Many times, we are connected to, or know of many different individuals and organizations we would like to involve in our Knowledge Translation plan.
We may also be aware of other organizations and individuals that we are not already connected to but might like to engage. But how do we go about figuring out who we should be engaging and how to go about doing it?
Before beginning on this journey, it is important to first be clear about your purpose as well as your innovation (the tool or piece of research you are hoping to implement). Determining your purpose may include some stakeholder engagement even at that phase of your project.
A great way to start identifying your stakeholders (or actors and agents of change) is to do a bit of a “brain dump”, looking at which people/organizations you think should be involved to help you to be effective in your Knowledge Translation plan and writing down everyone who comes into your mind. Some potential stakeholders might include:
- Colleagues and leaders in your own organization
- Thought leaders or researchers in the field
- Family caregivers
- People with lived experience
- Existing networks or groups whose work is relevant to the scope of your project
- Organizations (other than your own if applicable) that are working in areas that are related
- Changemakers and policy makers
You can then divide them into categories that you think make sense (for example: frontline workers, health care professionals, community members, people with lived experience, etc.).
Once you have done this, you will want to start asking some questions as you review your list to determine who your key players and champions (agents of change) might be. Some key questions to ask:
- Who will use the innovation?
- Who else is working on something similar or in the same area?
- Who has the power/influence to make things happen? And where do they have this influence?
- Who can help access the resources we need to implement this plan (people, money, space, network, reach, etc)
- Who has the potential to be a detractor and take away from the process?
- Who has expressed interest already?
- Who would be most committed to and supportive of the plan?
- Who has the capacity to support?
There are many other potential questions, but these can get you started! You want to be sure you engage a variety of stakeholders to ensure your plan stays on track, reaches those you want it to, and creates the change you had hoped. This means it is crucial for you to engage people with lived experience and potential end users as well as organizations, leaders, staff etc. The earlier stakeholder engagement happens the better.
Asking questions can help you start to pull out who an agent of change within your process might be or in other words an influencer or a champion. Once you have your list and have sorted it into categories as well as identified some of your agents of change it is time to move on to strategizing your engagement approach and how best to engage each of the individuals and organizations on your list.
Other Helpful Resources:
Research to Action’s list of resources to help support stakeholder engagement:
https://www.researchtoaction.org/2015/09/stakeholder-mapping-resource-list/
Tamarack Institute for Community Engagement’s library of tools and articles to support stakeholder engagement in the community:
https://www.tamarackcommunity.ca/communityengagement
BSR’s stakeholder engagement tools:
https://www.bsr.org/en/our-insights/report-view/stakeholder-engagement-five-step-approach-toolkit
International Association for Public Participation’s IAP2 Spectrum of Engagement:
https://iap2canada.ca/Resources/Documents/0702-Foundations-Spectrum-MW-rev2%20(1).pdf
Alexa Bol has a Graduate degree in Community Studies and Global change and more than 15 years of experience in the non-profit sector. Before coming to the Mental Health Commission of Canada (MHCC), Alexa worked in Community and International Development where she used participatory approaches to create positive change at both grassroots and system levels. As Manager of Knowledge Mobilization, Opening Minds at the MHCC, Alexa is dedicated to seeing knowledge translated into action throughout the Mental Health and Addictions sectors in a manner that includes and values all voices.
Martin Boucher (Summer 2019 cohort)
Northern Initiative for Social Action (NISA) (http://nisa.on.ca/)
Our project at the Northern Initiative for Social Action (NISA) involves the training and supervision of older adult Mental Health Peer Support workers and volunteers. Because older adults are particularly susceptible to the worst outcomes of COVID-19, and the locations where support groups and one-to-one peer support were being offered have closed to visitors in order to respect social distancing guidelines, the training of new peers and the delivery of services in these settings has halted. However, we have moved our paid peer-support workers to doing phone support so that they can continue to offer services to older adults facing exacerbated levels of isolation.
The rapid mobilization of alternative modes of delivery (phone and online) at the organization generally, and in this project specifically, has opened up possibilities for the future. In a time where we focus on what we are not able to do and who we are failing to serve, it is equally important to look at who we are reaching that we were not reaching before, as well as how these alternative delivery methods might suit them better. In the spirit of the SPARK program and its focus on evaluation, this truly unfortunate situation does introduce promising opportunities for evaluating and improving service delivery overall. It may teach us things about how to serve our community better, including the most isolated and vulnerable among us.
Sometimes all it takes to convince someone to register for a training program is an email invitation.
While the SPARK journey of Elizabeth Anderson may have started with a colourless vague sketch of what she wanted, her story continues to be the work of an artistic masterpiece. As the founder of BeingMentallyHealthy.com, Elizabeth is now a seasoned professional speaker. She started her career over 30 years ago for the Schizophrenia Society of Alberta, Calgary branch. She is currently a professional speaker at the Speaker’s Bureau of Canada and a member of the Canadian Association of Professional Speakers. She has received recognition for her body of work; including the True Grit Award, Lt. Governor’s Circle on Mental Health and Addictions, the Inspiring Albertan award from CTV. Elizabeth’s dream is to deliver the hope of recovery for those living with mental illness through her own lived experience. The SPARK Knowledge Translation program was an important step along this journey.
SPARKie Profile
Name: Elizabeth Anderson
Organization: Being Mentally Healthy
SPARK Year: 2017
The ABCs of Being Mentally Healthy
Before applying to SPARK, Elizabeth sought to transform her adult colouring book, The ABCs of Being Mentally Healthy (© 2017), into a course to offer a more complete recovery experience. According to Elizabeth, “There is lack of information in primary care and other health settings on real-life recovery from the lived experience perspective.” She named her course “Catching the Wind: Chart Your Own Recovery”, with an overall vision for recovery principles to be taught in acute care and other therapeutic settings for people who have begun their care. SPARK offered her a blank canvas to create and realize her dream.
SPARKing Innovation
For Elizabeth, SPARK couldn’t have come at a better time. She needed training in Knowledge Translation (KT) to support the transformation of her colouring book into a course so that it could be used effectively in recovery-based care. The journey to her success, however, wasn’t as smooth as she would have hoped. After receiving the email link to register for SPARK in 2016, things didn’t go exactly as planned for Elizabeth. “I didn’t get in the first time. I applied again the next year and finally got in.”
Although she had developed the colouring book during that year, Elizabeth had difficulty implementing it within the therapeutic settings that she aspired to reach. A past attempt to present her course idea to medical professionals was unsuccessful. “They couldn’t see the vision.” She needed training in KT to help her transfer her knowledge into a practical course that medical professionals would adopt.
SPARKing Implementation
During the SPARK Summer 2017 session, Elizabeth was equipped with the tools she needed to implement her innovation. By learning the process of KT planning, Elizabeth was able to manage her project and support its uptake. She also found a sense of community during her SPARK program as she was able to network with other participants. This community was very important to her overall process. “It was a great group of people doing something creative with mental health.” She was encouraged because it showed her that, “a lot of people care about mental health.”
Elizabeth also used the SBARA (Situation – Background – Assessment – Recommendations – Ask) model from the program to help her speak about her course and its benefits in a way that medical professionals understand.
SPARK equipped Elizabeth with the ability to sketch out a plan that made sense, and a vision to continue to colour in and make the final touches on her innovation. When asked what advice she would offer those interested in applying for SPARK, Elizabeth enthusiastically responded by saying, “I would tell people to apply!”
Where is Elizabeth today?
Stay tuned for the next part of her story! Elizabeth used SPARK as a blank canvas to create and implement her vision. To Elizabeth, “You never know what you can create” unless you pick up the pencil and sketch out a plan.
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New toolkit promotes psychologically safe workplaces during COVID-19
COVID-19 has challenged employers everywhere to rethink the way they operate. In Canada, the easing of restrictions has allowed many businesses to resume operations and welcome staff back to the workplace. But working during a pandemic is not business as usual, and the changes employers make can have a drastic impact on the mental and physical health of their staff.
“Creating a safe workplace isn’t just about protecting physical health,” said Liz Horvath, manager of Workplace Mental Health at the Mental Health Commission of Canada (MHCC), “it must also include psychological safety. The effects of the pandemic will be with us for some time, but employers can play an important role in taking proactive measures to get ahead of the anticipated mental illness curve.”
To help them navigate this new role, the MHCC’s Opening Minds team created the Building Mental Health into Operations During COVID-19 Toolkit. The toolkit is a collection of guidelines, tip sheets, videos, conversation guides, and other resources to help employers and workers weave mental health into the fabric of their workplace.
One upcoming resource in the toolkit will be a series of guidelines to help employers address the key workplace factors that can affect staff members’ mental health during a pandemic. These factors are based on the National Standard of Canada on Psychological Health and Safety in the Workplace, a framework developed by the MHCC and CSA Group to help promote mental health and prevent psychological harm at work.
“These guidelines are about more than reacting to the pandemic in an ad-hoc way,” Horvath explained. “We want to encourage employers to build mental health into their operations proactively so they can get through the current pandemic and be better equipped for future crises. While Canada has fared relatively well during the pandemic, we have to be prepared to ride the waves that may come.”
The guidelines encourage those in leadership positions to remember that workers may be facing a range of challenges outside of work during a pandemic. “When we talk about performance, we have to talk about mental health,” said Horvath.
“Stress is cumulative, she added. “The hardships we experience away from work affect us while we’re working and vice versa. By integrating workers’ mental health into their operations, leaders can reduce their overall stress. Its about managing energy well, so people can work well and live well.”
To support workers through the pandemic, the guidelines encourage managers to
- practise empathetic listening
- understand and address the psychological impact of changes to the physical workplace
- give workers a safe space to openly share their needs and concerns
- prepare to make accommodations for workers requiring additional support.
The guide also addresses the issue of stigma, since very often, workers won’t speak up about mental health concerns, either out of a fear of being judged by peers or because of self-stigma. Workplaces that provide staff with mental health education and encourage open dialogue about mental health concerns can reduce stigma in the workplace and prompt those who need help to seek it sooner. Employers also need to manage the rise of blaming and shaming others that can occur during a pandemic by ensuring that workers receive psychological protection against the discrimination and harassment associated with social stigma and xenophobia.
The good news, according to research, is that correctly managing emergencies and disasters can have positive effects on workers’ mental health, including increased morale, resilience, and compassion.
“This pandemic has brought people together in an unprecedented way,” noted Horvath. “We can recreate that same spirit of connection and support in the workplace, as long as we’re willing to put in the work.”
Amber St. Louis
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Going virtual to support essential workers and post-secondary students
In mid-March, as the world was grinding to a halt, the Mental Health Commission of Canada’s (MHCC’s) Opening Minds team knew it was time to get busy.
“Our face-to-face training had come to a standstill literally overnight,” explained Mike Pietrus, the director of the program, which is the MHCC’s training arm. “But we also knew we had mental health and resiliency training that needed to get into the hands of essential workers.”
And that’s exactly what the team pulled together to do.
“As they were adjusting to a global pandemic, working remotely and caring for their own families, they completely overhauled the training so it could be delivered virtually and at no cost to the people on the front lines of the crisis,” said Pietrus.
Louise Bradley, the MHCC’s president and CEO, remains in awe of the response. “I would have to describe this undertaking as nothing short of heroic,” she said, noting that over 400 free courses have been delivered to more than 4,000 essential workers.
The MHCC’s learning specialists took the most relevant components of Mental Health First Aid (MHFA) and The Working Mind (TWM), and compressed each into two-hour, interactive sessions to teach people how to look after their mental health and how to care for others. An additional one-hour course was created specifically to help managers care for their teams.
Pietrus noted that the experience required the team to do its homework and learn about virtual best practices. “But in mounting this incredible response, we are now poised and ready to begin rolling out our most-loved training courses virtually,” he said, referring to the training suite that includes MHFA and TWM and its variations.
“Our first offering,” he explained, “is going to be The Inquiring Mind Post-Secondary,” which provides mental health and resiliency training for college and university students. “We figured they were a natural first choice. Not only do they tend to be more comfortable with virtual interaction, they’ll also soon be coping with a tremendously different academic environment and need support to navigate a range of new challenges.”
Beginning in August, post-secondary institutions will be able to offer the training, which has also been overhauled in a big way.
“We learned a lot from preparing our free crisis training courses,” said Rebecca Richardson, learning specialist with MHFA and Opening Minds. “You can’t just take the face-to-face format and deliver it online. It doesn’t translate. We had to really do our research and bone up on how to make sure we were effectively engaging with participants.”
That engagement included expanding the course to four 45-minute modules or a single three-hour course. Small groups will have the opportunity to brainstorm solutions for challenging situations, seek participants’ opinions through online polls and quizzes, and ensure that any who feel triggered by the material are connected to mental health supports.
“We needed to find a way to manage all these moving pieces,” said Pietrus, and that turned out to be creating a new role in the virtual classroom to support the facilitator. “We engage producers to handle the technical aspects of delivering the course, so the instructor could zero in on the material.”
The result of the pilot testing, at Bishop’s University and Laurentian University, speaks for itself.
“Over 82 per cent of course participants were confident they could apply the knowledge and skills they learned when they were in everyday situations,” said Richardson. “After observing both pilots, I was encouraged and inspired by the students’ energy and passion and their willingness to discuss challenging topics — even in a virtual setting.”
Bishop’s student Chloe Kendall said she found “the course extremely insightful. It helped me understand my own mental health and gain awareness of how other people might be feeling. The knowledge I gained in two days will last me a lifetime.”
Richardson is convinced that this willingness to embrace vulnerability and seek support will be essential for fostering mental wellness as students return to school this fall.
“Many will be looking for strategies to cope with the stresses of remote learning and social isolation, as well as ways to discuss and make sense of their experiences over the last few months. Moving The Inquiring Mind course to a virtual format in time for the autumn semester will help post-secondary institutions support students through these challenges.”
Visit TWM’s Inquiring Mind Post-Secondary Virtual page to find out where courses are being offered.
Suzanne Westover
Catherine Willinsky (Winter 2020 Cohort)
Schizophrenia Society of Canada
Cannabis & Psychosis: Exploring the Link Project (cannabisandpsychosis.ca)
Because of the virtual nature of our project, and the way we were already used to working, we have been able to forge ahead with our project and KT plan without much interference from the new reality of working during COVID-19. Our team has been used to meeting by Zoom since the beginning of the project, as we’re all in different locations, and we launched our new website on April 20th without any major issues. The only thing that we have encountered is that we were hoping to have some media attention to accompany our launch. While we were able to achieve some coverage, it was not to the extent what we had hoped for, given the intensive coverage of COVID-19. We will reach out to the media for Mental Health Week.
I realize that we may be among the few projects that have not been profoundly affected by the new reality. We’re very fortunate in that we’ve been able to launch during these times because we anticipate that like alcohol, many people may be increasing their cannabis use at this time and may have questions and concerns. We’ve already received a number of inquiries and messages from young people who have found our site and have reached out to share their stories and their concerns and engage with the information on the site. We’ve also started a major outreach effort, contacting a range of national mental health, substance use, youth serving and educational organizations in mental health, and have also begun a comprehensive social media campaign.
#ktfromhome
We know these past 4 months have been unusual to say the least. We have all reacted to the worldwide pandemic in our own way, doing the best we can every single day.
Well, the time has finally arrived across our country…dogs and humans alike have been groomed and patios are open for business. While most Canadians are excited to return to the new “normal”, we need to realize that some may be experiencing additional stressors as communities/workplaces strive to return to “business as usual”.
We know these past 4 months have been unusual to say the least. We have all reacted to the worldwide pandemic in our own way, doing the best we can every single day. We haven’t had a guide, there isn’t a “Living Through a Pandemic for Dummies” book; though someone may write one down the road.
As summer moves along, it’s important we don’t lose site of our own mental wellness. In our Mental Health First Aid courses we provide participants with a conversation guide to use when providing support to those that may be struggling with their mental wellness. The same questions we ask of others, we can ask of ourselves.
Start by checking in with yourself and asking, “how am I doing?”, “what has changed?”, “how long have I been feeling this way?”. When asking these questions, it’s important to listen and pick up on signs that you may be stressed. Sometimes we don’t recognize these signs when we’re struggling; this takes time and self-awareness of any changes you’re experiencing. For myself, frequent sighing indicates my stress levels are rising. That’s my sign I need to reach out to supports and do a better job of maintaining my stress.
We’re always the hardest on ourselves so give yourself reassurance by realizing it’s ok to feel this way. But remember, the longer you notice/feel any changes it’s a good indication it’s time to reach out to supports. Think back to another time you felt stressed or overwhelmed, ask yourself what helped during that time. Did you reach out to family/friends? Did you phone a professional, i.e. family doctor, counselor/therapist? Did you phone a distress centre or crisis line? Maybe you spent more time practicing self-care by going for a hike, gardening, meditating or unplugging from social media. Sometimes we just need to remind ourselves we have the skills and resources to manage our stressors, we tend to forget when overwhelmed or struggling.
As I wrap up, I leave you with one of my favourite quotes “So far you’ve survived 100% of your bad days. You’re doing great!”. As always, be kind to yourselves in all that you do and think.
Keep well,
Denise
As workplaces and organizations beginning to re-open on a gradual basis, it is critical they put a focus on the mental health of their staff and employees.
Employers will need to be cautious and strategic, both to prevent additional outbreaks, and to manage the mental health impacts. There is a chance that some people will be more nervous about being around others and returning to the physical work environment
With this in mind, here are 8 key tips for employers returning to operations in the new “normal”:
- Set specific recovery targets and procedures for implementing relevant activities
- Consider the needs of employees in their personal life
- Think if a staggered return to work is possible for your staff
- Ensure protective equipment is available for everyone
- If equipment is being returned to the workplace, make disinfection products available
- Remember to be proactive with follow up and healthy debriefing methods
- Document lessons learned during the pandemic and revise policies and procedures accordingly
- Continue to identify and address the psychological stressors that could be affecting workers in their physical work environment and their work-related interactions with others
INFOGRAPHIC DOWNLOAD: Managing Workplace Mental Health Through Pandemic
Guidelines to Support Employers Through the COVID-19 Pandemic
Learn more about building mental health into operations during a pandemic by signing up to receive the Guidelines to Support Employers Through the COVID-19 Pandemic here.
Temporary Work from Home During Pandemic Response
During the response to a pandemic, many organizations have implemented work from home arrangements. These arrangements generally do not come under the usual work at home or flexible workplace arrangement policies. The arrangements are in response to the need to support employees in protecting themselves and others from infection. As employees are working from home, they are also managing other aspects of the overall pandemic response, such as self-isolation, quarantine if needed, caring for others in the household, homeschooling children, sharing internet and working space with others in the home, connecting with others virtually, grocery and supply runs, etc.
It is important to support the physical and psychological health and safety of employees in their efforts to work from home.
This health and safety checklist can be used to gather feedback from employees to help to meet their needs. It is based on the key applicable workplace factors outlined in the National Standard of Canada on Psychological Health and Safety in the Workplace and occupational health and safety management principles.
Health and safety of workers who work from home is a dual responsibility of the employer and the employee.
