevalence of mental health related issues is also influenced by a range
of moderating factors that can act as buffers in maintaining mental health. These
include:
• Individual and broader environmental factors, including demographics, prior
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experience and wider social support.
• Organisational initiatives including mental health screening and a focus on
prevention, resilience and early intervention.
Comparison with other nations
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Studies conducted within other Defence Forces indicate that the prevalence of mental
health related issues such as major depression, social phobia, PTSD, panic disorder,
and generalised anxiety disorder is of a similar magnitude to that of the general
the
community. This includes the occurrence of alcohol dependence associated with mental
health issues. One area of difference found in other nations is that military personnel are
likely to have an elevated risk of depression compared to their civilian counterparts.
Research by other Defence Forces also suggests that less than half of a uniformed
Force with an apparent mental disorder will seek care in any given year. While most with
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persistent problems will eventually seek care, some will wait years to do so.
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NZDF MENTAL HEALTH STRATEGY
Uptake of Mental Health Services
The number of our people accessing mental health services both internally and
externally each year is not yet well understood. Military medical encounter records
indicate that on average around 5% of military personnel seek mental health support
annually through primary health care services in the NZDF. In addition, military
personnel seek support through other internal support resources, including military
psychologists, social workers, family and community services personnel, chaplains,
and community support resources. There are also indications that a growing number of
people may be seeking help external to the NZDF.
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Undeclared mental health issues or unmanaged health requirements reduce the ability
of the NZDF to provide support for individuals. This can be a potential risk for both
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individual and mission outcomes during operational deployments and assignments
involving specific high risk roles or tasks.
Stigma and Barriers to Care
Research conducted in the NZDF in relation to stigma and barriers to care is consistent
with research findings across partner Defence Forces.6 Those with mental health
related issues often feel an associated stigma with their condition and are less likely
to seek help. In many cases help is sought through an external provider without being
reported internally.
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There are a broad range of perceived barriers to care within the NZDF. These include:
• Lack of individual recognition of a problem.
• Desire to manage issues independently.
• Concern about the career impact of seeking care.
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• Lack of understanding and negative attitudes towards mental health care.
The presence of mental health stigma and barriers to care, and findings that the impact
of exposure to high risk experiences can be long term, reinforce the importance of
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continuing to build our focus on prevention. Monitoring, early intervention and building
excellence in all aspects of our mental health support system is therefore essential to
optimising mental health within the NZDF.
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6. Gould, M., Adler, A., Zamorski, M., Castro, C., Hanly, N., Steele, N., Kearney, S., and Greenberg, N. Do stigma and other
perceived barriers to mental health care differ across Armed Forces? J R Soc Med 2010, 103, 148-156.
NZDF MENTAL HEALTH STRATEGY
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PART TWO
Delivering Comprehensive Mental
Health Support to the NZDF
NZDF Mental Health Framework
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The Defence Health Strategy, NZDF Model for Mental Health, mental health themes, and
strategic outcomes, along with key NZ and international research, have been utilised to
shape a framework for developing comprehensive mental health in the NZDF. Act
Through a collaborative, integrated, and comprehensive health system of systems,
Defence Health will lead and focus efforts across the NZDF to meet the evolving mental
health needs of NZDF personnel.
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NZDF MENTAL HEALTH STRATEGY
PART TWO
A Better, Stronger, Healthier NZDF
Enhanced Force Strength Through Comprehensive Mental Health
Strategic Outcomes
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• Identify and Respond to • Promote and Support Mental • Deliver Comprehensive, Coordinated
Mental Health Risk
Health Resilience in NZDF
and Customised Mental Health Care
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Strategic Themes
LEAD
UNDERSTAND
PREPARE
CARE
Information
Self
Improve Health R
e
Resilience / Stamina
s
Culture
t
n
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Official
alth
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Family
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Health
Mental Health Model
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Foundation
Risk
Early
Treatment /
Transition
Strengths
Reduction
Intervention
Recovery
Area of Focus
• Grow Positive Mental Health Culture
• Build Shared Responsibility and
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• Build integrated Multi-disciplinary Approach with a focus on
Self Management
Collaboration and Partnership
• Clear Operating Model
• Reduce Stigma and barriers to care
• Intelligence Led
• Promote and Support Mental Health Fitness and Resilience
• Training and Resources
Figure 2. NZDF Mental Health Framework
NZDF MENTAL HEALTH STRATEGY
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NZDF Model for Mental Health
The NZDF Model for Mental Health (Figure 3) outlines our model for supporting the
mental health of NZDF personnel. The four cornerstones of health underpinning the
Te Whare Tapa Wha7 model of Maori mental health (Physical, Emotional, Spiritual
and Family / Whanau), are embedded within the NZDF Model for Mental Health. It
illustrates how environment, culture, social support networks and families all have a role
in shaping mental health and reinforces the importance of a multi-disciplinary approach. 1982
Culture
Environment
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Command
Foundation
Risk Reduction
Strengths
Transition
Early
Intervention
Information
Treatment /
Recovery
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Health
Family
Social Support
the
Foundation
Risk
Early
Treatment /
Transition
strengths
reduction
Intervention
recovery
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• Selection
• Peer
• Mental health
• Treatment
• Acknowledgement of
• Skills
programmes
first aid
• Family
service
• Knowledge
• Surveillance
• Mental health
engagement
• Identification of risk
• Cohesion
• Targeted
screening
• Clinical and
• Knowledge of support
• Climate/
resilience
• Psych 1st Aid
occupational
systems
Culture
training
• Psycho-
rehabilitation
• Structured transition
• Leadership
• Psychological
education
programmes
• Basic
threat risk
• Structured
• Ongoing support
resilience
assessment
interventions
for veterans through
training
appropriate agencies
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Figure 3. NZDF Model for Mental Health8
7. Durie, M. (1998)
Te Mana Te Kawanatanga: Policies of Maori Self-Determination. Auckland, NZ: Oxford University Press
8. Based on the model developed collaboratively through The Technical Cooperation Programme (UK, US, CAN, AS and NZ)
and further evolved by the ADF.
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NZDF MENTAL HEALTH STRATEGY
The model demonstrates the overlapping responsibilities of individual NZDF personnel,
NZDF leaders, and NZDF support agencies. It also reinforces the role of a range of
organisational support mechanisms in preventing and managing occupational stressors
and emerging mental health related issues.
Five key functional areas are reinforced in the model:
Foundation strengths – Foundational strengths are enabled through effective selection
strategies, training that develops confidence in occupational skills, knowledge,
resilience and coping skills, and creating a culture that builds cohesion and support
through effective leadership.
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Risk reduction – Effective measures identify risk, monitor the impact of risk, and
facilitate risk mitigation.
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Early Intervention – Comprehensive early intervention measures will ensure
trained personnel deliver mental health support that encompasses awareness and
management components. Screening programs help identify at-risk individuals and
highlight trends and developments which will inform priority activities.
Treatment / Recovery – Access to evidence-based treatment and rehabilitation
programmes that focus on successfully returning affected personnel back to work will
be prioritised. The programmes will be responsive to NZDF and individual needs, and
support the engagement of family and wider support networks in the recovery process.
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Recovery is to move beyond traditional treatment models through a focus on creating
opportunities for those impacted by mental health related issues to live meaningful lives
and contribute positively to society, either internal or external to the NZDF.
Transition – A seamless transition to civilian life beyond the NZDF is important for all
NZDF personnel. Transition will be supported through access to information about
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resources, services, additional support and available benefits, along with customised
packages designed around individual needs.
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NZDF MENTAL HEALTH STRATEGY
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NZDF Mental Health Themes
The four key themes outlined in Figure 4 below –
Lead, Understand, Prepare, and
Care9, guide the delivery of the NZDF Model for Mental Health and reinforce functional
areas critical to optimizing mental health. These areas include creating and reinforcing
the right culture to optimise the mental health of our people, being intelligence led and
responsive to emerging needs, focusing on prevention and resilience, and providing a
comprehensive and coordinated programme of screening and care.
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LEAD
UNDERSTAND
• Governance and Coordination
• Key outcome measures Act
• Positive culture
• Monitoring & reporting
• Stigma reduction
• Coordinated research
• Leadership support
• Focus on evaluation
• Alignment & partnerships
• Longitudinal impact
• Communication &
Engagement
Resilience / Stamina Information
Improve Health
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• High quality, timely, accessible
• Build resilience
care and support
• Grow Awareness
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• Comprehensive approach
• Empower self-management
• Multi-disciplinary care
• Build peer & community
• Long term support – including
support networks
support to veterans of military
• Targeted training for high
service
risk groups
CARE
PREPARE
Released
Figure 4. NZDF Mental Health Themes
9. These themes are built on the themes used in the Surgeon General’s Mental Health Strategy published by the Canadian
Forces Health Services Group - Understand, Educate Care. Lead has been added to reflect the NZDF context.
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NZDF MENTAL HEALTH STRATEGY
Lead
Leadership at all levels of the NZDF is critical to support mental health. The
management of a coordinated, integrated multi-disciplinary approach to mental health,
the promotion of health and fitness, access to health promotion programmes and
mental health awareness information must be supported by leadership at all levels of
the organisation.
Individual / Peer Responsibilities
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Personal leadership involves creating an environment that reduces the potential for
mental health related issues to occur, taking responsibility for self-management of
potential issues and seeking help early when required. It also involves providing support
to others, working together to remove the stigma associated with mental health related
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issues and supporting personnel to facilitate their early access to help if it is required.
Command Responsibilities
Leaders and managers are responsible for building trust and creating a two-way
communication pathway, reducing barriers to care, removing the stigma associated with
mental illness, and providing access to early intervention when required. Leaders and
managers also have an important role to play in moderating occupational factors that
can impact on safety and mental health. Leaders need to work with health professionals
to ensure the early identification and management of any challenges to mental health,
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as part of a multi-disciplinary approach to achieve individual recovery support and
enhancing overall health.
Defence Health and NZDF Support Agency Responsibilities
Defence Health and NZDF support agencies will align responsibilities within the NZDF
to work in a multi-disciplinary manner to provide a full spectrum of mental health care,
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performing an important role in supporting leaders to build an effective system of mental
health care tailored to the unique requirements of individuals and the NZDF.
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Understand
Understanding factors that may increase or reduce the incidence or severity of mental
health related issues, and tracking the long term mental health of our people over time
is imperative to the provision of comprehensive mental health support. Central to this
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theme is optimising mental health across the organisation through a health intelligence
led approach informed by an understanding of the nature and prevalence of mental
health issues. The effectiveness of programmes of care will be evaluated over time and
continually evolved.
Research
We will enhance our understanding of mental health within our population through a
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coordinated programme of internal and external research. Areas of particular focus
will include understanding the prevalence of mental health related issues across the
NZDF, barriers to care, and the longitudinal impact of exposure to situations known to
contribute to mental health issues.
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Health intelligence
Intelligence regarding the incidence, prevalence, and impact of mental health issues is
essential to guide the development of programmes in support of the Prepare and Care
themes. The ability to analyse multiple data sources within the NZDF will allow real time
reporting as well as trend analysis and health planning.
Prepare
Enhanced resilience will form the cornerstone of the prepare theme, preventing the
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onset of poor mental health, and equipping personnel with the mental resilience to
recover well from stressful events whilst avoiding mental illness.
Providing accessible information that raises awareness, builds resilience, reduces
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stigma and enables people to recognise and manage mental health related issues is
an important component of mental health support. Commanders, managers, peers and
family all have a role to play in recognising mental health issues and encouraging early
recognition, self-management and help-seeking behaviour.
Targeted comprehensive training and education will be provided to increase mental
health literacy, enhance resilience, and promote effective rehabilitation and recovery.
This will also provide effective tools to mitigate the impact of stress, building awareness
and the ability to respond effectively to mental health issues. Through training, our
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people will learn to better recognise when their peers and subordinates are having
difficulty and provide support and encouragement to those who may be struggling with
mental health issues to recognise this and take action.
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NZDF MENTAL HEALTH STRATEGY
Care
Mental health care will be guided by evidence-based best practice and delivered through
collaborative, integrated multi-disciplinary teams. These teams will provide timely,
accessible, and effective care for the rehabilitation and recovery of those who need it
through the provision of screening, professional mental health support, effective case
management, and long term follow up.
Our NZDF Model for Mental Health guides the delivery of mental health support
throughout the continuum of care. This care will be provided through the coordination 1982
of internal and external agencies, employing a Whole of Government philosophy in the
provision of care.
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Optimising personnel support
As demand for services evolves, our model of care will be adapted to reflect changing
needs, shaped by the operating context and broader environmental factors. Any
opportunities that may emerge through research, partnerships, and technology will
guide process improvement. Operating practice will be supported through clear policy
guidance, defined roles and responsibilities, and coherent processes for information
management and sharing, case management and referrals. The NZDF Model for Mental
Health is individually focused to ensure that it is effective and inclusive, as well as being
appropriately considerate of cultural issues and individual differences.
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Utilising Technology
A range of technologies will be investigated with a view to being utilised to enhance
access to, and the delivery of, mental health services. Internet based applications
may support treatment in the absence of provider contact, extending assessment and
treatment services where face to face contact is difficult. The utilisation of technology will
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also increase engagement in self- management and reduce barriers to care.
Access to Care
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Accessibility is central to the successful application of the NZDF Model for Mental Health.
Personnel will be provided with a range of user friendly options to enable early, effective
access to mental health information and support. Care will be provided through a variety
of means which will be adapted to the environment and individual needs, and the
ongoing requirements of veterans.
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NZDF MENTAL HEALTH STRATEGY
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PART THREE
Strategic Outcomes
The NZDF approach to mental health will be enhanced through improving identification
and response to mental health risk, promoting and supporting mental resilience in the
NZDF, and the delivery of comprehensive, coordinated, customised mental health care.
The three strategic outcomes, which reflect a comprehensive, integrated approach to
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enhancing mental health throughout the continuum of care, will drive the development of
measures and programmes in support of this strategy.
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1. Identification and Response to Mental Health Risk
Capabilities will be developed to capture and report mental health information that
provides a clear picture of the mental health status of our people. Risk factors, the
short and long term impact of mental health challenges, the quality and effectiveness
of our prevention, intervention and care programmes, and emerging issues will also be
captured. Practices will be evolved to support changing needs based on contemporary
practice informed through strong research and partnerships.
Key actions are:
Information
• Develop awareness and accountability for mental health across the NZDF.
• Deliver regular communication at all levels to reinforce the need to reduce stigma
and barriers to care.
• Develop an integrated mental health information system that permits appropriate
capture, sharing and secure storage of health information and facilitates regular
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reporting and long term analysis of the mental health of individuals.
• Identify NZDF measures of mental health risk.
• Improve the accuracy of data collection and analysis.
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• Monitor the impact of interventions on short term and long term mental health to
identify areas of emerging risk and need.
• Undertake research to better understand the mental health needs of the broader
NZDF community and the approach for addressing these through partnerships with
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external agencies.
• Develop partnerships with other Defence Forces to improve monitoring and support
during all overseas operations.
2. Promotion and Support of Mental Resilience within
the NZDF
Resilience in our people will be developed through training, support and education
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designed to reduce the likelihood of mental health issues and mitigate their impacts.
Key actions are:
• Develop customised resilience training and education programmes for all
NZDF personnel.
• Provide a robust toolkit of accessible information, resources, and tools.
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NZDF MENTAL HEALTH STRATEGY
PART THREE
• Develop programmes to support the transition to civilian life in partnership with
Veterans Affairs New Zealand (VANZ).
• Create a climate of information sharing, trust, and understanding regarding mental
health and the process of recovery for those needing support.
• Review and enhance training for specialist groups (including leaders and trainers)
and external providers.
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3. Comprehensive, Coordinated, Customised Mental
Health Care
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Alignment and direction across all areas of the NZDF involved in mental health will be
prioritised to ensure that our practices are consistent and integrated, create clarity about
roles and responsibilities, and ensure a multi-disciplinary approach is taken in individual
case management, and specialist skills and partnerships are leveraged to provide
comprehensive mental health care.
Key actions are:
• Develop an integrated, multi-disciplinary approach to managing mental health
through effective collaboration across NZDF leadership, Defence Health personnel,
and NZDF support agencies.
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• Create clearly defined roles and responsibilities of care providers, including scopes
of practice and requisite competencies, case management, protocols and policy
guidelines.
• Develop a coordinated, comprehensive mental health training programme that will
build and maintain required skills and enable effective multi-disciplinary operating
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practice.
• Build and promote a framework for comprehensive mental health care that
appropriately leverages internal and external partnerships and leading practice.
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• Identify capability gaps in regard to comprehensive mental health support; and then
develop appropriate capabilities to meet any identified need.
How Will We Measure Our Success?
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Successful implementation of the NZDF Mental Health Strategy will result in enhanced
mental health and resilience in the NZDF. It is important that the performance of
measures and programmes developed in support of this strategy are evaluated regularly,
and innovation, best practice, and research continue to drive the NZDF approach to
comprehensive mental health. Therefore robust data collection and analysis systems will be
developed to both assure high quality is maintained, and to inform emerging future priorities.
Innovative research will support the development of new measures and programmes
designed to provide customised care to NZDF personnel.
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Tangible measures of success will be developed which will target the overall impact
of our actions on the comprehensive mental health of the NZDF. These measures will
encompass comprehensive mental health care, and will assist in highlighting areas for future
development as the implementation of the strategy progresses.
NZDF MENTAL HEALTH STRATEGY
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Progressing Our Strategy
Implementation
This strategy provides the foundations for a comprehensive mental health system that
is focused on prevention and developing resilience, along with delivering high quality
care. It is designed to support the Defence Health Strategy, which provides the platform
for enhancing our existing approach to mental health and developing a framework for
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comprehensive mental health care.
The Director Defence Health has overall responsibility for the strategic direction and
governance of the NZDF Health System, policy and procedures. Through the Director of
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Defence Health Strategy, the Assistant Director Mental Health will have responsibility for
coordinating the implementation of this strategy, working in partnership with key internal
and external stakeholders. This will involve oversight of the delivery of the strategic
outcomes defined in the strategy through the development and coordination of the NZDF
Mental Health Action Plan.
Three important documents will support this implementation:
• NZDF Mental Health Action Plan – This document provides the roadmap for
optimising our approach to mental health driven by the key themes of Lead,
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Understand, Prepare, and Care. It outlines the key deliverables and responsibilities
assigned to functional areas, and key milestones and outcome measures.
• CDF Directive – This document will provide executive direction to the
implementation of the strategy across NZDF leadership, Defence Health personnel,
and NZDF support agencies.
• Defence Health 2020 – This document will be developed during 2014/15, and will
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provide a clear picture of the total health effect required to be achieved by 2020 in
support of NZDF outputs. It will provide a key reference in developing the Health
Total Defence Workforce concept, along with the development of core capabilities,
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training systems, and professional pathways.
The combined effects of the NZDF Defence Health Strategy, NZDF Mental Health
Strategy, NZDF Mental Health Action Plan, CDF Directive, and Defence Health 2020
documents will provide thorough strategic guidance for the delivery of comprehensive
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mental health care delivery out to 2020 and beyond.
Together, leveraging the right systems, practices, and processes alongside
individual and collective responsibility, we will create a mentally resilient
and healthy workforce underpinned by a positive culture that will enhance
force strength through comprehensive mental health.
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NZDF MENTAL HEALTH STRATEGY
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