Developing Organizational Guidelines for the Prevention and Management of Suicide in Clients and Carers Receiving Palliative Care in Australia.

This article describes the process of developing a suicide guideline in palliative care. Little literature was available, but utilizing the partnership model, a working party consulted with each discipline regarding specific requirements. The working party experienced significant challenges in creating policy that would adequately cover the diverse needs of all members of the palliative care team, as it was recognized that all staff needed guidance. The final guideline incorporated specific action plans for each discipline; mandatory training for all staff was endorsed through a recognized suicide alertness training program; advanced training in suicide intervention skills for key clinical staff will be required; and a "Rapid Plan Team" was recommended. This policy development has required significant work and the combined expertise of many disciplines.

OA13†Developing sustainable community partnerships to provide ongoing bereavement support.

BACKGROUND: This project was developed within an urban home-based palliative care service. It commenced in response to the recognition that acutely grieving people needed long term, broad-based community support, and the need for death education in the community. AIM: It was hoped that bereavement support groups could be relocated from a clinical environment to the community, so that bereaved people could access support in their neighbourhoods, develop supportive local connexions and be introduced to a variety of resources. This would result in developing community partnerships, provide death education, assist in normalising death, dying and grief and in redressing the 'death taboo' in society. METHOD: Once the concept was approved by the community palliative care service, local community centres were identified, connexions made and discussions held regarding building partnerships to provide bereavement support. Two community centres responded enthusiastically and partnerships have slowly developed. RESULTS: After 2 years, feedback from bereaved carers has consistently endorsed the move to community centres. Staff at one centre have now offered administrative support, requested 'open' grief support groups and grief education sessions. Staff from the other centre have requested a joint memorial service and training in loss and grief for staff. CONCLUSION: Developing sustainable community partnerships takes time and has required Significant evolutional learning. In particular, it must not become dependent on the specific personnel driving the project and there is a need to develop further protocols and 'embed' the practice. This is an organic process which will continue to grow in response to further development of the partnership.