Executive Summary
The Ontario Mental Wellness Teams: Current State Analysis Final Report provides a detailed and up-to-date account of the current realities, strengths, and challenges experienced by the 20 Mental Wellness Teams (MWTs) serving 120 First Nations communities across Ontario. MWTs play a vital role in delivering culturally grounded, community-based mental wellness services across the province. They provide a wide range of support including crisis response, trauma-informed care, land-based and cultural programming, and wraparound services rooted in First Nations knowledge systems and values.
Across Ontario, MWTs are recognized by community members and service users as trusted, responsive, and essential. The teams operate with a deep understanding of community needs, integrating both Western and Indigenous approaches to healing. They are often the first point of contact during a crisis and are instrumental in supporting individuals and families through trauma, grief, and wellness journeys. MWTs consistently embed language, ceremony, land-based activities, and the guidance of Elders and Knowledge Keepers into their programs and services. This culturally aligned care fosters trust, improves service uptake, and supports long-term wellness.
Despite these strengths, MWTs face persistent challenges. High service demand compounded by limited capacity and inadequate funding forces many teams to focus primarily on crisis response, with insufficient capacity and resources to advance preventative care, outreach, or long-term program planning. Teams
report high turnover and chronic staffing challenges, driven by inequitable pay, housing shortages, limited recruitment resources, and impacts on workforce wellness. Many staff members are managing vicarious trauma, burnout, and lateral violence while navigating the dual role of being both service provider and community member. Inadequate infrastructure such as a lack of confidential meeting spaces, vehicles, and communications equipment further hinders effective service delivery, especially in remote and rural regions.
Training and professional development are critical priorities for the workforce. Staff expressed strong interest in accessing culturally safe, Indigenous-led learning opportunities, especially in areas such as trauma-informed care, crisis de-escalation, traditional healing, Elder mentorship, and family violence awareness. Opportunities for peer learning and regional collaboration are also highly valued but require dedicated support and funding.
Partnerships across sectors are essential to building a strong continuum of care but are often strained by systemic racism, rigid policies, and a lack of cultural safety within non-Indigenous organizations. Within communities, MWTs sometimes contend with stigma, lateral violence, and a lack of awareness about the scope and role of their services. Teams emphasized the need for increased community outreach, improved communications, and stronger relationships with local leadership to enhance the reach, trust, and impact of their services.
Evaluation and reporting practices must also shift to reflect Indigenous ways of knowing and being. Current requirements rely heavily on Western metrics, which often fail to capture the wholistic, relational, and long-term contributions of MWTs. Teams are eager to build capacity for Indigenous-led evaluation using storytelling, community feedback, and indicators grounded in connection to hope, belonging, meaning, and purpose.
To address challenges and build upon the strengths of MWTs, this report proposes Recommendations focused on six strategic priority areas to support long-term MWTs sustainability and workforce wellness. They are summarized below:
Funding and Policy Enhancements
• Ensure equitable and need-based funding models
• Transition to long-term, predictable funding agreements
• Increase flexibility in program design and delivery
• Develop and implement cross-sector funding models
Workforce Development and Wellness
• Support workforce wellness through culturally grounded health human resources approach
• Support access to Indigenous-led training programs in identified priority areas
• Expand training in priority areas identified by MWTs
• Address recruitment and retention through compensation, housing, and workforce supports
• Foster peer learning and regional collaboration
• Support youth mentorship and succession planning
Strengthen Culture as Foundation
• Fund year-round access to culturally based programs and services
• Support MWTs’ access to Elders and Knowledge Keepers
• Recognize cultural competencies in pay structures
Infrastructure and Safety Enhancements
• Invest in mobile, confidential workspaces and connectivity tools
• Ensure safe transportation and emergency communication
Build and Maintain Collaborative Partnerships
• Support the creation of a National Indigenous Mental Wellness Workforce Association
• Promote cross-sector training on the First Nations Mental Wellness Continuum Framework
• Implement TRC Call to Action #23 and #24
• Mandate anti-racism training in mainstream systems
Evaluation and Impact Assessment
• Recognize Indigenous-defined indicators of success
• Fund training and tools to support Indigenous-led evaluation
• Support digital infrastructure and data sovereignty
Acknowledgments
Elders
Elder Daniel Manitowabi, Wikwemikong Unceded Territory
Contribution of FPWC Staff and Teams
Contributors involved in the preparation and completion of this work also include: First Peoples Wellness Circle’s Research, Evaluation, and Policy team as well as the Mental Wellness Teams Supports team.
First Nations Mental Wellness Workforce
This report was guided and informed by the generosity, contributions, and views of participation individuals. In particular, this project sought to highlight the voices and perspectives of individuals and staff members who are a part of Ontario Mental Wellness Teams such as, among others, health directors, managers, coordinators, crisis responders, and wellness workers. We acknowledge their input, insight, and the many ways they support their communities every day. This report stands as a reflection of their voices, experiences, and dedication.
Funders
This report was supported by funding from Indigenous Services Canada.
Table of Figures
Figure
Introduction
First Peoples Wellness Circle (FPWC) is an Indigenousled not-for-profit organization dedicated to enhancing the mental wellness of First Nations, Inuit, and Métis by providing culturally safe, wholistic approaches that honour First Nations, Inuit and Métis values, knowledges, and practices. Embracing a Two-Eyed Seeing Approach, FPWC shares collective intelligence that can support communities for healing, peacemaking, and living a good life.
FPWC provides resources and training for communities in their journey to wellness by building capacity and advocating for equitable access to mental wellness services. Guided by the First Nations Mental Wellness Continuum Framework (the Framework), FPWC focuses on four strategic priorities: Growth, The Framework, Relationships, and Collective Intelligence. Through these pillars, FPWC delivers learning opportunities, provides resources, and fosters relationships grounded in reciprocity to advocate for transformative change that supports the mental wellness of First Nations, Inuit, and Métis.
1.1 Project Background
In 2019, FPWC published a national Comprehensive Needs Assessment (CNA) undertaken to determine the needs of the Mental Wellness Teams (MWTs) workforce related to capacity, governance, infrastructure, training, networking, evaluation, and defining practice-based evidence. The CNA formed the basis for a national strategy outlining a suite of comprehensive supports required across infrastructure, governance, knowledge exchange, and evaluation to support the effectiveness of MWTs and their implementation of the First Nation Mental Wellness Continuum Framework. Through 2024 and early 2025, FPWC built on this earlier work by undertaking a Current State Analysis of MWTs in Ontario. This project aimed to provide an updated and comprehensive understanding of the 20 MWTs operating across the region, which deliver culturally relevant mental wellness services to 120 First Nations communities.
The Primary goals of the project were to:
Build a robust evidence base to advocate for equitable, flexible, long-term, and sustainable bilateral funding for MWT’s in Ontario; and Improve the capacity of MWT’s to support the wellness of First Nation communities.
To achieve these goals, the project aimed to:
Highlight strengths, success stories, and wise practices, emphasizing the cultural elements in service design and delivery
Identify needs, challenges, and gaps faced by MWTs
Assess the benefits of integrated federal and provincial funding for MWTs and the communities they serve
Provide actionable recommendations for policy, program development, and resource allocation.
1.2 MWTs in Ontario
MWTs are community-based, multidisciplinary teams which provide culturally appropriate services that can include, but are not limited to capacity-building, trauma-informed care, land-based care, early intervention and screening, crisis response, aftercare, care coordination, and support for an enhanced continuum of care by building partnerships across federal, provincial, and territorial jurisdictions. MWTs blend traditional, cultural, and Western approaches to provide mental wellness services to First Nations communities. A central goal of MWTs is to enhance collaboration among clinical and community experts to increase and improve culturally safe and community-based mental wellness services. MWTs promote community engagement, community development, and support self-determination with respect to mental wellness with the aim of improving health outcomes as defined and prioritized by the First Nation communities they serve. There are currently over 70 MWTs operating across the country, providing services to over 300 First Nations communities. In Ontario, there are 20 MWTs serving 120 First Nations.
1.3 Report Purpose
The purpose of this report is to provide a comprehensive account of the current state of MWTs serving First Nations in Ontario. This report is intended to offer a clear understanding of the strengths, challenges, and priority areas of growth as identified by MWTs across the region, drawing on insights from team members, leadership, and community members. This analysis aims to support informed decision-making regarding the enhancement and sustainability of MWTs funding and equitable access to quality mental wellness programs and services. This report also serves as a resource for policymakers, funders, and First Nations leadership by highlighting the successes and identifying opportunities for improving the implementation and delivery of MWTs services. Additionally, it offers recommendations to strengthen the model in alignment with community priorities and the broader goals of First Nations mental wellness.
Methods
2.1 APPROACH
The approach taken to conduct this project was flexible, participatory, community-based, strengths-based, and culturally relevant. Relationships and direct engagement with MWTs were central to this project to ensure findings and recommendations accurately reflect the priorities, needs, and experiences of the MWTs workforce as well as the community they serve. Initial conversations with MWTs informed subsequent project planning and the development of engagement questions to be as responsive and adaptive as possible to the capacity and availability of participating MWTs. Additional opportunities for feedback and reflection were available for participating MWTs to support ongoing relationship building and knowledge sharing. This flexibility accommodated MWTs in participating on their own terms in ways that were relevant and accessible.
This project was informed by FPWC’s Comprehensive Needs Assessment, as well as what has already been shared by the First Nations Mental Wellness Workforce regarding program and workforce successes and challenges. Recognizing existing knowledge and building upon what has already been shared is necessary to reduce the burden on First Nations and front line workers and effectively address gaps in evidence. This approach centres community and workforce perspectives and voices to directly respond to their stated needs and priorities.
In contrast to colonial and Western research and engagement practices often rooted in a deficit framework, this project sought to root this work in a strengths-based model, which recognizes and enhances existing assets, skills, and potential within individuals and communities. This approach seeks to identify and share cultural strengths and existing practices that promote well-being, with the aim of building upon successful strategies and interventions to address needs and challenges.
2.2 Data Collection
To ensure a comprehensive and effective engagement process aligned with the research approach, a variety of methods were implemented to target two key participant groups: Mental Wellness Teams and Community Members (including members of community leadership).
Engagement activities occurred between August 8, 2024, and March 26, 2025, and began with initial outreach and an onboarding meeting with primary contacts from each MWT. Subsequent engagement involved a variety of methods including key informant interviews, focus groups, and surveys. Free, prior, and informed consent was sought from each individual participating in an interview and/or focus group prior to proceeding with the engagement session. Consent was provided verbally.
Employing mixed methods ensured flexibility and accessibility to accommodate the needs and capacity of MWTs to maximize engagement. Participants were also invited to attend Validation Sessions throughout the project, with the opportunity to share additional insights and perspectives on draft findings and recommendations.
Honoraria were provided to participating MWTs (collectively), as well as participants in community focus groups (individually), in recognition of their time.
2.2.1 Introductory Meetings
Initial outreach to key contacts within all 20 MWTs was initiated in August 2024. Introductory meetings were held with 17 MWTs Team Leads, Coordinators, and/or Directors between August 12 and October 29, 2024, to present the project and determine interest and capacity for participating.
2.2.2 Interviews
Eight interviews were conducted virtually with 10 MWTs Team Leads, Coordinators, and/ or Directors between September 4, 2024March 28, 2025. The sessions typically lasted approximately 1 hour, with a follow-up session if necessary.
The interviews were semi-structured and guided by prepared questions developed in alignment with project objectives. If requested, participants had the opportunity to review questions ahead of their scheduled interview. Questions were designed to allow for flexibility in responses and focus depending on the topics that emerged organically throughout the conversation.
2.2.3 Focus groups
Focus groups were conducted with both MWTs staff and community members. Three focus groups were held with three MWTs between September 16, 2024 - January 7, 2025. These sessions typically lasted approximately 1 hour, with a follow-up session if necessary.
Three additional focus groups were held with community members between February 6 – March 26, 2025. Potential community participants were identified and recruited through the community survey. These sessions lasted approximately 2 hours. One-on-one follow-up sessions were conducted with two individuals who were unable to attend the focus group. Similarly to the interviews, focus groups were semi-structured and guided by prepared questions designed to elaborate on survey responses and project objectives.
2.2.4 Surveys
Two surveys were administered over the course of this project. One survey targeted the MWTs workforce and received 45 responses. A second survey targeted community members, including members of community leadership, and received 95 responses (See Appendix A: Survey Results).
Both surveys were distributed via an online platform (SurveyMonkey) and were shared directly with MWTs via email, and promoted on FPWC’s social media (LinkedIn, Facebook) and at gatherings and events attended by members of the MWTs workforce.
2.2.5 Validation sessions
Two validation sessions were hosted at the midpoint (November 2024) and end (April 2025) of the project. These sessions provided participants with the opportunity to review the Interim and Final Report findings and recommendations and ensure they accurately reflect the realities, priorities, and lived experiences of those involved. By inviting feedback, validation sessions strengthened the credibility, accuracy, and relevance of findings, as well as identified gaps.
All MWTs were invited to attend the Interim Report validation session. This session was held virtually and included a presentation by project staff followed by a group discussion. The Final Report Validation session was hosted in-person at FPWC’s Ontario MWTs Regional Gathering (April 8-9, 2025). Attendees were invited to attend a presentation and discussion, with an opportunity to provide written feedback on draft report findings and final recommendations.
2.3 Limitations
As a result of time constraints and the workload of MWTs, the primary limitation of this project is related to challenges in generating broad participation due to capacity. While introductory meetings were hosted with 17 MWTs, only eight MWTs were available for additional engagement in an interview and/or focus group. Ongoing engagement and conversations were difficult to coordinate with participating MWTs due to competing work commitments and/or community crises. As a result, more in-depth discussions were possible with a smaller proportion of the Ontario MWTs workforce than anticipated.
Community member engagement (i.e. service users and First Nations leadership) was similarly limited. Potential participants were recruited through the community survey. However, several individuals who expressed interest did not respond to invitations for a focus group or did not attend. Direct outreach was conducted with First Nations leaderships (i.e. Chiefs) but did not translate into a significant increase in engagement.
Additional engagement with partners (e.g. community service providers, emergency responders, regional hospitals) was initially proposed as part of this project. Perspectives and experiences of partners would have provided a more in-depth and comprehensive analysis of the continuum of care and the role of MWTs within an integrated system of care. However, due to capacity and project timelines, engagement with partners was beyond the scope of this project.
While these findings generally represent the current realities of MWTs in Ontario, they should not be understood as fully capturing the breadth and diversity of experiences and perspectives of all MWTs and First Nations communities’ experiences with MWTs in Ontario.
Key Findings
3.1 Overview of Findings
The following summarizes key findings related to MWTs in Ontario. A more comprehensive account can be found in the section that follows.
3.1.1
Strengths and Successes
• MWTs implement flexible and diverse service delivery models to maximize the impact of available funding and address gaps and areas of need within communities.
• MWTs provide a wide range of safe, accessible, and communitybased mental wellness services and programming, including crisis intervention, trauma-informed care, cultural programming, and referrals, among others. Culturally safe crisis response and program delivery are recognized as major strengths of MWTs by community members.
• MWTs’ programs, services, and support are firmly rooted in culture as the foundation for healing and wholistic wellness. MWTs incorporate landbased practices, ceremony, language, and cultural practices to support and promote mental wellness.
• MWT staff possess unique and diverse skills, knowledge, and lived experience that enable them to deliver highquality, competent, and culturally safe care. Staff are eager to access ongoing learning opportunities, specifically in areas such as traumainformed care, traditional healing, and crisis management.
• MWTs’ programs, services, and presence within communities have a significant positive impact on individual and family mental wellness. Community members report increased feelings of hope, and reconnection to culture because of MWTs. Increased uptake of MWTs’ programs and services reflects growing trust in the teams within communities.
3.1.2 Challenges and Areas of Need
• Persistent high demand for mental wellness programs and services, as well as crisis response, strains MWTs’ capacity with negative implications for program planning and worker wellness.
• Recruiting and retaining qualified staff remains a significant challenge, particularly in remote areas. Contributing factors include inequitable wages, lack of housing, burnout, vicarious trauma, and the emotional and mental labour required to occupy the dual role of both community member and service provider.
• Workforce wellness is an increasing priority within MWTs. Staff experience high rates of stress, burnout, fatigue, vicarious trauma, and lateral violence because of their position within communities. MWTs are trying to ensure staff receive the support they need to feel confident and competent in their roles, including providing opportunities to access cultural support, team-building activities, and embedding best practices within their service delivery.
• Ongoing access to learning and training opportunities enhances the skills, knowledge, and competencies of MWTs’ staff, and can mitigate risks of burnout and fatigue. However, a lack of culturally safe and relevant training, as well as challenges in coordinating the expense, time, travel, and childcare needed to attend, pose barriers.
• Some MWTs lack adequate infrastructure to feel safe and supported in their roles. Specifically,
staff expressed challenges in securing private meeting and/or office spaces within communities, and shared safety concerns related to traveling and communications, especially in remote communities.
• Lateral violence and stigma are barriers to community members seeking support from and promoting the programs and services available through MWTs. Dedicated community outreach and mental wellness education are needed for MWTs to build relationships and trust with community members, including community leadership.
3.1.3 Enablers to Support the Capacity and Wellness of MWTs
• Existing funding is essential to support communities and plays a crucial role in the provision of culturally safe and community-based mental wellness programs and services. However, funding remains inadequate to meet the full range of community needs and priorities, as well as to support workforce wellness.
• Enhanced, flexible, and long-term (e.g. 10-year terms) funding that specifically addresses staffing needs, pay inequity, and program gaps would ensure the sustainability and relevancy of mental wellness programs and workforce stability.
• Strong collaboration and relationships with community, regional, provincial, and federal partners are fundamental for enhancing wraparound care, an integrated continuum of care, and
program growth. Relationships with non-Indigenous partners can be strained due to rigid systems, a lack of cultural safety, and perceived or actual lack of engagement. Opportunities for relationship-building and information sharing are crucial to identify and address gaps and areas of need for MWTs, and First Nations mental wellness more broadly.
• MWTs value opportunities to connect across the workforce and strengthen a regional MWTs network. Gatherings and events provide dedicated space for MWTs to share challenges, experience, resources, as well as best and/or wise
practices to enhance their role within communities and build capacity across the workforce.
• Reporting and evaluation of First Nations mental wellness is primarily undertaken using Western methods of data collection which do not capture the wholistic impact and benefit of MWTs’ programs and services. MWTs expressed interest in developing capacity for implementing communitydriven and self-determined evaluation to accurately reflect and assess program strengths, as well as areas of need.
3.2 Strengths and Successes
The following section provides more detailed insights on the strengths and successes of MWTs and highlights the ways in which MWTs effectively respond to the mental wellness needs of communities, how programs and services are rooted in culture, as well as the diverse skills and knowledge possessed by the MWTs workforce.
3.2.1 Responding to and Meeting Community Mental Wellness Needs
A key success of MWTs that emerged in both staff engagements as well as in surveys was the accessibility, availability, and flexibility of programs and services that ensures the safe and effective delivery of mental wellness programs and services that directly respond to community needs.
3.2.1.1 Flexible Service Delivery Models
At a structural level, MWTs across the region employ diverse and flexible service delivery models to address gaps and areas of need in community mental wellness programming and capacity. Where funding permits, some teams serve a single, high-population community. Alternatively, many teams operate across multiple communities, often through a Tribal Council, and use a mobile model, traveling between communities to provide services. In certain cases, groups of communities (usually organized via Tribal Councils) have collectively chosen to support a central coordinator position while funding local positions within each community. This approach ensures that crisis response is delivered by staff with local knowledge and established trust as relationships within the community. Each model has its strengths and limitations. However, the primary factor influencing how communities structure their service delivery model is the adequacy of available funding.
3.2.1.2 Availability and Accessibility of Programs and Services
MWTs also provide a wide range of mental wellness programs, services, and supports grounded in both cultural and Western approaches to healing, including but not limited to counseling/therapy, crisis response and intervention, community outreach and education, cultural supports, land-based programs, system navigation, substance use and addiction services, and group therapy and support groups. Additionally, MWTs seek to address complex barriers to mental wellness by recognizing and addressing social determinants of health. Specific examples shared include providing food and clothing for clients, supporting coordination for funerals and wakes, as well as arranging hotel accommodations when required during crises such as domestic violence.
“One word to describe why [MWTs] are so important [is how] versatile and flexible we are. It is not only crisis that we service but also temporary housing, respite for community workers. [We] help overwhelmed staff within communities.”
MWTs Staff, Focus Group
The availability of these services is crucial to support and enhance individual and community wellness. According to surveys, MWTs are aligned with community members regarding mental wellness priorities, with both groups identifying trauma and substance use as primary challenges. The need for communitybased support is evident in the increasing demand and workload experienced by MWTs. Indeed, 32.9% of community members surveyed had previously accessed programs and services provided by their local MWT, of whom over 70% felt the support provided was beneficial and that they would access them again in future if needed. In fact, one community member shared in a focus group that the availability of MWTs alone provided hope for healing, regardless of whether specific programs and services were being accessed. As community-based and culturally safe service providers, several MWTs shared that their work is, out of necessity, focused on crisis response. For example, one program reported that calls for their services rose from 26 calls in 2018 to 1,100 calls in 2023. Likewise, community members identified MWTs ability to respond quickly during times of crisis as a key strength (32%).
MWTs determine the programs and services they offer based on community priorities, human resource availability, staff capacity, and workloads. Despite widespread agreement on the necessity of prevention approaches for long-term and sustainable mental wellness, many teams shared they have inadequate capacity and/or funding to provide preventative programming
such as community-based workshops, education sessions, and training to other community staff. Some MWTs also identified specific policy barriers as a challenge to addressing the mental wellness needs of the communities they serve. For example, several teams expressed frustration that funding policies limit services to individuals aged 18 and over, leaving significant unmet needs among youth and children.
3.2.2 Cultural Connections
A recurring theme that emerged throughout engagements is the extent to which the programs, services, and support provided by MWTs are rooted in culture as the foundation for healing and wellness. MWTs shared they work from a strengths-based approach, building upon and enhancing the existing cultural strengths and knowledge within individuals, communities, and practices.
MWTs shared that cultural approaches are embedded in the programs and services they provide in the following ways:
• Participating in community and cultural events such as powwows, hunting camps, and medicine harvesting
• Engaging in cultural ceremonies and events
• Including Indigenous languages and teachings in programming
• Using culturally relevant counseling techniques and approaches
• Delivering prevention programming rooted in cultural practices (e.g., storytelling, art-based, land-based)
• Collaborating with other community programs to develop culturally appropriate treatment plans
• Involving of Elders and Knowledge Keepers in outreach, crisis response, counseling, and/or support sessions.
“[It is] important to have culturally grounded programs to address spiritual health and the role of that in healing. Reconnection with spirituality is the reason I am clean and sober today”
Community Focus Group Participant
Figure 1: Top Strengths of MWTs Identified by Community Members
MWTs staff shared the success they have experienced with individuals receiving cultural support and programs, for example, on-the-land programming for substance use. This was supported in the community member surveys, with 83% of respondents identifying spending time on the land has an effective approach in supporting their mental wellness. The survey further revealed that community members identified the delivery of culturally relevant programs/services as the most significant strength of MWTs (36%). Additionally, several community member focus group participants noted the role that MWTs played in connecting them to culture and spirit in their healing journeys, including healing from substance use. Several MWTs shared that they also support individuals, families, and communities who follow diverse spiritual and cultural traditions, including Christianity. It is essential for staff to embody humility and flexibility, adapting their approaches to meet the unique needs of each individual and community.
3.2.3 Workforce Skills and Knowledge
A foundational strength of MWTs is the diverse, unique, and specialized skills and knowledge they possess to provide high quality and relevant care to the communities they serve. One MWTs Team Lead described their staff as embodying the role of ‘helper’ within the community. Helpers support, guide, and walk alongside others in their personal and collective journeys. Helpers serve with humility, grounded in relationships and reciprocity.
Some key skills that are present within the MWTs workforce that emerged from engagement sessions include:
• Empathy
• Cultural competence
• Active listening and communication
• Problem solving
• Client and community advocacy
• Adaptability
MWTs’ staff survey responses illustrated that while certain skills, such as active listening and cultural competence, were regarded as the most important, all other identified skills were also universally valued. This underscores the need for a well-rounded and highly skilled workforce to support effective programs. Likewise, 29% of community member survey respondents identified good communication and compassion as strengths of MWTs.
In addition to specific skills, MWTs possess knowledge in key areas of expertise that empower staff to respond to community needs competently and safely. MWTs engagements revealed some key areas of knowledge central to the work of MWTs, including:
• Trauma, PTSD and traumainformed care
• Crisis management
• Community and family dynamics
• Community engagement and relationship building
• Social determinants of Indigenous health
• System navigation
• Substance use, addictions, and harm reduction
MWTs staff knowledge, skill set, and expertise are supported through ongoing training as well as lived experience. All participating MWTs received training as part of their role to address needs and gaps in services within the communities they serve, in areas such as mental health first aid, trauma-informed care, suicide prevention, and crisis intervention. Indeed, MWTs expressed a strong desire to receive additional and ongoing training to further enhance their ability and competencies in supporting communities, with 82% of survey respondents reporting they are currently pursuing additional training.
Both survey responses and the focus groups revealed the importance of lived experience of the workforce in caring for clients. 95% of staff
Figure 2: Top 5 Most Important Self-Identified Skills for MWTs Staff
COVID-19 Pandemic Response
The COVID-19 pandemic compounded and exacerbated existing challenges for MWTs in Ontario. In many communities, MWTs were among the few essential services that continued operating while social distancing and travel restrictions were in place.
MWTs assumed additional responsibilities within their communities to respond to the pandemic, such as working in isolation facilities, distributing communication devices, and delivering food and medications. At the same time, mental wellness and substance use challenges rose sharply within First Nations communities, increasing the demand for MWTs services and supports.
MWTs report that the need for community-based mental wellness support has remained above pre-pandemic levels. Indeed, 34% of community members surveyed (n=28) cited COVID-19 as a significant factor in ongoing mental wellness challenges. MWTs also shared they have not received adequate support to process their own pandemicrelated trauma. While some MWTs received surge funding during the pandemic, ongoing funding to address its enduring impacts on both the mental wellness of communities and MWTs staff has not been provided.
respondents reported having lived experience that informs and enhances their role. Many staff members have personal experience navigating trauma, mental wellness, substance use, and/or living and working within communities that has supported them in their role. According to MWTs’ staff, relevant lived experience can enable building relationships, trust, and credibility with clients, competently navigating services, and accessing existing cultural and community supports. Several community member focus group participants similarly shared that they are more comfortable receiving support from those who are familiar with First Nations experiences related to mental wellness.
3.3 Challenges and Areas of Need
The following section provides more detailed insights on the challenges and areas of needs identified by MWTs, particularly as they relate to increasing workloads, recruitment and retention, worker wellness, infrastructure needs, and community relationships and trust. These challenges highlight specific areas where enhanced resources are needed to support the short- and longterm capacity, wellness, and effectiveness of MWTs staff and programs.
3.3.1 Workloads and High Demand for Services
MWTs shared that they experience challenges related to staff capacity, program planning, and worker wellness. These difficulties are largely driven by high workloads and increasing demands for services. Unlike mental wellness workers in non-First Nations contexts, MWTs scope of work encompasses varying and complex care that reflects historical trauma as well as the ongoing impacts of colonization experienced by First Nations communities. MWTs shared they experience an increase in workloads during emergencies (e.g. the COVID-19 pandemic) and climate events (e.g. fires, floods), as staff are often responsible for both the community’s emergency response and responding to heightened mental wellness needs. Further, because community and culture ground the work of MWTs, staff often assume additional responsibilities not typically undertaken by non-Indigenous counterparts. For example, one MWT described cooking and visiting with bereaved families, often working overtime to support them in culturally safe ways. These responsibilities are significant because they reflect the relational nature of wellness work in First Nations contexts, where healing is deeply embedded in community connection, ceremony, and everyday acts of care. However, they also place additional strain on staff capacity, making it more difficult to balance crisis response, administrative work, and program planning.
Staff are frequently responding to emerging crises, meeting with clients, or providing direct support, with limited time each month for administrative
tasks. This is especially pronounced for MWTs serving multiple communities and commuting long distances. As a result, teams often lack time to dedicate towards developing robust internal processes, debriefing from crises, or program evaluation. Although culture is recognized as foundational to healing and wellness, many MWTs face difficulties in delivering culture-based supports in addition to crisis response, due to limited capacity and funding. This focus on crisis response can undermine the development and delivery of culturally based preventative programming.
“When there is a death in the community there is a lot of grief and loss, and everybody is very affected by it. I’ll spend the day going to 8-10 families a day. I’m there for the wake or funeral and then follow up. Continuing to get them back up and running. Then my regular clients get pushed back because there was a death.”
MWT Staff, Focus Group
The persistent prevalence of crises and widespread service demand affects not only the breadth of services but also staff wellness. Many staff experience high rates of stress and burnout from balancing immediate crises with long-term mental wellness goals. This impacts their personal and professional lives (see Section 3.3.8). Without adequate support and time for both crisis response and prevention, MWTs’ capacity to fulfill their broader mission is undermined.
Some teams have developed strategies to manage surges in demand that can follow complex or multiple crises. For instance, some MWTs provide crisis response training to other community-based staff (e.g. nurses, education workers, healthcare providers) to increase community capacity. Others rely on relationships within the mental wellness workforce for support. One team, following a community loss that personally impacted staff, reached out to their neighbouring MWTs to lead the response and provide support to the community. While these strategies offer some relief, the full scope of work undertaken by MWTs, as well as the need to improve capacity and resource sharing within and across the workforce, is not adequately reflected in current funding levels.
3.3.2 Recruitment and Retention
Recruitment and retention are significant challenges for most MWTs. Some teams experience chronic vacancies due to a lack of suitable candidates, particularly in more rural areas where with smaller talent pools. Several MWTs operate with limited recruitment resources, unlike larger organizations with dedicated human resources staff. This exacerbates difficulties in filling
specialized roles. Given the variety of complex issues faced by clients, diversifying counselor specialties and experience would enhance service delivery and provide targeted support. While teams optimize available therapeutic modalities, specialized expertise in areas such as crisis response and trauma counseling would further support the community’s needs. While hiring is difficult, retention poses an even greater challenge for many MWTs. Non-Indigenous staff can experience challenges if they are unfamiliar working in a community and cultural context, while Indigenous staff face challenges related to their dual role as both community member and care provider. MWTs shared that a client’s trauma can trigger staff’s own trauma. While staff-client matching is done with care and consideration of the staff’s experience and capacity, limited staffing often makes this difficult. Staff also noted that their roles are effectively 24/7, with little separation between work and personal life.
Many staff expressed that their financial compensation does not reflect the complexity of their work and the expertise - both formal and informal –required in their roles. Some take on second jobs to make ends meet. One staff member shared: “Instead of taking the time off to recoup from the work, you’re going to work somewhere else on your off time”. As another put it, “Because you have a family at home to support, what else are we supposed to do?” Lack of adequate housing also affects recruitment and retention, particularly in rural, remote, and northern communities. It compounds challenges bringing qualified staff into the community when local recruitment is not possible.
Despite these challenges, many teams have benefited from the long-term dedication of staff who have committed their careers to supporting First Nations mental wellness.
3.3.3 Workforce Wellness
Workforce wellness is essential, as MWTs are on the front lines, providing culturally grounded mental health support to communities facing complex challenges. The work can be emotionally demanding, with staff routinely encountering trauma, grief, and systemic inequities. Several staff noted that their work has negatively impacted their personal lives, and they have experienced mental exhaustion, emotional depletion, and reduced ability to connect with friends and family. Supporting workforce wellness helps prevent burnout, mitigate turnover, and ensure that teams can continue delivering compassionate care.
Many Team Leads and Managers shared they are increasingly valuing the mental wellness of staff and taking steps to support their team. Some MWTs prioritize offering team-building activities, retreats, or access to cultural supports. Staff are encouraged to closely monitor their overtime, take regular annual leave, attend ceremony, and are supported in their need for time off.
Some MWTs offer staff an Employee Assistance Program (EAP) as part of their benefit packages, which provides staff with access to limited mental wellness supports. However, these often lack cultural relevance. To address this, some teams bring in Elders and Knowledge Keepers to provide support to staff.
Creating a positive workplace atmosphere – built on humour and mutual support – was widely identified as crucial for workplace wellness. Staff identified that regular debriefing as well as accessing safe spaces for staff to connect and decompress after a challenging day are significant ways they feel supported in their role. As mentioned previously, workforce wellbeing is negatively impacted by inequitable compensation. While team members expressed their dedicated and commitment to providing mental wellness care, financial stress and lack of recognition of their work contributes to burnout and feelings of dissatisfaction.
3.3.4 Training and Skills Development
The MWTs workforce is highly skilled with a combination of formal and informal training, lived experience, and expertise. Staff members are interested in pursuing new training to strengthen skills and respond to emerging and evolving community needs. However, heavy workloads and the need to respond to complex and ongoing crises can leave staff feeling under prepared, which in turn lowers morale and increases stress, impacting the quality and sustainability of service deliver and contributing to high rates of turnover. It may also lead to feelings of inadequacy and burnout, ultimately undermining both staff retention and the overall effectiveness of mental wellness programs.
Access to training was identified by MWTs as essential for workforce retention. Survey findings highlighted strong interest in training related to traditional healing practices (64.3%, n=27), conflict resolution and mediation (47.6%, n=20), and elder mentorship (42.9%, n=18). Other valued training topics include:
• Crisis intervention and de-escalation
• Trauma-informed care
• Emergency management planning
• Suicide prevention and life promotion
• Mental health first aid
• Conflict resolution and mediation
• Self-care and resiliency building
• Cultural competency
• Family and domestic violence awareness
• Substance misuse
• Naloxone training
Barriers to training include the challenge of taking time away from providing direct client care and a lack of staff coverage. Travel requirements and childcare responsibilities can also prevent participation. Staff expressed a desire for training rooted in Indigenous Knowledge and worldviews. However, many of the trainings available to MWTs are provided by non-Indigenous organizations which may lack cultural safety and inadvertently harm
Figure 3: Top Training Areas of Interest Identified by Mental Wellness Teams
participants. Some teams also expressed having limited time and resources available to research and identify existing trainings that may support staff. Some teams noted that while they value culture as the foundation of wellness, they lack confidence in their own level of cultural knowledge. Both Indigenous and non-Indigenous staff expressed a desire to access and/or integrate cultural education into their professional development to enhance service delivery and to support workforce wellness.
3.3.5 Infrastructure
Physical and logistical resources are a critical factor in providing effective support across multiple communities, especially in remote and rural areas. These resources include physical spaces, vehicles, communications tools, safety and weather gear, as well as operational support services. Addressing these infrastructure needs across all MWTs would significantly enhance safety and connectivity of staff
Many teams rely on their work vehicles as mobile offices, as some clients prefer the privacy of meeting outside of clinical settings. This is sometimes a necessity because of a lack of private meeting space within communities. In these cases, staff may ask clients to step out of their homes and sit in the car to ensure a confidential and safe space for conversations. Some teams expressed concern that using vehicles in this way can pose safety risks for staff. In addition, some teams lack office space for team members to gather, debrief, and collaborate.
To meet communication needs, many MWTs provide staff with work phones and, in some cases, emergency walkie-talkies for areas with no cell service. However, there is limited service in certain remote regions, and unreliable connectivity remains a challenge. This poses significant safety risks, especially for team members traveling alone in varied weather and road conditions. In these cases, teams expressed a need for additional infrastructure such as cell phone boosters, satellite radios, and roadside assistance to improve safety and connectivity.
3.3.6 Relationships, Communications, and Trust
Both staff and community members emphasized the importance of building trust and relationships between MWTs and communities, including community leadership. One participant noted: “Chiefs and councils as well as their representatives are welcoming with my team during crisis situations because of the presence, consistency and dedication of our MWT members. Our team is the first team leaders will call in any crisis situations.” However, some teams experience challenges in building similar relationships.
Open and transparent communication helps break down stigma and build trust, particularly in small communities where privacy and confidentiality
concerns may deter people from accessing services. Survey results indicated that 24% (n=2) of those who had not accessed MWTs supports were unaware of what types of programs and services were available. Given existing workloads, teams have limited capacity to dedicate themselves to bridge this gap in communication.
Several community members noted they did not access MWTs due to confidentiality concerns. Within the community focus groups, several urbanbased community members expressed that they felt MWTs programs/services were only available for on-reserve population, or that on-reserve members were prioritized in receiving care.
“Lateral violence and stigma from our own leadership is one of the biggest drivers of negative impacts to our ability to provide these services comprehensively to our community.
Lack of understanding of the services, unethical interference with the services, and stigmatization of the services by leadership are barriers to service delivery that take up a lot of time that would be better spent delivering our services. If leadership were open to learning and expanding their knowledge that would help.”
MWTs Staff, Survey Response
3.4 Enabling the Capacity and Wellness of MWTs
This section outlines key policy and programming areas that support the long-term sustainability, wellness, and effectiveness of MWTs. These enablers form the foundation that empowers MWTs to deliver responsive, culturally grounded, and community-led mental health services. By highlighting areas of strength, as well as opportunities for investment and reform, this section aims to inform decisionmaking and strategies that build on MWTs’ existing capacity and ensure their continued success.
3.4.1 Funding
Participating MWTs emphasized the value of current funding streams in addressing longstanding gaps in First Nations mental wellness care as well as establishing and enhancing community-based programs, services, and supports. This funding has been instrumental in helping MWTs reach individuals, families, and communities with culturally relevant services. However, widespread concerns were raised regarding ongoing resource needs and funding adequacy.
According to the MWTs staff survey, two of the top three areas for innovation were funding-related: enhanced program funding and enhanced staffing funding. MWTs recognize the value of existing funding as necessary and fundamental for teams to provide mental wellness support to communities and individuals in need. However, all participating MWTs expressed that current funding levels are insufficient to fully address the needs of the workforce as well as the communities they serve.
Demand and need for MWTs services is high, and communities are expressing a desire for increased access to culturally relevant mental wellness services and programs. As one staff member shared, “There is always room for more expansion and more work [...]. There is always an appetite for support with communities. They’d like to see us more often.” The value of matched provincial and federal funding was also widely recognized. Teams expressed concern that losing either stream would significantly reduce their ability to serve communities: “[Losing funding] would require pulling back services which will leave communities without”.
Enhanced staffing funding is urgently needed to address existing service gaps, expand preventative programming, and promote workforce stability. Although funding agreements have shifted from annual to multi-year agreements, MWTs strongly advocated for longer-term commitments. As one team member put it, “We need to be thinking 10 years ahead and have established protocols.” Stable, long-term funding would allow for sustained program planning, deeper community relationships and trust, increased program uptake, and investments in capacity building.
Limited funding impacts MWTs’ ability to respond effectively to crises, particularly across multiple and/or remote communities. Many MWTs face difficulties in maintaining adequate coverage across widespread communities, especially with limited staff and high travel expenses. For example, one MWTs serving seven remote communities operates on an annual budget of $500,000, which is inadequate to meet staffing, program delivery, and air travel costs. Additional funding would enable teams to expand their staff, improve responsiveness, and better support community wellness.
3.4.2 Partnerships and the Continuum of Care
Strong relationships and collaborative partnerships are essential for MWTs to support the generation of a wholistic continuum of care for clients and communities. Many MWTs work in close coordination with other First Nations service providers within their communities, such as community nursing, to co-develop joint programs that address social determinants of health, cultural support, and prevention. MWTs reported that the success of these partnerships are the result of shared values, a mutual understanding of the community context, and a commitment to culturally aligned programming which facilitates effective collaboration and positive mental wellness outcomes.
Relationships with non-Indigenous organizations are also beneficial in supporting a strong continuum of care. However, MWTs reported that these partnerships often come with challenges. MWTs reported that some non-Indigenous organizations at the regional or national level operate under rigid policies that may not align with the priorities and goals of First Nations communities. This lack of flexibility can create barriers to effective collaboration, as it may limit the ability to deliver culturally safe and responsive services. Additionally, there can be a lack of cultural safety which undermines efforts to build trust, as some regional and national partners have limited understanding of First Nations cultural practices, values, or working within community contexts.
Likewise, building and maintaining relationships between MWTs and funders is necessary to ensure effective communication and maximize available resources. During engagement sessions, several teams shared they had limited knowledge related to the development and implementation of MWTs, and current funding structures. Specifically, some teams were not aware of the bilateral funding structure within Ontario or the availability of surge funding. This lack of understanding is attributed to high staff turnover and the resulting loss of institutional knowledge, perceived or actual limited direct engagement with funders, and the historical jurisdictional exclusion of provincial governments from on-reserve First Nations health services. Dedicated efforts to improve communication channels between MWTs and funders would alleviate administrative burden and support informed, sustainable program development.
MWTs were adamant about the benefit and need to strengthen relationships across the regional workforce to enhance capacity, worker wellness, and service delivery. MWTs highlighted that having opportunities to connect across the workforce, such as at FPWC’s Ontario MWTs Regional Gathering, are crucial for peer learning, mentorship, and sharing best and/or wise practices. Meeting in-person and/or virtually facilitates knowledge exchange across MWTs in priority areas of need such as internal management, protocols
and procedures, community outreach, and available resources and training. Further, a stronger regional network fosters and sense of belonging and mutual support, which in turn can mitigate challenges related to capacity, workforce wellness, and isolation.
3.4.3 Evaluating Impact
A consistent topic that emerged through discussion with MWTs was the importance of evaluating success in culturally relevant and community-specific ways. Measuring the impact of MWTs requires moving beyond Western metrics and including Indigenous indicators rooted in local values, relationships, and experience. Some MWTs shared current reporting and data collection practices are often limited in this regard, with teams noting that standard metrics may not align with the outcome of programs and services or be insufficient to fully account for nuances present in supporting and promoting wholistic wellness. MWTs expressed a desire in undertaking more meaningful, systematized evaluation processes grounded in First Nations ways of thinking, being, and doing. However, limited staff capacity and funding present ongoing barriers
For many teams, the most powerful indicators of impact come from the communities themselves. These include being invited back to deliver services or training, receiving gratitude and positive feedback from family members, or witnessing increased community trust and engagement. These informal, relational indicators demonstrate to team members the positive influence of MWTs and reflect a growing sense of safety and acceptance within the community.
Witnessing long-term progress in individuals and families is perhaps the most profound measure of success. When those affected by trauma or crisis show signs of resilience, and re-engage with community life, it is a testament to the deep and lasting impact of culturally grounded mental wellness support. Stories of gradual healing, trust, as well as increased community and cultural connection are crucial markers of MWTs’ impact, and highlight the importance of relationships, cultural respect, and continuity in Indigenous mental wellness support. Despite their significance, these are often excluded from reporting requirements. Centering these forms of evaluation is essential to reflect the true contributions of MWTs and to uphold the values of First Nations mental wellness.
4.1 Funding And Policy Enhancements
4.1.1 Ensure Equitable and Needs-Based Funding Models
Continue strengthening bilateral funding commitments to ensure culturally safe, community-driven mental wellness services are widely available and accessible to all First Nations communities in Ontario. This would include co-creating and implementing equitable funding models that reflect community priorities, geographic realities, and the full scope of services, while also supporting wage equity and adequate staffing across all essential roles.
Action: Review and revise the modified Berger formula to reflect regional realities with consideration of population size, number of communities served, geographic remoteness, and access to provincial support.
Short-term Priority: Implement regional top-ups for high-cost delivery areas (e.g., remote and/or fly-in communities).
Action: Co-create flexible funding models grounded in the First Nations Mental Wellness Continuum Framework (the Framework), enabling services that reflect cultural values, community priorities, and holistic wellness.
Short-term Priority: Establish a First Nations-led working group with ISC and provincial partners to co-develop models and related policies.
4.1.2 Transition to Long-Term, Predictable Funding Agreements
Provide funding through long-term, predictable agreements to enhance workforce retention, support strategic planning, and strengthen the overall stability and sustainability of services and relationship-building within communities.
Action: Shift to 5- and 10-year funding models for MWTs to ensure consistent service delivery and reduce administrative burden.
Short-term Priority: Conduct a national review of existing MWT contribution agreements to identify agreement durations, funding consistency, and renewal patterns. Use findings to determine readiness and eligibility for transition to 5- or 10-year agreements and to inform equitable rollout strategies.
4.1.3 Increase Flexibility in Program Design and Delivery
Increase program flexibility by addressing funding and policy barriers related to population-specific needs and services (e.g., providing services to youth).
Action: Revise funding agreements to allow MWTs to tailor services based on community needs, without needing additional approvals or reporting requirements.
Short-term Priority: Include adaptive programming clauses in agreements.
4.1.4 Develop and Implement Cross-Sector Funding Models
Mental wellness is complex and requires a holistic approach that encompasses the Indigenous social determinants of health (SDOH) and is rooted in the First Nations Mental Wellness Continuum Framework (the
4.2 Workforce Development And Wellness
4.2.1
Support Workforce Wellness through Culturally Grounded Health Human Resources Approach
Provide dedicated and long-term funding to support a structured and culturally grounded health human resources approach for MWTs. This must include policies and procedures that account for MWTs contexts and ensure staff safety and wellness, as well as adequate resources to support paid leave, access to ongoing training and mentorship, culturally relevant and timely crisis debriefing, flexible scheduling and sustainable workloads, and equitable compensation comparable to mainstream equivalents.
Action: Include a dedicated health human resources funding stream in MWT contribution agreements to support culturally aligned HR policies and wellness practices. This stream should include provisions for compensation equity, training, debriefing, and internal policy development.
Short-term Priority: Provide an annual workforce wellness allocation to be used flexibly by MWTs for initiatives such as paid wellness leave, Elder or peer-led debriefing, staff development retreats, or tailored HR policy development.
4.2.2 Support Access to Indigenous-Led Training Programs in Identified Priority Areas
Additional core funding is needed to build workforce capacity by expanding access to and promoting Indigenous-led training grounded in community knowledge, cultural strengths, and the skills and experience already present in the workforce. Culturally safe, trauma-informed, and land-based training ensures that skill development reflects Indigenous values and priorities.
Organizations such as FPWC, Thunderbird Partnership Foundation, First Nations Health Managers Association, and regional Indigenous-led organizations provide culturally safe, trauma-informed, and land-based training that ensures skills development reflects Indigenous values and priorities.
Action: Increase dedicated funds to support workforce training within MWTs agreements to allow teams to access and customize professional development aligned with their needs. This includes funding flexible, community-directed training models focused on trauma-informed, crisis response and land-based approaches for MWTs.
Short-term Priority: Provide immediate training top-ups to MWTs to support travel, registration, or bringing in Indigenous-led trainers based on regional and community needs.
4.2.3 Expand Training in Priority Areas Identified by MWT
Training opportunities should encompass priorities identified through the ON MWT Current State Analysis, such as traditional healing practices, conflict resolution and mediation, Elder mentorship, crisis intervention and de-escalation, trauma-informed care, emergency management planning, among others (see pages 19 -20 for full list of identified training priorities).
Action: Create standardized and community-validated curricula in priority training areas.
Short-term Priority: Roll out training priorities via regional hubs within the next fiscal year.
4.2.4 Address Recruitment and Retention through Compensation, Housing and Workforce Supports
Address structural challenges to recruitment and retention by providing equitable, parity-based salaries, adequate housing and overnight accommodations, access to training and peer support, opportunities for career advancement, and comprehensive supports for workforce wellness.
Action: Mandate competitive, paritybased salaries and include housing allowances within all contribution agreements, with specific provisions to address recruitment and retention challenges in rural and remote communities.
Short-term Priority: Conduct a national salary and benefits benchmarking review for MWTs and comparable mental health workers,
as well as first responders and social service roles to inform immediate and longer-term policy improvements.
4.2.5 Foster Peer Learning and Regional Collaboration
Embed opportunities for teams to learn from each other, connect, share wise practices, and exchange resources within funding structures to support workforce wellness and enhance capacity development.
Action: Allocate dedicated funds to support regional peer exchanges, mentorship opportunities, skillsbuilding training and workshops, and workforce gatherings.
Short-term Priority: Fund an annual Ontario MWT workforce gathering to share lessons learned and identify program improvements.
4.2.6 Support Youth Mentorship and Succession Planning
To support succession planning for MWTs, core funding also needs to support intergenerational transmission of knowledge and mentorship for youth. A structured approach is needed to support youth in learning about their culture, the needs of their community and how to be involved in and take on the work of MWTs.
Action: Fund programming that facilitates intergenerational knowledge transfer and exposes youth to career pathways in community mental wellness.
Short-term Priority: Launch mentorship pilot projects in communities with dedicated youth coordinators and Elder involvement.
4.3 Strengthening Culture As Foundation
4.3.1 Fund Year-Round Access to Culturally Based Programs and Services
Provide dedicated and long-term funding to support the capacity of MWTs to deliver culturally based programs and services, including community ceremonies, language revitalization, and land-based activities.
Action: Fund seasonal and ceremonial programming, including Elder and youth honoraria, travel costs, traditional medicines, and land-based retreats.
Short-term Priority: Allocate a fixed cultural programming line item to all core MWTs budgets.
4.3.2 Support MWTs’ Access to Elders and Knowledge Keepers
Provide dedicated funding to support workforce wellness through cultural supports, facilitate knowledge-sharing, and enhance cultural confidence.
Action: Establish a dedicated cultural engagement fund within MWTs contribution agreements to support ongoing relationships with Elders and Knowledge Keepers.
Short-term Priority: Provide funding to support a regional Elders and Knowledge Keepers gathering to coordinate MWTs’ access to cultural supports and knowledge sharing.
4.3.3 Recognize Cultural Competencies in Pay Structures
Recognize cultural knowledge, skills development, and accredited training possessed by MWTs as professional competencies reflected in enhanced and equitable wage compensation.
Action: Formally recognize cultural roles (e.g., Elders and Knowledge Keepers) as First Nations experts in job classification systems with equitable compensation as mainstream experts.
Short-term Priority: Partner with Indigenous experts to co-develop classification frameworks and integrate them into funding models.
4.4 Infrastructure And Safety Enhancements
4.4.1 Invest in Mobile, Confidential Workspaces and Connectivity Tools
Capital funding is needed to ensure dedicated spaces for confidential counseling and, where appropriate, mobile office setups, as well as essential technology such as cell phones, cell phone boosters and satellite phones for remote areas.
Action: Provide flexible funds for permanent office spaces, mobile office set-ups, and essential connectivity tools.
Short-term Priority: Launch a small capital procurement fund targeting remote teams with urgent privacy and communication needs.
4.4.2
Ensure Safe Transportation and Emergency Communication
Ensure all MWT staff have reliable, safe transportation, and emergency communication tools, as well as support for the logistical demands of serving rural and remote regions.
Action: Include reliable vehicles, mileage coverage, and travel safety equipment in core funding agreements.
Short-term Priority: Conduct a province-wide gap assessment and begin procurement in top-priority areas.
4.5 Build and Maintain
Collaborative Partnerships
4.5.1
Support the Creation of a National Indigenous Mental Wellness Workforce Association
To help establish and maintain culturally safe standards of care for all workers (mainstream as well as cultural practitioners who work in communities) government funding and support is needed for the development of an Indigenous Mental Wellness Workforce Association. A National Association can help establish accredited training programs and inform the process and requirements for creating culturally safe standards of care.
Action: Co-develop a national entity to support accreditation, cultural competency certification, workforce standards, and policy advocacy.
Short-term Priority: Provide feasibility funding and establish a First Nations-led steering committee.
4.5.2
Promote Cross-Sector Training on the First Nations Mental Wellness Continuum Framework
Enhanced collaboration across government sectors supports the widespread availability of and access to mental wellness programs and services and promotes holistic service delivery across the continuum of care. In alignment with Recommendation 4.1.4., a shared understanding of the Framework is necessary to break down silos and advance culturally safe and culturally grounded wraparound care.
Action: Promote and operationalize the Framework as the foundation for supporting mental wellness within First Nations communities across Ontario.
Short-term Priority: Require federal and provincial staff involved in funding and program oversight complete the Framework training.
4.5.3 Implement TRC Calls to Action #23 and #24
Fully implement the Truth and Reconciliation Commission’s Calls to Action #23 and #24 for all healthcare professionals as well as medical and nursing students to receive skills-based, cultural competency, and anti-racism training to ensure safe and meaningful collaboration with MWTs and First Nations communities.
Action: Require cultural safety and anti-racism training for all healthcare professionals, educators, and administrators working with Indigenous partners and/or clients.
Short-term Priority: Make this training a requirement in funding agreements or licensing requirements.
4.5.4 Mandate Anti-Racism Training in Mainstream Systems
In alignment with Article 2 of the United Nations Declaration on the Rights of Indigenous Peoples which states that “Indigenous peoples and individuals… have the right to be free from any kind of discrimination…” (United Nations 2007), staff of mainstream organizations who work with MWTs and First Nations communities (including and beyond healthcare workers) should complete anti-racism training. Training should encompass self-reflection on implicit biases, an understanding of historical and ongoing colonial systems and harm and an understanding of the regional community.
Action: Develop mandatory training focused on colonial history, Indigenous knowledge systems, and implicit bias awareness.
Short-term Priority: Fund the co-development of regional, Indigenous-led curricula tailored to different professional sectors.
4.6 Evaluation and Impact Assessment
4.6.1 Recognize Indigenous-Defined Indicators of Success
Greater recognition is needed for culturally relevant metrics that align with Indigenous research methodologies, which are essential to demonstrating the benefits of mental wellness programs and services within First Nations communities. MWTs reporting requirements must account for and reflect personal experiences as well as cultural connections, both of which can be measured and have a compound effect on family and community.
Action: Embed culturally grounded indicators—such as those measuring connection to Hope, Belonging, Meaning, and Purpose—into federal logic models, outcome frameworks, performance measurement systems and MWTs’ reporting frameworks.
Short-term Priority: Co-develop culturally grounded and meaningful indicators with First Nations and MWTs to include in program reporting requirements
Action: Recognize and support the use of longstanding Indigenous methods of evidence—such as oral histories, storytelling, and community feedback—alongside contemporary tools like video, digital storytelling, and visual media. These approaches offer culturally grounded and meaningful ways to evaluate impact, rooted in relational accountability and community-defined success.
Short-term Priority: Create and disseminate an ISC-supported resource bank of Indigenous evaluation tools
4.6.2 Fund Training and Tools to Support Indigenous-Led Evaluation
Enhanced core funding is needed to support MWTs and community capacity building through opportunities for culturally relevant evaluation training, specifically related to designing and implementing data collection and analysis tools.
Action: Provide funding to support access to workshops and training on Indigenous evaluation models and fund access to tools that help MWTs document success through culturally relevant and meaningful ways.
Short-term Priority: Offer immediate funding to MWTs to support training in Indigenous evaluation methods, such as storytelling approaches, qualitative data collection, and digital tools that reflect community-defined measures of success.
4.6.3 Support Digital Infrastructure and Data Sovereignty
Ensure access to secure digital tools and community-controlled data systems aligned with OCAP® principles.
Action: Fund secure cloud systems and connectivity infrastructure.
Short-term Priority: Procure digital upgrades in under-resourced MWT regions.
Appendix A: Survey Results
Survey Results found Here.
