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Business plan template

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URL: https://www.publications.qld.gov.au/dataset/30775b7b-4198-4cef-9fef-8800d76648c6/resource/d5b824ef-8f97-49d2-be2f-1b88bde4d0e4/download/business-plan-template.docx

Template for use in creating a business plan

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Business plan template

Create a comprehensive business plan with this easy to use business plan template.

Businesses need a strong plan that outlines what you aim to achieve and gives you a roadmap to get there. Creating your own business plan doesn’t have to be difficult, simply set aside some time to work through the various elements.

What to consider when writing a business plan

The template walks you through each stage of a business plan. It will help ensure that nothing gets missed, including essential elements such as:

• your profile
• your marketing strategy
• your business structure.

When you’re  writing your business plan , it’s important to: 

• avoid  long words or sentences
• use clear and concise language and avoid jargon
• identify your audience and keep them in mind when writing
• show why you care and let your passion for the business shine through
• highlight your unique value proposition
• include a realistic detailed financial plan
• think carefully through every step of your business start-up
• pinpoint weaknesses, identify your strengths and spot opportunities.

Why you should use a business plan template

A business plan template is an essential tool to help you  create a clear, concise and comprehensive business plan. It can help you:

• secure funding and  attract investors
• set goals and prioritise
• better control  your business
• helps you seek finance.

Writing a plan can be enjoyable. It will help you highlight the ideas and activities at the core of your business, and force you to get your priorities in order too. It could also show you what success will look like, so you can begin measuring it. Each section of the template comes with brief instructions, so that you get the structure right.

When you’re finished, one of our small business bankers will be happy to go over the plan and provide advice and guidance. You can request a call back online to discuss this further.

Download our  business plan template (DOC, 158KB) , opens in new window  and read our detailed article on writing your business plan to get started.

Use our business plan template to guide you through writing your business plan.

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Write a business plan

Write down your ideas.

A business plan explains your business's goals and outlines how they will be achieved.

If you're applying for a grant or finance, you must have a business plan as part of the application.

When to do a plan

You should write a business plan before you start operating.

It can be tricky to do if you're still in the planning stages. But you can amend your plan as your business grows and changes.

Review your plan regularly and update it as needed.

Even existing businesses may benefit from putting a business plan together.

What to include

In general, a plan would usually include:

• an executive summary
• description of your business
• information about your business structure
• market research
• marketing and sales strategy
• financial plan - such as your  start-up costs and funding , expected cash flow and sales plan
• staffing requirements, including how you will attract, select and recruit workers .

Get a business plan template from the Australian Government's Business website .

For assistance putting together your plan, talk to:

• small business champions
• a business coach or consultant (fees may apply)
• government funded services like the Business Enterprise Centre NT .

Existing businesses may be eligible for the Business Growth Program . This program provides funding for existing businesses to work with business consultants.

Contact a Territory Business Centre to find out what help you might be eligible for.

On this page

Research your business idea.

Look into your idea before deciding to make it a business.

Create a sales plan

Set realistic sales goals.

Contact a Territory Business Centre

Territory Business Centres can give you information about starting a business, licensing requirements and government assistance programs.

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Blog | australian actions for a just transition: the net zero authority and private sector impact.

Dr Evan Center | August 21, 2024

In this blog, we explain how the Net Zero Authority relates to Australian businesses, the intersection between decarbonisation for business and social equity in a just transition and actions Australian businesses can take to address the rapidly shifting landscape of sustainability.

In line with the Paris Agreement, Australia’s goal to achieve net-zero emissions by 2050 has a massive impact on Australian businesses and communities, especially those that are currently most affected by the present implications of climate change. The Federal Government made this transition an increased priority with announcements for the support of clean energy practices and technologies, such as passing the Climate Change Act 2022 and being the first country to submit a Paris Agreement inventory .

Defining a Just Transition

As businesses and governments make the shift towards renewable energy, both globally and within Australia, they must work together to deliver a just transition for all impacted. A just transition refers to advancing decent work, promoting social inclusion, and eradicating poverty in the process of delivering a net zero economy by 2050.

Those most affected by the just transition include current climate-vulnerable communities. To support these communities, both government and private sector actors must work together to develop the skills necessary for green jobs, while also driving sustainability policies that support First Nations’ engagement and the empowerment of marginalised groups.

What is the Net Zero Authority and what does it mean for Australian businesses?

In 2023, the Albanese Government announced the legislation of the national Net Zero Authority to “ensure the workers, industries, and communities that have powered Australia for generations can seize the opportunities of Australia’s net-zero transformation”.

The legislated Net Zero Authority will:

• Support workers in emissions-intensive sectors to access new employment, skills, and support as the net-zero transformation continues
• Coordinate programs and policies across government to support regions and communities to attract and take advantage of new clean energy industries and set those industries up for success
• Help investors and companies to engage with net-zero transformation opportunities.

Australian businesses can leverage this new legislation and support a just transition by adapting policies and strategies that are based on social dialogue and stakeholder engagement.

Renewable Energy and a Just Transition

A just transition supports local, indigenous, and first-nations groups as businesses adjust operations in accordance with the Paris Agreement.

In alignment with the International Labour Organisation’s (ILO) guidelines , a just transition must take a people-centric approach and focus on the role of decent work ( Sustainable Development Goal #8 ), which includes four pillars :

• full and productive employment
• rights at work
• social dialogue and
• social protection.

As outlined in the United Nations Global Compact report, Just Transition and Renewable Energy: A Business Brief , the shift from a fossil fuel-driven energy system to one based on renewable energy sources and technologies, significantly impacts and reshapes both national economies and local communities. Although there is great potential to generate numerous employment opportunities, promote sustainable growth, and enhance overall well-being, it is critical that already present inequities of climate change are neither perpetuated nor exacerbated.

Ultimately, industry and government must work together to account for misalignments – such as job losses in the fossil fuel industry – and provide training for the nuanced skills required for green jobs. By placing people’s needs at the core of the transition, Australia can address these challenges and ensure a fair and equitable transition for all.

First Nations and a Just Transition

First Nations communities are critical partners in the just transition. About 40% of Australia is covered by native title , in both exclusive and shared title. First Nations people have strong local and cultural knowledge, including management of Country, that is crucial in informing how Australia transforms its energy systems to achieve net-zero emissions.

The Australian Government has allocated $5.5 million to develop the First Nations Clean Energy Strategy , a key initiative under the National Energy Transformation Partnership . This strategy seeks to engage First Nations people and businesses by involving them in renewable energy policies and programs, identifying areas for improvement and guiding future investments. Through meaningful collaboration, the strategy aims to ensure that First Nations people, who face significant climate impacts and energy challenges, are key partners in Australia’s clean energy transformation.

The First Nations Clean Energy Network – a network comprising First Nations people, community organisations, land councils, unions, academics, and industry groups – advocates for expanding access to training, creating employment opportunities , and developing career pathways in clean energy as crucial elements in ensuring that the energy transition positively impacts the lives of First Nations Australians. Fostering long-term employment and skill development – with a focus on career building — is a fundamental approach to building generational wealth for First Nations Australians.

Actions for Just Transition Engagement

Businesses are critical drivers for the supply and demand of renewable energy. Likewise, they are instrumental in developing innovative approaches that ensure the most efficient use of energy resources and improve energy access. Therefore, businesses must respond to the urgency of a fair energy transition and set ambitious targets, formulate just transition plans, and publicly disclose progress.

To further your business’ actions towards a just transition, we invite you to join the Uniting Businesses LIVE Australia conference and annual dinner where sustainability specialists will discuss:

• how the National Net Zero Authority intends to operationalise its agenda and address labour challenges
• investment opportunities
• the impact the private sector plays on local and Indigenous communities and
• the history, connections, strategies, and collaborations between government and business that are essential to propel Australia towards a net zero future.

Prepare to be inspired by two sessions focusing on the topic of net zero:

• A keynote speech by The Hon Matt Kean , Chair of Climate Change Authority, explores the history, connections, strategies, and collaborations between government and business that are essential to propel us towards a net zero future.
• A panel discussion on the Net Zero Authority and private sector impact, which delves in a transformative era where corporates and investors play a crucial role in ensuring a fair and inclusive transition towards net zero. Featured speakers include:
• Deb Barwick , CEO, New South Wales Indigenous Chamber of Commerce
• Jessica Forrest , Executive, Sustainability, National Australia Bank
• Ruth Madden , ESG Manager, Port of Newcastle
• Sharan Burrow AC , Advisory Council, University of Melbourne Climate Futures; Visiting Professor in Practice, London School of Economics

*Authors: Farah Dirgantoro and Dr Evan B Center .

UNiting Business LIVE Australia is the defining sustainability event of the year, giving leaders the opportunity to shape the future of business in Australia. 

In a watershed moment for corporate accountability, UNiting Business LIVE Australia conference and annual dinner will equip businesses to navigate ongoing socio-environmental and regulatory changes.

This event from the UN Global Compact Network Australia (UNGCNA), the Country Network of the world’s largest corporate sustainability initiative, presents insights from international sustainability leaders to solve the most pressing challenges faced by Australian organisations today.  

Secure your delegate passes today : https://bit.ly/4cuq1AU

Dr Evan Center

Dr Evan Beaumont Center is an experienced environment and climate change professional with expertise in environmental research, strategy and partnerships. Evan manages our Environment and Climate Change portfolio in alignment with the Sustainable Development Goals and the UN Global Compact Network’s Ten Principles.

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Under the provisions of the Local Government Act 1993-Section 47, Central Coast Council is required to give Public Notice for a proposed lease over the land located at 15 Battley Ave The Entrance used for the permitted use of Mens shed and activities associated therewith for a term of 5 years to The Entrance Men’s Shed Inc.

Any submissions should be in writing and addressed to the Chief Executive Officer, quoting Council's reference: F2024/00713, via email to [email protected] or post PO Box 20, WYONG NSW 2259

For any enquiries, please contact Cassie Field, Property Officer, Central Coast Council on 0455 121 421 or [email protected]

Submissions close: 5pm, 27 September 2024

Operational Land: Lot 101 DP 1136894

David Farmer

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About the one-page action plan

A one-page action plan is a brief overview of the goals you've set for your business and the actions you will take to achieve them. You can include an action plan as part of your overall business plan .

The plan is simple to use. Once you have completed it, post it up somewhere where you and your staff can see it regularly (the fridge in the kitchen or on the notice board). The goals and actions should be front-of-mind for everyone involved in the business.

Government funded suicide prevention in Australia – an environmental scan

• Open access
• Published: 26 August 2024
• Volume 24 , article number  2315 , ( 2024 )

Cite this article

You have full access to this open access article

• Bridget Bassilios 1 ,
• Dianne Currier 1 ,
• Karolina Krysinska 1 ,
• David Dunt 1 ,
• Anna Machlin 1 ,
• Danielle Newton 1 ,
• Michelle Williamson 1 &
• Jane Pirkis 1  

Suicide is a worldwide public health problem. In response to this problem, Australia was one of the first countries to develop national suicide prevention policy. Guided by the National Suicide Prevention Office (NSPO), which was established in 2021, suicide prevention in Australia is in a period of reform. The NSPO is driving a nationally consistent and integrated approach to suicide prevention including leading the development of a new National Suicide Prevention Strategy. This article summarises findings from an environmental scan of government-led suicide prevention in Australia, conducted as an input for the development of the new Strategy.

The scan was conducted from August 2022 to January 2023. We searched relevant government websites and Google to identify policy documents and programs and services. We undertook a desktop review of documents and programs/services using coding templates developed to address the objectives of the scan. Qualitative information was extracted in a systematic manner using these templates.

Australia’s suicide prevention efforts are significant as demonstrated by activities ranging from policy documents intended to guide and plan activity, the National Mental Health and Suicide Prevention Agreement committing the Federal Government and jurisdictions to work together, and the availability of national, state, local area based, and digital services and programs. Suicide prevention approaches in Australia are mostly selective or indicated. There is less emphasis on universal approaches, wellbeing promotion, strengthening protective factors and mitigating the impact of known drivers of distress. In addition, there is limited evidence to demonstrate a whole-of-government or whole-of-system approach is operating in Australia. Findings should be interpreted in the context that suicide prevention in Australia is currently in a period of transition.

Conclusions

Current government emphasis on and investment in suicide prevention activity, together with strong commitment to lived experience and cross sectorial collaboration, are substantial and appropriate. There are also many opportunities to further progress cross-portfolio and cross-jurisdiction suicide prevention and response efforts. This requires urgently adopting a shared understanding of suicide, which includes the diverse drivers of suicidal distress, and improving protective factors and social wellbeing.

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Suicide remains a pressing but preventable worldwide public health problem. Globally, around 703,000, people die by suicide each year [ 1 ]. Effective strategies for preventing suicide include training general practitioners to recognise and treat depression, routine active follow-up of patients after discharge or a suicide-related crisis, means restriction, and educating young people about depression and suicidal behaviour [ 2 , 3 ]. Combination approaches in health care systems show promise in reducing suicide in several countries, but evidence is yet to be amassed [ 2 , 3 ]. The World Health Organization endorses four evidence-based suicide prevention interventions including means restriction; interacting with media for responsible reporting of suicide; fostering socio-emotional life skills in adolescents; and early identification, assessment, management and follow up of anyone affected by suicidal behaviours [ 4 ].

In response to the problem of suicide, three decades ago, Australia was one of the first countries to have commenced developing and supporting national suicide prevention policy. However, the Australian suicide prevention rate is not decreasing, with 3,249 deaths by suicide recorded in 2022, representing an age-standardised rate of 12.3 per 100,000 people [ 5 ]. Furthermore, in Australia, suicide and self-inflicted injuries is the second leading cause of premature death from injury or disease and is the leading cause of premature death in men aged 15–49 years [ 6 ].

More recently, in 2019, the Federal Government announced the appointment of the first National Suicide Prevention Adviser to work with the National Suicide Prevention Taskforce to advise on reforming the suicide prevention system. The National Suicide Prevention Adviser’s Final Advice (Final Advice) drew heavily on the views of people with lived experience of suicide, in addition to government, service provider organisations and leaders in Indigenous suicide prevention [ 7 , 8 , 9 , 10 ]. The Final Advice is founded on ‘whole of system, whole of life’ principles, aiming to provide early intervention anywhere it could be needed in the service delivery system. This tenet is reliant on a whole-of-government approach to suicide prevention, which includes all government levels (Federal, state and territory, and local government) and all portfolios (not just health or mental health) working together on integrated policies and programs to prevent suicide and self-harm [ 7 ].

In 2021, the Federal Government announced the establishment of the National Suicide Prevention Office (NSPO) tasked with working across governments, portfolios, and sectors to drive the development of a nationally consistent and integrated approach to suicide prevention. This includes leading the development of a new National Suicide Prevention Strategy (Strategy), which will be followed by the development of a National Outcomes Framework and a National Suicide Prevention Workforce Strategy in 2024 [ 11 ].

Based on the blueprint for a public health, whole-of-government approach to suicide prevention developed by Pirkis and colleagues [ 12 , 13 ], the Final Advice [ 7 , 8 , 9 , 10 ] and a range of other inputs, the NSPO has been iteratively developing a framework for the new Strategy structured around focus areas and enablers (Table  1 ) [ 14 ]. The focus areas are the critical domains where action is required by governments and service providers to significantly reduce suicide and suicidality. The enablers are foundational areas of system reform required to drive the effective implementation of the Strategy as well as strengthen suicide prevention efforts more broadly. The enablers reflect some of the World Health Organization’s endorsed necessary pillars for implementing suicide prevention in countries such as multisectoral collaboration; capacity building; and surveillance, monitoring and evaluation [ 4 ].

The NSPO commissioned the University of Melbourne’s Centre for Mental Health (now named the Centre for Mental Health and Community Wellbeing) to conduct an environmental scan of the government-led suicide prevention system in Australia as an input for the development of the Strategy. The scan aimed to address the following research questions:

What are governments in Australia (Federal and state/territory) doing to prevent suicide?

To what extent is government-led suicide prevention activity in Australia aligned with the focus areas in the NSPO framework for the new Strategy?

To what extent does government-led suicide prevention activity in Australia leverage the system enablers described in the NSPO framework for the new Strategy?

This study reports the findings of this environmental scan, which may be used to inform the development of national approaches to suicide prevention in other high-income countries or to compare approaches between countries.

Data sources and scope

The scan was conducted from August 2022 to January 2023 and focused on two key methods: (1) a desktop review of government policy and agreement documents and (2) a scan of government-led/or directly funded programs and services. The former included Federal and state/territory documents and the latter focused on national programs and services. Supplementary key informant interviews were also conducted and will be reported separately. The scope of the environmental scan focused on government led activity because its findings will inform the development of the new National Suicide Prevention Strategy, which is a government-led document.

Government policy and agreement documents

We identified the current or most recent publicly available Australian suicide prevention ‘policy documents’ (e.g., government agreements, strategies and plans) by referring to documents mentioned in the National Suicide Prevention Adviser’s Final Advice  [ 7 , 8 , 9 , 10 ] and by using the search terms ‘suicide prevention policy’, ‘suicide prevention strategy’, ‘suicide prevention plan’, and ‘suicide prevention agreement’. These search terms were entered into the relevant websites including Federal, state and territory government; established suicide prevention organisations and agencies; Primary Health Networks (PHNs, which are funded by the Federal government and commission health services to meet needs of their local communities); and Google. The search was not restricted to health portfolios but included suicide prevention activities undertaken within any government portfolio or agency.

Programs and services scan

Because a single data source for programs and services was not found, we identified selected key programs and services in the national service system from similar websites used to identify policy documents, and contacted staff from relevant agencies to ensure that key initiatives about which information was not in the public domain were included in the scan. Only programs or services labelled, funded, or designed explicitly with the objective of suicide prevention were included.

Data extraction and analysis

We undertook a desktop review of documents collected. We developed coding templates based on the aims and objectives of the scan and on our discussions with the NSPO to summarise and organise salient themes as they emerged from the given data source. Separate coding templates were developed for the different focus areas and enablers, but we attempted to align the coding frameworks across different data sources. For example, data extracted from policy documents included: Title of policy document, Period, Who is involved, Roles and responsibilities, Key objectives, Approach/guiding principles/conceptual framework, Priority populations, Interventions/programs, Funding/budget, Monitoring/evaluation/outcome measurement, and Evaluation of plan’s progress in relation to suicide prevention activity. Data were also extracted from these documents on lived experience and workforce.

Qualitative information was extracted in a systematic manner using these templates. This analysis enabled us to describe areas of commonality and difference across policy documents. Having described each policy or program, we considered the extent to which their totality demonstrates progress within a particular focus area or enabler of the NSPO framework for the new Strategy. Progress was assessed as considerable, partial or mixed, absent, or not possible to assess.

Table  2 outlines the number and type of documents reviewed and data extracted. Appendix 1  provides a detailed list of the documents.

Findings are presented for each research question. Space does not permit a complete listing of activities, programs and services, so key examples are presented.

Research question 1. What are governments in Australia doing to prevent suicide?

Led by Federal and state and territory governments, Australia’s suicide prevention and response efforts are extensive across five activity categories: (1) Strategies, plans, and frameworks, (2) the National Agreement, (3) Joint regional plans, (4) Key programs and services, and (5) Monitoring and evaluation.

Suicide prevention and response in policy documents (strategies, plans and frameworks)

Many Federal and state and territory strategies, plans and frameworks are in place, focussing explicitly on suicide prevention or considering it together with mental health. Most strategies include a consideration of priority populations and standalone national priority population suicide prevention strategies exist for First Nations peoples [ 15 ] and LGBTIQ + people, although government contributed to rather than developed the latter strategy [ 16 , 17 ]. Federal mental health and wellbeing strategies for current and ex-Australian Defence Force (ADF) members [ 18 , 19 ] and children [ 20 ] include suicide prevention.

The Zero Suicide Framework, which aims to improve support for people in crisis presenting to emergency departments, was mentioned as a cross-portfolio initiative in several policy documents. For example, to improve data and evidence, the national Veteran Strategy mentions a formal monitoring and evaluation plan that will align with the Government’s Towards Zero Suicides agenda [ 19 ]. Queensland and New South Wales have published care pathways based on the Zero Suicide Framework [ 21 , 22 ]. The Zero Suicide Framework is being implemented in Queensland to drive cultural and clinical change in suicide care across all hospital and health services [ 23 ], and in New South Wales to trial evidence-based peer support and peer-led initiatives as alternatives for people with suicidal ideation presenting to emergency departments [ 24 ]. The South Australian plan also includes the Zero Suicide Framework [ 25 ].

National Mental Health and Suicide Prevention Agreement ( National Agreement )

The National Agreement [ 26 ] is a key mechanism for formalising a joint Federal-state/territory approach including Federally funded PHNs and Medicare Benefits Schedule (MBS) services and state/territory government funded Local Hospital Networks (LHNs); as well as an explicit commitment to a whole-of-government approach to supporting and funding suicide prevention activity in portfolios other than health, e.g., education, justice, disability, housing etc.

Under the National Agreement [ 26 ], the Federal Government and state and territory governments are working together to support key initiatives including a Distress Brief Intervention (DBI) Trial, postvention services, and the national rollout of aftercare services for people following a suicide attempt (universal aftercare Footnote 1 ). Table  3 briefly describes these initiatives.

Joint regional plans for integrated mental health and suicide prevention

Under Australia’s Fifth National Mental Health and Suicide Prevention Plan (Fifth Plan) [ 28 ], Federal, state and territory governments require PHNs and LHNs to jointly develop plans for integrated mental health and suicide prevention services in their local regions (geographic locations). These joint plans aim to address local service-based problems faced by people with lived experience of mental illness or suicide and their carers and families, such as fragmentation, gaps, duplication and inefficiencies in service provision, and a lack of person-centred care [ 29 ]. Joint regional plans have been developed for all of Australia’s 31 PHN locations (one plan was published after our scan was completed, so is not included in this analysis). Plans cover periods of 2–5 years; some are foundational, and others outline activities and outcomes regarding strategic priorities. The Federal Government funds PHNs and joint local area-based regional planning and state and territory governments fund LHNs.

Key programs and services

Australia’s suicide prevention service system, comprising government agencies, service providers and the non-government sector, is complex [ 30 ]. This section describes key initiatives other than those available through the MBS, from hospitals or under the National Agreement including: (1) the National Suicide Prevention Leadership and Support Program (NSPLSP), (2) PHN-commissioned services, (3) national digital mental health and suicide prevention services and programs, and (4) online navigation systems.

National Suicide Prevention Leadership and Support Program (NSPLSP)

The NSPLSP was introduced in 2017 as part of the Federal Government’s response [ 31 ] to the National Review of Mental Health Programs and Services [ 32 ] and is key among national suicide prevention efforts. The program is a mechanism for providing essential sector leadership, reform, advocacy, research and translation, and services targeting people who are disproportionately impacted by suicide. Currently, the Federal Government funds 40 projects via the NSPLSP to perform seven suicide prevention activity category types (described in Appendix 2 ): (1) National leadership in suicide prevention; (2) National leadership in suicide prevention research translation; (3) Centre of Best Practice in Aboriginal and Torres Strait Islander Suicide Prevention (CBATSISP); (4) National support for lived experience of suicide; (5) National media and communications strategies; (6) National suicide prevention training; and (7) National suicide prevention support for at risk populations and communities.

Most NSPLSP projects provide selective interventions targeting specific at-risk populations (e.g., youth, men experiencing psychosocial distress, people bereaved by suicide, people in rural/remote locations, veterans, LGBTIQ +, and First Nations peoples); or people/organisations supporting them (e.g., PHNs). The NSPLSP also funds the CBATSISP.

The NSPLSP is currently being evaluated by Australian Healthcare Associates. Projects funded under the NSPLSP are evidence-informed [ 33 ] meaning they are based on a combination of research evidence, lived experience views, professional expertise, and information from the practice context [ 34 ]. An earlier evaluation of the NSPLSP found that although there were reporting inconsistencies, most projects were achieving their targets and had the potential to strengthen or expand their activities through additional funding [ 35 ]. It also found that a definition of suicide prevention leadership in the context of the NSPLSP was lacking, engagement (and associated outcomes) between PHNs and NSPLSP projects was mixed, project leaders were unaware of each other’s activities, and many activities were universal or generalist [ 35 ].

PHN-commissioned suicide prevention services and activities

PHNs are Federally funded organisations that coordinate primary health care in their local region. PHNs receive government funding to commission suicide prevention and mental health services including those covered in the National Agreement [ 26 ] such as universal aftercare. Other services commissioned by PHNs range from low or moderate to higher intensity stepped mental health care matched to consumer level of need or symptom severity (e.g., low intensity digital mental health and suicide prevention services, primary mental health care for people with moderate symptoms/need, higher intensity in-person services for people with severe and complex symptoms/needs, respectively). Additionally, all 31 PHNs have received funding to appoint a Suicide Prevention Regional Response Leader to work with communities in their catchment to determine local needs and target programs and services commissioned [ 17 ].

Many PHNs participated in multi-component program suicide prevention trials between 2017 and 2022; the evaluation findings from which have influenced policy directions [ 36 , 37 ]. For example, the National Suicide Prevention Trial showed that four of 12 Trial Sites (11 PHNs) commissioned aftercare services for people who had attempted suicide or were experiencing a suicidal crisis, and all Trial sites commissioned a range of community-based activities including some led by non-government organisations [ 36 ]. Community-based activities mostly involved either awareness raising and engagement activities or capacity building, such as providing training to community members, frontline workers and members of the health and allied health workforce on suicide prevention or offering mental health first aid training.

National digital mental health and suicide prevention services and programs

Digital services are delivered remotely via telephone, videoconference, online chat, online course (self- or therapist-guided), secure mobile messaging (SMS) or mobile applications (apps). Digital mental health services have been funded by the Federal Government since 2006. Twenty digital mental health and suicide prevention services were reviewed as part of this scan irrespective of funding source either because they are suicide prevention or postvention specific, offer mental health support including the ability to manage suicidal distress, or target at-risk populations. Appendix 3  provides an overview of the characteristics of these 20 services.

Most of the 20 digital services reviewed provide selective (e.g., young people, First Nations peoples, people who identify as LGBTIQ+, veterans) or indicated interventions for anyone experiencing distress (including families and those bereaved through suicide), crises and mental health or other problems. Most are available 24 h per day and/or operate 365 days and/or offer extended hours, which means people can get the care they need when they need it and where they need it. This flexibility is facilitated by many digital services using multiple communication modalities (phone, online, mobile applications, email). Digital services are generally delivered by qualified counsellors or other mental health professionals, some are delivered by peers or trained volunteers, or a combination of options. Two services are delivered by First Nations peoples (13 YARN and National Indigenous Postvention Service).

Evaluation findings were located for 11 of the 20 digital services we reviewed. These evaluations show that digital services are valued by users, are effective (e.g., lead to improvements in wellbeing, increase help seeking, reduce suicidality), and/or contribute to service improvements.

Online navigation systems

To improve care coordination and integration and help people find the care they need, a range of service navigation systems have been created over time. Navigation – involving engagement, assessment, service identification, referral, and monitoring/follow-up – can be performed by staff or through online web-based applications [ 38 ]. Ten online navigation systems funded by the Federal Government (with or without additional funding sources) were identified and are described in Appendix 4 . Five online navigation systems are intended for use by consumers (and providers) including Head to Health, its redeveloped form as the National Mental Health Platform, the CBPATSISP Clearing House, Healthdirect and ReachOut. Three navigations systems are devoted to priority populations – two to First Nations peoples (CBATSISP Clearing House, WellMob) and one to young people (Reach Out – Tools and apps). Only three are suicide-prevention specific – Life in Mind, Suicide Prevention Australia’s Best Practice Directory and the CBPATSISP Clearing House. Five are broader mental health navigation systems that include information regarding suicide prevention. A key challenge associated with maintaining service navigation systems is keeping them up to date.

Evaluation information was mentioned regarding seven of the navigation systems. For some, this involved conducting internal quality assurance and service improvement activities. Published evaluations were found for fewer navigation systems. For example, an independent evaluation of the Head to Health gateway reported it has been used by a substantial number of people and has potential to be cost effective, but needs to be more widely promoted and user experiences can be improved [ 39 ]. Multiple studies have examined HealthPathways with a published review reporting that awareness and use are the most reported [ 40 ]. This review also reported that the impacts and outcomes of HealthPathways are difficult to measure due to “limitations in primary data and the interconnectedness of change” and called for “specific methodologies sensitive enough to capture the impact …over time” [ 40 ], which is applicable to evaluating navigation systems more broadly.

Monitoring, evaluation and research activity

Federal and state and territory governments monitor and evaluate policies, programs and services, and fund research to strengthen the evidence base. Examples include funding the Australian Institute of Health and Welfare (AIHW) to conduct the National Suicide and Self Harm Monitoring Project [ 41 ], and the suicide prevention trials delivered through PHNs and their evaluations [ 36 , 37 ].

Additionally, the government commissions independent reviews and inquiries to help identify system problems, gaps, and opportunities for improvement. Examples include the National Suicide Prevention Adviser’s Final Advice [ 7 , 8 , 9 , 10 ], the Productivity Commission’s Mental Health Inquiry [ 42 ], the Royal Commission into Victoria’s Mental Health System [ 43 ], and the National Review of Mental Health Programmes and Services [ 32 ]. However, evaluation efforts including ensuring evaluation reports are available in the public domain need to be more consistent to ensure that implementation and outcome lessons are shared, effective approaches are sustained, and inadequate approaches are improved.

Research question 2. To what extent is government-led suicide prevention activity in Australia aligned with the focus areas in the NSPO framework for the new Strategy?

The scan identified that there is currently only partial progress in aligning government-led suicide prevention activity in Australia with the five focus areas in the NSPO framework for the new Strategy including: (1) strengthening protective factors and wellbeing; (2) mitigating the impact of known drivers of distress; (3) empowering earlier intervention; (4) providing accessible, comprehensive, and compassionate care; and (5) supporting long-term wellbeing.

Focus area 1: strengthening protective factors and wellbeing

The Pandemic Response strategy was the only nationally coordinated government-led plan included in the scan that explicitly focussed on strengthening protective factors [ 44 ]. It included actions from the Federal and state and territory governments and multiple portfolios including those responsible for housing, employment and income support.

In terms of other policy and system responses aimed at strengthening protective factors and wellbeing under the remit of government-led suicide prevention activity, the emphasis on a whole-of-government approach in the suicide prevention policy documents included in the scan supported the principle of a comprehensive, coordinated policy and system response. Moreover, all the policy documents reviewed proposed multi-component approaches that included interventions aimed at strengthening protective factors and wellbeing such as early intervention, adopting a strengths-based approach, and building resilience. Strategies or elements of strategies focussed on First Nations suicide prevention foregrounded social and emotional wellbeing and cultural strengthening. In practice, most interventions named in strategies and agreements recognise and target individual risk factors (e.g., individual socio-demographic and contextual risk factors) [ 12 ].

Funded services and interventions reviewed in the scan, likewise, showed a predominantly risk-factor focus, with programs in educational settings being the most likely to focus on protective factors and general mental health and wellbeing. For example, the national initiative, Be You, is delivered to the entire school community and aims to promote and protect positive mental health in children and young people, although it also addresses risk factors such as bullying and the need for postvention [ 45 ]. Other services/interventions that address protective factors such as interpersonal and community connection and resilience are generally only selectively applied, for example, to men as an at-risk group, young people, or First Nations-specific cultural strengthening. Thus, although policy documents acknowledge a need for a population-wide approach across a broad range of psychosocial and socioeconomic domains as part of a comprehensive approach to suicide prevention, the range of interventions proposed as well as the current service/intervention landscape in the government-led suicide-specific domain are almost entirely risk-factor focussed and includes little activity at a population-wide level aimed at strengthening protective factors and wellbeing in general.

Focus area 2: mitigating the impact of known drivers of distress

All the policy documents reviewed in the scan acknowledged social determinants as contributing to suicide risk, and their adoption of the principle of a whole-of-government approach reflects an attempt to include social determinants as targets for intervention.

Individuals who are experiencing distress and/or suicidal crisis in the context of social determinant risk factors are mentioned in some strategies as high-risk populations and targeted for interventions (First Nations peoples, current and ex-ADF personnel, children and youth and LGBTIQ + people, residents in rural and remote regions, etc.). The main approach in terms of interventions for such individuals is to provide awareness and training across a diverse range of government agencies and services to recognise and potentially intervene to support those experiencing distress. The Queensland strategy is explicit in identifying every contact with a government agency as an opportunity for intervention [ 23 ]. However, the scan did not identify any government-led policies, services, or supports aimed at reducing the prevalence of distress in those contexts, or any system-wide measures to reduce the prevalence of those drivers.

The scan did not identify any strategy, service or intervention addressing upstream mitigation of social determinant-related drivers of distress although addressing distress in general as a risk factor for suicide is mentioned in a number of the bilateral schedules of the National Agreement [ 26 ]. Likewise, the majority of activities mentioned in the joint regional plans and included in the service system scan focused largely on proximal interventions to address suicide distress and crisis, or gatekeeper training to identify and support individuals experiencing any type of distress not necessarily related to social determinants.

There is likely substantial activity and services in place dealing with distress that fell outside the scope of the scan because they may be in non-health policy and service areas, and/or in the non-government sector.

Focus area 3: empowering earlier intervention during life transitions

Significant life transitions can increase vulnerability to suicidal distress. Examples include disengagement and transition from educational settings, leaving the defence force, release from correctional facilities, relationship breakdown and change in family structures, migration and settlement, bereavement, and change in work status due to unemployment, illness or injury. Policy documents acknowledge the importance of early intervention during life transitions to differing extents.

A range of suicide prevention activities contribute to progressing earlier intervention during life transitions, such as the previously described Distress Brief Intervention Trial and postvention services (see Research question 1). Other early intervention activities, some funded through the NSPLSP, include: therapies or services targeting non-suicidal distress; programs such as the Villy app for people transitioning to civilian life from the military; services and programs for young people such as headspace providing a range of early intervention services in clinical, educational and workplace settings, and YouthLife4life and Batyr delivering peer-led mental health and suicide prevention activities in educational settings; and some PHN-commissioned services that target certain populations experiencing difficult life transitions (e.g., people experiencing homelessness, refugees and asylum seekers, people in contact or at risk of contact with the justice system, and children with parents who have mental health problems).

Improving whole of population awareness of suicide prevention including how to provide or seek help during difficult life transitions may also help to foster earlier intervention. The NSPLSP funds eight projects aimed at awareness raising to reduce the stigma around suicide and encourage help seeking.

Focus area 4: providing accessible, comprehensive, and compassionate care

All the policy documents recognised the need for accessible and coordinated care. Although compassionate care was not referenced in all policy documents, related concepts such, ‘person-centred’ care were mentioned.

Overall, Australia’s suicide prevention services are largely affordable, with most, if not all, services being free of charge, which increases their likelihood of being accessible. The scan did not identify evidence for the comprehensiveness of the mental health and suicide prevention service system in terms of its capacity to respond to an individual’s unique co-occurring stressors across disciplines beyond mental health and health (e.g., financial, housing, legal, interpersonal, etc.).

Findings addressing Research question 1 described several initiatives intended to facilitate accessible, comprehensive and compassionate care, including digital services (by overcoming access barriers), navigation systems and PHNs through their knowledge of local services, the Distress Brief Intervention Trial, postvention, and aftercare for all people who have made a suicide attempt. Two additional key system components that have the potential to help improve access and navigation are Head to Health centres and peer-based service models, described below.

The Head to Health Centres and satellite network (previously Adult Mental Health Centres [AMHCs] and HeadtoHelp) are community-based adult mental health services delivered by multidisciplinary teams who provide holistic, collaborative care. These include eight new Head to Health Centres, 24 satellites embedded into existing primary care settings, the continuation of the initial eight AMHCs (one in each state and territory), and a central intake phone service [ 46 ]. The Initial Assessment and Referral Decision Support Tool (IAR-DST) is used to conduct central intake and is intended to improve accessibility, promote integration and facilitate referral to appropriate services [ 47 ]. Evaluation of HeadtoHelp shows that the service reduces psychological distress [ 48 ]. This evaluation also made recommendations for improving the effectiveness and consistency of the IAR-DST including increasing awareness and training in its use, supporting it with an up-to-date service directory and regular evaluation and review [ 48 ].

Additionally, a new network of 15 Head to Health Kids Hubs (mental health and wellbeing centres) for children aged 0–12 years is under development through the bilateral agreements under the National Agreement [ 26 ]. The Hubs aim to improve early intervention outcomes for children’s mental health and wellbeing by providing comprehensive, multidisciplinary care for children and their families [ 49 ]. This initiative builds on the findings of the National Children’s Mental Health and Wellbeing Strategy [ 20 ] and the Productivity Commission’s Mental Health Inquiry [ 42 ].

Peer-based services are increasingly emerging as non-clinical models that have potential to improve accessibility and provision of compassionate care [ 50 , 51 ]. For example, around one third of the 18 projects funded under the NSPLSP’s National Suicide Prevention Support for At Risk Populations and Communities component involve peer-delivered service models (e.g., Safe Spaces as an alternative to emergency department).

To facilitate compassionate care, the Australian Public Service Mental Health and Suicide Prevention Unit has developed Compassionate Foundations: Suicide Prevention Capability Suite [ 52 ]. This is a self-directed, online foundational suicide prevention capability course to support positive interactions that promote connection and understanding.

Focus area 5: supporting long-term wellbeing

In principle, policy documents recognised the need for coordinated psychosocial support and integration of care for individuals experiencing a suicidal crisis and their families and carers. At the local state/territory and PHN level, work on developing care navigation and care pathways for people experiencing suicidal crisis to coordinate support is underway. However, mechanisms to deliver integration and coordination remain underdeveloped. The fragmentation of the mental health and suicide prevention service sector and workforce capacity and distribution impact on the ability to support ongoing, coordinated care models. Moreover, in terms of ongoing support for mental health and wellbeing, the current government-led suicide prevention landscape reflects the underlying relatively short-term funding cycles and the lifecycles of government policy and strategies which present a challenge to establishing a system of sustainable services and programs needed to support long-term recovery.

Because the scan specifically focused on suicide prevention policy and services, the majority of which respond to acute suicidality, few services were identified with capacity or service models designed to support longer-term, less acute distress through to a state of wellbeing.

Research question 3. To what extent does government-led suicide prevention activity in Australia leverage the system enablers described in the NSPO framework for the new Strategy?

The scan identified that there is currently only partial progress in government-led suicide prevention activity in Australia leveraging the system enablers described in the NSPO framework for the new Strategy. This finding applies across all four system enablers including: (1) governance and collaboration across governments and portfolios; (2) embedding lived experience decision making and leadership; (3) data and evaluation; (4) workforce and community capability.

System enabler 1: governance and collaboration across governments and portfolios

Almost all the policy documents reference a commitment to a whole-of-government approach, particularly those which were more recently developed and those which explicitly drew on the National Suicide Prevention Adviser’s Final Advice [ 7 , 8 , 9 , 10 ]. However, details about how this approach would be operationalised was variable and limited. New South Wales and Queensland strategies offered more detail including which portfolio or agency have carriage of strategy elements [ 23 , 24 ].

Given that many strategies are currently under, or will soon be due for, renewal there is an opportunity to progress coordination and integration of suicide prevention across and between jurisdictions. Most policy documents do not come with budgets attached, with some but not all jurisdictions providing implementation plans. Likewise, the short tenure of many suicide prevention strategies impacts on their ability to guide long-term structural changes that may be required to achieve a strong whole-of-government approach.

System enabler 2: embedding lived experience decision-making and leadership

Most of the policy documents (over 80%) and one third of joint regional plans specifically referenced people with lived experience and the process of co-design.

Lived experience was one of the specific target areas of the NSPLSP and lived experience leadership in suicide prevention, postvention, and peer support were cited as key achievements of the National Suicide Prevention Trial [ 53 ]. According to the National Suicide Prevention Strategy for Australia’s Health System 2020–2023 [ 54 ], the term ‘evidence-informed’ encompasses four sources of evidence, including the qualitative insights of people with lived experience of suicide.

Specific actions related to lived experience at the national level were identified. For instance, the Fifth Plan [ 28 ] included involving consumers and carers in the Suicide Prevention Subcommittee reporting to Mental Health Drug and Alcohol Principal Committee and in the evaluation of the Fifth Plan . Further, to promote lived experience research, co-design and/or service delivery, the ALIVE National Centre for Mental Health Research has been established, the Roses in the Ocean CARE connect service (a peer operated suicide prevention call-back service) has been funded, and a collaboration has been formed between the Black Dog Institute (University of New South Wales) and the Aboriginal and Torres Strait Islander Lived Experience Centre.

At the state and territory level, policy documents mention plans to involve people with lived experience of suicide through co-design in redesign of mental health services, employment and membership in suicide prevention policy and governance, as well as development and trialling of peer support and peer-led initiatives.

System enabler 3: data and evaluation

The scan identified a range of issues related to suicide prevention and self-harm data and evaluation. Problems include concerns about the availability and quality of routinely collected data, inconsistent monitoring and evaluation, and limited evidence for effective interventions.

Most policy documents note the need for improved data and identify gaps in the current data. For example, there are inconsistencies in, and lack of recording of, suicide attempts across services (between jurisdictions, hospital vs. ambulance records, etc.) [ 54 ]. Additionally, problems applicable to broader health data also apply to suicide prevention and self-harm data, such as difficulty identifying priority populations including First Nations peoples, people who identify as LGBTIQ + and people from CALD backgrounds [ 8 , 9 , 10 , 16 ].

Monitoring and evaluation of strategies and plans that guide suicide prevention activity is inconsistent. However, the National Mental Health Commission independently monitors and reports on the national mental health and suicide prevention system. Monitoring and evaluation of joint regional plans and the interventions, services, and programs they include is inconsistently specified. Many, but not all, Australian suicide prevention services and programs have been evaluated. Determining the effectiveness of all services and programs is important to increase our understanding and knowledge of what works to prevent, and respond to, suicide, and for government to make informed decisions about services and programs in which to invest.

The scan also identified activities that have been implemented to address some of the suicide prevention and self-harm data and evaluation problems identified. Key among these are the National Suicide and Self-harm Monitoring Project and the LIFEWAYS Project.

The Federal Government has funded the AIHW to conduct the National Suicide and Self-harm Monitoring Project from 2019–2020 to 2024–2025. The project has developed and is expanding a monitoring system to improve the quality, accessibility and timeliness of suicide and self-harm data in at-risk groups and regions in Australia [ 41 ]. The project intends to support: the development of effective policies, programs and interventions; the delivery of tailored services; reduction in suicide and self-harm rates; and tracking progress [ 55 ].

Funded under the NSPLSP, the LIFEWAYS Project provides capacity building of the suicide prevention research workforce and translation of research into policy and practice. Its research priorities study identified that existing research and evidence is heavily weighted toward risk factors, and future suicide prevention research should address suicide attempts, protective factors, social determinants, community settings, and interventions, and focus on strengthening effective research translation into practice [ 56 ]. These priorities represent areas requiring increased emphasis rather than the deprioritising of research with other focuses (e.g., epidemiology, suicide, suicidal ideation, suicide method, priority groups, etc.).

System enabler 4: workforce and community capability

Over 75% of the policy documents refer to ‘suicide prevention workforce’, although in some it was included in the broader category of ‘mental health workforce’. Over one third of documents include ‘peer/lived experience workforce’ in paid, voluntary or advocacy positions, in suicide prevention or in a broader mental health context.

The suicide prevention workforce covers diverse settings, including clinical (e.g., emergency department staff, mental health specialists) and non-clinical frontline staff (e.g., paramedics, police), and staff providing ongoing management and care (e.g., GPs, mental health/allied health professionals). Coronial and justice staff, media, teaching staff, and community support professionals can also be included in this category. The multidisciplinary suicide prevention workforce may reflect the whole-of-government approach to suicide prevention and activities to ensure provision of services and supports across a wide range of portfolios and settings.

In terms of capabilities, the Suicide Prevention Workforce Development and Training Plan for Tasmania [ 57 ] specifies skills required for various workforce categories. Documents reference several existing and new training programs and other initiatives targeting the suicide prevention workforce, including peer workforce, across a range of settings at both the national and state and territory level, including funding for a Centre for Mental Health Workforce Development in Victoria. The Emerging Minds: National Workforce Centre for Child Mental Health aims to build the capacity of mental health workforce focused on children aged 0–12 years and their families.

Consistent with the National Suicide Prevention Adviser’s Final Advice [ 7 , 8 , 9 , 10 ], under the National Agreement [ 26 ], work is underway involving collaboration between parties to develop the new National Suicide Prevention Workforce Strategy in 2024. This strategy will include workforces and settings where individuals at risk of suicide may present, such as personnel from government departments, service providers, social services, employer groups, community-based organisations, and educators. The National Lived Experience Workforce Guidelines [ 58 ] aim to create role delineations providing opportunities for contact with consumers, carers, and grassroots advocacy, as well as identifying anti-stigma interventions.

The documents included in the scan also refer to provision of support and retention of skilled and compassionate suicide prevention workforce, including supporting the mental health of health professionals, peer workers, volunteers, and remote suicide prevention workforces.

The NSPLSP offers essential sector leadership and resources particularly through six projects funded to contribute to knowledge gain, exchange, and translation, and build capacity of the suicide prevention sector. In addition, seven of the 18 direct service delivery projects funded via the NSPLSP involve peer-delivered services, ranging from support delivered by youth in educational or (rural) community settings, men in relationship distress, veterans, to peers in Pop-up Safe Spaces.

Summary of findings

This study aimed to describe government-led suicide prevention activity in Australia and assess the extent of activity alignment with the focus area and enabler components of the NSPO framework underpinning the new Strategy. Both policy documents (plans, strategies, and agreements) and services and programs were considered. Australia’s suicide prevention efforts are significant as demonstrated by activities ranging from policy documents intended to guide and plan activity, the National Mental Health and Suicide Prevention Agreement [ 26 ] committing the Federal Government and jurisdictions to work together, and the availability of national, state, PHN-region based and digital services and programs. However, we identified only partial or inconsistent progress across each focus area and enabler.

Implications for suicide prevention policy, practice, and evidence-base

Government-led/funded suicide prevention approaches in Australia are mostly selective or indicated. There is less emphasis on universal approaches, wellbeing promotion, strengthening protective factors and mitigating the impact of known drivers of distress – which require more sustained attention going forward [ 56 ]. In addition, there is limited evidence to demonstrate a whole-of-government or whole-of-system approach is operating in Australia. Neither of these findings is surprising given that suicide prevention in Australia is in a period of transition following the National Suicide Prevention Adviser’s Final Advice [ 7 , 8 , 9 , 10 ], which is still relatively recent, and the system will take time to reorient.

Consequently, there are numerous opportunities to improve Australia’s government-led suicide prevention activity. Improving cross-portfolio and cross-jurisdiction collaboration and coordination is relevant to all these opportunities. Importantly, Australia’s suicide prevention policy and practice efforts are not based on a shared framework of suicide prevention, which is crucial to guide collective progress. A shared understanding might be based on the blueprint paper Understanding Suicide and Self-harm [ 12 , 13 ] and the forthcoming new Strategy, both of which consider the role of social determinants and individual-level risk factors and favour a whole-of-government approach that addresses diverse drivers of distress.

There is potential to improve progress across the focus areas outlined in the NSPO framework by drawing on the evidence for social determinants of population health wellbeing, which requires a cross sectoral systems-based approach. Conceptual models that aim to promote such an approach could be applied such as a Canadian framework emphasising the role of collective learning [ 59 ] or the Collective Impact Suicide Prevention framework developed in New Zealand [ 60 ] highlighting the need for dynamic leadership and resourcing a supporting (‘backbone’) agency to develop and implement cross-sectoral committees and actions.

At a practical level, strategic social services policy and action should support financial security [ 61 ] and stable housing [ 62 ] given that socio-economic disadvantage (as indicated by interrelated domains such as employment, income, housing, and education) is associated with increasing risk for suicide and self-harm [ 63 , 64 ]. For example, Medical-Financial Partnerships (MFPs) in the US, involve collaborations between the health sector and financial services organisations to improve health by reducing patient financial stress [ 65 ]. Additionally, there are opportunities to adapt or enhance existing services and programs to improve suicide prevention. For example, modelling has shown that health system reform and training health care professionals to detect and reduce suicide risk has the largest potential to reduce the suicide rate [ 66 ]. Furthermore, although digital services and online navigation systems help improve access to services round the clock [ 67 ], consumers and service providers need to be aware of their existence and ongoing effort is needed to keep them up to date [ 40 ].

There is also potential to better leverage the enablers in the NSPO framework. Cross-sector suicide prevention governance, coordination, and alignment could be improved in Australia. For example, consideration could be given to producing a cross-government suicide prevention workplan, which commits each government portfolio to taking action on suicide and outlines deliverables and timeframes for monitoring progress against commitments, as exemplified by the UK [ 68 ]. To better embed lived experience decision making and leadership, policy and service delivery principles could draw on findings from a systematic review showing that stakeholder involvement in developing community-based suicide prevention interventions may improve engagement and create opportunities for people with lived experience of a suicidal crisis to provide input, and the need to evaluate the long‐term outcomes of co‐produced suicide prevention interventions [ 69 ].

Suicide prevention efforts, particularly those focussed on social determinants of health, are currently hampered by a lack of evidence for their effectiveness and cost-effectiveness making it difficult for government to know which interventions to invest in [ 70 , 71 ]. Because suicide is a statistically rare event, many potentially useful suicide prevention interventions cannot be evaluated using gold-standard randomised controlled trials (RCTs), particularly universal interventions that target the whole population [ 70 , 72 ]. The evidence base can be bolstered by conducting rigorous monitoring, evaluation and research based on well-articulated program logic, shared frameworks of suicide and its prevention, and expected intervention outcomes [ 72 , 73 , 74 ]. The Outcomes Framework being developed by the NSPO will help promote a shared understanding of outcomes. Additionally, sector wide opportunities for timely cross linkage surveillance data in the service system (e.g., Suicide and Self-harm Monitoring System established by the AIHW) and research environment (e.g., universities) could be capitalised on to improve understanding of suicide attempts and more upstream indicators of distress and wellbeing [ 75 ].

Finally in terms of opportunities to strengthen and integrate the clinical and non-clinical suicide prevention workforce, although various relevant competency frameworks exist [ 10 , 76 , 77 , 78 , 79 ], standalone national suicide prevention workforce strategies are lacking internationally [ 80 ]. The NSPO led development of the Australian Suicide Prevention Workforce Strategy will help fill this international policy gap.

Limitations and future research

This study does not provide a comprehensive picture of all suicide prevention activity occurring in Australia. It focused primarily on Federal Government (mental) health portfolio-led suicide prevention programs and services, although state and territory-level strategies, and Federal, state and territory joint initiatives were also included. As a result, for programs and services, there is only partial representation of those occurring in other government jurisdictions and portfolios and the community not-for-profit sector. Also, wellbeing promotion activities outside the suicide prevention sector were not included in the scan.

To provide a more complete picture of suicide prevention activity in Australia, future research should focus on activity occurring in non-health portfolios (e.g., social services, employment, education, justice).

This study found that current government emphasis on and investment in suicide prevention activity, together with strong commitment to lived experience and cross sectorial collaboration, are substantial and appropriate. It has also identified many opportunities to further progress suicide prevention and response efforts as a nation. Suicide prevention efforts can be enhanced by adopting a shared understanding of suicide, which includes the diverse drivers of suicidal distress, and by improving protective factors and social wellbeing. The blueprint paper, Understanding Suicide and Self-harm [ 12 , 13 ], and the National Suicide Prevention Strategy the NSPO is developing contribute to this shared understanding. This, in turn, will have implications for expanding, capacity building of, and integrating the clinical and non-clinical suicide prevention workforce. The development of the National Suicide Prevention Workforce Strategy by the NSPO will help to drive these reforms. Furthermore, system wide suicide prevention approaches need governance and leadership structures and mechanisms including lived experience leadership (particularly representing priority groups) to ensure they are coordinated, collaborative and informed by the needs of people with lived experience. Findings from this environmental scan illustrate how three decades of Australian government strategies, agreements, services and programs, and investment have been operationalised. This information is useful for comparing approaches in other countries and for informing government policy and resource allocation elsewhere.

Availability of data and materials

The datasets used and/or analysed during the current study are available from the corresponding author on reasonable request.

The Federal Government refers to aftercare services for all people who have made a suicide attempt as the ‘Universal aftercare services’ initiative. However, according to the public health framework of suicide prevention, ‘universal’ interventions target the whole population; ‘selective’ interventions, people who are at-risk of suicidal ideation or behaviours; and ‘indicated’ interventions, people who are already suicidal or self-harming. Therefore, consistent with this framework, aftercare services – even if they target all people who have made a suicide attempt – are an indicated intervention [ 13 ].

Abbreviations

Australian Defence Force

Australian Institute of Health and Welfare

Adult Mental Health Centre

Culturally and Linguistically Diverse

Centre of Best Practice in Aboriginal and Torres Strait Islander Suicide Prevention

Distress Brief Intervention Trial

General practitioner

Initial Assessment and Referral Decision Support Tool

National Suicide Prevention and Leadership Support Program

National Suicide Prevention Office

Lesbian, Gay, Bisexual, Transgender, Intersex, Queer/Questioning

Local Hospital Network

Medical-Financial Partnership

Medicare Benefits Schedule

Primary Health Network

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Acknowledgements

We are grateful for proofreading and formatting support from Mr Robert Lukins.

This study was funded by the NSPO in Australia. The NSPO contributed to the conceptualisation of this study by providing their work in progress conceptual framework for the development of the new National Suicide Prevention Strategy for which the environmental scan will be used as an input. The NSPO also contributed to the decision to publish this manuscript.

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Bridget Bassilios, Dianne Currier, Karolina Krysinska, David Dunt, Anna Machlin, Danielle Newton, Michelle Williamson & Jane Pirkis

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Contributions

BB and DC oversaw the successful completion of this study. BB, DD, DC and JP contributed to the study’s conceptualisation. BB and DD developed the coding templates for data extraction. BB conducted the scan of suicide prevention services and programs; DN and MW assisted with this by extracting data focused on state and territory services and programs. DD and DN extracted and analysed data on characteristics of policy documents. KK extracted and analysed data focusing on lived experience and workforce from policy documents. AN extracted and analysed data from the PHN region joint plans with guidance from DC. BB drafted this manuscript with input from all other authors particularly DC and JP. All authors read and approved the final manuscript.

Corresponding author

Correspondence to Bridget Bassilios .

Ethics declarations

Ethics approval and consent to participate.

Ethics approval was not required for the desk-top review method used in this study. However, because the study was part of an environmental scan which included consultations with key informants, approval was obtained from The University of Melbourne’s Human Research Ethics Committee (ID 25279).

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Not applicable.

Competing interests

The authors declare no competing interests.

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Key documents reviewed

Policy documents reviewed for alignment with all elements of nspo framework.

National Mental Health and Suicide Prevention Agreement (with Bilateral Schedules for each state/territory) [ 26 ].

Prevention Compassion Care: National Mental Health and Suicide Prevention Plan (2021) [ 81 ].

National Suicide Prevention Strategy for Australia’s Health System 2020–2023 (2020) [ 54 ].

National Mental Health and Wellbeing Pandemic Response Plan (Pandemic Response Plan)(2020) [ 44 ].

Living is for Everyone (LIFE) Framework (2007) [ 82 ].

National Aboriginal and Torres Strait Islander Suicide Prevention Strategy (2013) [ 15 ].

National Strategic Framework for Aboriginal and Torres Strait Islander Peoples’ Mental Health and Social and Emotional Wellbeing 2017–2023 (2017) [ 83 ].

Defence Mental Health and Wellbeing Strategy 2018–2023 (2017) [ 18 ].

Veteran Mental Health and Wellbeing Strategy and National Action Plan 2020–2023 (2020) [ 19 ].

The National Children’s Mental Health and Wellbeing Strategy (2021) [ 20 ].

National LGBTIQ + Mental Health and Suicide Prevention Strategy 2021–2026 (2021) [ 16 ].

ACT Regional Mental Health and Suicide Prevention Wellbeing Plan 2019–2024 (2019) [ 84 , 85 ].

Strategic Framework for Suicide Prevention in NSW 2018–2023 (2018) [ 24 ].

NT Suicide Prevention Strategic Framework 2018–2023 (2018) [ 86 ].

Every life: The Queensland Suicide Prevention Plan 2019–2029: Phase One (2019) [ 23 ].

South Australian Suicide Prevention Plan 2017–2021(2018) [ 25 ].

Tasmanian Suicide Prevention Strategy 2023–2027 (2022) [ 87 ].

Victorian Suicide Prevention Framework 2016–2025(2016) [ 88 ].

Western Australian Suicide Prevention Framework 2021–2025 (2020) [ 89 ].

Additional documents reviewed for alignment with lived experience and workforce elements of NSPO framework

Policy documents

Fifth National Mental Health and Suicide Prevention Plan (2017) [ 28 ].

ACT LifeSpan Integrated Suicide Prevention Framework (no date) [ 90 ].

Suicide Prevention Workforce Development and Training Plan for Tasmania 2016–2020 (2016) [ 57 ].

Inquiries and reviews

Productivity Commission Inquiry into Mental Health Report (2020) [ 42 ].

Royal Commission into Victoria’s Mental Health System (2021) [ 43 , 91 , 92 , 93 , 94 , 95 ].

Australian Government Response to Contributing Lives, Thriving Communities - Review of Mental Health Programmes and Services (2015) [ 31 ].

Royal Commission into Defence and Veteran Suicide (2022) [ 96 ].

Vision 2030: Blueprint for Mental Health and Suicide Prevention (2022) [ 97 ].

AIHW Submission House of representatives Select Committee on Mental Health and Suicide Prevention (2021) [ 98 ].

Evaluation and Review of the National Suicide Prevention Leadership and Support Program (NSPLSP) (2021) [ 35 ].

World Health Organization Towards Evidence-based Suicide Prevention Programs (2010) [ 99 ].

National Children’s Commissioner - Intentional self-harm and suicidal behaviour in children in Children’s Rights Report (2014) [ 100 ].

The National Suicide Prevention Trial: Insights and Impact (2021) [ 53 ].

Joint regional plans

• Note. At the time of our analysis in November 2022, we found 28 regional plans representing 30 of Australia’s 31 PHN regions. The WA regional plan included three PHN regions; and the North Coast area regional was released in December 2022 and was therefore not included in our analysis

Projects funded under the National Suicide Prevention Leadership and Support Program (NSPLSP)

• Source: A. Warland, personal communication, 2 November 2022. Details of activities expanded using Department of Health and Aged Care [ 33 ] and/or web searches
• a Universal, target the whole population without necessarily identifying individuals who might be at risk of suicide or self-harm; Selective, target individuals who are not yet thinking about suicide or engaging in self-harm, but who are at-risk because they exhibit risk factors that predispose them to do so in the future. This includes interventions directed at gatekeepers working with at-risk populations. Indicated, target individuals who are already suicidal or self-harming [ 13 ]

Characteristics of digital mental health services

• RCT Randomised controlled trial

• DST Decision support tool
• a Previously Suicide Prevention Hub in collaboration with Life in Mind

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Bassilios, B., Currier, D., Krysinska, K. et al. Government funded suicide prevention in Australia – an environmental scan. BMC Public Health 24 , 2315 (2024). https://doi.org/10.1186/s12889-024-19483-w

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DOI : https://doi.org/10.1186/s12889-024-19483-w

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• an individual
• a partnership
• an unincorporated association
• a trust (however, an incorporated trustee may apply on behalf of a trust)
• a non-corporate Commonwealth entity
• any organisation not listed in the eligible entity list.

Partner with other organisations

Joint applications are encouraged.

You can partner with one or more other organisations but you must decide who the lead organisation is.

Stream 3 applications must be from a consortia (including the applicant):

• of at least one academic organisation and at least one other organisation which may be industry or state/territory government
• with combined cash contributions of at least 34% of the total eligible project costs.

The lead organisation must fill out the application form and enter into the grant agreement with the Commonwealth.

If we give your group the grant, the lead organisation:

• signs the grant agreement
• receives grant payments
• is responsible for making sure your group follows all requirements in the grant agreement, including all reporting requirements.

Eligible projects

We can only accept applications that provide:

• evidence from your board (or chief executive officer or equivalent if there is no board) that the project is supported, that you can complete the project and meet any costs not covered by grant funding
• letters of support from each project partner/consortia partner
• a list of up to 15 Chief Investigators using the template on business.gov.au (max 15 CIs and none listed on more than one application submitted per stream to this grant opportunity)
• a detailed project plan (max 12 pages)
• a detailed and itemised project budget
• a one-page statement of how your project will contribute to the Measures of Success for the MRFF
• a detailed risk management plan (max 2 pages)
• details of IP arrangements
• trust deed (if applicable).

Check if you’re ready to apply for a grant

Finding a suitable grant opportunity is just the start of the process to get funding. The application process can take time and effort. Understanding the entire process will help you be grant ready and may improve your chances of getting funding.

Use our checklist to find out what it takes to apply for a grant .

When you're ready to apply

When the online form is available, you must submit your application through the online portal. You’ll need to set up an account when you first log into the portal. The portal allows you to apply for and manage a grant or service in a secure online environment.

How we assess applications

First we check that you meet the eligibility criteria. Eligible applications are then assessed against the assessment criteria by an independent committee of grant experts.

The amount of detail and supporting evidence you provide should be relative to the project size, complexity and grant amount requested. You should define, quantify and provide evidence to support your answers. The sample application form displays character limits.

The program delegate will make the final decision taking into consideration the recommendations from the independent committee of experts.

This grant opportunity has 4 streams with the following assessment criteria:

• Assessment criterion 1: Project impact (40% weighting)
• Assessment criterion 2: Project methodology (30% weighting)
• Assessment criterion 3: Capacity, capability and resources to deliver the project (30% weighting)
• Assessment criterion 4: Overall Value and Risk of the Project (non-weighted)

Scoring information for all assessment criteria can be found at Appendix C and Appendix D of the grant opportunity guidelines.

Let us answer your question via phone, email or live chat. And if we can't help, we'll put you in touch with someone who can.

• Phone: 13 28 46
• Open Hours: Monday – Friday, 8am – 8pm across Australia
• Website: Contact us

Grant opportunity guidelines

Sample application form

Sample grant agreement

Board or CEO letter template

Chief Investigator template

Independent audit report template

MRFF grant management resources

Reporting templates are available from the MRFF grants management webpage. The page also provides other resources for MRFF grant administration, including current policies and relevant forms and templates.

View the latest reporting templates on the MRFF grant management webpage

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