Motivation & Aims
Through the in-person workshop and accompanying cohesion grant, this social change initiative aimed to achieve the following objectives:
Strengthen team cohesion
Increase understanding of national policies
Both nationally and within community-based organisations, with the aim to improve the adaptation of national policies for provincial application and enhanced staff wellbeing for optimal service delivery.
To help promote mental health literacy equitably across communities in South Africa, especially for the new incoming directors, who may have not been fully capacitated to the current mental health context.
Strengthen governance capabilities
Share best practices
Reinforce solidarity
To increase MHS’s knowledge of their governance responsibilities with the aim to improve compliance (e.g. with the NPO Act), thereby increasing opportunities to enhance organisational sustainability.
To foster cross-organisational learning and encourage the adoption of proven best practices in communitybased mental health care helping MHSs use existing knowledge while avoiding duplication of efforts.
With South Africa’s health system in crisis, delivering quality community-level services is challenging. This workshop will reinforce that MHSs are part of a strong, supportive network working together to improve mental health care for all in South Africa.
The Workshop
Day 1: RECONNECT
C O M I N G
T O G E T H E R
Day one was all about introductions and reconnections as the directors arrived into the meeting, some knowing each other for years and some having never met in person before. A few activities were planned to help guide connection. The directors were also given space to reflect on their roles as well as the wider national mental health movement. The group also looked ahead to how we can begin to strengthen the movement and our advocacy for improving accessibility of culturally sensitive community- based mental healthcare.
"I missed day 1. I was so sad because when I joined the group, I could already feel that something happened. People were accommodated into the federation as if they had been there for years; They felt welcomed and strengthened by the group. Over the three days, I felt like it was family. The activities created an environment where everyone could join in. Nobody was excluded."
Day 2: EXPLORE
O U R M I S S I O N
Because everyone is always pressed for time, we wanted to create space and time for curiosity and creativity during day two.
We started with an incredibly dynamic session curated by Itumeleng Moeketsi, an Atlantic Fellow, professional facilitator, actor, curator, and performing artist. The MHS directors were pushed out of their comfort zones with the artistic nature of the session but everyone found the session to be fulfilling and fun.
Energised by that experience, we reviewed existing MHS programmes and thought about one joint national programme the movement can work on together. Mental health awareness programmes aimed at schools was selected.
Chipo Gwaza Director - REHAB
Day 3: CONTENT
L E A R N I N G
We dove right into content on day three, including unpacking important policies for the sector. We also had some directors share their expertise on financial sustainability, which everyone found helpful and motivating.
To wrap-up, we recommitted to continue building the mental health movement and there were calls for more inperson meetings like this to happen in the future. All in all, it felt like we really expanded the imagination about what is possible for mental health services in communities across South Africa. We are confident when we say the movement is back and stronger than ever!
"Networking with each other face-to-face is important. Participation was amazing. Much achieved in so many ways, sharing and learning, planning and committing to SAFMH and each other. There was something for everyone. These days have contributed to amazing care, empowerment and acknowledgment."
Watch how the three days unfolded below:
Moses Mahlangu Director - North Gauteng Mental Health Society
Investing in community cohesion
Following the workshop, each attending Mental Health Society received R8,000 to implement a community cohesion initiative tailored to their organisation.
Organisations had the freedom to design projects based on the needs and priorities of their staff and community, with the view to strengthen cohesion.
In total, 15 unique cohesion projects were implemented, with a shared emphasis on strengthening internal connection and organisational cohesion. This often took the form of team-building workshops, capacity building, and staff support sessions. It was encouraging to see many MHSs drawing directly on the workshop’s approach in shaping their own initiatives.
A total of 505 people participated in these workshops for enhanced cohesion. This included staff, volunteers and community stakeholders.
The following pages highlight some of these inspiring, community-driven projects in action and show the impact that these workshop had, as reported by the participating organisations.
Association for the Rehabilitation of Persons with Disability (REHAB)
REHAB aimed to strengthen workplace unity, improve communication, and prioritise mental health among staff, volunteers, and external partners. The initiative encouraged inclusive team-building activities that accommodated all abilities and fostered a supportive, engaged work environment. Key outcomes included improved team cohesion, greater openness in communication, increased attentiveness to staff wellness, and enhanced confidence in addressing mental health both internally and externally with service users.
In total, 45 individuals participated, and the programme has sparked a lasting cultural shift toward collective responsibility for staff wellbeing.
“Mental health at the workplace is everyone’s responsibility... the collective participation of
everyone promoted unity and teambuilding activities highlighted how we could support each other. ”
Cape Mental Health
In December 2024, Cape Mental Health engaged 15 senior staff members in a full-day team-building workshop. Activities included chair drumming, reflective discussions and pottery-making. A pledge was signed to renew commitment to the vision and mission of the organisation and the people served. Staff described the experience as deeply valuable, offering a chance to connect, reflect, and reset.
In March 2025, a follow-up session titled “Reawakening of the Pledge” was held to lay the groundwork for upcoming organisation-wide team-building activities and signing of the pledge by all 140 staff members.
“The Management Forum Teambuilder was an amazing event that brought the team together... The balance of creative activities and the seriousness of the pledge added richness and depth that lead to better understanding and appreciation of each other. ”
Central Gauteng Mental Health
The 2024 Social Cohesion Programme engaged 65 staff members for a day out in nature. It had a deeply positive impact during a challenging time for the organisation, laregly due to funding cuts. The programme revitalised and uplifted the team, fostering renewed motivation and a shared commitment to their work. Reported outcomes included improved communication, collaboration, conflict resolution, job satisfaction, and overall team efficiency.
“Such events not only provide fun but also serves as debriefing sessions”
“It was a great chance to bond with colleagues I don’t often interact with. ” “I came back engaged
and looking forward to the next one in
2025”
Durban and Coastal Mental Health (DCMH)
DCMH gathered 85 staff from 14 districts to foster a sense of unity and to acknowledge their dedication during a time of financial strain. The CEO presented on the organisation’s financial standing, followed by programme-specific discussions where staff could troubleshoot challenges in person. The event highlighted the need for better communication and addressed issues like salary delays and prioritising service user care.
Key outcomes included increased understanding of financial challenges, direct feedback to management, and a shared commitment to incomegenerating initiatives. Staff appreciated the chance to engage with leadership and the hospitality provided. “Staff were given the opportunity to engage directly with the CEO and raise their concerns.
“Management acknowledged the need for improved communication and committed to addressing challenges such as delayed salary payments and prioritising service user care. ”
”
Indlela Mental Health
Indlela Mental Health focused on building cohesion through a Wellness Day. The day offered offered a mix of mental and physical well-being activities. Highlights included:
Physical health checks
The “Let’s Get Talking” session encouraged open conversations about mental health
The symbolic “Letting Go” balloon activity, where staff released the burdens of 2024
A session on setting boundaries and managing stress at work
The day fostered team bonding, and a renewed sense of balance and support for the year ahead.
“It was a day so well spent and organised. Everyone loved it, I can still feel the buzz of excitement and positivity around the office. It just shows you what a small act of kindness and recognition can do for staff morale. ”
Page 18
North Gauteng Mental Health
North Gauteng brought together 72 staff members in a relaxed and supportive environment to foster team-building, relationship-building, and staff appreciation. The event allowed employees to debrief after a challenging year, connect socially, and share ideas for the upcoming financial year. The envisaged outcomes of building stronger relationships and providing a space for debriefing were achieved.
The event was widely appreciated and sparked a proposal to hold wellness days mid-year and reserve December for a year-end celebration, showing a growing organisational commitment to staff wellbeing and morale.
. ” “The actual aim of the event was to encourage, motivate, and appreciate the employees for the good work done in 2024 despite the challenges faced throughout the year. ”
“It was very helpful to all the employees of the organisation. We got the opportunity to meet each other in a friendly environment whereby everyone was able to socialise and share their ideas about the coming new financial year
Northern Cape Mental Health
Northern Cape Mental Health hosted a highly impactful appreciation ceremony to strengthen cohesion within the team. The event recognised staff with awards in the spirit of gratitude and encouragement. It boosted morale and inspired everyone to commit to excellence in 2025. Award categories included Programme of the Year, Caregiver of the Year, Employee of the Year, and Admin of the Year. The recognition uplifted all those involved. A total of 46 staff members participated, and many suggested making the awards evening an annual event.
“Our colleagues are so inspired to become the best in each category. ”
“Employees saw this event as an opportunity to work better in 2025. " “This event was so much needed. ”
Northern Free State Mental Health
Northern Free State's four core staff members came together for a meaningful retreat focused on connection, appreciation,, well-being and "being human. ”
Through shared meals, teambuilding activities, and relaxed social time, staff had the chance to bond, reflect, and strengthen their sense of belonging with the organisation and each other.
The experience helped foster a more united, motivated, and collaborative team ready to support one another and the communities they serve. Outcomes included the building of trust and cohesion for a deeper understanding of one another in a social environment.
All staff reported that they are “a better staff member” because of this cohesion retreat
.
Pietermaritzburg Mental Health
Pietermaritzburg Mental Health's social cohesion programme was designed to boost morale, strengthen team dynamics and invest in long-term wellbeing. Seventyone staff, ten board members, and two volunteers participated.
The organisation prioritised staff appreciation by providing personalised gifts and extra time off over December.
Additionally, a two-day strategic planning workshop for programme managers helped reinforce team communication, accountability, transparency and purpose.
Staff reported feeling valued and heard, with one noting: “It is really motivating and we appreciate you for that!”
The initiative also sparked lasting orginisational change, with a new staff wellness policy and future mental health sessions already scheduled for 2025.
“We have now adopted a new standpoint on investing and focusing on the wellbeing of our staff as a way to ensure the best possible service to our mental health care users. ”
“The whole process made us all stop and focus on our staff for a change and through this process staff and management have grown closer and seem more willing to communicate with each other in a purposeful and positive way. ”
Southern Free State Mental Health
Southern Free State hosted a one and a hald day self-care workshop aimed at addressing burnout and secondary trauma among the core eight staff members. It included sessions on self-expression through art, relaxation, and training on managing personal triggers and building resilience. This approach was chosen to strengthen team cohesion, support long-term staff well-being and ensure continuous, effective service delivery.
The workshop brought about an increased knowledge in personal triggers, a deeper felt sense of team cohesion, and an improved recognition in asking for help.
“All set outcomes in the proposal were achieved. The organisation was able to retain and improve the quality and experienced staff who can continue to provide quality services to the communities in which they live and work. ”
Vaal Mental Health
Vaal Mental Health focused on boosting team morale and investing in future capacity development.
The organisation hosted a “long-overdue” year-end function to recognise staff contributions, purchased essential groceries for the office, and allocated most of the funding for professional training throughout 2025. Training topics include children’s mental health, marriage counselling, and transactional analysis.
While most training will take place later in 2025, the initiative has already boosted staff morale and provided crucial operational relief.
“The Social Cohesion Programme was very helpful to our staff and organisation. We could give our hardworking staff a proper year-end function which we could not do the previous years. “
Zululand Mental Health
Zululand Mental Health's social cohesion programme featured a variety of activities, including a team-building hike, quad biking, and stress management and burnout training facilitated by a mental health specialist from the KZN Department of Health. These activities were instrumental in fostering teamwork, a strong sense of trust, and a shared sense of purpose among the staff. The event concluded with the presentation of gifts to board members, recognising their unwavering support and dedication to ensuring smooth office operations. Overall, the programme was percieved as enhancing collective well-being, promoting unity, and preventing conflicts by bringing staff out of their comfort zones and encouraging collaboration.
"Everyone felt that training sessions brought transformation and they felt valued and motivated even to contribute their best. "
THANK YOU TEKANO
Our sincere thanks to Tekano for their generous funding of this work, their ongoing commitment to advancing mental health outcomes and investing in more unified, equitable quality mental health services across South Africa. Your support has been essential in driving lasting change, and we deeply appreciate your partnership in this critical work.