Opportunities exist for everyone to develop personal connections within and outside of work.

• Workplace induction and review processes facilitate development of supportive networks, for example for the purpose of mentoring, peer coaching and social connections.
• Work tasks and breaks are scheduled and equipped to facilitate interaction between team members.
• Reasonable and mutually agreed afterhours requirements allow for regular time physically and mentally away from work.
• Team members are encouraged to engage in social events and activities outside of work, with and/or without their work colleagues.
• Partners and family members are invited to participate in some workplace social events, to enhance opportunities for connection and inclusion.

The workplace community is celebrated and strengthened by formal and informal symbols, stories and rituals.

• Symbols, facilities and equipment that signify a professional or workplace community are used in ways that are meaningful and appreciated by team members. For example, name badges, uniforms and scrubs, employee carparking, staff noticeboards, coffee mugs, coffee machine, water bottles, lunchrooms and other non-public areas.
• Regular meetings that include everyone, and others which include functional or crossfunctional teams, are scheduled and protected, for example practice meetings, clinical rounds and working groups (focussed on specific workplace projects or goals (such as Diversity and Inclusion, Environmental Sustainability, Team Wellbeing, Client Communications etc).
• The format of meetings consistently encourages contribution from everyone present, bringing diversity of perspective to shared celebration, goals and challenges.
• Workplace social and educational events are encouraged and held regularly. There is balance between in- and out-of-hours hours events, recognising that mental and physical time away from work is also important.
• Birthdays, employment milestones and other occasions and achievements are celebrated by the whole team.

Everyone is encouraged to connect with others in and beyond the veterinary sector. Professional collegiality is fostered irrespective of commercial competition.

• Collegiality and connection is modelled and facilitated between professional peers and businesses, for example through encouraging local social and professional events, special interest educational opportunities, sharing resources (products, people or equipment), or co-servicing clients with diverse needs.
• Mentoring and peer coaching relationships beyond the workplace are practically encouraged. For example, recent graduates are encouraged to participate in the AVA Graduate Mentor program and time is planned to build these relationships. Career development planning considers the option to seek mentor/s for general or specific development purposes.
• Where there is need to meet non-veterinary workload, relationships are established with suitable paraprofessionals whose work complements the veterinary teams.
• All team members are helped to understand the role and intended value of professional bodies such as the AVA and VNCA, regulators (state Boards, AVBC) and unions (Professional Scientists of Australia). These organisations are recognised as integral parts of the veterinary profession which employ and represent the perspectives of member veterinarians, nurses and others to advance the professions.
• Team members are encouraged to strengthen their professional bodies through contribution of many individuals’ perspective and skills, for example through volunteer involvement, membership or employment.
• Team members have the opportunity and encouragement to share and discuss current issues, learning and initiatives within, and emerging from, veterinary sector groups and resources such as VIN, AVA and SIGs, VNCA, VetEd, SVC, AVN (according to any confidentiality rules), and other forums.
• The workplace encourages and builds teams that span various work areas, qualifications, experience levels and organisations, to enhance innovation, strengthen mutual understanding and develop complementary skills and knowledge. For example, relationships with local human health support services and professionals are fostered, in recognition of the interplay between human and animal health and wellbeing.
• The workplace facilitates practical learning opportunities, such as “exchange” visits between practices or work sabbaticals.

Team members can feel a sense of value and belonging within their local and global communities.

• Animal owners are viewed as part of the organisation’s community – an “us and them” attitude is discouraged and respectful teamwork facilitated. For example, trusting and appreciative relationships between clients and team members are celebrated; negative client interactions are discussed constructively to build understanding and relevant skills.
• Notwithstanding this, personal boundaries around professional communications and work with clients are respected and supported.
• There is visibility of the workplace in the local community, for example through event sponsorship, social media, signage, and involvement in community initiatives (see also Social Responsibility).
• Rostering allows team members sufficient time away from work and associated responsibilities to nurture non-veterinary connections with the local community.