Addressing On-board Assaults and Driver Health and Well-Being: A Voluntary Professional Association’s Approach

Abstract

This paper provides an account of how a voluntary professional association (or industry representative body) in Victoria, Australia, led a whole-of-industry response to an alarming increase in on-board assaults on bus drivers by passengers, and the resulting impact on drivers' health and well-being. Influenced by literature and guided by the results from two commissioned research pieces, the association developed and implemented a five pillar strategy to address these issues. A stakeholder perspective was adopted to develop the strategy in order to ensure high relevance and value by being as inclusive as possible across the entire industry, and agency theory underpinned the association's implementation of the strategy. It is hoped that this case study exemplar will assist others in utilising theory for policy change with a view to increase the productivity and social capital of an industry. KeywordsVoluntary professional association, stakeholder perspective, agency theory, health, wellness and safetyIn 2013, the Victorian bus and coach industry recognised a significant health and wellbeing concern which was evidenced by a Transport Safety Victoria (TSV) report. This report showed a marked increase in the number of assaults on bus drivers by passengers since 2008. These findings, and related industry concerns, prompted the Bus Association Victoria Inc. (BAV), a voluntary professional association, to create a comprehensive five pillar strategy that endeavoured to address the problem of rising on-board assaults and the flow-on effect to bus driver's health. In developing and implementing the strategy, the BAV adhered to the stakeholder perspective and adopted agency theory as a framework for a co-ordinated, highly consultative and inclusive approach. Preliminary results from this approach indicate that the strategy's implementation has provided the industry with a focus and a process for systematically educating and creating change, not only at an operator level but also at a legislative level through greater evidence-based advocacy for  policy reform. The strategy was implemented in 2013, with activity still being undertaken as well as ongoing evaluation and monitoring.Central to this was the establishment of a Bus Industry Wellness Taskforce. The Taskforce is in charge of enlisting engagement and commitment of BAV members and related industry stakeholders to ensure that initiatives are practical, targeted, and