The Challenge

In Victoria’s Mallee region, Child Protection and Housing teams were under pressure. Staff burnout, psychological injuries, and low morale were persistent issues. People Matter Survey results reflected a struggling workforce, with high turnover and increasing reports of bullying.

There was no shared vision of what a thriving culture could look like — or the tools to get there. Wellbeing efforts were fragmented and reactive, often seen as “tick-the-box” exercises. Leaders lacked confidence to address wellbeing meaningfully and proactively.

Objectives

• Improve staff morale and psychological safety

• Introduce a common language and framework for wellbeing

• Equip leaders with practical skills to support staff proactively

• Shift from reactive culture management to prevention and empowerment

• Build leadership capability and long-term ownership of workplace culture

The Solution

DFFH partnered with Thrive Ability to implement the evidence-based How to Thrive program, grounded in the BEACON framework: Belonging, Engagement, Accountability, Compassion, Optimism, and Nurture.

A two-phase training model was rolled out:

1. How to Thrive for Individuals – Staff across Swan Hill and Mildura participated in wellbeing education, self-reflection and practical tools for thriving. Word spread quickly, with some teams developing waitlists.

2. How to Thrive for Supporting Others – Leaders and staff built on their learning, developing the confidence and capability to support others. This phase empowered staff-led initiatives, fostered peer influence, and embedded wellbeing into everyday leadership.

Key initiatives included:

• Co-creation of a Cultural Charter

• Establishment of a Health, Wellbeing & Leadership Advisory Group

• Appreciative Inquiry and World Café-style assemblies

• Integration of wellbeing into supervision and team practice

The Impact

• Stronger uptake and momentum – Word-of-mouth created demand and engagement

• Leadership growth – Leaders adopted a proactive, human-centred lens

• More meaningful conversations – Wellbeing became part of supervision and performance

• Staff-led change – Cultural ownership shifted to individuals and teams

Results

“It brought more depth to supervision. Wellbeing isn’t separate anymore — it’s part of how we lead.”

“We actually had people asking to join — word of mouth created momentum.”

“We’re not just working from a deficit-based model anymore. That’s a game-changer.”

“This was more than training. It gave us tools and language we’re using every day.”

Conclusion

The partnership with Thrive Ability marked a turning point for the Mallee region. From fragmented efforts to shared ownership, and from crisis management to proactive leadership, DFFH is redefining what it means to thrive at work.

This is just the beginning of a broader cultural transformation. But already, staff are more engaged, leaders are more confident, and wellbeing is becoming part of the everyday fabric of the organisation.