Developing & Implementing Mental Health Practices for Sound Policies

1. Mental Health: Developing & Implementing Sound Practices • Date: June 28, 2018 • Location: The Peoples Church • Organized and Facilitated by: Toronto Local Immigration Partnerships (LIPs) • Presenters: • Mulugeta Abai, Canadian Centre for Victims of Torture • Chris Leonard, AIDS Bereavement and Resiliency Program of Ontario • Fatima Filippi & Alina Valachi, Rexdale Women’s Centre

2. Why develop and implement mental health protocols and policies? Although many service providers have been trained on mental health, they have identified the need for more training. Mental health can be complex and difficult to navigate. Staff retention Less staff absenteeism, which means less disruption to programs, clients and communities Clients receive better support Staff is more productive and happier Staff may be more inclined to “go the extra mile” if they feel like they are being adequately supported

3. Developing Mental HealthProtocols, Policies, or Practices Involve staff at all stages. For example, to assess needs and challenges, consider conducting an employee mental health assessment/ survey (designed by staff and management together). Also consider conducting focus groups, and brainstorming solutions with staff. Review and evaluate existing policies and procedures against key questions (for example, do they comply with all legislation, are they trauma-informed and anti-oppressive, etc.). Consider adopting policies and procedures that are missing. Review intake form and amend as necessary. Assess the culture of the organization (unwritten practices/rules) Ask yourselves the right questions, including “What should we be assessing? What policies need to be put in place? What aren’t we doing right? What has changed in the environment that should make us change the way we work?”

4. Rexdale Women’s Centre’s Advice: Follow a clear step-by-step process to assess the organization and create a plan for change (with value delivered at each stage) Establish a core team with the right skills and experience, including influencing ability, to support project Ensure board & top management fully understands the need for change and is supportive of the project Create connections with partner agencies to learn from their experience, share resources & discuss training possibilities

5. Examples of what is being done: 1 • Mental health protocols • Mental health policies (developed or amended) • Crisis intervention protocols • Limiting case loads, and telling staff not to worry about meeting their targets. The organization works together to meet targets, but the priority is on providing excellent service to clients, and ensuring that staff are not overworked. • Generous mental health/self-care days off • Flexible work hours • No clients seen on Fridays • Annual staff retreat

6. Examples of what is being done: 2 • Staff breakfasts every Friday to create a space to socialize and debrief (paid for by organization, but potlucks could work too!) • Individual and group debriefing sessions with staff • Very generous benefits package • Annual organizational mental health needs assessment • Daily briefings with staff • Monthly “all staff” meetings • Managerial involvement in very difficult cases • Psychologist brought to office for staff when needed

7. Examples of what is being done: 3 • Mental health training for all staff • Significant professional development opportunities for staff • Mental health referrals process was formalized. Partnerships were created with the appropriate organizations/medical professionals, and the referrals process was included in staff training. Every employee has clear guidelines on where to refer • Take on and train interns to support staff • “Trust-based” environment being created (for example, removal of system to “swipe in” when staff arrives/leaves) • Committee established to provide support if there is a mental health crisis • De-clutter and make space – go paperless

8. Strategies & Advice This is a process, and “cannot be done in one go” The Board should be closely involved It helps to have a champion in management, and at all levels of staff Fully involve staff: seek their input and ownership Incorporate this work into the strategic plan/direction of the agency Learn from other organizations Make sure you develop your own protocol that meets your agency’s needs Involve legal experts specializing in mental health and/or employment law

9. Important Points to Remember Include staff at ALL stages. They should be fundamental to this process. Collaboration or consultation should be comprehensive for the end result to be effective. Staff should feel ownership over this project. Involve ALL staff, including administrative staff, IT, part time, and contract staff. Training for staff on new protocol, policies, etc. is integral. Also, mental health training in general is important. Remember that managers need support too Don’t take results and feedback personally! This process will likely bring up some criticisms of management. This is expected, and necessary in this process. Our environments are always changing, and amendments need to be made accordingly. Be open to constructive criticism, and be proud of yourself for taking this step!